Behind the Curtain: Adventures in Continuous Improvement

You may be busy, but are you creating value or fighting fires? The reason you are too busy is likely the very reason you need to introduce a team-based continuous improvement initiative like lean or Six Sigma. 

Lean adoption often fails not because people inherently resist change, but because organizational trust, context, capability and implementation practices are overlooked.  

True success is defined by long-term sustainability rather than initial implementation. 

Is it true or is it a convenient excuse when progress is hard to see? It can be both, say the cohosts of Behind the Curtain: Adventures in Continuous Improvement. 

Lean training is important, but "knowing lean is not the same as living lean." It's the behavioral discipline that comes after training that creates momentum, say the hosts of Behind the Curtain: Adventures in Continuous Improvement. 

The truth is that lean makes problems more visible, say the hosts of Behind the Curtain: Adventures in Continuous Improvement. The only way to improve is to develop a culture that embraces the uncovering of problems, which actually can make reality appear worse, they argue. 

The truth is that many leaders resist empowerment because it diminishes their status and control, argue the hosts of Behind the Curtain. They underscore the importance of redefining leadership to value influence and team empowerment over personal power and decision-making.

Don't assume leaders' initial lean enthusiasm automatically translates to long-term support. Many headwinds could derail early commitment, say the hosts of Behind the Curtain: Adventures in Continuous Improvement, who outline several of those challenges and offer this advice: Nurture, guide and coach leaders to sustain their support and your lean gains. 

Neither statement is true, say the hosts of Behind the Curtain: Adventures in Continuous Improvement, who offer compelling perspectives about why the division between lean and Six Sigma exists—and why it shouldn't.

On the contrary, many disciplines can excel as lean facilitators. Qualities such as humility, critical thinking and the ability to work as a team are key, regardless of one's background or education, say the hosts of Behind the Curtain. 

Don't believe it, say the hosts of Behind the Curtain: Adventures in Continuous Improvement. Waste is waste, regardless of where you see it. Healthcare, schools and city government are just a few of the many industries where lean and Six Sigma can and do make an impact. 

In this episode of Behind the Curtain: Adventures in Continuous Improvement, hosts John Dyer and Dr. Mohamed Saleh discuss cultural differences around the world and how those differences impact lean implementation strategies. 

In this episode of Behind the Curtain: Adventures in Continuous Improvement, hosts John Dyer and Dr. Mohamed Saleh continue their exploration of symptoms that indicate an organization's continuous improvement efforts are going off the rails. Part 4 of the series. 

In this episode of Behind the Curtain: Adventures in Continuous Improvement, hosts John Dyer and Dr. Mohamed Saleh continue their discussion of common signals of a lean initiative headed for failure, focusing on the symptoms of shallow problem solving and centralized continuous improvement teams. 

In this episode of Behind the Curtain: Adventures in Continuous Improvement, hosts John Dyer and Dr. Mohamed Saleh point to symptoms within your daily management system—specifically visual boards and leader standard work—that suggest your continuous improvement initiative is floundering.

Do your lean initiatives start strong but fizzle out? In this episode of Behind the Curtain: Adventures in Continuous Improvement, hosts John Dyer and Dr. Mohamed Saleh discuss common missteps that that lead to a breakdown of lean and other continuous-improvement initiatives.

Process mapping is a powerful improvement tool—but only when it reflects reality. Too often, ego, reputation management and fear prevent teams from exposing the uncomfortable truths about how the process actually operates.

Adding ‘safety’ as a sixth ‘S’ to the 5S lean tool may signal a weak underlying safety culture or a misunderstanding of the method’s original intent, say the hosts of Behind the Curtain: Adventures in Continuous Improvement. 

While 5S is a powerful lean tool, improper implementation can reduce it to “cosmetic theater” and fuel employee resistance.

If you think problems disappear in mature lean organizations, you'd be wrong. What changes is how organizations react to those problems and how leaders' roles evolve. 

Has your organization fallen prey to the three threats of lean maturity models? Dr. Mohamed Saleh and John Dyer discuss maturity model risks in this episode of Behind the Curtain: Adventures in Continuous Improvement. 

Dr. Mohamed Saleh and John Dyer, hosts of Behind the Curtain: Adventures in Continuous Improvement, discuss why the question 'When can we say we are lean?' is so concerning. They discuss the three 'mindset violations' of this question and dig into the perspective of lean as a journey, not a destination. 

Standardized work is a baseline for improvement, "not a prison," says podcast cohost Dr. Mohamed Saleh in the latest episode of Behind the Curtain: Adventures in Continuous Improvement. 

Yellow belts. Green belts. Black belts. In this podcast episode, hosts Dr. Mohamed Saleh and John Dyer continue their series exploring the difficult questions around lean, Six Sigma and continuous improvement, focusing their attention on the belt certification system and asking whether belts build expertise or simply create hierarchies. 

Podcast hosts Mohamed Saleh and John Dyer tackle a topic that drives a lot of passionate conversation. Is lean or Six Sigma the better improvement philosophy? One co-host argues it's a flawed debate while both weigh in on many organizations' woeful misunderstanding or misuse of lean and Six Sigma.