What does a 17-year veteran of the fire service have in common with a Master Black Belt? More than you might think. In this episode of the KPI Fireside Podcast, host Keith Norris welcomes Chris Keahey to share an incredible journey from the front lines of firefighting to the helm of a massive continuous improvement (CI) program.

Chris brings a unique, “no-nonsense” perspective to operational excellence, showing us how the high-pressure world of emergency services translates perfectly to the boardroom. If you’ve ever struggled to get leadership to see the value of your team—or if you’re just looking for a little inspiration for your own career pivot—this conversation is for you.

The Firefighter’s Approach to Standard Work

It might seem like a leap from a fire engine to a manufacturing floor, but Chris points out that firefighters have been using “Standard Work” long before it became a Lean buzzword. In the fire service, standard operating procedures (SOPs) aren’t just suggestions—they are life-saving protocols.

Actionable takeaway: Approach your business processes with the same rigor. When the “burning platform” of a business crisis hits, your team shouldn’t be freelancing. Relying on established, standard work reduces chaos and ensures a safer, more efficient recovery.

Justifying Your Existence: The 10-to-1 ROI Rule

Even the most successful CI programs eventually face a “justify your existence” meeting with Finance. Chris describes how his team survived these audits by speaking the language of the C-suite: Data.

By leveraging tools like KPI Fire to track real-time project impacts, Chris’s team demonstrates a minimum 10-to-1 Return on Investment (ROI). When you can show that every dollar spent on the CI team returns ten dollars to the bottom line, the conversation shifts from “Why are you here?” to “How can we help you do more?”

The “Whiff-Em” Factor (WIIFM)

A critical lesson from the episode is the importance of “WIIFM”—What’s In It For Me? To get buy-in for a project, you must communicate the value to the people actually doing the work.

It’s not just about saving the company $100k; it’s about reducing scrap, eliminating rework, and making the workday less frustrating for the operator. When employees see how CI makes their own jobs easier and more successful, they move from being participants to being champions of the culture.

Metrics That Matter: COPQ and HPU

Chris dives into the specific KPIs his organization uses to maintain alignment across dozens of sites. Key metrics include:

  • COPQ (Cost of Poor Quality): Tracking scrap and rework to identify hidden “bleeding.”

  • HPU (Hours Per Unit): Measuring labor efficiency and identifying where processes are bogged down.

  • First Pass Yield: Ensuring a product is made correctly the first time, rather than being tested and reworked until it passes.

Standardizing these definitions across the enterprise ensures that “success” looks the same in every plant and prevents “metric gaming.”

The Power of a Centralized CI Team

While many organizations embed CI leads within specific business units, Chris argues for the value of a centralized team. A central function can tackle “umbrella” or systemic issues that cross-cut multiple departments—problems an embedded lead might not have the authority or visibility to solve.

Furthermore, a central team acts as a “referee,” ensuring that best practices discovered in one “playground” are shared across the entire enterprise, breaking down the silos that often stifle innovation.

Your Next Step

Continuous improvement is a journey, not a destination. Whether you are a new college hire or a seasoned executive, the insights from this episode provide a roadmap for building a resilient, data-driven CI culture.

Watch the full episode below to hear Chris’s full story, including his “rapid-fire” advice for future leaders and his favorite Lean tools.