Why They Fail ... and the Simple Key to Success!

Kevin Clay, Master Black Belt
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Tired of watching continuous improvement efforts crash and burn? So are we. "Why They Fail" dives headfirst into the brutal truth behind failed Lean Six Sigma deployments, exposing the myths, the mistakes, and the outright absurdities that plague organizations worldwide. Forget the sugar-coated success stories—we're here to dissect the disasters, from executives who think training is optional to lone Green Belts drowning in unrealistic expectations. But it's not all doom and gloom. We'll also reveal the surprisingly simple key to unlocking sustainable success: ditching the quick fixes and building a rock-solid foundation. Buckle up, because this podcast is a no-holds-barred, reality check that will transform the way you think about continuous improvement.

  1. 21h ago

    From Blackhawk Cockpits to Real Lean Six Sigma Success

    Over 90% of corporate deployments fail within eighteen months. One of the most common reasons is the creation of continuous improvement silos. When process improvement is locked inside a single department or treated as a leadership checklist, cultural transformation becomes impossible. In this episode of the Why They Fail Podcast, Kevin Clay sits down with Emilio Natalio, a retired military aviator and seasoned aviation safety officer. Emilio shares his journey from piloting Blackhawk helicopters to managing complex business processes. Throughout the conversation, they explore how leadership teams unknowingly restrict their own growth. Instead of building a unified team, they create artificial barriers that prevent value from flowing across the organization. Breaking Down Continuous Improvement Silos  Continuous improvement silos form quickly when deployments lack an underlying infrastructure. For example, many companies train a single employee and expect that person to single-handedly fix everything. As a result, these newly certified belts often end up acting like corporate police officers. Frontline operators become defensive. Communication breaks down completely. To overcome this, organizations must dismantle their continuous improvement silos and build shared operational sidewalks. Emilio discusses his unique approach to teaching Lean Six Sigma through an interactive, choose-your-own-adventure style process map. This methodology focuses on real-world project decision-making. Consequently, practitioners learn how to navigate scope creep and sub-optimization by looking directly at the data rather than guessing.   Shifting From Paper Belts to True Cultural Impact  Another critical failure point is the rise of "paper belts." These are individuals who complete short online courses and pass simple tests without gaining any practical project experience. However, real process improvement requires hands-on battle scars and direct mentoring. Furthermore, organizational excellence can only be sustained when decisions are based on objective metrics. Subjective leadership agendas destroy deployment momentum. Therefore, eliminating continuous improvement silos means establishing clear, visible key performance indicators that cascade all the way down to frontline operators. Additionally, building a collaborative project hopper gives every employee the power to identify operational waste. When you capture the Voice of the Operator and align improvement projects directly with primary business targets, you build a sustainable house of excellence that delivers long-term, measurable value. Key Takeaways from this Podcast:   High-stakes military aviation safety principles parallel true Lean Six Sigma methodologies.    Training a single employee to save the world without support infrastructure sets them up for failure.    Online-only click-through courses create ineffective "paper belts" who lack practical deployment experience.    Business metrics and key performance indicators must be clear, well-defined, and visible to everyone.    Capturing the Voice of the Operator is essential to break down internal division and sustain changes.   ...

