Orlando Chirinos, Georges Habchi, Magali Pralus, Florian Magnani and Zahir Messaoudene
The purpose of this paper is to shed light on the studies regarding the influential elements that contribute to the sustainability of continuous improvement (CI) programs. It aims…
Abstract
Purpose
The purpose of this paper is to shed light on the studies regarding the influential elements that contribute to the sustainability of continuous improvement (CI) programs. It aims to define the notion of sustainability and to identify and explore the influential elements that could encompass such a definition.
Design/methodology/approach
A comprehensive literature review was conducted to categorise various interpretations of sustainability into distinct dimensions. This approach also identified 16 influential elements that have the potential to sustain CI programs. A self-assessment survey involving 80 French companies was used to evaluate these elements through the Plan, Do, Check, Act framework. In addition, a maturity-benchmark model is introduced to help evaluate the degree of maturity of the most influential elements of CI programs.
Findings
The results highlight the inherent paradox in sustaining CI programs, where robustness and adaptability must coexist. The study identifies a relationship between influential elements and organisational maturity levels, offering actionable insights to help companies advance through these stages. Human-centered elements, such as leadership and employee engagement, have the greatest impact on CI sustainability, emphasizing the importance of fostering a people-centric culture. Conversely, operational elements are less influential, suggesting a need for balanced strategies.
Originality/value
This paper discusses a topic that is rarely addressed, namely, how to sustain CI programs within a CI framework. This paper provides a novel synthesis of influential elements and their relationships to organisational maturity within a CI framework, challenging traditional static views of sustainability. By emphasizing the dynamic and evolving nature of CI programs, it bridges theory and practice, offering organisations a practical model for continuous reassessment and adaptation.
Details
Keywords
Pascal Bacoup, Cedric Michel, Georges Habchi and Magali Pralus
This paper deals with the subject of “Lean Normalization.” The purpose of this paper is to propose a comprehensive methodology which combines the benefits of both International…
Abstract
Purpose
This paper deals with the subject of “Lean Normalization.” The purpose of this paper is to propose a comprehensive methodology which combines the benefits of both International Organization for Standardization (ISO) standards and Lean Management. The application of this methodology leads manufacturing or service companies to certification without creating more documentation. It guarantees agility and flexibility in the day-to-day management of the company, and induces lower costs and reduced times. This methodology provides a new way of tackling the implementation of ISO standards in a company.
Design/methodology/approach
This methodology is based on the synergistic combination of both ISO standards (Quality Management System) and the key concepts of Lean Management. After a short presentation of ISO standards and Lean Management, the possibility of implementing a synergy between these two different approaches will be discussed. At this point, ISO 9001 standards will be focused on. The proposed methodology will be introduced step by step. Each step of the model will be formalized using the Structured Analysis and Design Technique graphic representation tool. Moreover, each step is associated with a key concept of Lean Management. In order to illustrate the proposed method, an example of implementation will also be presented.
Findings
To show the feasibility of this methodology, this paper finishes with a summary of the results achieved in a company and draws some interesting conclusions. Companies have the possibility of achieving certification in combination with a Lean Quality Management System (LQMS): a one-page quality manual, only ten records, no major non-conformities and no customer complaints over a two-year period.
Research limitations/implications
The methodology may have to be adapted to better suit the needs of companies seeking to implement the latest version of the ISO 9001 standards.
Practical implications
This paper presents the deployment of ISO 9001 standards whilst simultaneously respecting key Lean Management concepts. The practical results for enterprises are the implementation of an LQMS leading to a certification.
Social implications
This paper presents a new method combining both ISO standards and Lean Management concepts to achieve certification with an LQMS.
Originality/value
Due to its simplicity and the relevance of its steps, the proposed methodology can be applied to companies with a guaranteed success of certification.