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

Fear and Loathing: The Danger of Numerical Goals

Kevin Clay, Master Black Belt — Wed, 26 Nov 2025 13:10:00 +0000

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 technical - it’s emotional. Middle managers often fear becoming irrelevant when problems disappear. When continuous improvement eliminates “fires,” some managers feel their value vanishes.

The solution? Redefine leadership. Great managers coach, mentor, and build systems that win without constant crisis. They’re not firefighters. They’re enablers of excellence.

Key Takeaways

✅ Deming’s Point 11 shows why management by objectives fails and breeds fear. ✅ Fix processes, not people. Systems determine success. ✅ Replace rigid goals with celebration points to boost morale. ✅ Managerial fear can block progress—turn managers into mentors. ✅ Data manipulation creates a false Facade of Excellence that hides real issues.

Free Resource

📘 Get your free copy of "Why They Fail … and the Simple Key to Success" by Kevin Clay. Learn why 90% of continuous improvement efforts collapse within 18 months and how to build a sustainable system that lasts. Download your free copy here.

About the Guest

John Dyer is a Master Black Belt, consultant, and author of The Facade of Excellence. His work blends Deming’s timeless wisdom with today’s business realities. Learn more about his insights at johndyergroup.com.

About Six Sigma Development Solutions, Inc.

This episode is sponsored by Six Sigma Development Solutions, Inc. (SSDSI) — delivering Operational Excellence Around the Globe. SSDSI is an IASSC Accredited Training Organization (ATO) that has certified over 4,000 professionals and helped 100+ organizations in 52 countries achieve more than $100M in documented savings.

Explore our certification programs:

Podcast Chapters

00:00 - Introduction: The Goal of 100% Excellence 01:04 - Guest Intro: John Dyer, Author of The Facade of Excellence 02:59 - “Who Do We Need to Fire?” – The Wrong Question 04:25 - Fixing the Process, Not the People 07:38 - Deming’s Point 11 and Management by Objectives 12:35 - Setting Realistic Goals that Motivate 15:58 - Celebration Points and the Power of Progress 19:48 - Creating Enthusiastic Productivity 23:54 - Manipulated Metrics and the Facade of Excellence 26:51 - Overcoming Managerial Fear and Building a Coaching Culture

FAQ: Fear and Loathing – The Danger of Numerical Goals

Q1: What is Deming’s Point 11? Deming’s Point 11 is about eliminating management by numerical objectives and replacing it with leadership that builds trust and system-wide improvement.

Q2: Why does management by objectives fail? It creates fear. Employees focus on hitting numbers instead of fixing the root cause of problems.

Q3: What are Celebration Points? Celebration Points are small, achievable milestones that motivate teams toward long-term success.

Q4: How can companies replace fear with trust? By training leaders to coach, not command. Continuous improvement succeeds only when employees feel supported.

Q5: What is the Facade of Excellence? It’s a false appearance of success caused by manipulated metrics. Real excellence comes from transparent data and steady improvement.

Q6: Where can I learn Lean and Six Sigma online? You can explore online certifications at SixSigmaDSI.com.

How Lean Six Sigma Transformed a City Govt.

Kevin Clay, Master Black Belt — Tue, 28 Oct 2025 12:46:18 +0000

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.

Overcoming Challenges in Municipal Continuous Improvement

Implementing Lean Six Sigma wasn't without hurdles. A major initial challenge was the lack of data . Many departments simply didn't measure their processes, requiring teams to establish baseline data collection systems before improvement could even begin.

Gaining buy-in, particularly from the city's nine unions, was another critical step. Richard's administration approached this through communication, collaboration, and demonstrating "what's in it for me" (WIIFM). Performance-based incentives tied to unit goals, rather than individual performance, helped align union members with the improvement objectives . Trust was built by involving union members on project teams and ensuring that efficiency gains didn't automatically mean layoffs, but rather enabled the city to handle increased demand without increasing headcount .

The Crucial Role of Leadership and Sustainability

Graham Richard stresses that leadership engagement is paramount – it's not just about commitment, but active involvement. Leaders must "walk the talk," ask data-driven questions, champion projects, and remove barriers . Fort Wayne established structures like a Quality Council and leadership development programs to embed these principles .

Sustaining continuous improvement in city government requires ongoing effort. While Fort Wayne saw continued success for years after Richard left office, momentum can fade without consistent top-level championship . The creation of the High Performance Government Network aimed to share these lessons and promote sustainability in other municipalities.

