Why most process work fails
Process improvement that ignores the human side reverts within a quarter. The new workflow runs into the existing incentives, the existing manager habits, and the existing fear of changing how performance is measured.
How we run it
We map the current process with the people who actually run it. We identify the variation, waste, and decision-rights confusion. We redesign with the operators in the room. Then we train the new behavior, adjust the supporting policies, and stay close until it holds.
What we don’t do
We don’t drop a Lean binder on your desk and leave. The deliverable is the operating change, not the deck.
How the engagement runs
- Process mapping with the operators.
- Waste and variation diagnosis.
- Redesign workshop.
- Behavior change rollout with manager support.
- 30/60/90-day stabilization.