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16 The PCB Magazine • August 2015 1. Programs Mentality: In most organi- zations, process improvement initiatives such as Six Sigma, Lean, or Lean Sigma are seen as "programs." The problem with programs is that they come and go, many times as a flavor of the month. Systems thinking, systems-based lead- ership and management, and systems-based organizational improvement are not programs. They are a way of being in the workplace. Toyota doesn't have a quality program. It has a quality, systems-based culture and a way of being that creates ever-improving quality naturally. The reason Six Sigma, Lean, Lean Sigma or Toyota's ways of being haven't translated well to most Western companies is because we've tried to jam quality improvement concepts and tools into legacy mindsets. These programs have not taken into account the critical nature of the paradigm shifts necessary to make these pro- grams into a way of being in the workplace. 2. Lack of User-Friendly Tools: Although I taught basic SPC tools to my clients, I noticed that many people's eyes glazed over with fear or concern when faced with learning to use these tools. This was especially true of non-technical workers and managers who hadn't signed up to become systems improvement experts. Leaders too, in many cases, showed little desire to learn or use the tools. For some, English was a second language, making learning more difficult still. People do not learn well or easily when in fear. We found in order for people to learn, use, and eventually own the tools, we had to reformat the tools, making them simple, user friendly and even fun. Remember, if your front lines are not using the tools on a daily basis, you're not systems-based. You are people-based and asking for the fires you put out yesterday to be burning brightly sometime in the near future. 3. No Paradigm Shifts: There are two equally important parts of sustainable systems- based cultural change: systems improvement and expanding our existing paradigms. Six Sigma, Lean and the like focus on tools and process, but whiff on the critical nature of para- digm shifts, particularly at the levels of leader- ship and management. Systems thinking is a significant paradigm shift, an expanded way of stresses that have been building in the minds of leaders, managers and employees can be used to speed changes in thinking and shifting para- digms. However, for the necessary changes to be sustainable, physical systems and systems thinking must be seen as an integrated whole. When we commit to optimizing our systems, becoming systems thinkers and serving our em- ployees, quality and predictability go through the roof while costs plummet. Highest quality with lowest costs makes one the ultimate com- petitor, yes? The Four Reasons Most Quality Programs are Underperforming After more than 30 years of familiarity with quality programs such as Deming's, which morphed into TQM and on to Six Sigma, Lean, Lean Sigma and others, one thing can be said with some conviction: Most quality programs over the 3–4 decades that have been imple- mented are underperforming or outright failing in Western culture companies. Even where they have been somewhat successful, lack of sustain- ability is rampant. Our research indicates that there are four primary reasons why Western companies fall so short on realizing the benefits of the quality systems optimization: THE WAR oN FAILURE continues FeAture