At TCDI, efficiency isn’t just a goal; it’s a discipline.
With 70% of our team Lean Six Sigma certified, process improvement is embedded in the way we work. From data management to client workflows, we rely on proven methodologies to reduce waste, eliminate defects, and create more consistent, defensible outcomes.
That mindset extends across the company. With a Lean Six Sigma Master Black Belt on staff to oversee continuous training and process improvement, our teams are empowered to simplify, standardize, and optimize with every project, ensuring that quality and speed aren’t competing priorities, but aligned outcomes.
Being Lean at TCDI means more than streamlining internal processes. It’s how we stay responsive to client needs, improve the bottom line, and deliver work that stands up to scrutiny. This month, we asked our team what Lean means in practice. Here’s how they bring that thinking to life every day:
Geoff McPherson | Chief Operations Officer
Strategic Solutions Team – Master Black Belt
I earned my Lean Six Sigma Master Black Belt from North Carolina State University, and I love sharing that knowledge with our team. Training employees and working alongside different groups as they apply that knowledge is what makes my role so fulfilling.
One of the things I emphasize during training is that Lean Six Sigma is so much more than a set of tools to use when there’s a problem. It needs to be part of how we think, operate, and grow. By making LSS part of our culture, it shapes the way we approach challenges and drive improvement every single day.
Eliminating waste and optimizing processes empowers our team to take ownership of their work, find opportunities where others see obstacles, and implement meaningful changes in their daily tasks that make their life easier while increasing the value provided to our clients.
By embracing continuous improvement at every level, we create the change we want to see in the legal industry through our commitment to efficiency, quality, and innovation. And there’s nothing better than seeing the positive impact that the teams’ efforts have on the company as a whole.
Hannah Bell | Marketing Specialist
Marketing Team – Yellow Belt (in training)
For me, being lean means being as efficient as possible without sacrificing quality. At TCDI, the methodologies of Lean Six Sigma aren’t just mentioned during onboarding and forgotten; they’re actively taught, applied, and reinforced. It’s part of the culture. Everyone, from leadership to new hires, is encouraged to think critically about how we can reduce waste, optimize quality, and drive meaningful improvement.
I just completed my Yellow Belt project, and the experience has been eye-opening. One of the biggest lessons I’ve learned is the value of “slowing down to go fast.” It’s about taking the time to examine a process thoroughly to understand the nature of a problem before initiating a “solution” that might not address the real issue. Being lean requires intentional analysis, controlled testing, and long-term sustainment through training, documentation, and management. It also means not being afraid to question the status quo because there is always room for improvement.
Just like achieving physical fitness, you can’t get “lean” as an organization overnight. It takes discipline, consistency, and a long-term mindset. TCDI’s commitment to Lean Six Sigma isn’t for show; it’s a sustained, strategic approach to excellence. And from what I’ve seen, it works.
Dave Martyn | Senior Solutions Architect
Research and Development Team – Black Belt
TCDI’s LSS principles are not established for finding the easiest or fastest way to resolve problems. Our services are focused on implementing quality solutions that will prevent the problems from happening at all. If you are not solving the correct issues, you can expect to fix them over and over again until you do.
The primary focus of my role at TCDI is to listen to our clients and define those recurring challenges in such a manner that we reduce or eliminate them completely. With LSS principles anchored at our company’s core, our teams at TCDI instantly deliver more value to all of our clients with each engagement.
Ginger Asbill | Senior Project Manager
Client Services Team – Yellow Belt
Since TCDI introduced me to LSS years ago, I wanted to learn more about it and apply it to the client communication process. Upon joining the company, one of our clients put these principles to the test, which helped tremendously in gaining their trust.
We applied LSS fundamentals in a manner that demonstrated we were striving to understand and support their goals. One of the best methods for this client was to ask questions, involve them in the discussions and solutions, and be transparent with our methodology. Now, we have a very firm, strong relationship that was built on the concepts of LSS.
TCDI Technical Application Engineer
(anonymous due to security protocol)
Systems Operations Team – Black Belt
From a systems administrator’s perspective, applying Lean principles to software deployments and security updates is about maintaining system uptime, ensuring security, and promoting stability through standardized, efficient processes. By identifying and eliminating unnecessary manual steps and inconsistencies, Lean helps streamline deployment workflows and reduce the risk of errors or delays. This includes automating routine tasks, establishing clear and repeatable procedures, and regularly reviewing processes for continuous improvement. The result is faster, more reliable deployments and updates, which minimize downtime, enhance system security, and contribute to a stable, well-managed infrastructure.
