Every journey has a beginning, and mine began during a U.S. Air Force commander’s first week on the job. He called a staff meeting and told everyone that things had to change for the organization to succeed, and “lean” was the solution. Everyone in the room looked dazed and confused, wondering what this incoming commander was referring to. The question was quickly answered when he placed James P. Womak’s and Daniel P. Jones’ Lean Thinking (Simon & Schuster Audio, 2003) on the conference room table.

Initially, after reading the book and doing some basic research, many within the organization thought it seemed great for manufacturing and private businesses, but were curious to see how lean was going to apply within a military environment. So we did what many companies do when faced with a situation that is beyond their area of expertise: We hired a consultant from a contracted company who was well versed in lean Six Sigma.

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