    41 min

  2. Jun 15

    Gen Z Grit: How Cheer Stunts Breed Future CEOs

    Gen Z Grit: How Cheer Stunts Breed Future CEOs  Welcome to another episode of Why They Fail. In this episode, we tackle an exciting angle on organizational health: gen z leadership development. Many corporate leaders wonder how the next generation will handle complex business dynamics. However, looking at the discipline required in competitive youth environments reveals a clear trend. This episode explores how elite competitive cheer practices correlate deeply with standard work, cross-training, and system optimization.  Our host, Kevin Clay, Master Black Belt, sits down with thirteen-year-old elite athlete Claire Clay. Claire is a high-achieving student and the current Junior Miss Emerald Coast. She steps away from the pageant stage to pull back the curtain on her Level 4.2 Senior Elite cheer team. Together, they discuss why corporate teams drop the ball, while youth teams consistently hit their marks.  SOPs and Generation Z Leadership Development  Many companies struggle to sustain their continuous improvement initiatives because they rely on a single superstar to save the day. Consequently, when that person leaves or gets sick, the entire system crashes. In contrast, Claire explains an unspoken rule enforced by her coaches: every single stunt group must be capable of switching out athletes seamlessly.  This strict focus on interchangeability is a perfect real-world application of process capability and standardization. In order to achieve this level of performance, the team removes all tribal knowledge. Every base must hold the foot exactly the same way, and every back spot must utilize identical grips. Therefore, the only thing that changes is the face you are looking at. This standard work creates deep muscle memory, allowing the team to perform under immense pressure.  Systemic Flexibility and Gen Z Leadership Development  True resilience requires comprehensive cross-training. On Claire's team, athletes are systematically trained to manage multiple roles. This flexibility prevents the entire operation from crashing during major competitions. In addition, when technical breakdowns occur, these young leaders do not waste time blaming individual shortfalls. Instead, they leverage structured communication to look at the process itself.  By evaluating whether a dropped stunt was a breakdown in timing, standard technique, or communication, they naturally practice root cause analysis. This mature approach to problem-solving shifts the culture away from finger-pointing. As a result, the entire team absorbs the feedback and shares the accountability. This operational mindset demonstrates how early exposure to structured systems accelerates generation alpha leadership development, preparing them to guide complex corporations in the future.  Key Takeaways from this Podcast:   Gen Z is building an elite foundation for future corporate leadership through high-level athletic systems.   Process standardization means refining a technique so thoroughly that any qualified team member can step in and execute.    Comprehensive cross-training creates a resilient, crash-proof operational matrix capable of handling sudden disruptions.    Sustainable teamwork requires abandoning individu... Chapters (00:00:00) - Why They Fail(00:00:52) - Meet Claire Clay(00:04:35) - Miss Florida Cheer(00:06:33) - Why Every Stunt Group Should Be the Same(00:13:35) - How to Organize Your Time in Cheer(00:19:07) - Why They Fail

    20 min

  3. Jun 3

    Inside Amazon: Why Process Engineers Are Guides, Not Sages

    Inside Amazon: Why Process Engineers Are Guides, Not Sages Most companies build their continuous improvement programs the wrong way. They train a single green belt or black belt and expect that one person to fix everything. However, studying Six Sigma principles in Amazon's operations reveals a completely different model. At Amazon, process engineers do not own the solutions. Instead, they build the capability for frontline teams to find the answers themselves. In this episode of the Why They Fail Podcast, Kevin Clay sits down with Mariam Abdalmasih, Senior Process Improvement Engineer for London Fulfillment Operations at Amazon. Mariam brings nearly a decade of cross-functional experience across automotive, food manufacturing, and retail logistics. As a result, she offers a rare inside look at how a structured metric environment functions at genuinely massive scale. HOW SIX SIGMA PRINCIPLES IN AMAZON'S OPERATIONS ACTUALLY WORK Amazon treats process excellence as a foundational part of daily operations. It is not a standalone department. It is not a temporary initiative. Therefore, continuous improvement is built directly into the operational infrastructure from day one. During the conversation, Mariam explains how corporate metrics cascade down to visual display screens on the fulfillment floor. Every individual operator can see exactly how their work connects to larger corporate performance indicators. Furthermore, Amazon relies on an independent system of Gemba walks to verify those numbers on the ground. This prevents data from being analyzed in silos. Instead, operations and process safety teams work together in real time to validate what the dashboards are actually showing. SHIFTING FROM SAGES TO FRONTLINE ENABLERS A major theme of this episode is how Amazon develops its organizational culture around enabling rather than dictating. Mariam outlines how prioritizing leadership capability in hiring allows continuous improvement professionals to serve as true guides. Consequently, ownership of improvement stays exactly where it belongs: with the subject matter experts on the floor. Additionally, the episode unpacks Amazon's "one-way door vs. two-way door" decision-making framework. This operational model actively encourages calculated risk-taking. It empowers frontline teams to make faster, independent improvements while keeping the customer experience completely protected. Understanding Six Sigma principles in Amazon's operations means understanding that sustainability comes from infrastructure first, not individual practitioners. KEY TAKEAWAYS Applying these principles is what separates a lasting continuous improvement culture from one that fades within 18 months. First, process improvement practitioners must act as frontline enablers, guiding teams rather than dictating solutions. Second, metrics must cascade from corporate targets down to visual management systems on the floor so every operator understands their impact. Third, data trends and control chart signals must always be verified firsthand through structured Gemba walks. Fourth, evaluating actions as reversible two-way doors empowers teams to move fa... Chapters (00:00:00) - Why Continuous Improvement Efforts Fail(00:01:09) - Why They Fail: Continuous Improvement at Amazon(00:02:46) - Alex Jones on Continuous Improvement at Amazon(00:10:25) - Six Sigma vs Lean: What's the Difference?(00:13:15) - Six Sigma in Amazon(00:18:34) - Six Sigma and the Chaos of Operations(00:19:56) - Does the Continuous Improvement Strategy Help?(00:27:04) - Continuous Improvement: The Process-based culture

