To Six Sigma or not Six Sigma?

Lean Six Sigma is indeed a powerful tool to achieve process improvement when utilized correctly. However, as more and more industries are seeking to reap the benefits of Lean Six Sigma, it's equally important to take pause and recognize when Lean Six Sigma may not be the way to go. A good Lean Six Sigma project may yield improved quality, reduced variations, and significant financial savings but a bad Lean Six Sigma project may result in wasted time and resources. Here are a few attributes that influence a proposed project's eligibility for the full Lean Six Sigma treatment (DMAIC process):

• Management is requesting to implement their solution to a problem -  If management agendas and objectives are clear from the get-go, then there is no need for the rigors of Six Sigma. The choices should be to simply execute the plan or reject the plan and insist on evaluating the process based on Six Sigma.
• Problem statement is not well defined - You can not solve a problem that is not clearly defined. In order to perform Six Sigma, the inputs and outputs of the process need to be identified with any applicable metrics. Ambiguous problem statements may lead to wasted/misdirected efforts or management disputes. 
• Process not well understood (missing data) - Six Sigma decisions are made based on data analysis. Although you can collect data during the Six Sigma process, if there is lack of historical data required to make decisions, it could have significant impact on the time frame for the project. For this reason, it is important to understand what resources are already available for the DMAIC process before moving forward. 
• Lack of support from sponsor/champion - Six Sigma projects require time and resources to succeed and you will need the buy-in and support from management to see the project through. This may be more important depending on the corporate structure (functional, projectized, or matrix) that limits your authority level over resources. A lack of support may also result from changes to management personnel, roles and responsibilities, or overall business strategy.
• Short timeline - A good Six Sigma project may take months or years to complete. If action is expected within a short time period, even if a Six Sigma project is warranted, it is not suitable for this scenario. Instead, the likely solution is to conduct a short Kaizen Blitz or A3 Report to find appropriate Corrective and Preventive Actions.  

Discussion
What other criteria have I missed? Feel free to add yours to the comments below.