Key Takeaways from this Podcast:

Continuous improvement in city government is achievable and delivers significant results.
Leadership engagement (not just lip service) is non-negotiable for success.
Data is essential, even if you have to build systems to collect it first.
Involving unions and employees collaboratively builds trust and buy-in.
Celebrating successes and leveraging partnerships fuels momentum and sustainability.

Free Copy of my book "Why they Fail … and the Simple Key to Success" Discover why over 90% of continuous improvement efforts fail within 18 months! In this book, Kevin Clay breaks down the common pitfalls, including lack of genuine leadership buy-in (just like Graham Richard emphasized!), failing to build the right foundation, and misusing valuable resources. Learn the simple, yet crucial, keys to building a sustainable continuous improvement culture that delivers real results. Avoid the mistakes most companies make and set your organization up for success. Get your free copy here: https://sixsigmadsi.com/product/why-they-fail-free-copy/

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 Six Sigma certification training, accredited by the International Association for Six Sigma Certification (IASSC) as an Authorized Training Organization. They have transformed over 100 organizations in 52 countries and achieved $100M USD in savings through Lean Six Sigma, certifying over 4000 practitioners. Their partners include Aerojet Rocketdyne, Dropbox, and Mercy Health, among others.

Key Certification Training we provide:

Lean Six Sigma Green Belt (https://sixsigmadsi.com/six-sigma-green-belt/)
Lean Six Sigma Black Belt (https://sixsigmadsi.com/six-sigma-black-belt/)
Lean Six Sigma Yellow Belt (https://sixsigmadsi.com/six-sigma-yellow-belt/)
LEAN Certification (https://sixsigmadsi.com/lean-certification/)

We offer a variety of flexible training options to fit your needs! You can learn at your own pace with our Online Self-Paced, On-Demand courses, including our free Online Lean Six Sigma White Belt. We also offer comprehensive online programs for Lean Six Sigma Yellow Belt, Green Belt, and Black Belt certifications. If you prefer in-person instruction, we can come onsite to your organization or you can join our public training sessions, available live virtually or in person at any of our 52 training centers. Every one of our courses can be delivered either live virtually or live in person, ensuring you get the learning experience that works best for you.

Answering the Question "What is ...":

What is LEAN? (https://sixsigmadsi.com/what-is-lean/)
What Is Six Sigma? (https://sixsigmadsi.com/what-is-six-sigma/)
What is a Green Belt? (https://sixsigmadsi.com/what-is-a-six-sigma-green-belt/)
What is a Black Belt? (https://sixsigmadsi.com/what-is-a-six-sigma-black-belt/)
What is a Yellow Belt? (https://sixsigmadsi.com/what-is-a-six-sigma-yellow-belt/)

For more information, ☎️ contact us: https://sixsigmadsi.com/contact-us/ or call us at 866-922-6566

Continuous Improvement at Danone: The Shotgun Approach

Kevin Clay, Master Black Belt — Tue, 21 Oct 2025 10:38:04 +0000

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/

This episode of "Why They Fail" is brought to you by Six Sigma Development Solutions, Inc., providing “Operational Excellence” Around the Globe!

Key Certification Training we provide:

Lean Six Sigma Green Belt ( https://sixsigmadsi.com/six-sigma-green-belt/)
Lean Six Sigma Black Belt ( https://sixsigmadsi.com/six-sigma-black-belt/)
Lean Six Sigma Yellow Belt ( https://sixsigmadsi.com/six-sigma-yellow-belt/)
LEAN Certification ( https://sixsigmadsi.com/lean-certification/)

Answering the Question "What is ...":

What is LEAN? ( https://sixsigmadsi.com/what-is-lean/)
What Is Six Sigma? ( https://sixsigmadsi.com/what-is-six-sigma/)
What is a Green Belt? ( https://sixsigmadsi.com/what-is-a-six-sigma-green-belt/)
What is a Black Belt? ( https://sixsigmadsi.com/what-is-a-six-sigma-black-belt/)
What is a Yellow Belt? ( https://sixsigmadsi.com/what-is-a-six-sigma-yellow-belt/)

For more information, ☎️ contact us: https://sixsigmadsi.com/contact-us/ or call us at 866-922-6566

Shainin & Six Sigma: It All Comes Down to Leadership

Kevin Clay, Master Black Belt — Wed, 15 Oct 2025 10:32:26 +0000

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 the problem solving tool you’ve been searching for. Visit Shainin.com to learn more and follow Shainin on LinkedIn at https://www.linkedin.com/company/shainin-llc.

