In this episode of Why They Fail, host Kevin Clay speaks with U.S. Army Officer Edriece Patterson about his Army Six Sigma Black Belt project. The discussion highlights how Lean Six Sigma methodologies solve complex non-manufacturing challenges inside a military environment.

Edriece, a West Point graduate, recognized a chance to address the Army’s notorious “hurry up and wait” culture. He focused on streamlining a critical administrative task: the orders publishing process. By improving this workflow, the project became a powerful example of how Lean Six Sigma drives efficiency in transactional operations, not just factory floors.

While serving in his unit’s operations shop, Edriece identified waste in the orders process. Orders were received, crafted, and published with long delays and frequent rework. Inconsistent results meant that the same task could take hours longer depending on who handled it.

Before the project, publishing an order required an average of 6.75 hours. The large variation confirmed the process was unstable and out of control. This bottleneck consumed valuable time and slowed down critical Army operations.

Edriece applied the DMAIC framework (Define, Measure, Analyze, Improve, Control) to guide the project. During the Analyze phase, he used a Design of Experiments (DOE) approach. Although many assume DOE is only for manufacturing, he proved it is equally effective for administrative processes.

The DOE analysis revealed two main delay factors: operator experience and time spent waiting for review.

With these insights, the Improve phase delivered clarity. Edriece developed a robust Standard Operating Procedure (SOP) and trained more personnel to follow the same standard. Consequently, the average process time dropped to 6.25 hours. More importantly, variation decreased sharply, making the process reliable and predictable.

This successful Army Six Sigma Black Belt project shows that a data-driven strategy outperforms guesswork or opinion-based problem solving.

Lean Six Sigma improves administrative and transactional processes, not only manufacturing.

Data-driven tools such as Design of Experiments deliver clarity that opinions cannot match.

Clear SOPs reduce variation and improve consistency across teams.

Cross-training personnel prevents bottlenecks and ensures operational resilience.

The Army Ignited Credentialing Assistance Program helps soldiers earn professional certifications like the Lean Six Sigma Black Belt.

This episode of Why They Fail is sponsored by Six Sigma Development Solutions, Inc., a global leader in Lean Six Sigma certification training.

We are an Authorized Training Organization accredited by the International Association for Six Sigma Certification (IASSC). Our programs have transformed more than 100 organizations across 52 countries, delivering over $100M USD in savings and certifying 4,000+ practitioners. Our trusted partners include Aerojet Rocketdyne, Dropbox, and Mercy Health.

• (00:00:00) - Why They Fail: Continuous Improvement (
• (00:01:12) - Why They Fail
• (00:02:07) - How to Get Your Lean 6 Sigma Black Belt
• (00:05:12) - Waste in the 6 Sigma Process
• (00:12:55) - Experiential learning in the Army
• (00:15:30) - What kind of effect did it have on the process
• (00:17:48) - The DMAIC Process
• (00:21:44) - Why They Fail: Edris's Story

Tired of watching continuous improvement efforts fall flat? In this powerful episode of "Why They Fail," host Kevin Clay sits down with the legendary six sigma pioneer Mike Carnell, who was there for its genesis at Motorola. If you feel like your company is just going through the motions of Lean Six Sigma without seeing real results, this conversation is for you. Forget the buzzwords and the "motivational fluff." This is a deep dive into what truly works.

Mike shares unfiltered truths from his decades of experience, including an unforgettable lesson learned directly from GE's Jack Welch. He explains why your job isn't to "do" Six Sigma but to solve critical business problems. This episode dissects the short-sighted decisions and leadership agendas that sabotage success and gives you the simple keys to avoid these all-too-common pitfalls.

Mike Carnell’s journey didn't start in a boardroom; it began at Motorola after his time in the Marine Corps. A pivotal moment for him was witnessing a complex, 19-year-old product defect get solved in just three days by an expert using a component search technique. That was the spark. He realized the goal wasn't just to follow a rigid process but to use the right tool for the job.

Throughout his career, Mike has seen it all. He emphasizes that no two companies are the same, and therefore, no two improvement programs should be identical. He argues against being a "zealot" for one specific methodology, whether it's Lean, Six Sigma, or TQM. Instead, the focus must always be on a simple question: what problem are we trying to fix?

A recurring theme in the discussion is the absolute necessity of a solid plan and strong leadership. Mike recounts how the most successful deployments he's been a part of started with a clear, measurable target from the top. For example, a CEO asking for a "$98 million in EBIT improvement over the next two years" provides a much clearer direction than just saying "we want to do Six Sigma."

This is where so many companies fail. They send employees to get Green Belt training without having any projects ready for them. As Kevin and Mike agree, if your newly trained Belts have to go find their own projects, your deployment has already failed. A successful initiative requires building a detailed plan before you ever start training, just like you need a blueprint before you start building a house. Furthermore, the leadership must be disciplined, engaged, and hold people accountable, a trait Mike saw firsthand while working with Jack Welch at GE.

Your job isn't to "do" Six Sigma; it's to solve problems and improve the company.

If your Belts have to find their own projects, your continuous improvement effort has already failed.

Strong leadership with a clear, measurable goal is the ultimate key to success.

️ Don't be a zealot for one methodology; use the right tools from Lean, Six Sigma, Shainin, or TQM to fix the problem at hand.

You must build a detailed plan and have leadership buy-in before you ever swing a hammer or train a single person.

This episode of "Why They Fail" is brought to you by Six Sigma Development Solutions, Inc., providing “Oper...

• (00:00:00) - Projects for Lean and Six Sigma
• (00:00:47) - Why They Fail
• (00:01:47) - Mike Pompeo Just Got Back from...
• (00:02:12) - Mike Galton on Six Sigma and Continuous Improvement
• (00:06:59) - Six Sigma vs Lean: A Word for Newcomers
• (00:12:55) - Lean and Safeguard: The Plan
• (00:17:52) - Five Rules for Six Sigma Deployments
• (00:21:03) - How to manage a Kaizen project?
• (00:23:23) - Mixed Qualities of a Leader
• (00:28:18) - On Jack Welch's Fire
• (00:29:24) - 7 Steps to Continuous Improvement
• (00:31:33) - Belt Standards
• (00:37:08) - On Certification and HR
• (00:42:51) - Lean and Six Sigma: The Essential Skills

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...