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.

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.

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.

• 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 “Ope...

• (00:00:00) - Does automation improve the business process?
• (00:00:41) - Why They Fail: Continuous Improvement (
• (00:03:13) - Continuous Improvement at Honeywell
• (00:08:31) - Bradley on the Lean and Six Sigma Culture
• (00:09:23) - Expert Experience in Continuous Improvement at Honeywell
• (00:14:09) - What led you from one to the other?
• (00:16:23) - Discount Tire: Moving From Lean to Six Sigma
• (00:21:27) - Continuous Improvement at Discount Tire
• (00:25:10) - Defect Capture Log
• (00:28:27) - Exploring Continuous Improvement at Rolls Royce and Honeywell
• (00:31:03) - Automation vs Continuous Improvement: Do We Automate Everything?
• (00:35:08) - How to Build a Continuous Improvement Culture