This episode of "Why They Fail" is brought to you by Six Sigma Development Solutions, Inc., providing “Operational Excellence” Around the Globe!

Key Certification Training we provide:

Lean Six Sigma Green Belt (https://sixsigmadsi.com/six-sigma-green-belt/)
Lean Six Sigma Black Belt (https://sixsigmadsi.com/six-sigma-black-belt/)
Lean Six Sigma Yellow Belt (https://sixsigmadsi.com/six-sigma-yellow-belt/)
LEAN Certification (https://sixsigmadsi.com/lean-certification/)

Answering the Question "What is ...":

What is LEAN? (https://sixsigmadsi.com/what-is-lean/)
What Is Six Sigma? (https://sixsigmadsi.com/what-is-six-sigma/)
What is a Green Belt? (https://sixsigmadsi.com/what-is-a-six-sigma-green-belt/)
What is a Black Belt? (https://sixsigmadsi.com/what-is-a-six-sigma-black-belt/)
What is a Yellow Belt? (https://sixsigmadsi.com/what-is-a-six-sigma-yellow-belt/)

For more information, ☎️ contact us: https://sixsigmadsi.com/contact-us/ or call us at 866-922-6566

Cracking the Code of a Continuous Improvement Culture

Kevin Clay, Master Black Belt — Wed, 08 Oct 2025 12:52:04 +0000

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.

This episode of "Why They Fail" is brought to you by Six Sigma Development Solutions, Inc., providing “Operational Excellence” Around the Globe!

Key Certification Training we provide:

Answering the Question "What is ...":

For more information, ☎️ contact us: https://sixsigmadsi.com/contact-us/ or call us at 866-922-6566

Factory Floor to ORs: Six Sigma in Healthcare.

Kevin Clay, Master Black Belt — Wed, 24 Sep 2025 11:15:25 +0000

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!

Key Certification Training we provide:

Lean Six Sigma Green Belt ( https://sixsigmadsi.com/six-sigma-green-belt/)
Lean Six Sigma Black Belt ( https://sixsigmadsi.com/six-sigma-black-belt/)
Lean Six Sigma Yellow Belt ( https://sixsigmadsi.com/six-sigma-yellow-belt/)
LEAN Certification ( https://sixsigmadsi.com/lean-certification/)

Answering the Question "What is ...":

What is LEAN? ( https://sixsigmadsi.com/what-is-lean/)
What Is Six Sigma? ( https://sixsigmadsi.com/what-is-six-sigma/)
What is a Green Belt? ( https://sixsigmadsi.com/what-is-a-six-sigma-green-belt/)
What is a Black Belt? ( https://sixsigmadsi.com/what-is-a-six-sigma-black-belt/)
What is a Yellow Belt? ( https://sixsigmadsi.com/what-is-a-six-sigma-yellow-belt/)

For more information, ☎️ contact us: https://sixsigmadsi.com/contact-us/ or call us at 866-922-6566

📌 Chapters / Timestamps

00:00 Introduction 05:51 Translating Manufacturing Concepts to Healthcare 09:41 Optimizing Operating Room Efficiency with SMED 13:35 Data-Driven Decision Making in Healthcare 16:42 Myth Busting in Healthcare Using Data Analysis 20:56 The Role of Data in Hospital Operations 24:49 Tackling Healthcare Challenges with Lean Six Sigma 26:15 Why Infrastructure Matters in Continuous Improvement 27:26 Daily Huddles: A Cultural Shift in Healthcare Teams 28:07 Breaking Barriers: Management on the Hospital Floor 30:25 Integrating Design Engineering and Production Systems 31:38 Visual Management in Healthcare Operations 34:45 How to Overcome Obstacles in Lean Six Sigma Projects 35:57 Lean and Six Sigma in Healthcare Explained 36:26 Operational Excellence on the Factory Floor 36:54 Closing Thoughts / Next Chapter

Shainin: The Problem-Solving Method You Haven’t Heard Of

Kevin Clay, Master Black Belt — Tue, 09 Sep 2025 10:38:16 +0000

Shainin: The Problem-Solving Method You Haven't Heard Of

Welcome to the show notes for the "Why They Fail" podcast. In this episode, host Kevin Clay introduces a powerful and lesser-known precursor to Six Sigma. He sits down with Brian St. Pierre, an expert in Shainin Red X Problem Solving, to explore this unique methodology. You’ll learn how this approach has been a game-changer in various industries, tackling everything from exploding pipelines to nanometer-scale issues on semiconductor chips.

