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Continuous improvement work creates real value. Most of that value never reaches executives in a form they can trust. View slides and more In this recorded webinar, Jeff Roussel, Chief Revenue Officer at KaiNexus, argues that CI does not have an impact problem. It has a translation problem. Only about 28 percent of the improvements tracked in KaiNexus show a direct, visible financial impact. So when an executive asks what the organization is actually getting from all this work, the answer usually arrives as a spreadsheet, a set of caveats about data quality, and a week of effort. That does not build confidence. Jeff walks through what changes when improvement work gets described in the language leaders already use. Examples include a hospital system that documented $137 million in savings after reserving operating rooms for emergency cases and adjusting scheduling patterns, a global mining company with roughly 284,000 improvements and $178 million in impact across 12,000 employees, and a fintech company that went from $4.5 million to $15 million in documented savings in a year after deciding that if an improvement was not in the system, it did not count. He also offers a structure for the next funding conversation. Start with the pain. Move to the impact on a metric leadership already cares about. Then make a focused ask, such as a 90-day pilot with one team and one metric, rather than asking to transform the whole program. Mark Graban hosts and joins Jeff for an extended Q&A on: Balancing short-term results against long-term thinkingWhether a CI program should fund itself beyond startup costsHow to handle soft benefits like engagement, morale, and quality without inflating the numbersHow to get the meeting when executives are not giving you their timeWhy the problem with spreadsheets is usually trust, not the spreadsheets Jeff offered to help listeners think through their own business case, whether or not software is part of the conversation: [email protected] More than 100 free recorded webinars: https://www.kainexus.com/webinarsContinuous improvement blog: https://blog.kainexus.comPodcast: https://www.kainexus.com/podcast

Why do strong continuous improvement programs sometimes struggle to secure funding? In this preview of an upcoming KaiNexus webinar, Mark Graban talks with presenter Jeff Roussel, Chief Revenue Officer at KaiNexus, about a common problem: CI leaders often describe operational challenges in language that does not connect with the priorities executives are prepared to fund. Jeff explains why continuous improvement should be positioned not merely as a way to manage projects or count ideas, but as a business outcome engine that supports the organization’s mission and strategic goals. They also discuss: Why CI programs can be valuable yet still fail to gain executive supportHow to translate improvement needs into organizational prioritiesConnecting CI work to safety, quality, customer satisfaction, engagement, and financial resultsPractical ways to reframe the case for investmentThe full webinar, “Why Great CI Programs Don’t Get Funded—and What to Do About It,” will be presented live on Wednesday, July 22, 2026, at 1:00 p.m. Eastern. Register or watch the recording afterward at https://info.kainexus.com/jeff-roussel-continuous-improvement-funding-webinar

Every process problem is a customer problem in disguise. CI teams are good at finding waste, reducing variation, and improving flow. Customers experience those same breakdowns as uncertainty, frustration, effort, and broken trust. Slides, the resource list, and the full recording are on the episode page: https://www.kainexus.com/customer-signals-continuous-improvement-webinar This episode is the audio from a recent session of the KaiNexus Continuous Improvement Webinar Series. Annette Behrensmeyer and Volker Probst of Resonance Growth Partners make the case for a second lens on improvement work: the customer signals already hiding inside your operational data. Repeat contacts, transfers, escalations, and frontline observations almost always show up before a survey score moves or a complaint lands. This isn't about replacing voice of the customer or launching another program. It's about enriching the signals you already use to decide what to work on next. In this conversation: Why solicited feedback (surveys, interviews) arrives late and carries an effort tax, and where unsolicited signals fill the gapA three-step approach to connect customer signals to your improvement system, plus a simple way to weigh customer value against business valueHow a 32-bed med-surg unit turned its daily huddle into a 15-minute patient signal huddle and compressed a 60-to-90-day feedback loop into daysHow a med tech company cut call volume by 30%+, saved over $10M in shipping cost, and recovered $20M+ in annual recurring revenue by making an opaque process visibleFour things any CI leader can start on this week About the guestsAnnette Behrensmeyer and Volker Probst are managing partners at Resonance Growth Partners, where they help organizations connect customer understanding, employee insight, and business performance. Annette is a Forrester-certified CX professional with more than a decade designing enterprise CX strategies and feedback-to-action operating models. Volker brings more than 25 years turning customer insight into action at enterprise scale across CX and operational excellence leadership. Hosted by Mark Graban, senior advisor at KaiNexus.

