Many organizations struggle to sustain continuous improvement because they focus too much on large, complex projects—and not enough on the small, everyday issues employees see firsthand.
In this on-demand KaiNexus webinar, you’ll learn how Woodfin built an idea-driven organization by empowering employees at every level to identify and solve small problems quickly. The result: stronger engagement, faster improvements, and a culture where getting better every day is just “how we work.”
View all previous KaiNexus Continuous Improvement Webinars
Traditional improvement efforts often stall due to:
Overly complex projects
Limited employee participation
Slow decision-making
Lack of visible impact
This session shows a different path—one where small improvements fuel big results and continuous improvement becomes part of daily work rather than a special initiative.
Why small problems are the foundation of a strong improvement culture
How employee-driven ideas outperform top-down improvement programs
What it really takes to scale improvement across diverse teams and departments
The critical role managers play in enabling (or unintentionally blocking) progress
How idea sharing and replication multiply impact across the organization
Which metrics actually matter when measuring continuous improvement success
This webinar is ideal for:
Continuous Improvement and Lean leaders
Operations, OpEx, and Quality professionals
Managers looking to increase engagement and ownership
Organizations struggling to scale improvement beyond pilot teams
Leaders seeking practical, real-world CI examples—not theory
✅ Real examples from service, manufacturing, and construction environments
✅ Honest lessons learned—including what didn’t work
✅ Practical guidance you can apply immediately
✅ Focus on culture, not just tools
This is not about chasing “big wins.”
It’s about building a system where improvement never stops.
Evan Graczyk
Continuous Improvement Manager, Woodfin Heating & Oil
Evan has a bachelor's degree in Industrial Engineering from Clemson University, along with a Lean Six Sigma Green Belt certification from Clemson. Previous roles include being a Lean Process Engineer at Schaeffler Group and a Lean Manufacturing Engineer at BorgWarner.
Bob Bell
Financial Planning and Analysis, Woodfin
Bob has a BBA in Marketing from the University of Georgia, a PBC in Information Technology from the University of Richmond, and an MBA from the UVA Darden School of Business. He earned his Six Sigma Green Belt while working at Circuit City. His background includes Retail (Operations & Finance), Information Technology, Inventory Management and Financial Planning and Analysis.
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