1. Operational urgencies crowd out improvement.
2. Coordinate partial improvement programs and pieces.
3. Move "Change Management" from bolt-on programs to built-in processes.
4. Balance accountability for improvement with operations.
5. Focus everyone's improvement energy and ideas.
6. Provide an implementation process for strategic imperatives.
7. Customize change/improvement programs and processes.

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1. Managers don't understand its role and importance.
2. A weak improvement culture, investments, and discipline.
3. Fear of more committees, meetings, and bureaucracy.
4. Improvement is seen as a motivational issue.
5. Imbalance of working in the business and on the business.
6. Trendy new programs/tools seem quick and easy.

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1. Establish corporate and local improvement infrastructure/processes.
2. Appoint corporate (and local) coordinators.
3. Write an improvement plan based upon a comprehensive improvement framework.
4. Implement — Make changes/improvements.
5. Prepare an Annual Report (as end of planning cycle approaches).
6. Write next cycle's improvement plan.

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