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Abstract This study advocates a planned and integrated approach for achieving continuous
improvement in an organisation. A model based on ten essential criteria and supporting elements
of ``best practice'' is provided. The role of senior management in ceaselessly driving the
improvement cause is emphasized together with the need to focus on stakeholder requirements,
measure performance and learn from results. The underpinning foundations are seen to be a
culture for innovation, focusing on critical processes and the involvement of employees, together
with the integration of improvement activities throughout the organisation. Use of the proposed
model is seen as preparatory for, and complementary to, the more complex models (such as the
business excellence model or Baldrige criteria) which are useful where an organisation already has
the foundations and culture for improvement and wishes to stretch itself further.
Introduction
This study has found that, even where organisations are using self-assessment
techniques and employing other positive approaches to quality management, they
are failing to sustain continuous improvement in the longer term. In today's complex
and rapidly changing business environment there is a bewildering number of
models and approaches advocated for achieving business excellence and continuous
improvement. For example: the business excellence model, the Malcolm Baldrige
National Quality Award, the Deming model, total quality management (TQM),
business process re-engineering (BPR), Investors in People (IIP), and ISO 9000.
There still appears to be no one panacea which will guarantee immediate and
long-lasting success in improving quality and it is no wonder that many busy
managers just do not have the time nor patience to try to grapple with the array
of initiatives which have been actively promoted over the past decade. Outlines a
new, and easily applied, model which will enable an organisation to establish the
foundations for achieving and sustaining continuous improvement.
People People
Management Satisfaction
9% 9%
Customer Business
Leadership Policy and Processes
Satisfaction Results
10% Strategy 8% 14%
20% 15%
2 5
Strategic Human
Planning Resource
Focus
1 7
Leadership Business
Results
3
Customer 6
and Market Process
Focus Management
Figure 2.
4 The Baldrige criteria for
Information and Analysis
performance excellence
framework
Source: National Institute for Standards and Technology (1998)
IJQRM The Baldrige model also has a weighted scoring mechanism and there is much
16,5 commonality between this model and the business excellence model.
While each of these models provides a holistic approach to an organisation,
they do not sufficiently emphasize the factors which will generate and keep the
improvement momentum going in between self-assessment checks.
The scoring mechanisms, if managers have the time to understand and
488 implement them, can encourage number chasing rather than business
improvement.
The business excellence model has been found to be lacking in respect of
``drivers'' and it is suggested that these are the organisation's mission, critical
success factors (key areas) and aims (Dyason and Kaye, 1995). These are seen to:
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So what are the key criteria for achieving and sustaining continuous
improvement?
We carried out a literature review to ascertain the key criteria that need to be in
place for an organisation to achieve and, more importantly, sustain continuous
improvement. The review considered in particular the views of Berk (1993),
Bessant and Caffyn (1997), Bounds et al. (1994), Dale and Boaden (1994),
Continuous Improvement Loop (Internal)
Management satisfaction
Critical Success Factors Aims
Leadership
Processes
Results
Customer
Mission satisfaction
Critical Success Factors Aims
Impact on
Resources Community
Critical Success Factors Aims
Following further analysis, ten key criteria were derived from the review and
these are given below.
(1) Senior management commitment and involvement.
(2) Leadership and active commitment to continuous improvement
demonstrated by managers at all levels.
(3) Focusing on the needs of the customer.
(4) Integrating continuous improvement activities into the strategic goals
across the whole organisation, across boundaries and at all levels.
(5) Establishing a culture for continuous improvement and encouraging
high involvement innovation.
(6) Focusing on people.
(7) Focusing on critical processes.
(8) Standardizing achievements in a documented quality management system.
(9) Establishing measurement and feedback systems.
(10) Learning from continuous improvement results, the automatic capturing
and sharing of learning.
The ten individual key criteria did not appear to highlight anything new. What
was missing were the elements that would turn this static list of criteria into a
dynamic process model. Only by doing this would it be possible to find the key
to making improvement ``continuous'' and self-generating.
An attempt was therefore made to identify the linkages and inter-
relationships between the key criteria. In particular, what were the criteria
which had to be in place before continuous improvement could begin, and what
would ensure that the momentum would be sustained over time? Figure 4
shows how it was thought the key criteria might relate to form the basis of a
model for continuous improvement. At this stage the organisational culture
and learning from continuous improvement results were thought to be the
``energisers'' of the model, with the other criteria forming the necessary linkages
IJQRM
16,5 CULTURE FOR CONTINUOUS IMPROVEMENT AND INNOVATION
INTEGRATION OF
FOCUS ON THE CONTINUOUS
CUSTOMER IMPROVEMENT
ACTIVITIES
STANDARDISATION/
QUALITY FOCUS ON CRITICAL
MANAGEMENT PROCESSES
SYSTEM
MEASUREMENT AND
FEEDBACK SYSTEMS
Figure 4.