    30 min

  4. May 28

    Beyond the Shiny Kanban: Driving a Real EBITDA Explosion

    Beyond the Shiny Kanban: Driving a Real EBITDA Explosion Most business leaders believe they are running a lean operation. However, if your Kanban cards are still moving to the beat of unstable MRP lead times, you are not pulling. You are running a heavily masked push system. Implementing true pull system vs push operations is what separates an 11% EBITDA crawl from a 30% to 200% financial explosion in year one. In this episode of the Why They Fail Podcast, host Kevin Clay sits down with Toyota Motor Manufacturing veteran Phil Ledbetter. Together, they expose exactly why standard lean initiatives stall out and what a genuine, system-wide pull framework actually looks like. WHY STANDARD LEAN INITIATIVES CRASH AND BURN Continuous improvement efforts frequently turn into corporate toys. Leadership rolls them out, loses interest, and abandons them within months. This happens because most organizations treat Kanban cards as isolated, standalone fixes. As a result, departments remain siloed and every process step continues running to its own localized drum. When you push batches through isolated cells, you create massive workflow imbalances. Furthermore, push methods rely on the false assumption that internal lead times are perfectly accurate and stable. Because push systems cannot anticipate daily machine downtime or quality failures, work-in-process inventory piles up between stations. Consequently, excess safety stock blinds your management team and actively hides the true constraints of your system. THE STRATEGIC POWER OF IMPLEMENTING TRUE PULL SYSTEM VS PUSH FRAMEWORKS Transitioning away from push schedules requires a complete inversion of traditional operational thinking. An authentic pull framework acts as the autonomic nervous system of your entire facility. In this environment, material replenishment is dictated by real-time customer usage rather than rigid weekly schedules. Additionally, a successful pull framework relies on mathematically calculated buffers. These limits are not random piles of extra inventory. Instead, they are specifically engineered to absorb everyday operational variation without disrupting downstream flow. When you commit to implementing true pull system vs push architectures, inventory levels remain constant while finished goods steadily build. Therefore, your teams are forced to address root causes immediately rather than hiding behind safety stock. This disciplined approach drives a measurable surge in total profitability. KEY TAKEAWAYS FOR IMPLEMENTING TRUE PULL SYSTEM VS PUSH Applying these principles consistently is what separates a genuine lean transformation from another abandoned corporate initiative. First, standard lean initiatives stall because companies treat Kanban as a standalone visual tool rather than an integrated operational system. Second, localized push schedules and faulty lead times create WIP inventory that hides critical process constraints. Third, authentic pull systems consistently generate 30% to 200% EBITDA growth within the first year of proper execution. Fourth, operational buffers must be scientifically calculated based on process distance and flow structure to protect customer pace. Fifth, tr... Chapters (00:00:00) - Why They Fail: Continuous Improvement ((00:01:11) - Why They Fail: Continuous Improvement ((00:05:37) - What is the Kanban?(00:07:17) - Process Flow and Pull(00:08:47) - Kanban First(00:14:22) - Machine operators: Push and Pull(00:17:22) - What is a Buffer at Toyota?(00:20:00) - How Lean Economics Work in Manufacturing(00:23:36) - Kanban and the Lean Initiative(00:26:58) - Keynote: Just In Time Continuous Improvement

