Escape the Improvement Trap: Five Ingredients Missing in Most Improvement Recipes

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Despite performance improvement initiatives such as Lean, Six Sigma, and Supply-Chain Management, only a handful of companies actually break out of the pack to transform their enterprise. This problem is not unique to today's improvement methodologies; the same issues existed when organizations first adopted TQM, re-engineering, and other popular improvement methodologies. Providing helpful methods and metrics for effecting true change, this book highlights how to avoid common improvement traps that inhibit many organizations from rising above the rest.

Escape the Improvement Trap: Five Ingredients Missing in Most Improvement Recipes Review

I have been working in this area for thirty years and have done a lot of consulting as well as writing. As soon as I read on the cover of this book the 5 ingredients I thought wow--if you have to pick five this is the perfect list.

Unfortunately so many companies focus on the tools of process improvement and do not get the core--people with a common focus on continuous improvement to achieve specific objectives. The book is loaded with insights about how to put the five ingredients into practice, but there are also some extra surprises.

For example, even though the authors have not had a strong association with Toyota their description of a true Toyota sensei is also spot on and gets to the subtlety of the role--teaching without taking over, making space for learning, but giving the support needed. I LOVE "the cost of outsourcing" description on page 198. Outsourcing is one of those buzzwords and firms do not seem to have any idea of the negative consequences of this short-term financial decision.

I also agree with the five levels of maturity and have a similar sort of conclusion in my most recent book that even though you want to get to a culture of continuous improvement you have to go through a period of learning the tools--ironic, but that would be true in learning any serious endeavor whether in music, sports, culinary arts, or process improvement.

So what I can say is that I liked everything I read and we have come to very much the same conclusions about what companies do wrong in process improvement and what they need to do to do it right (see The Toyota Way to Continuous Improvement: Linking Strategy and Operational Excellence to Achieve Superior Performance). It is about leadership, engaging people, and getting the organization focused on a common direction which takes a long-term perspective.

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