As businesses grow and develop they seem to get more complicated. More systems to operate, more people to serve, and more things to remember, all side effects of traditional success. If the business is in control then these systems will be documented and allow others to follow in their footsteps. The busyness and complexity however can put off the very people we need to get involved with our continuous improvement programmes and so simplicity needs to be sought when designing our continuous improvement approach. When our approach to developing and implementing new ideas is simple we can see the changes taking place in our business. We don't have to wait for months or years to see something happen; we can experience it quickly, and sometimes immediately. When the process of making a suggestion through evaluation and into implementation is fast we can gain momentum from the people who give the suggestions. Complicated, centralised, improvement approaches kill this benefit. If poss