Continuous
LEARNING FROM CONTINUOUS IMPROVEMENT RESULTS
improvement model
Survey investigation
For this purpose, we chose a survey as the method for gathering the
information because it was well suited to descriptive studies where the interest
is in exploring aspects of a situation, seeking an explanation and providing
data for testing hypotheses (Robson, 1993). We carried out the survey using Continuous
personal interviews because: improvement
. the personal interview not only obtains the required information but also
allows probing questions and supplementary information to be collected;
. the questions would be too complex for the purposes of either a postal
questionnaire or telephone survey; 491
. it was more likely to be acceptable to the respondents than either postal
or telephone survey.
A sample of 18 organisations (see Table I) was taken and a senior manager
with responsibility for quality management within each organisation was
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The findings
While the organisations interviewed cannot be taken as representative of the
universal approach to continuous improvement within the business sectors
from which they were drawn, many ``good'' practices were identified. For some
organisations in particular these included:
. evidence of senior management leadership and direction setting,
availability to staff, recognition of successes;
. customer and stakeholder focus;
. development of a culture for continuous improvement and communications;
. employee involvement;
. use of improvement teams;
. training and development and use of the Investors in People standard;
. focus on processes and the constructive use of self-assessment techniques;
. measurement and feedback.
However, some organisations displayed weaknesses which included:
. lack of identification of critical success factors;
. lack of understanding of the concepts of quality and continuous
improvement by some managers and employees;
. insufficient integration of continuous improvement activities;
1.1 Senior management should, in consultation with other managers and staff, establish a
vision and mission statements for the organisation which clearly identify the long-
term aims and purpose of the business/service
1.2 Appropriate business objectives and associated critical success factors should be
identified which link to the vision, mission and business plans
1.3 Effective communication mechanisms to inform, raise awareness and involve staff in
the aims of the organisation should be established (Links to 5.3)
1.4 Business objectives should be cascaded and linked into individual staff work
objectives (for example, using the Investors in People standard) (Links to 4.1)
1.5 Timely review points should be planned for revisiting the vision, mission statements,
business plans and objectives, individual objectives to modify or re-energise as
appropriate and demonstrate/ensure constancy of purpose (Links to 3.4)
1.6 An appropriate quality policy which includes a commitment to continuous
improvement should be implemented and publicised
1.7 Senior management should demonstrate its commitment and involvement to quality
and continuous improvement by regularly being available to speak to staff through:
operating an ``open door'' policy, walking the floor and holding briefing and feedback
meetings.
1.8 Senior management commitment should be demonstrated through their acting on
Table II. issues raised by staff, or which they themselves identify, which lead to improvements
Elements of best in quality or the working environment
practice associated
with senior 1.9 Mechanisms should be established in order to identify ``successes'' at organisational,
management team and individual levels
commitment and 1.10 Mechanisms should be established for recognising, communicating and where
involvement appropriate rewarding, successes
2. Leadership and active commitment demonstrated by all managers Continuous
improvement
2.1 The awareness of all managers should be raised, and training provided where
appropriate, as to the relevance and importance of quality and continuous
improvement within their particular organisational context (Links to 5.1)
2.2 All managers should be fully aware of the long term strategies of the organisation
(see 1.1, 1.2 and 1.4 above) and have appropriate measurable objectives for 493
achievement for themselves and their teams
Table III.
2.3 The skills needed by managers to equip them to cope within the rapidly changing Elements of best
business environment and adopt the appropriate style of management of employees practice associated
(e.g. coaching) should be assessed. Appropriate management development programmes with leadership by all
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3. Stakeholder focus
4.1 The organisation's strategic aims and objectives should be used to identify and
prioritise continuous improvement activities across the whole organisation, across Table V.
functional boundaries and at all levels (Links to 1.4) Elements of best
4.2 Self-assessment techniques using a recognised model (e.g. the European business practice associated
excellence model or Baldrige Award criteria) should be considered to help identify with integration of
improvement areas across the organisation and promote a holistic approach to continuous
continuous improvement (Links to 7.7 and 9.9) improvement activities
IJQRM 5. Culture for continuous improvement
16,5
5.1 All employees should be made aware (at induction and subsequent training as
appropriate) of the general concepts of quality as it applies to them and their
particular organisation's context (Links to 2.1)
5.2 Managers should continuously reinforce the culture for continuous improvement by
494 regularly checking and raising the awareness and understanding of employees
5.3 Effective communication systems should be established to ensure that appropriate and
timely information flows vertically (top down and bottom up) and horizontally at all
levels. Consideration should be given to:
.
Information audits
.
Employee surveys
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.
Employee newsletters
Table VI.
.
