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JIT, TQM, reengineering, lean manufacturing, supply chain management, and ERP are just some of the major programs that have been adopted by many companies and then abandoned without achieving the expected results. Why are programs that receive accolades at some companies trashed at others? Sustained effort is often the difference. If programs are to endure the test of time, they must be given the chance to do so. Managers must be willing to learn from difficulties encountered early during implementation and adapt the program for the firm''s own unique situation. Here we share the lessons learned by a manufacturer that successfully implemented a new process improvement program. Key to its success was monitoring organizational and operational indicators over time with good measures that reflect program actions. New programs do not improve bottom- line results right away. Patience is well served if valid measures show that relevant effects in processes are in a favorable transition mode. If those effects are not realized when expected, adaptation of the program to the firm''s unique context might be what is needed and worth exploring.