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

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. A Word from our Sponsor, Six Sigma Development Solutions. 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: Chapters (00:00:00) - Why They Fail: Continuous Improvement ((00:01:12) - Why They Fail(00:02:07) - How to Get Your Lean 6 Sigma Black Belt(00:05:12) - Waste in the 6 Sigma Process(00:12:55) - Experiential learning in the Army(00:15:30) - What kind of effect did it have on the process(00:17:48) - The DMAIC Process(00:21:44) - Why They Fail: Edris's Story

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. A Word from our Sponsor This episode of "Why They Fail" is brought to you by Six Sigma Development Solutions, Inc., providing “Oper... Chapters (00:00:00) - Projects for Lean and Six Sigma(00:00:47) - Why They Fail(00:01:47) - Mike Pompeo Just Got Back from...(00:02:12) - Mike Galton on Six Sigma and Continuous Improvement(00:06:59) - Six Sigma vs Lean: A Word for Newcomers(00:12:55) - Lean and Safeguard: The Plan(00:17:52) - Five Rules for Six Sigma Deployments(00:21:03) - How to manage a Kaizen project?(00:23:23) - Mixed Qualities of a Leader(00:28:18) - On Jack Welch's Fire(00:29:24) - 7 Steps to Continuous Improvement(00:31:33) - Belt Standards(00:37:08) - On Certification and HR(00:42:51) - Lean and Six Sigma: The Essential Skills

  Why They Fail!, Episode #6 – LEAN “Snake Oil”, the LEAN Only Approach Welcome back to “Why They Fail,” the podcast that dissects the real reasons continuous improvement initiatives don’t last. In this episode, host Kevin Clay tackles a pervasive and damaging trend he calls LEAN Snake Oil. Have you been told that LEAN is the one and only answer to your business problems? Have consultants promised you a swift transformation with a few simple, data-free tools? This alluring promise of a quick fix is incredibly common, but it’s a trap that sets organizations up for failure. We’ll explore why this incomplete solution is so popular and how it cripples your ability to create lasting change. This episode dives into the widespread fear of data that pushes leaders toward what feels easy and tangible. However, relying on gut-feel and qualitative tools alone is like operating with only half of your brain. True, sustainable improvement requires a more robust approach. Therefore, we uncover why ignoring the analytical rigor of Six Sigma is a critical mistake that leaves your improvements vulnerable to failure over time. The Problem with a LEAN-Only Approach A key reason that peddlers of LEAN Snake Oil are so successful is that they validate a common fear: “paralysis by analysis”. Leaders are often conditioned to make decisions based on experience and intuition. When a consultant offers a solution that avoids complex data, it feels like a relief. But this comfort comes at a high cost. As Kevin explains, LEAN and Six Sigma are like the two hemispheres of the brain; you need both to function optimally. LEAN represents the creative, hands-on “right brain,” using tools like Value Stream Mapping to visualize waste. In contrast, Six Sigma is the logical, analytical “left brain” that uses data to prove what is actually happening. To rely only on LEAN is to willingly ignore half of the equation. For instance, consider the powerful analogy of two football kickers. One kicker is accurate, getting 100% of his kicks through the uprights. From a LEAN-only perspective, he is a total success. However, his kicks are all over the place—some barely inside the left post, others just inside the right. The second kicker also scores 100% of the time, but every single ball he kicks sails directly through the center with almost no variation. He is both accurate AND precise. Six Sigma is the toolset that allows you to see this crucial difference and build a process that is not just good, but consistently perfect and reliable under pressure. Key Takeaways from this Podcast: A LEAN-only approach is like operating with only half a brain. Fear of data and “paralysis by analysis” drives leaders to adopt incomplete solutions. Being accurate isn’t enough; your processes must also be precise to be reliable. Six Sigma provides the analytical tools to measure and reduce variation for precise results. True, sustainable success requires courageously integrating both LEAN and Six Sigma. A Word from our Sponsor 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 G...