Voice of Customer has been a fixture in Lean and Six Sigma for decades, but the word "voice" carries a hidden assumption: that the customer has to do something -- answer a survey, write an email, lift a finger -- before you learn anything. Most of the time they don't, and you're left improving in the dark. In this preview of our next Continuous Improvement Webinar, host Mark Graban talks with Annette Behrensmeyer and Volker Probst, managing partners at Resonance Growth Partners, about a broader idea: customer signals. These include the unsolicited, behavior-based indicators customers send all the time without being asked -- and the operational data that often reveals more than a survey ever could. The conversation gets at a problem every CI leader knows: the gap between what customers say and what they do. Volker shares a story from when his wife was hospitalized while pregnant with twins, and a nurse asked her daily to fill out a survey and award a perfect score -- a built-in bias that tells you almost nothing about the actual experience. The better question is what behaviors and operational indicators reveal about how an experience really went, and what an organization should fix because of it. The full webinar, Beyond the Voice of Customer: How Richer Customer Signals Can Improve Continuous Improvement, airs live Thursday, June 18 at 1:00 pm ET. There's relevant material here for manufacturing, service businesses, and healthcare leaders thinking about voice of the patient. Register at the link below, bring your questions for the live Q&A, or catch the recording here in the feed and on YouTube afterward. Register: https://info.kainexus.com/webinar-customer-signals-continuous-improvement

Improvement efforts stall for reasons every CI practitioner knows by heart: unclear problem statements, missing data, inconsistent teams, rejected countermeasures. Anne Frewin argues those are symptoms. The root cause is the environment leaders create -- and Gallup's data backs her up: 70% of team engagement comes down to the manager. In this episode, recorded as part of the KaiNexus Continuous Improvement Webinar Series, Anne walks host Mark Graban through her LEAD model -- four leadership mindsets that build the psychological safety improvement work depends on. For each one, she offers a single behavior you can put to work right away: Leading with courage means talking about problems, not just making them visible -- moving teams from firefighting to "smelling the smoke." Embodying trust means going to Gemba with real curiosity: standing still, observing, listening to tone as much as words. Anchoring in clarity means communicating so it sticks -- frequent, visual, purposeful, two-way. Driving improvement means inviting ideas and letting people fix what bugs them, using three simple guardrails: Is it safe? Does everyone who needs to know, know? Can it be undone? Anne also makes the case for treating employees as a key stakeholder alongside owners and customers, and shows what changes when you do. Engaged organizations see 63% fewer safety incidents, 21% lower turnover, 32% fewer defects, and 23% higher profitability. The conversation continues into a wide-ranging Q&A on writing better problem statements, creating space for people to surface problems without fear, the limits of ROI thinking, and the hard work of coaching managers who rose through the ranks by being the boss. Anne Frewin is a speaker, coach, and facilitator, and the founder of Employee Centric Leadership LLC. She has more than 15 years of experience implementing Lean principles across healthcare, biomedical, manufacturing, and professional services. Watch the video, view the slides, and read the full recap Browse 100+ free recorded webinars Tips, articles, and case studies on leadership and continuous improvement Learn more about KaiNexus

Most continuous improvement programs don't stall because the strategy is wrong or the tools are missing. They stall because of what leaders do, or don't do, every day. In this short preview, host Mark Graban talks with Anne Frewin about her upcoming KaiNexus webinar, Every Moment Matters: How Leadership Behaviors Shape Results Every Day, airing live on Tuesday, May 26 at 1 pm Eastern. Anne walks through the LEAD model she'll cover in the session: Lead with courageEmbody trustAnchor in clarityDrive improvementFor each, she'll share a specific behavior attendees can put to use the next day. The session applies whether you lead in healthcare, manufacturing, financial services, government, or nonprofits -- and whether you hold a formal title or lead informally. Anne is a speaker, coach, facilitator, and founder of Employee Centric Leadership, LLC. She brings more than 15 years of Lean experience across healthcare, biomedical, manufacturing, and professional services, along with a finance background and master's degrees in healthcare administration and organizational leadership. Register for the live session (the recording will also be available):https://info.kainexus.com/webinar-anne-frewin-leadership Connect with Anne:https://www.linkedin.com/in/annefrewin/https://employeecentricleadership.org/ More KaiNexus webinars:https://www.kainexus.com/webinars See KaiNexus in action:https://www.kainexus.com/continuous-improvement-software/kainexus/kainexus-demo-overview

