A field research-based statistical study was used to investigate successes and failures of Six Sigma methodologies based projects. Six Sigma methodologies require that projects be designed, planned, and implemented using techniques specifically designed to achieve desired benefits that are based on the method's key drivers for project success. This study addressed an identified gap in the literature that Six Sigma projects do not fail because of Six Sigma methodologies, but that the projects can fail because of deficient support processes. Six Sigma projects that do not achieve the desired benefits are often labeled as "fads". Research questions related to management support processes for Six Sigma projects addressed whether the project was properly scoped and if Six Sigma projects were conducted with the appropriate methodological framework. Field research data were collected using a 5-point, Likert self-administered survey, which was provided to a sample of 206 Six Sigma Black Belt practitioners and project participants. The survey data were analyzed using descriptive and inferential statistics to identify probable significance of the results. The general data results concluded that Six Sigma projects do not fail solely because of Six Sigma methodology; instead, failure was attributed to other unexamined reasons and factors. Successful Six Sigma projects, which are deployed to increase claims processing accuracy throughput for insurance companies and the Centers for Medicare & Medicaid Services, can trigger positive social change. Increased efficiencies should lead to improved cash flow for doctors and hospitals that will positively affect services offered, utilization processes, and their employees.