    30 min

  5. May 19

    Why Continuous Improvement Leaders Pick Crap Projects

    Why Continuous Improvement Leaders Pick Crap Projects Most continuous improvement programs fail within 18 months. The reason is almost always the same: leadership started by avoiding bad Six Sigma projects the wrong way. Instead of using data, they used gut feeling. In this episode of the Why They Fail Podcast, host Kevin Clay sits down with 40-year CI veteran Wade Harper. Together, they expose the systemic failures behind poor project selection. More importantly, they show what a disciplined, data-driven deployment actually looks like. Wade's career is built on real-world results. He engineered nuclear weapons components under Six Sigma pioneer Michael Harry at AlliedSignal. He then rose to Master Black Belt roles at Ford and Honeywell. Additionally, he led the largest Lean Six Sigma deployment in U.S. Army history. All resources, tools, and links discussed in this episode are available at Wade's website: https://ameripie.com/ WHY LEADERS FAIL AT SIX SIGMA PROJECT SELECTION Avoiding bad Six Sigma projects starts with understanding why good leaders make poor choices. Most executive teams do not lack ambition. However, they consistently avoid the hard work of establishing clear performance standards. As a result, corporate deployments measure success using vanity metrics. Total people trained. Total certifications issued. These numbers look impressive. Unfortunately, they say nothing about bottom-line value created. A newly appointed CI practitioner then gets sent off to tackle arbitrary projects. There is no data infrastructure. There is no clear problem statement. Therefore, the project is set up to fail before it begins. Every project charter must be grounded in hard numbers. That is the foundation of avoiding bad Six Sigma projects. Emotion and workplace pain are not valid starting points for a deployment strategy. HOW TO IDENTIFY THE TRUE PROCESS CONSTRAINT One of the most costly mistakes in any CI deployment is optimizing a non-bottleneck step. For example, fixing step three in a seven-step process may look compelling in a presentation. However, if step three is not the true constraint, output at the door does not change. The financial return is zero. Furthermore, when baseline data is absent, executives default to a destructive pattern. They begin managing people instead of managing process capabilities. Consequently, employees get blamed for failures that are actually structural and systemic. Shingo-style process mapping is one of the most effective tools for solving this problem. It separates flow from work in a way that traditional value stream mapping does not. As a result, transactional and service teams gain the granular visibility needed to isolate defects before they move downstream. KEY TAKEAWAYS FOR AVOIDING BAD SIX SIGMA PROJECTS Applying these principles consistently is what separates high-performing CI programs from failed ones. First, every project charter must be grounded in baseline operational data, not emotion or workplace pain. Second, program success must be me... Chapters (00:00:00) - Why They Fail(00:00:59) - Why They Fail: Why Leadership Chooses Bad Projects(00:02:57) - Wade McAfee on Continuous Improvement(00:09:28) - Black Belt vs. Six Sigma(00:16:57) - Black Belt vs. Yellow Belt(00:22:29) - Six Sigma and the Lean Process(00:27:14) - Why They Fail

    29 min

  6. 11/26/2025

    Fear and Loathing: The Danger of Numerical Goals

    Fear and Loathing: The Danger of Numerical Goals In this episode of the Why They Fail Podcast, we take on one of the biggest traps in modern management: the obsession with numerical goals. Dr. W. Edwards Deming warned against this decades ago in his famous Point 11, which calls for the elimination of management by objectives. Today, those warnings still apply. Our guest is John Dyer, bestselling author of The Facade of Excellence and a Master Black Belt who spent decades at General Electric and Ingersoll Rand. John has also written many articles for IndustryWeek magazine, which you can read here: https://www.industryweek.com/home/contact/22028785/john-dyer He also hosts the Behind the Curtain: Adventures in Continuous Improvement podcast on IndustryWeek: https://www.industryweek.com/podcasts/behind-the-curtain John explains how the focus on hitting numbers breeds fear and manipulation instead of real improvement. Together, we break down how to fix the system, not the people, and how real leadership drives long term excellence. The Root Cause of Failure: Management by Objectives Deming’s 14 Points shaped the foundation of modern quality management. Yet, the most misunderstood remains his call to end management by objectives. When leaders impose numerical targets without improving the system or providing the right tools, they set teams up to fail. It creates a culture of blame and fear, the very opposite of trust and innovation. John shared powerful examples. In one case, a company proudly reported a 99% first-pass yield, while customer returns hit 20%. The numbers looked good, but the truth was hidden. This Facade of Excellence proves why chasing targets over truth destroys credibility and improvement. Learn more about Lean and Six Sigma here Substituting Leadership for Numerical Goals So, what replaces management by numbers? Leadership. Deming’s Point 11 calls for leaders who coach instead of command. A good system helps good people succeed. A bad system defeats even the most skilled team. John emphasized that unrealistic goals do more harm than good. Setting unreachable targets, like jumping from 90% quality to 99% overnight, only frustrates teams and drives shortcuts. Instead, focus on leading improvement, not demanding results. Six Sigma Black Belt certification teaches this principle in depth. The Power of Celebration Points Instead of rigid objectives, John promotes Celebration Points - small, achievable wins that create momentum and pride. For instance, a team aiming for 100% quality could celebrate at 92%, then 94%, then 97%. These steps build confidence and enthusiasm. Continuous improvement isn’t about perfection overnight. It’s about steady progress and consistent leadership support. This mindset reflects the true spirit of Kaizen, where every improvement, no matter how small , matters. The Hidden Barrier: Managerial Fear One of the most surprising insights John shared was that the biggest barrier to lasting change isn’t tec... Chapters (00:00:00) - Why Continuous Improvement Efforts Fail(00:01:15) - Six Sigma: The Facade of Excellence(00:02:25) - Sigma: The Process of Excellence(00:08:59) - The 14 Points of W. Deming(00:14:10) - Management by Accommodations(00:22:06) - The Facade of Excellence vs. Empowerment Organization(00:27:55) - What is the biggest inhibitor of Continuous Improvement Initiative?(00:34:19) - John Deming on the Red Beat(00:41:11) - John Dyer

