Why Lean Six Sigma fails?

Lean Six Sigma Is Not the Problem

Lean Six Sigma is a well-established method for reducing waste and variation.

When applied within a stable management system, it is effective.

When applied without one, it fails predictably.

The Assumptions Lean Six Sigma Makes

Lean Six Sigma implicitly assumes:

• Leaders behave consistently

• Decision rights are clear

• Standards are enforced

• Improvement is governed

• Results are protected over time

Most organizations do not meet these conditions.

The Failure Mechanism

A common pattern emerges:

1. People are trained

2. Projects are launched

3. Local results appear

4. Organizational friction increases

5. Leadership overrides re-enter

6. Gains erode

This is not resistance to change.

It is the system defending itself.

Why Tools Cannot Compensate

Lean Six Sigma increases pressure:

• On leadership behavior

• On cross-functional alignment

• On decision-making discipline

If governance and operating rhythms are not designed to handle that pressure, the system reverts to familiar behavior.

The result:

• Hero-based performance

• Political project selection

• Improvement fatigue

• Repeated “relaunches” of CI

Lean Six Sigma succeeds only when embedded in a deliberately designed operating system.

The COPEX Position

COPEX does not replace Lean Six Sigma.

COPEX addresses what Lean Six Sigma depends on but does not design:

• Governance

• Leadership capability

• System integration

• Improvement absorption

Lean Six Sigma becomes effective because the system exists.