If you are thinking about reading this book…
If you are thinking about reading this book, you most likely belong to one of the groups:
- You have been tasked by your company to implement a continuous improvement program and you have no idea how. Don’t worry, we will show you how not to fail.
- You have implemented a continuous improvement program and it has failed. We will show you where you went wrong and how to fix your deployment
- You are interested in how to implement a continuous improvement program for your organization and had the epiphany “I have little experience and may need some help”.
My team and I have been engaged with 100’s of companies and have seen a plethora of epic failures in their attempts to start a continuous improvement program. I use the saying in my classes “common sense is not very common” and I rarely see common sense when building the culture of continuous improvement. In this book, I am going to show you how companies fail (and most do) and I am going to show you the simple key to success.
What’s inside this book:
- Statistics on Failed Continuous Improvement Efforts
- How they Have Failed
- Six (6) real world scenarios from multi million dollar companies that led to failure
- Why they Failed to Build a Sustainable Continuous Improvement Effort
- I will give you the five (5) top reasons companies fail
- How Not to Fail
- The Seven (7) Steps to Build the Foundation for a Sustainable Continuous Improvement Culture
- The Most Important and Simple Key to Success!
- Learn How to Capture the Voice of the Organization (not just the Leaders of the Organization)
Excerpt from the book…
CHAPTER 1 – “HOW THEY’VE FAILED”
“Our executives don’t have time for an ‘Executive Training’. They support the effort, so do we really need the training?”
I can’t tell you how many times I have heard this statement when discussing a Lean Six Sigma deployment proposal with a potential customer. This is the first clue that the company’s efforts will most likely fail.
I also hear other excuses for not formally training the executives like:
- “One of our executives is a ‘Black Belt’ and will support our efforts so we don’t see the need to educate the other executives”
“I (the newly trained Green Belt Contiguous Improvement Manager) have been chosen by our company to champion the efforts and report to the executives, so we don’t really need an executive training”
- “We have given the executives a brief (less than 1 hour) overview of Lean Six Sigma so we can skip the executive training”
My team has one key metric to gauge the success of a deployment and that metric is the engagement of the Company Leaders. The more the leaders are engaged, supportive and accountable the better the chance of a sustainable deployment.
If you are trying to build the culture of continuous improvement in your organization, read this book!