Repeatability

R EPEATA BILI T Y

66

business. First, we expose them to as many of our tools

of DBS as we possibly can in a very practical way—

not in a classroom. We take the leadership team for

weeks to see our factories, go into our labs, sit in on

management team meetings, and to sense and smell

the rigor and repeatable discipline in ways that cannot

be described in a document. We then have them do

hands-on kaizen work—sometimes in the factory or

sometimes in another part of the business—in order

to begin to absorb the tools, culture, and unifying

vocabulary fully.

7

Second, we insist that within the first one hundred

days we have a shared strategic plan for the business fol-

lowing the very specific blueprint