Stop ‘Doing’ Six Sigma (and Start Actually Fixing Things!)
Tired of watching continuous improvement efforts fall flat? In this powerful episode of “Why They Fail,” host Kevin Clay sits down with the legendary six sigma pioneer Mike Carnell, who was there for its genesis at Motorola. If you feel like your company is just going through the motions of Lean Six Sigma without seeing real results, this conversation is for you. Forget the buzzwords and the “motivational fluff.” This is a deep dive into what truly works.
Mike shares unfiltered truths from his decades of experience, including an unforgettable lesson learned directly from GE’s Jack Welch. He explains why your job isn’t to “do” Six Sigma but to solve critical business problems. This episode dissects the short-sighted decisions and leadership agendas that sabotage success and gives you the simple keys to avoid these all-too-common pitfalls.
A Glimpse into the Mind of Six Sigma Pioneer Mike Carnell
Mike Carnell’s journey didn’t start in a boardroom; it began at Motorola after his time in the Marine Corps. A pivotal moment for him was witnessing a complex, 19-year-old product defect get solved in just three days by an expert using a component search technique. That was the spark. He realized the goal wasn’t just to follow a rigid process but to use the right tool for the job.
Throughout his career, Mike has seen it all. He emphasizes that no two companies are the same, and therefore, no two improvement programs should be identical. He argues against being a “zealot” for one specific methodology, whether it’s Lean, Six Sigma, or TQM. Instead, the focus must always be on a simple question: what problem are we trying to fix?
The Non-Negotiable Need for Leadership and a Plan
A recurring theme in the discussion is the absolute necessity of a solid plan and strong leadership. Mike recounts how the most successful deployments he’s been a part of started with a clear, measurable target from the top. For example, a CEO asking for a “$98 million in EBIT improvement over the next two years” provides a much clearer direction than just saying “we want to do Six Sigma.”
This is where so many companies fail. They send employees to get Green Belt training without having any projects ready for them. As Kevin and Mike agree, if your newly trained Belts have to go find their own projects, your deployment has already failed. A successful initiative requires building a detailed plan before you ever start training, just like you need a blueprint before you start building a house. Furthermore, the leadership must be disciplined, engaged, and hold people accountable, a trait Mike saw firsthand while working with Jack Welch at GE.
Key Takeaways from this Podcast:
🎯 Your job isn’t to “do” Six Sigma; it’s to solve problems and improve the company.
📝 If your Belts have to find their own projects, your continuous improvement effort has already failed.
📉 Strong leadership with a clear, measurable goal is the ultimate key to success.
🛠️ Don’t be a zealot for one methodology; use the right tools from Lean, Six Sigma, Shainin, or TQM to fix the problem at hand.
🏠 You must build a detailed plan and have leadership buy-in before you ever swing a hammer or train a single person.
A Word from our Sponsor
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Podcast Chapters:
(00:00) The #1 Sign Your CI Effort Has Already Failed
(02:22) Meet Six Sigma Pioneer Mike Carnell
(06:00) It’s All Just the Scientific Process
(07:37) Stop “Doing” Six Sigma and Start Fixing Things
(11:13) Why Every Successful Deployment Starts with a Plan
(12:38) How to Get Executive Buy-In with Clear Financial Targets
(18:27) A Tale of Two Deployments: One Wildly Successful, One Not
(21:02) The Art of “Managing Up” to Keep Leadership on Board
(23:27) An Unforgettable Lesson from GE’s Jack Welch
(28:53) Recap: The Essential Ingredients for Success
(31:32) The “Belt” Debate: Do the Labels Matter?
(32:59) The Dangers of “Paper Belts” and Certification Mills
(38:03) The Damaging Shift from Deployments to Certifications
(45:43) Final Takeaway: If They Have to Find a Project, You’re in Trouble
