Abstract

It is well known in the world of quality that Lean and Six Sigma (LSS) initiatives are not likely to succeed or be implemented without the support of high-level management. In three case studies, this concept is demonstrated using real examples. An LSS project with very little or no support from upper management did not see implementation on any suggested changes. Projects that saw moderate or high engagement from management did, at least partially, get implemented and succeed. Management buy-in is key to opening the doors for good communication, access to resources, and the ability to overcome obstacles that arise during the project. Without that support, projects have no way to overcome issues that come up, and thus are doomed to fail.