Karen Martin joins Mark Graban for a wide-ranging Ask the Expert session, answering audience questions on organizational clarity, leadership behavior, value stream mapping, and continuous improvement. Topics and questions covered include: Why organizations adopt Lean tools but still lack clarity around priorities, roles, and decision rights -- and the first discipline leaders should adopt to fix itWhat to do when senior leadership has lost enthusiasm for the Lean journeyHow to prevent "automating waste" when AI and automation enthusiasm outpaces process stability -- and why "a process has to earn the right to be automated"Whether bloated management layers or frontline cuts are the real problem when economic pressure hitsHow to get leaders to recognize their job is to develop people and remove barriersHow to tell whether non-compliance with a mapped process points to a design flaw or an implementation failureCentralizing vs. distributing CI capabilities -- and why the CI team's real job is teaching, not doingWhy the X-Matrix confuses leaders and what Karen uses insteadThe first signs of operational excellence (or its absence) when walking a manufacturing floorHow to influence leadership when there's no top-down sponsorshipAdapting value stream mapping for variable, non-linear work environmentsWhat to do when an organization is too busy fighting fires to improveKeeping CI momentum through executive and frontline turnoverHow to avoid "gemba theater"What motivates Karen to keep going when teams are stuckKaren Martin is a two-time Shingo Award-winning author of Clarity First, The Outstanding Organization, Value Stream Mapping, and Metrics-Based Process Mapping. She is the founder of TKMG and TKMG Academy. Learn more about Karen's work: https://tkmg.comTKMG Academy: https://tkmgacademy.com

Karen Martin -- founder of TKMG Inc. and TKMG Academy, and author of "Clarity First" and "The Outstanding Organization" -- joins Mark Graban for a short preview of the upcoming KaiNexus Ask an Expert webinar on March 11th. In this conversation, Karen shares how she went from working in hospital laboratories as a microbiologist to building and running operations at a fast-growing HMO -- and eventually founding her own consulting and education business. She talks about what drew her away from Lean tools toward the bigger questions of culture, leadership, and organizational clarity, and why lack of clarity tends to generate more emotional friction in workplaces than people expect. The live webinar is March 11th at 1:00 PM Eastern. No slides -- just an hour of questions and answers on Lean, operational excellence, value stream thinking, leadership, and organizational design. Submit your questions in advance or ask them live. Register or find the recording

Read the blog post TL;DR: Toyota’s real competitive advantage is not its tools -- it is mutual trust and mutual respect. Leaders are responsible for cultivating both. When trust is present, employees speak up, problems surface early, and continuous improvement accelerates. Without it, Lean becomes mechanical and unsustainable. When executives discuss Toyota, the conversation often centers on tools. Kanban. Andon. Standardized work. A3 thinking. Those matter. But Toyota’s sustained performance does not come from tools alone. It comes from the leadership philosophy that makes those tools work. At the center of that philosophy is mutual trust and mutual respect. Not as cultural decoration.As operational necessity. Toyota is explicit: improvement depends on people surfacing problems quickly. That only happens when trust flows in both directions. Toyota's own guiding principles website says they: "Foster a corporate culture that enhances both individual creativity and the value of teamwork, while honoring mutual trust and respect between labor and management." Leaders must trust employees to act responsibly.Employees must trust leaders to respond constructively. Without that reciprocity, performance deteriorates.

Read the post TL;DR: Respect for People is the foundation of Lean management. It means engaging employees as problem solvers, creating psychological safety so people speak up, developing standardized work with teams instead of forcing it on them, and implementing improvement software with people -- not to them. It includes high standards and accountability. Without Respect for People, continuous improvement becomes mechanical and unsustainable. Respect for People in Lean management is the principle that employees are capable problem solvers who must be engaged, developed, and trusted in order for continuous improvement to succeed.

Read the blog post A dysfunctional workplace culture isn’t just an HR problem—it’s an operational one that directly affects retention, innovation, safety, and financial performance. In this episode, we explore the most common warning signs of a broken culture, including resistance to change, disengaged employees, burnout, lack of diversity in leadership, and the “black hole” where ideas and feedback disappear. Drawing on research and real-world examples, we unpack why culture should be measured and managed as seriously as revenue or quality, and why surface-level fixes like perks or pizza parties don’t work. The conversation highlights three foundational pillars of a healthy, high-performance culture: strong employee engagement, alignment between people’s strengths and their roles, and continuous learning supported by psychological safety. If your organization struggles with turnover, stalled improvement efforts, or chronic frustration on the front lines, this episode offers a practical lens for diagnosing the real issues—and a continuous improvement approach for fixing them at the system level.