Why They Fail!, Episode #5 – The “One-Hit Wonders” Have you ever witnessed your company invest significant time and money into training highly skilled professionals, only to see their potential fizzle out after a single project? This episode tackles the frustrating and costly phenomenon of “one-hit wonder” green belts. In this raw, unfiltered discussion, host Kevin Clay unpacks why so many organizations create these single-project champions and then unknowingly sideline them, completely missing the point of “continuous” improvement. It’s a common story of wasted resources and lost opportunities that stems from a fundamental misunderstanding of what it takes to build a successful Lean Six Sigma culture. This isn’t just about a single employee’s journey grinding to a halt. Consequently, it’s about the entire continuous improvement (CI) effort failing to launch. We explore how the absence of a strategic framework leaves these talented individuals adrift, leading to disillusionment and the eventual collapse of the CI initiative within 12 to 18 months. The Frustrating Reality of “One-Hit Wonder” Green Belts The core issue we dissect is the “one-hit wonder” syndrome. A company trains a motivated Lean Six Sigma Green Belt, they successfully complete their certification project, deliver tangible results, and then… nothing. They are never assigned another project. This isn’t the fault of the newly certified belt; rather, it’s a catastrophic failure of leadership to provide the necessary infrastructure for them to thrive. Without a formal structure for identifying and prioritizing projects, these “one-hit wonder” green belts are left in limbo. Leadership often falls into the trap of believing that training is the only step required, expecting these individuals to magically fix problems without any guidance or system. This approach is a pipe dream that ignores the reality of how sustainable change is created and nurtured within an organization. Why Continuous Improvement Grinds to a Halt The journey from a single successful project to a thriving CI culture requires more than just hope. It demands a robust foundation. Many companies fail because they treat their Green Belts as reactive tools for putting out the latest “fire drill” or satisfying a personal leadership agenda. This happens when there is no data-driven system, like a project hopper, to align projects with the company’s most critical Key Performance Indicators (KPIs). In addition, without true leadership buy-in and a clear deployment plan, even the best-trained Green Belts are sent on “wild goose chases” that have little to no real impact on the bottom line. This lack of return on investment quickly erodes confidence in the program, leading to a loss of focus and the eventual abandonment of the entire effort. Therefore, the organization remains stuck in its inefficient ways, having wasted both time and money. Building the Foundation for Sustainable Success The alternative to creating “one-hit wonder” green belts is to build a strong, intentional foundation for continuous improvement. It begins long before the first person is trained. The solution involves several key elements: A Detailed Deployment Plan: A 12-to-36-month roadmap that defines goals, identifies organizational KPIs, and establishes a system for project selection. Formal Leadership Buy-In: Engaged, accountable leadership is the cornerstone. This means executives must understand and actively participate in their roles and responsibilities. A Dynamic Project Hopper: A system that allows anyone in the organization, from the executive suite to the front lines, to identify problems. This... Chapters (00:00:00) - Why They Fail(00:03:02) - The Process of Data-driven Improvement(00:03:47) - What Makes a Lean Six Sigma Green Belt(00:08:38) - What's the One Hit Wonder?(00:09:05) - 4 Pillar of a CI Deployment Plan(00:09:53) - The CIA's Two Key Elements(00:10:46) - 3 Critical Elements of a Solid Project Hopper(00:13:38) - What is Continuous Improvement (CI)?(00:15:13) - Six Sigma: Why They Fail and How to Turn Things Around(00:16:33) - How to Become a Patron on This Podcast

