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Continuous Process Improvement in Organizations Large and Small by Robert E. Hamm

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CHAPTER 5

The Third C “Commitment”

. . . leadership is not about personality: it’s about behavior

—James M. Kouzes & Barry Z. Posner

Tragically, up to 70 percent of attempts to improve the way members of organizations produce value will fail. Continuous process improvement requires time, money, and effort, and failed attempts to implement improvements are wasteful and frustrate everyone in the organization. A great deal of study has been conducted to determine why process improvement fails in organizations. Is the premise of continuous process improvement flawed? Is there something wrong with using a structured approach to problem solving to remove waste from processes? Is continuous improvement just too hard for employees to grasp? The truth ...

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