Sustaining continuous improvement programs - proposition of influential elements and a maturity-benchmark model

Orlando Chirinos (), Georges Habchi (), Magali Pralus (), Florian Magnani () and Zahir Messaoudène ()
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Orlando Chirinos: SYMME - Laboratoire SYstèmes et Matériaux pour la MEcatronique - USMB [Université de Savoie] [Université de Chambéry] - Université Savoie Mont Blanc
Georges Habchi: SYMME - Laboratoire SYstèmes et Matériaux pour la MEcatronique - USMB [Université de Savoie] [Université de Chambéry] - Université Savoie Mont Blanc
Magali Pralus: SYMME - Laboratoire SYstèmes et Matériaux pour la MEcatronique - USMB [Université de Savoie] [Université de Chambéry] - Université Savoie Mont Blanc
Florian Magnani: MAGELLAN - Laboratoire de Recherche Magellan - UJML - Université Jean Moulin - Lyon 3 - Université de Lyon - Institut d'Administration des Entreprises (IAE) - Lyon
Zahir Messaoudène: ECAM LaSalle - ECAM LaSalle - Lyon

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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.

Keywords: Continuous Improvement; Lean; Deployment; Maturity-Benchmark Model (search for similar items in EconPapers)
Date: 2025-01-07
Note: View the original document on HAL open archive server: https://hal.science/hal-04863288v1
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Published in International Journal of Lean Six Sigma, 2025, ⟨10.1108/IJLSS-11-2023-0193⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-04863288

DOI: 10.1108/IJLSS-11-2023-0193

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