An Introduction to Shainin Red X Problem Solving

So, what exactly is the Shainin methodology? At its core, it's a structured approach for solving technical problems, especially those with hidden root causes. Brian explains that while there can be countless factors affecting a process, Shainin operates on the principle that one primary driver, the "Red X," is responsible for the most variation. By focusing on and eliminating this single dominant cause, you can achieve the biggest impact with the least amount of effort. This contrasts with other methods that may try to address multiple variables at once.

How Shainin Differs from Six Sigma

A key difference between Shainin and Six Sigma lies in their approach to problem-solving. Traditional methods often move from potential causes (the X's) to the problem (the Y). However, Shainin works backward. It starts with the defect—the Y—and uses clues to trace back to the Red X. This is accomplished through a technique called a "progressive search," which Brian demonstrates with a simple deck of cards analogy.

In addition, the statistical tools used in Shainin are designed to be practical and graphical, making them accessible to everyone, not just statisticians. This simplicity and the methodology's strict IP control have helped maintain its integrity over the years, preventing the "watering down" that has affected some Six Sigma certifications.

Shainin’s Historical Significance

The impact of this methodology extends beyond the factory floor. Dorian Shainin, the creator, played a crucial role in the Apollo space program by handling the reliability of the lunar module. His work ensured the module could withstand extreme stress, a factor that was critical in the safe return of the Apollo 13 astronauts.

Furthermore, Shainin's work with Motorola in the 1980s was a foundational element of what would become the Six Sigma revolution. The highest award given by the American Society for Quality is even named in his honor, a testament to his contributions.

Key Takeaways from this Podcast:

🚀 Shainin focuses on a single dominant cause, the "Red X," to solve complex technical problems.

🔍 The methodology works backward from the defect to uncover the root cause efficiently.

📊 Its tools are graphical and practical, making complex statistics easy for anyone to understand.

🧑‍🚀 Dorian Shainin was responsible for the reliability of NASA's Apollo lunar module.

🛡️ Strict IP control has maintained the integrity of the Shainin methodology and its certifications.

This episode of "Why They Fail" is brought to you by Six Sigma Development Solutions, Inc., providing “Operational Excellence” Around the Globe!

Key Certification Training we provide:

Answering the Question "What is ...":

For more information, ☎️ contact us: https://sixsigmadsi.com/contact-us/ or call us at 866-922-6566

Podcast Chapters:

(00:00) Introduction to Brian St. Pierre and the Shainin Methodology

(02:08) Examples of Problems Addressed with Shainin

(03:38) Shainin as a Precursor to Six Sigma

(06:12) The Role of IP Control in Shainin's Anonymity

(07:13) A Breakdown of Shainin Certification Levels

(11:41) The Formal Roadmap of Shainin (13:06) Shainin’s Contribution to the Apollo Lunar Module

(15:24) Key Differences: Shainin for Technical Problems vs. Lean for Process Flow

(16:49) Understanding the Red X and the Pareto Concept

(20:11) A Demonstration of the Progressive Search Technique

(22:33) The Practicality of Shainin's Statistical Tools

(28:56) Shainin's Application in Reliability and Design

(31:34) The Speed and Efficiency of Shainin Problem Solving

“Lip Service” Leadership in Six Sigma: Why CI Efforts Fail

Kevin Clay, Master Black Belt — Tue, 02 Sep 2025 16:21:37 +0000

"Lip Service" Leadership in Six Sigma: Why CI Efforts Fail

Have you ever been part of a promising continuous improvement initiative that just... fizzled out? The energy was high, the goals were set, but somewhere along the way, it lost steam and failed to deliver results. The problem often isn't the methodology or the team; it's a destructive pattern known as "lip service" leadership in Six Sigma. This is when executives say they support change, but their actions prove otherwise, effectively killing progress before it can even take root. In this episode, we pull back the curtain on this all-too-common issue and reveal why genuine, engaged leadership is the ultimate key to success.