Read the blog post Operational Excellence rarely fails because of a lack of ideas. More often, it breaks down when strategy, daily work, and improvement efforts operate in silos. In this episode, Mark Graban explores what it really means to take a unified approach to OpEx—one that connects strategy deployment, process discipline, employee-driven improvement, and leader-led initiatives into a single, coherent system. You’ll hear how organizations move beyond disconnected spreadsheets, emails, and project tools to create visibility, alignment, and learning across all levels of the organization. Mark also discusses how platforms like KaiNexus support this work—not by replacing leadership or Lean thinking, but by strengthening the management system that makes continuous improvement sustainable. This conversation is especially relevant for leaders trying to: Bring strategy to life at the frontline Balance top-down direction with bottom-up improvement Create visibility without micromanagement Turn Operational Excellence into how the business actually runs

Webinar page with video, slides, and more What makes a Lean transformation last not just a few years, but two decades? At Electrolux, the answer wasn’t more tools, more training, or more Kaizen events. The breakthrough came when the company realized that leadership behaviors — not Lean mechanics — were the deciding factor in whether improvement stuck. In this episode, Sandro Casagrande shares the story behind the Electrolux Manufacturing System (EMS), now in its 20th year. He explains why the early years of EMS produced uneven results, what changed when Electrolux shifted its focus to leadership habits, and how coaching routines, visual management, and leader standard work became the backbone of a sustainable improvement culture. Drawing from more than 30 years with Electrolux, Sandro details: • Why early EMS efforts succeeded in some plants but stalled in others• How leadership behaviors became the turning point in creating organizational habits• What neuroscience and habit loops taught Electrolux about sustaining change• How coaching — not directing — accelerates team development and problem solving• How sites reach gold and platinum performance levels, and why those gains hold even through turnover, new products, and process changes• Why zero-injury safety goals became both realistic and expected• How digitalization and platforms like KaiNexus now support global consistency and scale Sandro also lifts the curtain on Electrolux’s leadership academy: a months-long experiential system where leaders learn by doing — running improvement cycles, receiving coaching, and ultimately becoming coaches themselves. If you’re trying to build a culture where improvement happens every day, not just during events or crises, Sandro’s journey offers practical, hard-earned insight into what it really takes. About the GuestSandro Casagrande is the Group Methodology & Documentation Leader at Electrolux. His Lean journey began in 1994, and he has been central to EMS from its earliest pilot projects through today’s global digitalization efforts. He was the first Italian to achieve EMS Master Gear certification and continues to guide EMS implementation across all business areas.

In this preview episode, Mark Graban talks with Sandro Casagrande of Electrolux about the upcoming KaiNexus webinar: “Unlock the Power of Leadership: The Electrolux Manufacturing System (EMS) Way.” Register for the full webinar (Dec 10, 1 pm ET):https://info.kainexus.com/unlock-the-power-of-leadership-the-electrolux-management-system-ems-way/webinar Sandro shares insights from more than 30 years at Electrolux, including:• How continuous improvement started with Total Quality Management in Italy• The evolution of EMS from early pilots to a global system• Why strong leadership behavior—not just tools and training—determines sustainability• Lessons learned from uneven progress across sites• How EMS Way reframed the company’s strategy to focus on culture, people development, and leader capability If you're interested in Lean, leadership, cultural transformation, or sustaining improvement across a global enterprise, this discussion sets the stage for a powerful webinar. Learn more about KaiNexus webinars: https://www.kainexus.com/webinars

The blog post This blog summarizes key insights from a comprehensive whitepaper detailing UMass Memorial Health's remarkable transformation journey.  When Dr. Eric Dickson stepped into the CEO role at UMass Memorial Health (UMMH) in 2013, he inherited what most would consider an impossible situation. The healthcare system was hemorrhaging money with a record $55 million operating loss, teetering on the edge of defaulting on publicly traded debt, and struggling with poor patient and staff satisfaction scores. Decision-making had ground to a halt, with executive departures leaving leadership gaps throughout the organization. Fast-forward eleven years, and UMMH tells a dramatically different story. One that offers powerful lessons for any organization seeking sustainable transformation through continuous improvement. Here are the key takeaways from their journey: