Robert Tripp got involved in Six Sigma early in its adoption within American businesses. Since then he has integrated the Lean philosophies and worked with organizations large and small on focused projects as well as company-wide deployments. In our conversation, he steps back to look at the value of improvement efforts as something people do rather than just what the organization does. Clearly, adopting an improvement methodology is meant to improve customer satisfaction, internal process quality and financial results. Training and high visibility projects are the starting point, not the end result. When middle managers and work groups want to apply the tools and the thought processes to their problem solving, process improvement becomes part of the culture in Robert’s experience. You'll hear about … • What does it mean for Six Sigma or Lean "deployments" to be successful (Hint – project ROI it is NOT it). • Key factors driving outcomes and measurements (Hint – these apply to the "Usual Fixes" as well). • Reasons the growth of lean and Six Sigma has slowed (and what changes are making it better). • How senior leaders can keep themselves from inadvertently getting in their best people's way. Listen now to these and more of Robert’s observations on how process improvement evolves within organizations.