What is "Lip Service" Leadership in Six Sigma?

At its core, "lip service" leadership in Six Sigma is the disconnect between what leaders say and what they do. They might enthusiastically approve a new CI program in the boardroom, but when a project conflicts with their personal agenda or requires real resources, their support vanishes. This creates a culture of confusion and mistrust, where data-driven improvement is constantly undermined by subjective decision-making. Consequently, team members become demoralized, knowing that their hard work can be undone by a leader's whim. This insincere support is the single biggest predictor of failure for any continuous improvement deployment.

The Symptoms of Ineffective Six Sigma Leadership

How can you spot this destructive pattern in your organization? It often manifests in several predictable ways. First, leaders will ignore established, data-driven systems in favor of their own intuition. In addition, they place unrealistic expectations on individuals without providing the necessary support structure.

A few key symptoms include: 🗣️ Ignoring the Project Hopper: A healthy CI culture collects improvement ideas from everyone in the organization through a project hopper. However, in a "lip service" environment, leaders ignore this valuable resource and instead hand-pick projects based on their personal priorities. 🔥 Reacting to the "Pain of the Day": Instead of focusing on projects that impact key performance indicators (KPIs), leaders will chase the latest "shiny object" or react to the most recent problem they've experienced. This leads to sub-optimization, where minor issues are addressed while critical problems are ignored.

🌎 Asking One Person to "Save the World": A common mistake is training a single Green Belt and expecting them to single-handedly fix systemic organizational problems. This sets the individual up for failure and ensures the CI effort is not integrated into the company culture.

🛑 Killing Inconvenient Projects: The clearest sign of lip service is when a project is shut down because it exposes an uncomfortable truth or gets in the way of a leader's pet project. When this happens, the message is clear: the agenda is more important than actual improvement.

The True Role of Leadership in Continuous Improvement

So, what should a leader's role be? Instead of dictating projects, effective leaders focus on building the foundation for a sustainable CI culture. Their job is not to be the primary problem-solver, but to empower their teams to succeed. Therefore, their focus should be on creating systems and removing barriers.

A truly supportive leader in a Six Sigma deployment acts as a "bulldozer." They clear the path for their teams by removing organizational roadblocks, breaking down departmental silos, and fighting for the resources needed to see projects through to completion. Ultimately, their commitment is demonstrated by their actions and their dedication to a data-driven process, ensuring that "lip service" leadership in Six Sigma has no place in their organization.

Key Takeaways from this Podcast:

🔑 "Lip service" leadership is the number one reason continuous improvement efforts fail.

📊 Successful CI projects must be tied to company KPIs, not personal agendas.

🦸 Don't task a single Green Belt with "saving the world" without a support structure.

📥 The project hopper is a critical tool for gathering ideas from all levels; do not ignore it.

🚜 Real leaders act as "bulldozers," clearing organizational roadblocks for their teams.

This episode of "Why They Fail" is brought to you by Six Sigma Development Solutions, Inc., providing “Operational Excellence” Around the Globe!

Key Certification Training we provide:

Answering the Question "What is ...":

For more information, ☎️ contact us: https://sixsigmadsi.com/contact-us/ or call us at 866-922-6566

Podcast Chapters:

(00:00) The "Kiss of Death" for Continuous Improvement Efforts

(01:13) Podcast Introduction: Why They Fail

(02:40) Defining "Lip Service" Leadership

(03:55) Symptom 1: Setting Up Green Belts to Fail

(05:34) Symptom 2: Why the Project Hopper is Ignored for "Shiny Objects"

(06:05) Symptom 3: The Classic Mistake of Sub-Optimization

(07:22) Symptom 4: When Agendas Kill CI Projects

(08:05) The Leader's TRUE Role: Be a "Bulldozer" for Your Team

(08:49) The Result of a Failed Foundation

(09:30) A Word From Our Sponsor and Free Resources

(11:17) Episode Recap and the Simple Key to Success

(12:12) Your FREE Copy of "Why They Fail"

Army Six Sigma Black Belt Project Eliminates Waste

Kevin Clay, Master Black Belt — Wed, 20 Aug 2025 14:53:54 +0000

Army Six Sigma Black Belt Project Eliminates Waste

In this episode of Why They Fail, host Kevin Clay speaks with U.S. Army Officer Edriece Patterson about his Army Six Sigma Black Belt project. The discussion highlights how Lean Six Sigma methodologies solve complex non-manufacturing challenges inside a military environment.

