Continuous improvement enablers: Defining a new construct

Abstract

Purpose: Continuous improvement is a means of promoting and working through business excellence. However, due to the complexity of the implementation process, many companies fail. Some authors consider that this partly due to the lack of studies which develop and validate theoretical constructs in order to push theory in the CI field. Therefore, this study aims at identifying and better understanding the factors that could act as enablers when implementing a CI initiative by designing and analyzing a new theoretical construct.Design/methodology/approach: After conducting a rigorous literature review and consulting a group of experts, Rasch Measurement Theory was used in order to validate the construct and rank the enablers.Findings: After validating the construct, a hierarchy of priority was obtained, being the following enablers the most important ones: establishing clear objectives, training, recognizing the achievements and learning from the CI process itself and motivation.Practical implications: Identifying the key enablers could help those companies that are about to start with the implementation process. Additionally obtaining a general classification could help managers to make good decisions and handle these enablers, fostering the most important one.Originality/value: This paper provides additional evidence regarding the main enablers that an organization that decides to implement CI can foster. Additionally, as far as authors are concerned, this is the first paper that defines a theoretical construct concerning continuous improvement enablers. Going one-step further, this paper obtains a hierarchy of priority, identifying the main enablers according to managers’ opinions.

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“…It often occurs gradually instead of occurring instantly through some advanced innovation or constant progression. With continuous improvement, a firm has more chances to sustain and progress on these improvements as processes are built in to assure continuity ( Sánchez-Ruiz et al, 2019 ). Although continuous improvement is significant, it is not sufficient on its own to maximize a firm’s improvement.…”

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“…Education and training: Providing some level of training to the workforce is necessary for implementing any CI initiative (McLean & Antony, 2014). Training program should include skills such as problem identification and solving, and also data analysis and teamwork (Berger, 1997;Bessant & Francis, 1999;Jørgensen, Boer & Laugen, 2006;Sánchez-Ruiz, Blanco & Gomez-Lopez, 2019). As a result, the training increases employee confidence and facilitates adaption to change (López, Morales, Toledo & Delgado, 2009).…”

“…Leadership: The leader is responsible for guiding the work team to apply different CI tools, coordinate activities, manage the resources and offer the improvement training. He should be a genuine improvement advocate (García-Sabater & Marín-García, 2009;Bateman & Rich, 2003;Sánchez-Ruiz et al, 2019;McLean & Antony, 2014). 5.…”

“…5. Indicators and measurement of improvement: CI measurement and interventions affect the process in progress (Bessant & Francis, 1999;He, 2009) and allow learning from the outcomes (Bateman & Rich, 2003;Sánchez-Ruiz et al, 2019;McLean & Antony, 2014). 6.…”

“…Clear and achievable objectives: They are demanding, specific, and adjusted to the reality of the organization's resources and external forces. These objectives specify and delimit the scope of the planned goals (Prajogo & Sohal, 2004;Sánchez-Ruiz et al, 2019). 9.…”