[Article](https://www.visualworkplace.com/2016/01/28/sustainment-prepare-for-it/) > No improvement paradigm can take you any distance to enterprise excellence if it has not taken into account and addressed those three factors: Separating time for improvement from production time; sharing power with value-add associates—the power to think, invent, and implement; and developing a new role for supervisors, so they become, as I put it, _leaders of improvement._ > > Start by understanding that sustainment is an effect, not a cause—the result of preparation and decisive planning that ensures the above three elements are not just in place but a central part of the transformation itself. Make no mistake: we have to learn how to do that. It does not come naturally—or naturally enough. The result? Results that last. - [[Sustainment is the result of planning ]]