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

Kevin Clay, Master Black Belt
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  • Management

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. 2d ago

    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

  2. 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

  3. 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

  4. 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

  5. 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

  6. 10/15/2025

    Shainin & Six Sigma: It All Comes Down to Leadership

    Shainin and Six Sigma: It All Comes Down to Leadership Welcome to another episode of Why They Fail. In this episode, we explore the heart of every successful continuous improvement effort: leadership. Many companies invest in Lean Six Sigma or the Shainin Red X method, yet most fail to sustain progress. The reason is rarely the tools. It is almost always the leadership behind them. We sit down with Craig Hysong, President and CEO of Shainin, to understand how leadership shapes a problem-solving culture. Craig shares his journey, including the moment he discovered the Shainin approach while working as a young engineer at General Motors. He explains how the Red X method identifies the single dominant cause of a problem, cutting through the noise of endless variables. We also explore how Shainin and Six Sigma share a strong foundation in data-driven analysis and root cause thinking. But as Craig reminds us, no method works without strong, committed leadership. The Leadership Factor in a Problem-Solving Culture Craig emphasizes that lasting improvement depends on leaders who act, not just talk. Training teams is not enough. Successful continuous improvement begins with a clear vision, a sense of urgency, and consistent communication from the top. Leaders must connect improvement projects directly to key business goals. He introduces Shainin’s Rolling Top Five, a simple yet powerful framework for keeping improvement alive. This approach pushes leadership to focus on the few projects that matter most. It ensures every action aligns with measurable results. Craig also shares an effective accountability practice. Instead of project leaders giving updates, sponsors present progress directly to senior management. This shift keeps leadership engaged and invested. It builds ownership and turns continuous improvement into a daily habit, not a side project. Key Takeaways from this Podcast The Pareto principle applies. One root cause, the Red X, often drives most variation. True learning comes from real projects, not just certification. Leadership is the difference between success and failure. Sponsors should present project updates to senior leadership for accountability. Continuous improvement thrives when leadership focuses on the vital few projects that move the business forward. Shainin Problem Solving Disciplines Mastering problem solving is a necessary skill in multiple areas of any business. Each of Shainin's problem solving strategies has a specific place to be applied. Their methods can be used to: Reactively solve an existing problem in Product Performance or Manufacturing Performance with Red X Proactively prevent issues for Product and Process Design with Resilient Engineering Target trouble within complex business processes with TransaXional Problem Solving Structure an efficient problem solving program to enhance a problem solving culture with Rolling Top 5 Leadership Depending on your current needs and future goals, one or all of these disciplines may be t... Chapters (00:00:00) - Why Continuous Improvement Efforts Fail(00:01:36) - Why They Fail(00:02:51) - Red X: The Science of Problems(00:12:12) - Problem Solving with 6 Sigma and Red X(00:22:17) - Employee Experience: The Pareto Principle(00:24:17) - What separates a Continuous Improvement Organization from one that Live Continuous Improvement?(00:26:41) - The Continuous Improvement Training Infrastructure(00:28:36) - Sustainability in the Continuous Improvement Program(00:33:15) - The Assessment of Competent People(00:35:38) - How to Get Your Lean 6 Sigma Certification(00:38:46) - A Moment With Shannon

