It's Not the People—It's the Process: Understanding the 95/5 Rule Through Lean Six Sigma
One of the most eye-opening truths in business improvement is this:
95% of the reasons for failure in an organization are due to the system, and only 5% are due to the people.
This principle, often emphasized by quality expert W. Edwards Deming, challenges a common and dangerous assumption—that employees are to blame when things go wrong. In reality, most issues stem from flawed processes, unclear expectations, outdated systems, or lack of proper tools and training.
The Problem with Blaming People
When a team misses a target or an error occurs, the immediate response is often to ask, “Who messed up?” But this question overlooks the deeper problem:
Was the process set up for success to begin with?
Without clear procedures, reliable systems, and efficient workflows, even the most talented and hardworking employees are likely to struggle. Blaming individuals for system-wide issues does nothing to fix the root cause—and only leads to fear, low morale, and disengagement.
How Lean Six Sigma Addresses the Real Issues
This is exactly where Lean Six Sigma comes in. It is a methodology built on the understanding that systems—not people—drive performance. Its goal is not to assign blame, but to:
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Identify and eliminate waste (Lean)
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Reduce variation and defects (Six Sigma)
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Analyze root causes of failure using data, not assumptions
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Design processes that empower employees to succeed
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Sustain improvements over time through controlled, measurable changes
By focusing on process improvement, Lean Six Sigma helps leaders shift from asking “Who caused the problem?” to “What in our system allowed this to happen—and how can we prevent it?”
Empowering People by Fixing Systems
When organizations commit to fixing the system, they create an environment where:
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Employees are empowered, not blamed
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Processes are clear and consistent
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Issues are addressed objectively and systematically
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Trust and accountability replace fear and defensiveness
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Continuous improvement becomes part of the culture
Final Thought
People are not the problem—broken systems are. By adopting Lean Six Sigma, organizations take a bold step toward diagnosing real issues, empowering their teams, and building a culture where success is designed into the process.
Before pointing fingers, take a closer look at the system. Because when you improve the system, you give your people the opportunity to thrive—and your organization the ability to grow.