Use of e-mail
Elements of best
.
Use of improvement teams
practice associated
.
Staff briefing meetings
with culture for
.
Staff review and appraisal systems (Links to 1.3)
continuous 5.4 Multi-disciplinary teams should be established as required to focus on quality
improvement improvement issues (Links to 6.1 and 6.6)
6. Focusing on employees
.
Measurement mechanisms
.
Feedback mechanisms
.
Review points
7.3 Processes should be regularly reviewed to identify their contribution to the
achievement of the organisation's aims, objectives and critical success factors. The
critical processes should be identified (Links to 9.1)
7.4 The needs and expectations of all those involved in the process should be identified
(e.g. process customers and suppliers)
7.5 ``Best practice'' should be identified (internally or externally) against which to
benchmark the processes
7.6 All non-value adding activities should be identified and eliminated Table VIII.
7.7 Self-assessment techniques (e.g. european business excellence model or Baldrige Elements of best
Award criteria) should be used to promote a holistic view of the organisation against practice associated
which to continuously measure and improve the efficiency and effectiveness of all with focusing on
processes (Links to 4.3 and 9.9) critical processes
9.6 Successes, as well as poor results, should be highlighted and fed back to employees
Table X. 9.7 A proactive approach to identifying problems should be taken to avoid reliance on
Elements of best customer complaints and inspection systems (e.g. improved internal auditing systems)
practice associated
with measurement and 9.8 Internal auditing should identify and highlight best practices as well as nonconformity
feedback systems 9.9 Self-assessment techniques should be used (Links to 4.2 and 7.7)
10.1 Regular briefings should be held to enable both management and employees to share
experiences and progress on projects, best practices, successes and failures
10.2 The outcomes from training courses and other developmental experiences of
Table XI. employees should be evaluated and fed back
Elements of best 10.3 Benchmarking techniques (internal and external) should be used to compare the
practice associated organisation's activities against other departments'/organisations' best practices
with the learning
organisation 10.4 Organisational and individual learning should be actively promoted
100
80
60
40
20
0
1 2 3 4 5
KEY TO QUESTIONS 1 TO 5:
Figure 5. 1. Have senior management developed a vision, mission or critical success factors for the organisation?
Percentage of positive 2. Is there a quality policy?
responses to question 3. Does the quality policy include a commitment to continuous improvement?
1-5 4. Do senior managers make themselves available to speak to staff?
5. Do senior managers recognise success?
the affirmative. The organisations all recognised the need for, and importance Continuous
of, having strategic aims to identify the purpose of the organisation and its improvement
future direction. Few of the organisations (22 percent) had identified critical
success factors, which was seen as an area of weakness.
Respondents were asked how their visions and missions had been
communicated to staff. A wide range of ways of communicating to staff were
used but 17 percent of the organisations considered that the information had 497
not been well communicated.
Other comments made by the organisations indicated that 67 percent had
linked their vision/mission/long term strategic objectives into business plans
and lower level business unit objectives, and some into individual staff work
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Leadership
This criterion concerns the leadership and active commitment to continuous
improvement by managers at all levels.
Respondents were asked whether they thought that all managers
demonstrated personal involvement in quality improvement. Only 39 percent
answered affirmatively. The negative responses said that:
. there were problems with middle managers;
IJQRM . management did not take an active enough role in educating staff;
16,5 . some managers were struggling with, and not keen to enforce change;
. managers were not committed to continuous improvement because of
lack of commitment and direction from the board;
. quality was seen by some managers as someone else's responsibility,
498 typically the QC department or quality manager.
Given the importance of management leadership and the need for visible
commitment to quality improvement, the respondents were asked if they
thought that managers acted as role models and led by example; 67 percent
thought that managers did lead by example. One organisation said they
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Stakeholder focus
The organisations were found to be positive and flexible in seeking and using
information from customers to determine both their long and shorter-term
strategies. When asked what steps were taken to understand and respond to
the needs of customers, the majority of organisations (56 percent) undertook
customer surveys (postal, telephone and in person) and market research
activities. Other organisations relied on feedback from buyers, personal
contacts at director level, and feedback from customer support/service
processes. One organisation used a sophisticated computer system to log all
contacts with customers and highlight when specific customers should be
contacted.
Respondents were asked to comment upon how the level of customers'
satisfaction was measured. Customer complaints were cited as the main
mechanism. The organisations demonstrated proactivity in identifying who
their customers were, and what their needs and expectations were, although no
specific examples of best practice were easily identifiable.
Some organisations pointed out the importance of focusing on the needs of
all stakeholders, not just customers, but also employees, suppliers, share-
holders, the community and others. This helped to identify a weakness in the
model discussed earlier.
The elements of best practice associated with the criterion for stakeholder
focus are given in Table IV.
