Behind the Curtain: Adventures in Continuous Improvement

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.