Edriece, a West Point graduate, recognized a chance to address the Army’s notorious “hurry up and wait” culture. He focused on streamlining a critical administrative task: the orders publishing process. By improving this workflow, the project became a powerful example of how Lean Six Sigma drives efficiency in transactional operations, not just factory floors.

The Challenge of an Army Process Improvement Project

While serving in his unit’s operations shop, Edriece identified waste in the orders process. Orders were received, crafted, and published with long delays and frequent rework. Inconsistent results meant that the same task could take hours longer depending on who handled it.

Before the project, publishing an order required an average of 6.75 hours. The large variation confirmed the process was unstable and out of control. This bottleneck consumed valuable time and slowed down critical Army operations.

Executing the Army Six Sigma Black Belt Project with DMAIC

Edriece applied the DMAIC framework (Define, Measure, Analyze, Improve, Control) to guide the project. During the Analyze phase, he used a Design of Experiments (DOE) approach. Although many assume DOE is only for manufacturing, he proved it is equally effective for administrative processes.

The DOE analysis revealed two main delay factors: operator experience and time spent waiting for review.

With these insights, the Improve phase delivered clarity. Edriece developed a robust Standard Operating Procedure (SOP) and trained more personnel to follow the same standard. Consequently, the average process time dropped to 6.25 hours. More importantly, variation decreased sharply, making the process reliable and predictable.

This successful Army Six Sigma Black Belt project shows that a data-driven strategy outperforms guesswork or opinion-based problem solving.

Key Takeaways from this Podcast:

💡 Lean Six Sigma improves administrative and transactional processes, not only manufacturing.

📊 Data-driven tools such as Design of Experiments deliver clarity that opinions cannot match.

📜 Clear SOPs reduce variation and improve consistency across teams.

👥 Cross-training personnel prevents bottlenecks and ensures operational resilience.

🇺🇸 The Army Ignited Credentialing Assistance Program helps soldiers earn professional certifications like the Lean Six Sigma Black Belt.

This episode of Why They Fail is sponsored by Six Sigma Development Solutions, Inc., a global leader in Lean Six Sigma certification training.

We are an Authorized Training Organization accredited by the International Association for Six Sigma Certification (IASSC). Our programs have transformed more than 100 organizations across 52 countries, delivering over $100M USD in savings and certifying 4,000+ practitioners. Our trusted partners include Aerojet Rocketdyne, Dropbox, and Mercy Health.

Key Certification Training we provide:

🔗 Lean Six Sigma Green Belt 🔗 Lean Six Sigma Black Belt 🔗 Lean Six Sigma Yellow Belt 🔗 LEAN Certification

Answering the Question "What is ...":

🔗 What is LEAN? 🔗 What Is Six Sigma? 🔗 What is a Green Belt? 🔗 What is a Black Belt? 🔗 What is a Yellow Belt?

For more information, ☎️ contact us: https://sixsigmadsi.com/contact-us/ or call us at 866-922-6566

Podcast Chapters:

(00:00) - Introduction to the Podcast and Guest Edriece Patterson (01:28) - Edriece's Military Background and Introduction to Process Improvement (02:42) - Using the Army Ignited Credentialing Assistance Program (04:50) - Defining the Project: The Orders Publishing Process (06:08) - Understanding Waste vs. Variation in a Process (09:06) - The Measure Phase: How the Process Baseline Was Calculated (10:55) - The Analyze Phase: Using Design of Experiments (DOE) on a Transactional Process (13:43) - The Shift to a Data-Driven Mindset (14:49) - The Improve Phase: Adding Personnel and Creating a Standard Operating Procedure (SOP) (16:37) - The Results: A Faster, More Consistent Process (18:36) - Gaining Acceptance and Ensuring Long-Term Success (20:03) - The Career Impact of a Six Sigma Black Belt Certification

Stop ‘Doing’ Six Sigma (and Start Actually Fixing Things!)

Kevin Clay, Master Black Belt — Mon, 11 Aug 2025 00:09:25 +0000

Stop 'Doing' Six Sigma (and Start Actually Fixing Things!)

