What Do Continuous Improvement and Bowflex Have in Common?

Industry: All Industries

Keywords: Continuous Improvement, Deployment, Sustainability

Level: All Levels

LinkedIn: https://www.linkedin.com/in/ssdsi/

Have you ever bought a treadmill or a stationary bike, took diet pills, or registered for any of the popular diet programs in the hope of losing weight? The results were most likely:· a machine that sat in the corner of your bedroom and became a place to hang your clothes;· a half-used bottle of diet pills that found a permanent home in the medicine cabinet; or· in some cases, you found some success losing the weight, but it was short-lived. In these cases, why did you fail?·

Reason #1: You wanted the quick fix.·

Reason #2: You did not change your habits. I am going to give you six (6) common scenarios in which companies fail to deploy a sustainable continuous improvement effort. If your company has failed in the past, one or more of these scenarios is most likely the reason.

• Scenario #1: Our executives don't have time for "executive training." They support the effort, so do we really need the training?

• Scenario #2: We want to train a Green Belt to be our CI person (and single-handedly) save the world.

• Scenario #3: "When you expect the plumber to build the house" (leadership expects someone internally to lead a deployment although they have no clue how to deploy).

• Scenario #4: It is a myth that the CI’s role is to improve processes!

• Scenario #5: When continuous improvement becomes leadership’s "new toy."

• Scenario #6: We need a quick fix.

Here is the million-dollar question! How do you avoid the mistakes that lead to failure? If you want to build a sustainable continuous improvement culture in your organization, come listen to Kevin speak!

Why Over 90% of Continuous Improvement Efforts Fail & How to Avoid It

Industry: All Industries

Keywords: Continuous Improvement, Deployment, Sustainability

Level: All Levels

LinkedIn: https://www.linkedin.com/in/ssdsi/

What separates organizations with sustainable continuous improvement cultures from those organizations that fail? Why is it so hard for individuals and organizations to deploy organizational improvement? How do you succeed in building, promoting, and sustaining a continuous improvement effort and culture? This presentation will provide those answers. Kevin will share lessons learned from years of experience working with hundreds of organizations around the world.

This presentation will give a glimpse into “what companies do wrong” when deploying continuous improvement. More importantly, the presentation will focus on the simple keys to achieving a successful and sustained improvement program, including learning the most important key to success. Who should attend: Anyone involved in starting, deploying, reigniting, or improving a continuous improvement program would benefit from the ideas presented in this session.

Kevin D. Clay

President & CEO, Six Sigma Development Solutions, Inc., Pensacola Beach, FL, USA

Kevin Clay is president & CEO of Six Sigma Development Solutions, Inc. He is a Six Sigma Master Black Belt and a LEAN Master Practitioner with over 25 years of training and deploying Lean Six Sigma in organizations across the globe. Kevin’s team of Master Black Belts allows his organization to take an integral role in the transformation of organizations around the world.

Kevin is passionate about applying the best practices of LEAN, Lean Six Sigma, Systems Thinking, and High Reliability Organization (HRO) to organizations that strive to deliver impressive results, excellent customer experience and employee satisfaction. Kevin is the Author of “Why they fail, and the simple key to success”. This is a groundbreaking book that pulls no punches in explaining why companies fail at deploying a sustainable Lean Six Sigma effort.

Kevin gives you the many signs of failure and he does it through short stories of experiences he has had with 1000’s of companies in the past. Most readers comment that he is explaining what they are presently going through”. At the end of the book, he helps the reader to understand the “simple key to a successful Lean Six Sigma deployment effort”.