critique the following passage In 2019, while working as a naval officer, I embarked on a journey (okay, I was forced) to learn Lean Six Sigma (LSS). This methodology was not new to the Armed Forces, yet our hospital initiated a seemingly radical shift, mandating LSS training for all medical officers in administrative or leadership positions. Initially, I viewed this rapid push towards LSS implementation with skepticism, feeling the urgency might detract from our core mission and it appeared overly reactionary compared to the previous years of navigating through operational challenges. During this period, I was also navigating my recovery from surgery and managing orthopedic surgery cases, which exposed me to the chaotic state of our system. It was characterized by disjointed operations, ineffective communication, and seemingly individual agendas, compounded by a lack of essential resources and the constant turnover of active duty staff. This situation made our processes seem to function solely on the collective determination to uphold our commitment to excellence. Interestingly, before my transition into healthcare, I had worked in the automotive industry, specifically in a corporate role at Toyota. There, the principle of "Kaizen," which signifies "continuous improvement," was a core part of our ethos. It