How Lean Six Sigma drives lasting change in asset protection

Every couple of years, it was the same thing. Ben Borer, senior director, global asset protection with American Eagle Outfitters Inc., would be asked to compile a list of potential improvements and savings for an external audit firm.

It was all about “changing the world,” he said, and he was happy to take part. Inevitably, though, other priorities would take precedence and the “big transformational ideas” he and his team collected would “kind of fade off into the distance.” Gains tended to be short-lived. By the ninth cycle, he was ready to make a more lasting impact.

What happened next changed not only Borer, but also the organization: He enrolled in the Master of Business Operational Excellence program at The Ohio State University’s Fisher College of Business. Borer shared his experiences during NRF PROTECT 2025 alongside Jurriaan de Jong, professor and academic director, MBOE. The pair explored how the program — and the principles of Lean Six Sigma — can extend the runway for those in asset protection, adding value, supporting the voice of the customer and showing improvements in a variety of areas.

At American Eagle Outfitters, Borer said, global asset protection naturally includes safeguarding people, product and property. Increasingly, however, it also involves profit, proprietary data and productivity. Creating a culture of continuous improvement — eliminating waste — is key.

Lean Six Sigma, de Jong said, “really gets into a structured way of doing problem solving.” The methodology incorporates principles of both Lean manufacturing and Six Sigma to enhance business performance, and provides a foundation for the MBOE program. But the program is far from just theory; the hands-on 13-month degree for working professionals brings the cohort to the OSU campus seven times for four-day intensives, as well as incorporates trips to see operational excellence in practice, de Jong said.

Further, each participant has a highly engaged executive coach and completes a capstone project. Some — like Borer — complete their degree with a Lean Six Sigma Black Belt (the expert/mentor level); others earn the Green Belt.

Borer was able to bring his learnings to help improve a store that was underperforming in processing shipments, as well as collaborate with a general manager who wanted to drive a culture of continuous improvement in his distribution center.

“One of the biggest hurdles for us initially was, we had no idea who had a belt within our program, and who had exposure to Lean Six Sigma and who didn’t,” Borer said. Beyond those in corporate roles, there are tens of thousands more employees in the stores — including some who had Lean experience from the military. The equivalent of an employee resource group was formed to help get the movement going.

Along the way, Borer has learned the importance of finding a “friend of the department” to help champion the cause. In his case, it was that general manager. They’ve locked arms for the past nine months, he said, and Borer is now on bimonthly calls with the distribution center team, talking about Lean Six Sigma concepts. The results have been “extraordinary,” and the effort has expanded to additional DCs.

“It’s not a full-time job,” Borer said. “It’s not even a side hustle. It’s something that I’m doing to help support the organization and provide value back.”

For anyone wanting to incorporate Lean Six Sigma, he said, the ability to lead and influence will outweigh any particular tools. He also encouraged the group to remember that this is about a journey. “It’s a little bit better every single day,” he said. “That’s what we’re after here at AEO, and that’s what we’ve been able to do through this program.”