    40 min

  7. 10/08/2025

    Cracking the Code of a Continuous Improvement Culture

    Cracking the Code of a Continuous Improvement Culture  Building a lasting continuous improvement culture is one of the biggest challenges for any company. Studies show that more than 90% of these efforts fail or fade within 18 months. This happens not because of the tools but because teams misunderstand what it really takes to build a culture that lasts. Many companies chase quick fixes or depend on leadership that only talks about improvement but does not live it. These habits cause most programs to fail before they start. In this episode, we talk with Kurt Niemann, Master Black Belt and Principal IT Quality Improvement Specialist at Discount Tire. Kurt shares lessons from his 40-year career at Rolls-Royce, Honeywell, and Allied Signal. He explains the difference between working in a company that already has a continuous improvement culture and building one from scratch. The Pitfalls of a Flawed Continuous Improvement Culture  One of the fastest ways to fail is when leaders only give lip service. Kurt recalls his time at Allied Signal, where every employee was Green Belt trained. Continuous improvement was part of daily work, not an extra task. This kind of company culture builds accountability and ownership across every level. In contrast, many organizations train one person and expect them to solve everything. That lone Green Belt faces burnout because there is no system, no shared responsibility, and no leadership support. When leadership picks projects based on personal pain points rather than data, the results are short-lived. Fixing a local issue might make one area look better, but the whole system stays the same. True continuous improvement depends on data, not opinions. It must target the real constraint that slows down performance. Building a Sustainable CI Framework  So how can a company build a CI system that lasts? It starts with a solid foundation before any formal training begins. Kurt explains that you need to meet people where they are. You can’t copy-paste someone else’s culture. At Discount Tire, the team started with a simple operating system similar to the Plan-Do-Check-Act cycle. It fit the company’s way of working and evolved naturally. A key part of this system is tracking performance with Key Performance Indicators (KPIs). These metrics show where the business struggles, so teams know exactly which process needs attention next. Instead of guessing or reacting to the problem of the day, the data leads the way. Every project connects to a clear business goal. That approach builds trust, focus, and long-term growth. This method reflects what Lean and Six Sigma stand for, continuous improvement that grows from within the organization. Key Takeaways from this Podcast:  Executive buy-in must be active and informed, not empty talk. One Green Belt cannot carry an entire continuous improvement effort. Use data and KPIs to decide which projects matter most. Build a strong foundation before starting any CI program. Agile and Lean principles work hand in hand to improve IT and operations. 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 “Ope... Chapters (00:00:00) - Does automation improve the business process?(00:00:41) - Why They Fail: Continuous Improvement ((00:03:13) - Continuous Improvement at Honeywell(00:08:31) - Bradley on the Lean and Six Sigma Culture(00:09:23) - Expert Experience in Continuous Improvement at Honeywell(00:14:09) - What led you from one to the other?(00:16:23) - Discount Tire: Moving From Lean to Six Sigma(00:21:27) - Continuous Improvement at Discount Tire(00:25:10) - Defect Capture Log(00:28:27) - Exploring Continuous Improvement at Rolls Royce and Honeywell(00:31:03) - Automation vs Continuous Improvement: Do We Automate Everything?(00:35:08) - How to Build a Continuous Improvement Culture

    36 min

  8. 09/24/2025

    Factory Floor to ORs: Six Sigma in Healthcare.

    Lean Six Sigma in Healthcare: Lessons from Eddie Conklin Welcome to the latest episode of Why They Fail podcast. In this episode, host Kevin Clay speaks with Eddie Conklin, a veteran of continuous improvement with over 40 years of experience in both manufacturing and healthcare. Eddie shares how early lessons from factory floors shaped the way he now transforms operating rooms, sterile cores, and hospital systems. From Factory Floors to Operating Rooms Eddie’s journey began at just 16 years old, working alongside industrial engineers in his father’s factory. Those early experiences taught him the value of process improvement, efficiency, and safety. Later, concepts like Single Minute Exchange of Dies (SMED), originally designed for quick tool changes in manufacturing, would become powerful solutions in healthcare, reducing operating room turnover times and enabling more patients to be treated each day. Applying Lean Tools in Healthcare Eddie explains how tools such as 5S and Kanban improved hospital inventory systems. By rethinking sterile core storage and implementing right-sizing strategies, his team eliminated hoarding, reduced expired materials, and ensured critical sets were always available when surgeons needed them. Visual management, daily huddles, and Andon-style signals helped frontline staff and leadership align in real time, creating a culture of continuous flow. The Power of Data as a Myth Buster While Lean tools streamline processes, Eddie emphasizes that data is gospel. In both steel mills and hospitals, data analysis shattered long-held assumptions, exposing root causes that intuition and tradition had overlooked. From staffing plans in central processing to infection control analysis, Six Sigma methods turned anecdotal beliefs into measurable, lasting improvements. Building a Culture of Continuous Improvement Beyond tools and data, Eddie stresses the importance of infrastructure and culture. Leadership walking the floor, cross-functional collaboration, and effective huddles ensure improvements are sustained. Just as in manufacturing, breaking down barriers between management and frontline teams creates trust, accountability, and results. Key Takeaways from this Episode ⚙️ Lessons from manufacturing, like SMED, 5S, and Kanban, directly improve hospital efficiency. Data-driven analysis is essential to bust myths, expose true root causes, and guide staffing and scheduling. Continuous improvement in healthcare requires both quick fixes for stability and structured Six Sigma projects for long-term impact. Culture matters: huddles, visual management, and leadership presence are as important as statistical tools. The ultimate goal of Lean Six Sigma is continuous flow - whether in a factory or an operating room. About 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... Chapters (00:00:00) - Why They Fail: Continuous Improvement(00:01:25) - Lean Six Sigma: From Factory Floor to Operating Room(00:09:05) - Sterile Core Inventory Modernization(00:13:23) - How Six Sigma Impact on the Healthcare Process(00:19:40) - The thermal cycling of ingots(00:20:43) - How Six Sigma Works in the Hospital(00:28:07) - What was some of the biggest struggles at Microwave?(00:29:44) - Design Engineering and the Visual Factory(00:34:37) - What was your most unexpected obstacle to a Lean Six Sigma Project?(00:35:57) - WTF

    37 min
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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.

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