In practice at Chalmers St., we typically find that improvements seem to surface naturally from all of our work in the Define, Measure, and Analyze phases. When the DMAIC method is applied well, the Improve phase can appear straightforward. That is, until implementation begins, when an entirely new set of challenges emerges.
At Chalmers St., the Improve phase typically begins in the middle of a Kaizen Event. We bring the team together to align around the cause-and-effect relationships. During the event, we have creative and focused conversations. Sometimes we use brainstorming tools, though more often than not, they aren’t necessary. And then BAM!, an aligned solution surfaces, and the team rallies around it.
This rallying is very important to the successful implementation. A great solution on paper still comes with very real, very practical challenges: everything from change management within the organization, new equipment costs, tools, revised methods, to competing priorities. What initially seems simple and straightforward often becomes the longest and most unpredictable part of the DMAIC project.
Here are three lessons I’ve learned about making the Improve phase successful.
Detail is Not Optional
The most common mistake I see is a lack of detail once a solution is identified. The moment the team agrees on a solution, the work shifts. You are no longer just solving a problem; you are a project manager. A good project manager knows that the little details matter (the actions, the ownership, the date commitments). This is where we discuss the friction points early on, or suffer the consequences of poor understanding and lose alignment.
Strong execution depends on clarity around:
- Specific actions
- Clear ownership
- Realistic timelines
- Known friction points
I worked with a Black Belt that would often get frustrated because, during the Kaizen Event, a small group would come up with a good idea. We’d send them off to develop the plan, and they would come back with a “plan” that consists of a few high-level bullet points assigned to one person. It might sound like: “Julia will talk to maintenance. They’ll build the fixture. It’s going to be great!”
But the real work begins with better questions. What will the fixture cost? What are the design requirements for the fixture? Who communicates the requirements? Does maintenance have capacity? How will operators be trained? This is usually where frustration surfaces. “Isn’t this common sense?” “People should know this already.” Not always. Assumptions are expensive. Discipline around detail is what separates teams that only generate ideas from teams that execute successfully. My teams have always been respected because of our ability to execute. These details are core to successful execution.
The First Version Won’t Be the Final Version
Another reality of implementation is that the solution you envision will not be the solution that is successfully put into practice. The details have a way of reshaping the plan. Be ready to iterate on the exact solution and make sure there is time for piloting, revising, and piloting again in the project plan. If you are applying the DMAIC approach, it means that the solution is not obvious. It is most often that the solution you found comes with new challenges and drawbacks. For example, the fixture may be harder to use than expected. It may cost more. It may require multiple versions. It may introduce new constraints that no one anticipated. Sometimes that even means a second Kaizen Event. Iteration isn’t failure; it’s refinement. Protect morale, keep communication open, and normalize adjustments along the way.
Persistence Wins
In 25 years of improvement work, I’ve seen many projects apply all the right DMAIC tools and still fall short. The root cause usually isn’t analytical capability; it’s a lack of persistence during implementation. When resistance shows up, when timelines slip, when the first version doesn’t work perfectly, some teams lose momentum. The ones that succeed stay focused, adjust thoughtfully, and keep moving forward. Your persistence in the implementation will win the day, and it is ultimately what will make the Improve phase and your project successful.
When I teach Green Belts, I tell them that the path to a successful project is through persistence. You haven’t failed until you’ve given up, so don’t give up.
The Improve phase often feels like the light at the end of the tunnel. In reality, it’s usually the longest and least predictable stage of the journey. When the early phases are done well, solutions surface quickly. The real challenge is executing with precision while staying adaptable and motivated as conditions shift. Stay disciplined. Stay flexible. Stay persistent. It will all come together in the end; if it hasn’t yet, it simply isn’t the end.