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. 1d ago

    How Haphazard Continuous Improvement Blinds Teams

    Haphazard continuous improvement does not just waste money. It blinds your teams, fractures trust, and quietly sets up every practitioner you train to fail. When corporate leadership throws disconnected lean tools at isolated problems without a structural foundation, the result is not improvement. It is a more chaotic version of the same broken process. In this episode of the Why They Fail Podcast, Kevin Clay sits down with Melissa Sherman, an independent operational excellence consultant and Board Vice Chair of the Michigan Lean Consortium. Melissa brings over twenty-seven years of utility industry experience spanning electric and gas distribution engineering, large-scale enterprise change, and value stream transformation. She has taught management and industrial engineering at the university level since 2008 and speaks at major industry platforms including the ISO 9000 and Audits World Conference. THE REAL COST OF HAPHAZARD CONTINUOUS IMPROVEMENT Haphazard continuous improvement typically starts with good intentions. Leaders invest in training, deploy tools, and expect results. However, without a stable operational foundation, those tools become temporary toys. The novelty wears off within months. Teams return to old habits. The next initiative gets labeled the "flavor of the week" before it even gets traction. Furthermore, this pattern fractures employee trust. When frontline operators watch one initiative after another fail to produce meaningful change, they disengage. Consequently, the next improvement effort faces even more resistance, because the team has already learned not to believe in it. One of the most damaging blind spots in haphazard continuous improvement is metric avoidance. Many executives actively choose to display only green data. As a result, the red reality underneath never surfaces. Teams optimize for the metric instead of the outcome. Decisions get made on the wrong information, and the actual constraint never gets addressed. BUILDING A FOUNDATION BEFORE DEPLOYING TOOLS To overcome haphazard continuous improvement, organizations must build psychological safety before deploying methodology. If employees fear that exposing problems will result in blame rather than solutions, they will hide the problems. Therefore, psychological safety is not a soft skill. It is a structural prerequisite. Melissa shares a powerful case study from her utility industry career. By stepping away from fragmented tool deployment and committing to deep value stream mapping and direct floor coaching instead, her team unlocked a three-million-dollar operational gain. The shift was not about the tools. It was about the philosophy behind them. Additionally, a visual project hopper tied directly to key performance indicators is essential. Without it, project selection stays emotional and reactive. Leaders pick projects based on the loudest pain rather than the true constraint. As a result, teams work hard on tasks that do nothing to improve overall organizational capacity. KEY TAKEAWAYS Applying these principles is what separates deployments that build lasting capability from ones that fade within eighteen months. First, throwing tools at p... Chapters (00:00:00) - Why Continuous Improvement Efforts Fail(00:00:56) - Why They Fail(00:02:58) - What is Continuous Improvement (CMI) at Work?(00:07:04) - What drives the culture of continuous improvement in a utility?(00:09:54) - Does a Lack of Safety Fuel Lean Culture?(00:11:20) - Continuous Improvement in the Utility(00:17:29) - Cancellation of Change Management(00:23:34) - OSH: On KPIs(00:28:52) - What Keeps Companies From Building a 7-Step Continuous Improvement Framework(00:30:26) - 7 Step Process for Continuous Improvement(00:32:57) - Why SOFT Tool Deployments Lose Their Momentum

  2. Jul 7

    Bad Leaders, Broken Cultures: The Uncomfortable Truth

    Bad cultures with bad leaders do not fix themselves. They buy their way out. A new warehouse management system. A bigger facility. An expensive digital platform. The same chaos, now running on software that costs a fortune. In this episode of the Why They Fail Podcast, Kevin Clay sits down with Ben Harmsen. Ben is a military veteran with twelve years at Chrysler during the historic Daimler-Benz merger. He later transformed a failing Coca-Cola distribution center from the bottom of the national rankings to number one. Today he applies those same principles as a continuous improvement leader in underground construction. Ben's sharpest observation from over twenty years in the field: he has never seen a great culture with a bad leader. Not once. THE TRUE COST OF BAD CULTURES WITH BAD LEADERS When operations fall behind targets, misaligned leadership typically searches for a digital silver bullet. For example, leaders frequently invest in complex warehouse management systems or purchase larger facilities. However, installing a new platform on top of a broken manual process only creates a more expensive version of the same problem. This failure happens because poor management structures isolate supervisors from the floor. Instead of coaching frontline teams, supervisors stay behind office doors. As a result, employees work without standard instructions. Consequently, each shift executes the same task in a completely different way. The variation compounds, and the culture breaks down further. FLIPPING THE SCRIPT ON STRUCTURAL CHAOS Addressing bad cultures with bad leaders requires visibility and behavioral consistency, not more software. To turn a failing facility around, you must strip away the ability to make excuses. You do that by bringing process controls directly to where the work happens. During the Coca-Cola turnaround, Ben and his team made three structural changes. First, they physically moved supervisors out of their offices and onto the warehouse floor. Second, they converted that empty office space into a dedicated training library. Employees received personal time each week to study standard operating procedures. Third, they introduced daily audit loops alongside highly visual management boards. The facility went from last in the country to first. The lesson is direct. You cannot standardize a broken process. You must stabilize the baseline architecture first. Then you standardize. Then you optimize. STABILIZING YOUR OPERATIONAL ARCHITECTURE Whether you run a global beverage distribution network or track footage per hour in underground utility construction, the mathematical fundamentals of Lean Six Sigma are identical. Metrics like accuracy, throughput, and cycle counts expose a broken system. Transparent key performance indicators hold everyone to a fair standard. Furthermore, shared wins build a capability culture that naturally squeezes out negativity over time. Sustainable operational excellence does not come from technology purchases. It comes from systematic discipline, active leadership on the floor, and the courage to fix the culture before buying the solution. KEY TAKEAW... Chapters (00:00:00) - Why Continuous Improvement Efforts Fail(00:01:22) - Why They Fail(00:02:33) - Continuous Improvement at Coca-Cola(00:05:08) - What Was the Catalyst That Turned Coke's Warehouse Operations Into a(00:09:01) - Lakeland Manufacturing: Creating a Winning Culture(00:11:42) - How to Get From Last to First(00:14:18) - How to Standardize a Broken Process(00:16:33) - What is the first emergency lever you pull when you inherit an operation(00:22:23) - Through Measuring, Construction Gets Back on Track(00:23:40) - Why They Fail

  3. Jun 24

    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.   ... Chapters (00:00:00) - Why They Fail: Continuous Improvement(00:01:06) - Why They Fail: The Process of Continuous Improvement(00:04:23) - Have You Had Fun Working In the Army?(00:06:43) - Lean 6 Sigma Training for Blackhawk Pilots(00:08:00) - Choose Your Own Adventure: The Lean 6 Sigma Journey(00:12:28) - White belt vs. yellow belt(00:17:15) - Green Belt vs Black Belt Projects(00:23:05) - Build the Safety Culture(00:24:53) - How to Improve a Process?(00:30:08) - Culture and the continuous improvement(00:34:05) - How to Collaborate on Projects(00:38:47) - The Making of a Documentary(00:39:03) - CMS: Why They Fail & the Simple Key to Success

  4. 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

  5. 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

  6. 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

  7. 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

  8. 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

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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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