I think that may be a too narrow vision of “transformative” improvement. I worked in a factory where one of the biggest, and hardest, improvements we made was

I think that may be a too narrow vision of “transformative” improvement. I worked in a factory where one of the biggest, and hardest, improvements we made was coaching the managers and engineers to leave the technicians alone when they were doing maintenance. We collected data on how often they were interrupted, how much time it cost, and how interruptions could lead to RIT changes in procedures that affected quality. Previously the engineers and managers saw the checking as helping because they could se ethe status of things and observe and answer questions, many would even lend a hand. Oversight and engagement was seem as a path to improved quality. To let go of that was a huge transformation. It started with data - a lot of data - that allowed us to identify that weekend and night maintenance generally went faster and better.