One organisation said that they were using the internal audit process to
actively encourage managers to be more supportive and learn from mistakes.
100
80
60
40
20
0
1 2 3 4 5
KEY TO QUESTIONS:
Q1: Does the working culture of the organisation/service encourage continuous improvement?
Q2: Are staff encouraged to find new ways of doing things? Figure 6.
Q3: Do managers support staff by not punishing mistakes but by encouraging learning from them? Percentage of positive
Q4: When things go wrong, is there a preventive approach to errors? responses
Q5: Are there open communication networks across the organisation?
IJQRM Another organisation used ``league tables'' to identify and publicise best
16,5 practice.
When asked whether there was a preventive approach to errors, most of the
external organisations talked about ``fire-fighting'' and ``quick fixes''.
Respondents were asked if they thought there were open communication
networks across the organisation; 78 percent of organisations answered
500 affirmatively. Examples of mechanisms for communication included:
. company newsletter (50 percent);
. improvement groups, teams, team meetings (33 percent);
. use of e-mail (22 percent);
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Focusing on employees
This criterion concerns four specific areas:
(1) employee involvement;
(2) employee empowerment;
(3) team work and establishing improvement teams;
(4) training and development.
Employee involvement
In this area, 83 percent of organisations said that staff actively participated in
identifying improvements and making changes. The following examples were
given of how staff were involved:
. performance reviews and annual appraisals;
. ideas systems/suggestion schemes;
. project teams and focus groups;
. training.
All of the organisations indicated that staff were asked for their ideas and
contributions, giving the following examples of how this was achieved:
. ideas systems/suggestion schemes;
. specific requests; and
. involvement in project work, improvement groups and team meetings.
When asked if there were any other ways in which staff could be more involved
in determining the quality and direction of their own work, responses included:
. through staff appraisals;
. encouraging positive process improvement;
. more product improvement meetings which included shop floor Continuous
workers; improvement
. more quality training and awareness;
. more general training;
. participation in improvement programmes;
. team working; 501
. spending more time with staff at delivery points;
. bringing depot staff into the centre more often;
. moving people around departments to learn.
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Empowerment
Few organisations thought that their staff were empowered (only 28 percent).
The nature of the business and operational constraints were largely seen as the
reason for limited control by staff.
502 Processes were identified within a matrix against business goals. The business excellence
model was used for measurement and assessment purposes.
The elements of best practice associated with this criterion are given in Table
VIII.
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MANAGEMENT Results:
Culture for
504 Continuous
Improvement Organisational
Role of Senior and
Management Innovation
Team
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Leadership by all
managers Employee Individual
Focus
Focus on
Stakeholder Critical
Focus Processes
Standardise
Measurement Best Practices/
and Quality
Feedback Management
System
It is these drivers that will ensure that continuous improvement is not only
achieved, but sustained over time. The drivers are the energy force within the
model and if they are lacking, no matter how well the other criteria within the
model have been addressed, there will be no longer-term improvements.
The enablers within the model are the foundations that must be in place if
continuous improvement is to be achieved or commenced in the first place. The
enablers include:
. the culture for continuous improvement and innovation;
. employee focus;
. integration of continuous improvement; Continuous
. focus on critical processes and standardisation of best practices in a improvement
quality management system.
Many organisations view results in financial terms only. Within this model, it
is concluded that results should also be viewed in terms of organisational, team
and individual performance. 505
While the model is represented in terms of drivers, enablers, and results, it
provides an integrative and holistic model for analysing the current status of
continuous improvement within an organisation.
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Conclusions
The research work has demonstrated that the achievement of quality and
continuous improvement is far from easy. There are many complex variables at
play within an organisation and it is essential that there is a robust framework
against which to assess and measure performance. There must be a planned
and integrated approach otherwise quality will continue to be seen as an ``add
on'' and very little improvement will be achieved.
The survey findings highlighted that the organisations using the recognised
self-assessment models appeared to perform well in terms of process
improvement, integration, and measurement and feedback, but less well in
regard to the other key criteria that have been identified.
Continuous improvement requires continuous management but senior
managers have still to learn the importance of their role in ceaselessly
driving the improvement cause. Focus on keeping the business aligned with
stakeholder requirements, measuring performance and learning from
results also contribute to the driving force for improvement. The
underpinning foundations are provided through creating a culture for
innovation, involving and focusing on employees, identifying the critical
processes for achieving success, and integrating improvement activities
throughout the organisation.
Use of the model advocated by this study, together with the associated
elements of best practice, is seen as preparatory for, and complementary to, the
more complex models (business excellence model and Baldrige Award) which
are useful where organisations have already established the foundations and a
culture for improvement and wish to stretch themselves yet further.
Further work is being carried out to expand on this research and refine the
model to meet the needs of a wider range of organisations.
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