What is the best structure/methodology to implement Continuous Improvement?

Personally, I feel that sustainable continuous improvement (CI) requires the following thinking and actions:

1. Accept continuous improvement as a "VALUE" of the organization; inculcate it in all

2. CI is an attitude; shape it by linking it with rewards and recognition.

3. Create a buy-in of the people in CI, so that they see in it why they should do it.

4. Do it not through direction but by empowerment/Involvement/suggestions.

5. Develop a shared vision of the organization; and link it with that

6. Identify training need, deliver first-rate training, & measure its effectiveness.

7. Create an environment of continuous learning among all employees8. Create an atmosphere of people care, dignity, positivity, inspiration, and fun

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However as per methodology/ structure is concerned then there are following CI tools which are really easy to understand.

Over the years, numerous tools, techniques, and systems have been designed to aid improvement. They are intended to give businesses a framework so that they don’t have to create their own from scratch. This allows them to learn from the best practices of others and leverage what’s been proven to work. However, knowing the difference between processes and terminology can be confusing. With so many options to choose from, how do you know which one is right for your specific business needs? So here is my preferred tool for CI but would also like to name few more:

1. PDCA

The PDCA cycle (short for plan, do, check, act) provides you with a systematic approach to testing different ideas and hypotheses. It can help you to implement continuous improvement throughout your organization using a structured framework. If you want to improve business processes, efficiency, or productivity, then the PDCA cycle can help.

The framework gives front line teams a four-step guide for executing incremental improvement practices. It enables them to avoid making the same mistakes repeatedly and is commonly used in lean manufacturing.

However, Some companies follow a slightly modified PDSA cycle, where the S stands for ‘study’ instead of check. It’s very similar to PDCA but involves passively observing instead of proactively checking. The simple format means that PDCA is one of the most easily adopted continuous improvement tools. Everyone in a company can understand and follow the four steps as they’re relatable in a wide variety of job roles, from human resources to R&D. It facilitates continuous process improvement and empowers employees to test ideas on a small scale. Over time, this creates a culture of creativity and innovation which is difficult for your competitors to replicate.

One of the key benefits of PDCA is that it’s easy to understand and remember. The acronym can quickly become a mantra that is repeated and utilized by everyone in the business. Some companies display the process on posters around their buildings while others print it on to mouse mats and coffee mugs. This gives employees a visual reminder and encourages them to adopt it as a consistent part of their work routine. The 4-step process doesn’t require weeks of training to understand either – it can be summarised clearly in a matter of minutes. Managers can then follow-up with staff as they implement it and help them to learn on the go. This approach to coaching means there isn’t a large barrier to implementation in terms of training. Companies can hit the ground running and then tweak it as they go along.

Lastly, Apart from PDCA/PDSA there are few more tools for CI namely:

Gemba Walks, 5 Why’s, Toyota Kata coaching from managers, 3M’s (Muri, Mura, and Muda), and Continuous Imporvement software and I believe all of them are unique in their own existence.

With continuos improvement we would cover it off in weekly status meetings , always using the same agenda , "What have we done well, which we can learn from?" and "What can we improve on for next time". Everyone has the option to raise something and everyone gets a copy of the gone wells and not gone wells. The facilitator is normally the project leader but can change to give other team members a chance to facilitate. These would then be sorted into People, Process and Systems as this formed the foundation of how projects would be managed and delivered.

By doing this weekly you keep up todate with how the project is going and any blockages which may arise.

Simple but effective in my experience

Here are some key elements to CI:

People are the key element to CI

DMAIC and PDSA

DMAIC  (Define, Measure, Analyze, Improve, Control) and  [removed]  (Plan, Do, Study, Adjust) are variations of the continuous improvement cycle. Each is designed to ensure structured and effective change management. Software is used to document each step of the cycle, notify team members when action is required, and measure the impact of the improvement. PDSA and DMAIC are the go-to improvement processes in many organizations.

Daily Huddles

[removed]  are a prevalent practice in organizations dedicated to continuous improvement. Teams gather around a  [removed]  to discuss projects and help solve problems. These days, many companies have taken the huddle board to the cloud using improvement software to make it possible for people to participate from anywhere. The best solutions make it easy to capture the history of each improvement and help executives stay connected to the improvement work of all the teams they oversee.

Standard Work

[removed]  is the bedrock of improvement. It consists of the documented current best practice for any given process or task. The Standard is created by the people who do the work, and it is continuously maintained to ensure accuracy and compliance. The Standard forms the basis for any future improvements that occur as a result of the PDSA or DMAIC improvement cycle. When the Standard needs revision, the cycle begins again.

Catchball (I wrote about Catchball on Consulthon)

The Lean technique of  [removed]  involves moving ideas and information from one person or team to another for feedback and inspiration. It is particularly helpful for complex decision making and strategic planning. When people at every level of the organization have the opportunity to contribute to the development of goals and objectives, they are more emotionally invested, and organizational alignment is simplified.

Gemba Walks

During a  [removed] , leaders visit the place where work actually happens to show respect, ask questions, and identify opportunities for improvement. (Gemba means “the real place” in Japanese.) Improvements are never implemented during a Gemba walk. That occurs only after the walk is over and the proper analysis takes place.

Hoshin Kanri

[removed]  is a strategy development method that involves identifying the essential breakthrough objectives that can be achieved in a three to five-year timeframe. The Hoshin planning process aligns each person’s objectives with the overall strategy, setting the stage for daily improvement work and keeping the strategy at the forefront of every decision.

Kanban Boards

Kanban is a technique used by improvement teams to help visualize their workflow and correct any interruptions in flow before a backlog forms or grows too big.  [removed]  help make it visible when there are obstacles or delays. With this easy insight, managers can take the proper steps to solve any problems early on.

And, of course VSM: Value Stream Mapping