    44 min

  7. 10/28/2025

    How Lean Six Sigma Transformed a City Govt.

    How Lean Six Sigma Transformed a City Govt.  Can Lean Six Sigma principles truly revolutionize municipal operations? This episode delves into the remarkable success story of Fort Wayne, Indiana, exploring how continuous improvement in city government led to over $30 million in savings and drastically improved public services. Join host Kevin Clay as he interviews Graham Richard, the former mayor who pioneered this transformation. Discover the strategies, challenges, and incredible outcomes achieved by applying business process improvement methodologies in a public sector environment.  Graham Richard's Journey to Municipal Improvement  Graham Richard wasn't your typical politician entering office. With a background as a business owner and entrepreneur, he had hands-on experience with quality initiatives like TQM (Total Quality Management) even before Lean Six Sigma became prominent. Working with companies like General Electric, he saw the power of process analysis and data-driven decisions. This private sector experience became the bedrock for his vision when elected Mayor of Fort Wayne in 1999. He aimed not just to manage, but to fundamentally improve how the city operated.  Implementing Continuous Improvement in Fort Wayne  Upon taking office, Mayor Richard faced significant challenges: a city growing through annexation without immediate revenue increases, rising service demands, and tight budgets . His strategic answer was continuous improvement in city government, framed under the "B.E.S.T." (Building Excellent Services with Teams) initiative.  Instead of a top-down mandate, Richard focused on asking key questions: "Who is your customer?" "Is your service improving?" "How do you measure it?" . Initially met with blank stares, these questions sparked a shift towards a customer-centric, data-aware culture . Early projects were chosen for high visibility to build credibility and momentum, proving that these methods worked . A retired Master Black Belt from GE was hired, and partnerships were formed with local businesses to share expertise .  Key Successes and Savings  The results were tangible and impressive. By focusing on process analysis and data, Fort Wayne achieved significant gains:  Pothole Repairs: Cycle time reduced from 48 hours to less than 4 hours.  Permitting: Land improvement permit turnaround slashed from ~60 days to under 12 days.  Missed Garbage Pickups: Reduced by over 50%, saving the contractor (and indirectly, the city) nearly $200,000 annually.  Safety: Lost workdays due to accidents plummeted from over 1,900 in 2000 to under 100 in 2006.  Financial Impact: Documented savings exceeded $27-30 million over Richard's tenure, allowing the city to maintain service levels despite growth and achieve its lowest property tax rate since 1964.  These weren't just isolated wins; they represented a fundamental shift in operational efficiency and effectiveness, showcasing the power of continuous improvement in city government.  Chapters (00:00:00) - Why They Fail(00:01:24) - Why They Fail: The Fight for High Performance(00:02:29) - Fort Wayne's commitment to Lean 6 Sigma(00:06:04) - Fort Wayne Mayor Richard Clay on Implementing Lean 6 Sigma(00:13:16) - Six Sigma and Fort Wayne City Government(00:21:16) - Best Teams in the Country(00:29:52) - Mayor Duggan on the City's Contract with the Union(00:39:55) - The City of Fort Wayne's automated 311 system(00:43:11) - The Long Term Impact of Continuous Improvement(00:45:59) - Why They Fail & How to Avoid It

