Just Questions …

• How do you know if your Lean and Six Sigma training and development program is succeeding?
• When you set out on your implementation, did you develop metrics to gage progress and success?
• Is success measured in terms of training and certification indicators or on the changes in business performance?
• Have you what appeared to be a successful implementation in a failing business or business unit? Are you counting projects and certifications still?
• Are you still using the guidelines for selecting and chartering projects that were suitable for training candidates?
• Are those guidelines yielding the very best, most important business issues for attention?
• Are you running into “stranded investments” of trained resources in areas with insufficient opportunities for high impact projects while other areas are resource starved?
• Is the value of the program challenged or suffering diminishing results?
•  Could it be that what worked to get launched now constrains the needs of your current life cycle phase?
• Is form constraining substance?
• Are the rules and tools setting the agenda for what is an opportunity?
• Are the real problems going elsewhere for solutions?
• Are the best and brightest clamoring for an opportunity to be part of the implementation or running away to protect their careers?
• Have you checked for generational deterioration and decay of approaches and quality of analysis and solutions?
• Are the Lean and Six Sigma physicians trying to cure themselves?
• Has critical thinking improved or has it been replaced by a checklist and lots of forms for approval?
• When was the last time you ran your program through a full physical and checked if your practices and practitioners fit your current and emerging business needs?
• Will you know in time?