Too often, leaders think that if they simply “get everyone doing Kaizen,” performance will automatically improve. While daily improvement is essential, some problems are too deeply rooted in the system for frontline staff to fix on their own.
In this episode, Mark Graban explores why Kaizen is necessary but not sufficient — and why leaders must take responsibility for changing the systems that shape performance. Drawing on Dr. W. Edwards Deming’s reminder that “a bad system will beat a good person every time,” Mark shares real-world examples, including a hospital laboratory redesign that transformed results once leadership tackled systemic constraints.
You’ll learn:
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Why leaders can’t delegate away system-level change
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The difference between local improvements and structural redesigns
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How system fixes and daily Kaizen reinforce one another
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Practical lessons for avoiding frustration and building real, sustainable improvement
The message is clear: frontline staff can’t Kaizen their way out of a broken system. Leaders must create the conditions where Kaizen can truly flourish.