Do you find yourself trying to solve the same problems over and over again? Do you treat the symptom but not the source of problems? Do you get unintended consequences from “solutions” in your organization?

Editor’s note: Read part one of this series here.

A few years ago I wrote about the difficulties that can ensue when you’re trying to get started on a lean Six Sigma or quality improvement initiative.

What do bus schedules have to do with a lean management system? Quite a bit, even though, obviously, the notion of a bus schedule is more metaphor (or is that analogy?) than reality.