Tired of watching continuous improvement efforts fall flat? In this powerful episode of "Why They Fail," host Kevin Clay sits down with the legendary six sigma pioneer Mike Carnell, who was there for its genesis at Motorola. If you feel like your company is just going through the motions of Lean Six Sigma without seeing real results, this conversation is for you. Forget the buzzwords and the "motivational fluff." This is a deep dive into what truly works.

Mike shares unfiltered truths from his decades of experience, including an unforgettable lesson learned directly from GE's Jack Welch. He explains why your job isn't to "do" Six Sigma but to solve critical business problems. This episode dissects the short-sighted decisions and leadership agendas that sabotage success and gives you the simple keys to avoid these all-too-common pitfalls.

A Glimpse into the Mind of Six Sigma Pioneer Mike Carnell

Mike Carnell’s journey didn't start in a boardroom; it began at Motorola after his time in the Marine Corps. A pivotal moment for him was witnessing a complex, 19-year-old product defect get solved in just three days by an expert using a component search technique. That was the spark. He realized the goal wasn't just to follow a rigid process but to use the right tool for the job.

Throughout his career, Mike has seen it all. He emphasizes that no two companies are the same, and therefore, no two improvement programs should be identical. He argues against being a "zealot" for one specific methodology, whether it's Lean, Six Sigma, or TQM. Instead, the focus must always be on a simple question: what problem are we trying to fix?

The Non-Negotiable Need for Leadership and a Plan

A recurring theme in the discussion is the absolute necessity of a solid plan and strong leadership. Mike recounts how the most successful deployments he's been a part of started with a clear, measurable target from the top. For example, a CEO asking for a "$98 million in EBIT improvement over the next two years" provides a much clearer direction than just saying "we want to do Six Sigma."

This is where so many companies fail. They send employees to get Green Belt training without having any projects ready for them. As Kevin and Mike agree, if your newly trained Belts have to go find their own projects, your deployment has already failed. A successful initiative requires building a detailed plan before you ever start training, just like you need a blueprint before you start building a house. Furthermore, the leadership must be disciplined, engaged, and hold people accountable, a trait Mike saw firsthand while working with Jack Welch at GE.

Key Takeaways from this Podcast:

🎯 Your job isn't to "do" Six Sigma; it's to solve problems and improve the company.

📝 If your Belts have to find their own projects, your continuous improvement effort has already failed.

📉 Strong leadership with a clear, measurable goal is the ultimate key to success.

🛠️ Don't be a zealot for one methodology; use the right tools from Lean, Six Sigma, Shainin, or TQM to fix the problem at hand.

🏠 You must build a detailed plan and have leadership buy-in before you ever swing a hammer or train a single person.

This episode of "Why They Fail" is brought to you by Six Sigma Development Solutions, Inc., providing “Operational Excellence” Around the Globe!

Key Certification Training we provide:

🔗 Lean Six Sigma Green Belt (https://sixsigmadsi.com/six-sigma-green-belt/) 🔗 Lean Six Sigma Black Belt (https://sixsigmadsi.com/six-sigma-black-belt/) 🔗 Lean Six Sigma Yellow Belt (https://sixsigmadsi.com/six-sigma-yellow-belt/) 🔗 LEAN Certification (https://sixsigmadsi.com/lean-certification/)

Answering the Question "What is ...":

🔗 What is LEAN? (https://sixsigmadsi.com/what-is-lean/) 🔗 What Is Six Sigma? (https://sixsigmadsi.com/what-is-six-sigma/) 🔗 What is a Green Belt? (https://sixsigmadsi.com/what-is-a-six-sigma-green-belt/) 🔗 What is a Black Belt? (https://sixsigmadsi.com/what-is-a-six-sigma-black-belt/) 🔗 What is a Yellow Belt? (https://sixsigmadsi.com/what-is-a-six-sigma-yellow-belt/)

For more information, ☎️ contact us: https://sixsigmadsi.com/contact-us/ or call us at 866-922-6566

Podcast Chapters:

(00:00) The #1 Sign Your CI Effort Has Already Failed (02:22) Meet Six Sigma Pioneer Mike Carnell (06:00) It's All Just the Scientific Process (07:37) Stop "Doing" Six Sigma and Start Fixing Things (11:13) Why Every Successful Deployment Starts with a Plan (12:38) How to Get Executive Buy-In with Clear Financial Targets (18:27) A Tale of Two Deployments: One Wildly Successful, One Not (21:02) The Art of "Managing Up" to Keep Leadership on Board (23:27) An Unforgettable Lesson from GE's Jack Welch (28:53) Recap: The Essential Ingredients for Success (31:32) The "Belt" Debate: Do the Labels Matter? (32:59) The Dangers of "Paper Belts" and Certification Mills (38:03) The Damaging Shift from Deployments to Certifications (45:43) Final Takeaway: If They Have to Find a Project, You're in Trouble