  Why They Fail!, Episode #4 – “Why Capability?…” Welcome to “Why They Fail,” the podcast that dissects the downfall of continuous improvement initiatives. Your host, Kevin Clay, a Lean Six Sigma Master Black Belt with over 25 years of experience and a mentor at Six Sigma Development Solutions, is here to deliver an unfiltered look at why so many continuous improvement efforts falter. We’re not sugarcoating anything; get ready for raw insights into the leadership agendas and shortsighted decisions that derail CI projects. But it’s not all doom and gloom—we’ll also unveil the surprisingly simple key to avoiding these pitfalls and building a phenomenal, sustainable data-driven improvement culture. In our last episode, we explored whether your continuous improvement program is merely a “fad diet for your business,” much like personal weight loss journeys that chase quick fixes only to “crash and burn”. We discussed the sobering statistic from Pat Bergin, President of Aerofil Technology, who noted that a staggering 96 out of 100 companies undertaking continuous improvement fail or quit within 18 months. We also delved into common pitfalls such as the “Lone Ranger” approach, where a single Green Belt is expected to “save the world” without adequate support. Other issues included “stepping in someone else’s sandbox,” leading to turf wars and demoralized belts, and the futility of “trying to solve world hunger” by assigning overly broad projects. Finally, we highlighted how continuous improvement can become leadership’s “new toy,” resulting in arbitrary projects based on personal agendas rather than data-driven needs. The core message was clear: abandon quick fixes and build a strong foundation. Today, we dive into a specific, baffling type of failure that reveals a fundamental misunderstanding of continuous improvement, particularly the Six Sigma aspect of Lean Six Sigma. This episode is titled “Why do we need Capability when we have Go/No-Go Gauges? (This is one of the stupidest question I have ever heard!)”. While the intent behind this question isn’t usually malicious, it signals a larger problem in how continuous improvement, especially Six Sigma, is taught and implemented. Consider a scenario at a company that manufactures aluminum rims for automobiles, a plant seeking to replicate the success of its sister facility after a Lean Six Sigma deployment. During a performance discussion, the plant operations officer, himself a Black Belt, was asked about measuring the capability of their current process inputs. In manufacturing, wheel designs have specific dimensional attributes with Upper Specification Limits (USL), Lower Specification Limits (LSL), and a Target. Process capability is about understanding how consistently a process can produce outputs within these limits—a fundamental statistical concept in Six Sigma. His astonishing reply: “Why do we need capability when we have Go/No-Go Gauges?”. Go/No-Go Gauges are simple inspection tools that provide a binary answer: good or bad. They don’t reveal how good or bad, the extent of process variation, or if the process can consistently meet specifications over time. This COO also mentioned a dismal 62% yield, meaning many wheels had to be melted down and re-cast. This highlights an “epidemic” where Lean Six Sigma is often taught and implemented with a critical flaw. Many Lean Six Sigma “Black Belts” haven’t used statistics to solve process problems, though they are skilled in qualitative tools like Fishbone diagrams, 5-Why analysis, and Process Mapping. While these tools are essential for identifying potential root causes, they are qualitative and rely on subjective input, leading to varying results and not proving anything. The true power of Six Sigma lies in its reliance on data and statistical analysis to validate hypotheses and identify actual root c... Chapters (00:00:01) - Why They Fail(00:00:32) - Why They Fail(00:02:16) - 6 Sigma: The Pitfall of Continuous Improvement ((00:04:10) - Lean Six Sigma: No Go Gauges(00:08:22) - Six Sigma Training: The Need for Hypothesis Testing(00:11:28) - No Go Gauges vs Process Capability(00:13:06) - Mastered Your Processes: The Lean 6 Sigma Mindset(00:16:17) - Six Sigma Development: Why They Fail(00:17:30) - How to Become a Million-Dollar Entrepreneur

  Why They Fail!, Episode #3 – Beware of the Paper Belt! Welcome to “Why They Fail,” the podcast that dissects why continuous improvement efforts often derail. Your host, Kevin Clay, a seasoned Lean Six Sigma Master Black Belt, is here to expose the truth behind leadership agendas and short-sighted decisions that cripple CI projects. In this unfiltered episode, we tackle a critical and infuriating reason why CI initiatives crumble: the rise of “paper belts”. If you’re tired of seeing continuous improvement fall flat, then this episode is for you! Understanding the “Paper Belt” Phenomenon So, what exactly is a “paper belt”? It’s insidious yet simple. A paper belt is someone who gains Lean Six Sigma certification, often a Green or Black Belt, merely by passing an exam, lacking practical project experience. Imagine getting a driver’s license just by passing a written test. It sounds absurd, but it happens all the time! Many certification exams allow endless retakes, valuing volume over actual competence. The Real Danger of Paper Belts The true danger emerges when these paper belts are hired to lead continuous improvement efforts. They come with a fancy certificate and