In identifying what makes a continuous improvement team successful, it’s most helpful to look at where they fail. Anyone can retroactively attribute key factors to success, however, real learning comes from understanding the shortcomings. Below, we’ve identified five common reasons continuous improvement teams fail to succeed.

1. F A I LF A I L
T O P 5 R E A S O N S
C O N T I N U O U S
I M P R O V E M E N T T E A M S

2. # 5
L A C K O F
I N F L U E N C E

3. # 5
Ensure that continuous
improvement (CI) project
experts have a seat at the
leadership table.
This helps keep CI initiatives
aligned with company-wide
strategic goals.
Request a seat at the table when
management and leaders are
discussing strategic business
goals. Make your needs known
and align your projects with
company goals.
L A C K O F
I N F L U E N C E
Action Item

4. # 4
L A C K O F
P R A C T I C E

5. # 4
Managers need to regularly
practice continuous
improvement strategies.
The more tools you have at
your disposal, the more
opportunity you have for
solving problems.
Being a leader of continuous
improvement means leading
by example. Stay current with
your industry’s trends and
continually evaluate new tools.
L A C K O F
P R A C T I C E
Action Item

6. # 3
L A C K O F
A C C E P T A N C E

7. # 3
L A C K O F
A C C E P T A N C E
CI projects can be seen as
temporary problem-solving
projects, instead of a long-
term approach to success.
Make sure that each CI
project empowers workers
throughout the organization.
Implement data-based decision
making to reinforce continuous
improvement at every level of
the company.
Action Item

8. # 2
S A C R I F I C I N G
T O M O R R O W
F O R T O D A Y

9. # 2
S A C R I F I C I N G
T O M O R R O W
F O R T O D A Y
When evaluating potential
projects, avoid a mindset
that focuses on easy,
immediate savings.
By focusing on instant
success, you sacrifice
tomorrow for today.
Focus on future savings that
will create real long-term
benefits. Break down these
projects into small, incremental
steps to start implementing.
Action Item

10. # 1
P R I O R I T I Z I N G
" E A S Y W I N S "

11. # 1
As a project leader for CI, it’s
your responsibility to always be
the agent of urgency within an
organization.
Don’t wait for an invitation. If
you’re not the one pushing the
need for improvement, then
nobody will.
P R I O R I T I Z I N G
" E A S Y W I N S "
Action Item
Aim big and make your victories
your known. Let your success
be your advocate.

12. MAKE SURE THAT CI LEADERS
HAVE A SEAT AT THE TABLE.
STAY CURRENT WITH NEW CI
TOOLS AND STRATEGIES.
MAKE CI PROJECTS KNOWN
THROUGHOUT ALL LEVELS OF THE
ORGANIZATION.
FOCUS ON LONG-TERM SAVINGS
PROJECTS.
TAKE ON CHALLENGING
PROJECTS AND MAKE YOUR
VICTORIES KNOWN.
T A K E A W A Y S
Get Started

13. DOCUMENT
DISCUSS
DECIDE
New processes
with affected
teams
Existing
processes
Areas for
improvement
On specific
process
changes
DIAGNOSE
C O N T I N U O U S I M P R O V E M E N T
W I T H D O Z U K I
ENDLESS BENEFITS:
Streamline Workflows
Reduce Waste
Prevent Rework
Increase Engagement
Train Smarter
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14. W O R D S O F W I S D O M
"The only real mistake is the one
from which we learn nothing."
H E N R Y F O R D
W W W . D O Z U K I . C O M