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

Fear and Loathing: The Danger of Numerical Goals

Fear and Loathing: The Danger of Numerical Goals

The Root Cause of Failure: Management by Objectives

Substituting Leadership for Numerical Goals

The Power of Celebration Points

The Hidden Barrier: Managerial Fear

Key Takeaways

Free Resource

About the Guest

About Six Sigma Development Solutions, Inc.

Podcast Chapters

FAQ: Fear and Loathing – The Danger of Numerical Goals

How Lean Six Sigma Transformed a City Govt.

How Lean Six Sigma Transformed a City Govt.

Graham Richard's Journey to Municipal Improvement

Implementing Continuous Improvement in Fort Wayne

Key Successes and Savings

Overcoming Challenges in Municipal Continuous Improvement

The Crucial Role of Leadership and Sustainability

Key Takeaways from this Podcast:

A Word from our Sponsor, Six Sigma Development Solutions.

Continuous Improvement at Danone: The Shotgun Approach

Continuous Improvement at Danone: The Shotgun Approach

Key Takeaways from this Podcast:

Understanding the Approach to Continuous Improvement at Danone

The Great Debate: Strategic Projects vs. Cultural Wins

Free Copy of my book "Why they Fail … and the Simple Key to Success"

A Word from our Sponsor, Six Sigma Development Solutions.

Key Certification Training we provide:

Shainin & Six Sigma: It All Comes Down to Leadership

Shainin and Six Sigma: It All Comes Down to Leadership

The Leadership Factor in a Problem-Solving Culture

Key Takeaways from this Podcast

Shainin Problem Solving Disciplines

A Word from our Sponsor, Six Sigma Development Solutions.

Cracking the Code of a Continuous Improvement Culture

Cracking the Code of a Continuous Improvement Culture

The Pitfalls of a Flawed Continuous Improvement Culture

Building a Sustainable CI Framework

Key Takeaways from this Podcast:

A Word from our Sponsor, Six Sigma Development Solutions.

Factory Floor to ORs: Six Sigma in Healthcare.

Lean Six Sigma in Healthcare: Lessons from Eddie Conklin

From Factory Floors to Operating Rooms

Applying Lean Tools in Healthcare

The Power of Data as a Myth Buster

Building a Culture of Continuous Improvement

Key Takeaways from this Episode

About Six Sigma Development Solutions

📌 Chapters / Timestamps

Shainin: The Problem-Solving Method You Haven’t Heard Of

Shainin: The Problem-Solving Method You Haven't Heard Of

An Introduction to Shainin Red X Problem Solving

How Shainin Differs from Six Sigma

Shainin’s Historical Significance

Key Takeaways from this Podcast:

A Word from our Sponsor, Six Sigma Development Solutions.

Podcast Chapters:

“Lip Service” Leadership in Six Sigma: Why CI Efforts Fail

"Lip Service" Leadership in Six Sigma: Why CI Efforts Fail

What is "Lip Service" Leadership in Six Sigma?

The Symptoms of Ineffective Six Sigma Leadership

The True Role of Leadership in Continuous Improvement

Key Takeaways from this Podcast:

A Word from our Sponsor, Six Sigma Development Solutions.

Podcast Chapters:

Army Six Sigma Black Belt Project Eliminates Waste

Army Six Sigma Black Belt Project Eliminates Waste

The Challenge of an Army Process Improvement Project

Executing the Army Six Sigma Black Belt Project with DMAIC

Key Takeaways from this Podcast:

A Word from our Sponsor, Six Sigma Development Solutions.

Key Certification Training we provide:

Answering the Question "What is ...":

Podcast Chapters:

Stop ‘Doing’ Six Sigma (and Start Actually Fixing Things!)

Stop 'Doing' Six Sigma (and Start Actually Fixing Things!)

A Glimpse into the Mind of Six Sigma Pioneer Mike Carnell

The Non-Negotiable Need for Leadership and a Plan