a title, but often have no idea how to apply Lean Six Sigma principles in a real-world business environment. They understand the theory but lack critical thinking, problem-solving skills, and the hands-on experience only gained from navigating a true Lean Six Sigma project. These individuals misapply tools, chase incorrect metrics, alienate teams, and can even make business processes worse! This creates widespread cynicism, erodes trust in CI, and significantly contributes to the high failure rate of continuous improvement initiatives. Why Does This Happen? Who’s to Blame? A significant part of the blame rests with training companies that prioritize “quantity” over “quality”. They offer quick bootcamps focused on exam cramming rather than providing robust training and mentorship. This lucrative business model, with fast certifications and no messy projects, directly feeds the paper belt problem. However, leadership also shares responsibility. Many leaders seek a “quick fix,” believing that hiring a certified “Black Belt” will magically solve all their problems. They bypass verifying actual experience, succumbing to the allure of a piece of paper or a title instead of proven capability. It’s the ultimate symptom of the “fad diet” approach to CI, searching for a magic pill instead of doing the hard, foundational work. The Simple Key to Avoiding “Paper Belt” Pitfalls So, what’s the solution to avoiding these continuous improvement pitfalls? It’s two-fold. First, if you’re an organization hiring Lean Six Sigma talent, DO NOT HIRE A PAPER BELT! Always ask for a project portfolio. Demand to see a documented history of projects they have successfully led or significantly contributed to. Look for the problems they solved, the data they analyzed, the improvements they drove, and the sustained results. If they can’t show a portfolio, only talk theory, or worse, don’t know what Ppk (the process performance index, a fundamental metric for understanding how well your process is performing relative to its specifications) is, then run the other way! A true Black Belt understands the practical application of these metrics and can speak to them with confidence, backed by experience. Second, if you are an aspiring Lean Six Sigma practitioner, DON’T BE A PAPER BELT! Please, for the sake of your career and the integrity of continuous improvement, take the time to gain real, tangible experience with the Lean Six Sigma tools. Don’t just memorize definitions, apply them. Don’t just understand the formulas, use them to solve real busin... Chapters (00:00:01) - Why They Fail(00:00:35) - Why They Fail(00:01:53) - The Rise of the Paper Belt(00:09:47) - Six Sigma: Why They Fail and How to Turn Things Around(00:11:13) - Why They Fail

Why They Fail!, Episode #2 – Is Your CI Just a “Fad Diet”? Welcome to “Why They Fail,” the podcast that meticulously examines the reasons behind continuous improvement failures and offers a blueprint for lasting success! In this episode, titled “Is Your Continuous Improvement Program Just a “Fad Diet” for Your Business?“your host, Kevin Clay, a seasoned Lean Six Sigma Master Black Belt, delves into why so many continuous improvement efforts become mere “fad diets” for businesses rather than fostering sustainable change. We expose the harsh realities of leadership agendas and short-sighted decisions that frequently derail Continuous Improvement projects, leading to significant continuous improvement failures. Think about personal struggles with weight loss and how often business initiatives mirror them. Just as a treadmill can become a high-tech clothes hanger, many continuous improvement programs promise instant results but ultimately fail because they don’t address fundamental shifts in organizational habits. This isn’t just an anecdotal observation; Pat Bergin, President of Aerofil Technology, notes that 96% of companies undertaking continuous improvement either fail or quit within 18 months. This staggering statistic underscores a critical point: without changing fundamental organizational habits, your continuous improvement program is indeed just another fad diet. We explore two common “quick fix” mentalities that doom continuous improvement initiatives. The “Lone Ranger” approach, where a single employee or small group is tasked with “saving the world” of processes, often leads to turf wars, sub-optimization, and projects that are too broad in scope. This sets up dedicated individuals for failure, even with valuable tools, if they lack proper support, mentorship, and infrastructure. Another pitfall is “when you expect the plumber to build the house”. This refers to tasking inexperienced Green or Black Belts with leading an entire Lean Six Sigma deployment, akin to asking a plumber to construct a house. Such scenarios often result