Why They Fail!, Episode #5 – The “One-Hit Wonders”

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 Frustrating Reality of “One-Hit Wonder” Green Belts

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.

Why Continuous Improvement Grinds to a Halt

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 f...

• (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

Why They Fail!, Episode #4 – “Why Capability?…”

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 causes, which is where topics l...

• (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

Why They Fail!, Episode #3 – Beware of the Paper Belt!

Welcome to “Why They Fail,” the podcast that dissects why continuous improvement efforts often derail. Your host, Kevin Clay, a seasoned Lean Six Sigma Master Black Belt, is here to expose the truth behind leadership agendas and short-sighted decisions that cripple CI projects. In this unfiltered episode, we tackle a critical and infuriating reason why CI initiatives crumble: the rise of “paper belts”. If you’re tired of seeing continuous improvement fall flat, then this episode is for you!

So, what exactly is a “paper belt”? It’s insidious yet simple. A paper belt is someone who gains Lean Six Sigma certification, often a Green or Black Belt, merely by passing an exam, lacking practical project experience. Imagine getting a driver’s license just by passing a written test. It sounds absurd, but it happens all the time! Many certification exams allow endless retakes, valuing volume over actual competence.

The true danger emerges when these paper belts are hired to lead continuous improvement efforts. They come with a fancy certificate and a title, but often have no idea how to apply Lean Six Sigma principles in a real-world business environment. They understand the theory but lack critical thinking, problem-solving skills, and the hands-on experience only gained from navigating a true Lean Six Sigma project. These individuals misapply tools, chase incorrect metrics, alienate teams, and can even make business processes worse! This creates widespread cynicism, erodes trust in CI, and significantly contributes to the high failure rate of continuous improvement initiatives.

A significant part of the blame rests with training companies that prioritize “quantity” over “quality”. They offer quick bootcamps focused on exam cramming rather than providing robust training and mentorship. This lucrative business model, with fast certifications and no messy projects, directly feeds the paper belt problem. However, leadership also shares responsibility. Many leaders seek a “quick fix,” believing that hiring a certified “Black Belt” will magically solve all their problems. They bypass verifying actual experience, succumbing to the allure of a piece of paper or a title instead of proven capability. It’s the ultimate symptom of the “fad diet” approach to CI, searching for a magic pill instead of doing the hard, foundational work.

So, what’s the solution to avoiding these continuous improvement pitfalls? It’s two-fold.

First, if you’re an organization hiring Lean Six Sigma talent, DO NOT HIRE A PAPER BELT! Always ask for a project portfolio. Demand to see a documented history of projects they have successfully led or significantly contributed to. Look for the problems they solved, the data they analyzed, the improvements they drove, and the sustained results. If they can’t show a portfolio, only talk theory, or worse, don’t know what Ppk (the process performance index, a fundamental metric for understanding how well your process is performing relative to its specifications) is, then run the other way! A true Black Belt understands the practical application of these metrics and can speak to them with confidence, backed by experience.

Second, if you are an aspiring Lean Six Sigma practitioner, DON’T BE A PAPER BELT! Please, for the sake of your career and the integrity of continuous improvement, take the time to gain real, tangible experience with the Lean Six Sigma tools. Don’t just memorize definitions, apply them. Don’t just underst...

• (00:00:01) - Why They Fail
• (00:00:35) - Why They Fail
• (00:01:53) - The Rise of the Paper Belt
• (00:09:47) - Six Sigma: Why They Fail and How to Turn Things Around
• (00:11:13) - Why They Fail