Development of a team-based framework for conducting self-assessment of continuous improvement

The study presented in this paper is based on two basic premises: first, that successful CI is dependent on shop floor level involvement and participant in improvement efforts; and secondly, that the term self-assessment clearly implies that those whose performance is being measured are involved in conducting the assessment process. Excerpts from a longitudinal case study in a Danish manufacturing organization demonstrate how teams involved in the process of conducting self-assessment of CI developed a better understanding of the basic principles of CI, as well as how these principles relate to their own work processes, and a deeper understanding of their organization’s strategy and objectives. Introduction Using self-assessment tools to measure an organization’s current status on Continuous Improvement (CI) and to plan future process improvement activities is becoming widely accepted and practiced (Azhashemi & Ho, 1999; Zink & Schmidt, 1998). It has been reported that members of the organization that participate in the process of selfassessment of CI may development a deeper understanding of the fundamental principles of CI as they are applicable to their own organization, and an increased motivation to participate in subsequent improvement activities (Cangas, 1996; Shergold & Reed, 1996; Larsstuen, 1999). Traditionally, those participating in the self-assessment process have included individual managers or small management groups; the relevant literature does not provide any examples of self-assessment being conducted at the shop floor level by shop floor production workers or teams. Considering the degree to which CI models focus on shop floor participation and involvement in the planning, directing, and implementing of improvement activities, a method for successfully conducting selfassessment at the shop floor level is clearly warranted. It is proposed herein that such a method of conducting self-assessment will not only be more compatible with CI (e.g., shop floor involvement) than management-directed self-assessment, but will also facilitate the learning and increased motivation to participate in CI activities reported by managers involved in CI assessment. The objective of this paper is therefore to address the lack of empirical experience within the area of shop floor team self-assessment of CI and therein contribute to the literature on team level involvement in continuous improvement. In particular, the question under examination in this paper is: How can self-assessment of CI be conducted with shop floor teams, in order to facilitate learning related to CI and to increase motivation to participate in CI activities? In an effort to answer this question, excerpts from an on-going longitudinal case study in which a framework for conducting self-assessment of CI with shop floor teams is being developed and tested through an action research methodology are presented. The process by which self-assessment of CI was conducted with seven shop floor teams is described, with focus on both practical issues and how the process