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.

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.

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.

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.

Lean Six Sigma G...

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 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.

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.

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...

• (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

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...

• (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