Where Process-Improvement Projects Go Wrong
Management and Entrepreneurship
The article focuses on process-improvement programs such as Six Sigma and lean manufacturing which, according to a research, typically show early progress, but all too often fail to generate lasting gains as participants gradually lose motivation and return to old habits. It presents a discussion that is based on what happened at an aerospace firm that implemented over 100 improvement projects, only to discover that more than half failed to have a lasting impact. The author advises executives to participate in such programs.
Wall Street Journal