    47 min

  8. 10/21/2025

    Continuous Improvement at Danone: The Shotgun Approach

    Continuous Improvement at Danone: The Shotgun Approach  Welcome to our latest episode! We dive into Continuous Improvement at Danone, a global leader that embeds operational excellence into its culture. In this episode, I talk with Cici Haines, Danone’s Continuous Improvement Manager, who shares insights from her 20-year journey. We explore their “shotgun approach.” Hundreds of employees tackle both big and small problems. This conversation centers on a key debate. Should you focus only on KPI-driving projects, or invest in culture-building quick wins? Danone’s method boosts morale and work-life balance. However, it also raises questions about focus, resource allocation, and sub-optimization risks. Key Takeaways from this Podcast:  The shotgun approach empowers all employees, especially Yellow Belts, to solve problems within their influence. Moreover, leadership and ambassadors filter and prioritize projects to align with team objectives. There’s a constant balance between KPI-driven initiatives and quick wins that improve daily work life. A structured system of virtual Kaizen boards and regular meetings tracks progress and shares successes. True continuous improvement demands constant adaptation and re-engagement in a changing environment. Understanding the Approach to Continuous Improvement at Danone  Danone believes employees closest to a process improve it best. Rather than top-down, Danone’s infrastructure welcomes ideas from everyone. Additionally, ambassadors and team leaders champion small projects to ensure needed support. They use virtual Kaizen boards to track ideas from definition through control, creating a transparent system. This strategy relies on an army of trained Yellow Belts equipped with tools for quick wins. A perfect example: a project reduced cost-center creation from 11.5 days to just 5.25 days, smashing their goal! The Great Debate: Strategic Projects vs. Cultural Wins  Quick wins boost morale, yet they pose a challenge. As my book explains, if you don’t prioritize projects by KPI impact, you may improve non-critical steps. Consequently, you risk sub-optimization. Cici explains that while some projects target cash collection and other KPIs, others focus on employee well-being. For an accounting team closing books late, saving two hours a month is a massive win that builds CI buy-in. Department leaders act as the first line of defense, ensuring teams work on the right projects. Free Copy of my book "Why they Fail … and the Simple Key to Success"  Are you trying to build a continuous improvement culture that lasts? My book uncovers why over 90% of CI initiatives fail within 18 months and provides a simple 7-step roadmap for sustainable success. It covers failure scenarios, from lack of executive buy-in to treating CI as a “new toy.” If this episode’s challenges resonate, download your free PDF copy here: https://sixsigmadsi.com/product/why-they-fail-free-copy/ A Word from our Sponsor, Six Sigma Development Solutions.  This episode of "Why They Fail" is brought to you by Six Sigma Development Solutions, Inc., providing “Operational Excellence” Around the Globe!  Six Sigma Development Solutions, Inc. offers comprehensive Lean... Chapters (00:00:00) - Why They Fail(00:01:04) - Danone's Continuous Improvement: The Process(00:02:06) - What was your catalyst that really got you into Continuous Improvement?(00:03:42) - How to Continuous Improvement at Denone(00:06:16) - What is the Continuous Improvement Structure at your Company?(00:14:25) - Six Sigma: Continuous Improvement Champions and Green Belt Training(00:19:40) - A Taste of Continuous Improvement at Denone(00:20:53) - Why Performance Is the Best Politics

    22 min
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About

Tired of watching continuous improvement efforts crash and burn? So are we. "Why They Fail" dives headfirst into the brutal truth behind failed Lean Six Sigma deployments, exposing the myths, the mistakes, and the outright absurdities that plague organizations worldwide. Forget the sugar-coated success stories—we're here to dissect the disasters, from executives who think training is optional to lone Green Belts drowning in unrealistic expectations. But it's not all doom and gloom. We'll also reveal the surprisingly simple key to unlocking sustainable success: ditching the quick fixes and building a rock-solid foundation. Buckle up, because this podcast is a no-holds-barred, reality check that will transform the way you think about continuous improvement.

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