in projects that are prolonged, over budget, and ultimately abandoned due to a lack of expected ROI. Moreover, continuous improvement can become leadership’s “new toy,” with arbitrary projects chosen based on personal agendas rather than data-driven analysis and impact on key performance indicators (KPIs). These misdirected efforts inevitably lead to continuous improvement failures and a blame game, where the methodology or the belt takes the fall instead of the true culprit: leadership’s misuse of the initiative. The solution is not a quick fix, but a strategic and sustained effort to build a strong foundation. This requires avoiding the “quick fix” mentality and instead focusing on a fundamental “shift” in how your company operates. Key Takeaways from this Podcast: Avoid the “quick fix” mentality in continuous improvement. Build a strong foundation for sustainable CI efforts. Prioritize projects based on concrete KPIs, not arbitrary pain points. Ensure formal leadership buy-in and education on their roles. Empower all employees, from operators to executives, to contribute to solutions. A Word from our Sponsor, 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! 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. Th... Chapters (00:00:01) - Why They Fail(00:00:35) - Why They Fail(00:01:33) - Is Continuous Improvement Just a Fad Diet for Your Business?(00:03:00) - 3 Common Trap's That Doom Continuous Improvement Initiatives(00:12:01) - Six Sigma: Why They Fail and How to Turn Things Around(00:13:19) - Why They Fail, and the Simple Key to Success(00:15:22) - Why They Fail

Why They Fail! Podcast, Episode #1 - Why CI Efforts Fail. Welcome to the very first episode of "WTF!" - Why They Fail! Join host Kevin Clay, a seasoned Master Black Belt and President of Six Sigma Development Solutions, Inc., as he pulls back the curtain on the frustrating reality: over 90% of Continuous Improvement (CI) efforts ultimately fail. Forget motivational fluff. This podcast dives headfirst into the real, unfiltered reasons behind these failures, dissecting the short-sighted decisions, leadership missteps, and organizational shortcomings that sabotage even the most well-intentioned initiatives. Based on insights from Kevin's book, "Why They Fail," this introductory episode sets the stage by exploring: Why "common sense isn't common" in the world of CI. Examples of failures rooted in leadership agendas and a lack of fundamental understanding. The dangers of the "quick fix" mentality and the lack of stomach for necessary sacrifice. A look ahead at future episodes dissecting specific pitfalls like "Fad Diet" CI, the "Paper Belt" phenomenon, the cost of Six Sigma blind spots, and the trap of being "One-Hit Wonders." If you're tired of seeing CI projects fizzle out, expensive training yield no results, and leadership not truly walking the walk, you're in the right place. This episode is a must-listen to understand the core problems and get a glimpse of the keys to building phenomenal, sustainable change. Don't miss learning how to avoid becoming another statistic! Find links in the show notes for a FREE copy of Kevin's book "Why They Fail" and to learn more about Six Sigma Development Solutions, Inc.'s training options. Tune in, buckle up, and let's get real about why they fail, so you can learn how to succeed! Why They Fail, Key Takeaways A vast majority of continuous improvement efforts fail or are abandoned quickly. Ignoring common sense and basic logic is a major factor in CI failure Leadership agendas, rather than data, often drive project selection, which is a sign of impending failure. Assigning individuals without the proper experience (like Yellow Belts to Master Black Belt projects or new Green Belts to lead deployments) leads to failure. Many organizations look for a "quick fix" and lack the discipline for long-term sustainability in their CI efforts. Building a solid foundation is crucial for a sustainable continuous improvement culture, rather than just adopting methodologies superficially. A Word from our Sponsor 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: Chapters (00:00:01) - Welcome to Why They Fail(00:00:35) - Host Introduction & Podcast Premise(00:01:20) - Introducing WTF!(00:02:22) - Common Pitfalls & “Common Sense” Failures(00:02:55) - Specific Examples of How CI Fails(00:03:40) - Addressing the Negative Perception(00:04:19) - Preview of Upcoming Episodes(00:04:47) - Episode 2 Preview: Fad Diet CI?(00:05:55) - Episode 3 Preview: The “Paper Belt”(00:07:57) - Episode 4 Preview: The Six Sigma Blind Spot (COO Story)(00:08:53) - Episode 5 Preview: The “One-Hit Wonders”(00:10:12) - How to Avoid CI Failure(00:10:43) - Get the FREE Book & Learn How to Succeed(00:11:54) - Will You Repeat These Mistakes?(00:12:21) - Outro & Engagement