Modelling continuous improvement maturity in the public sector: : key stages and indicators

• Autores: Karen J. Fryer
• Localización: Total Quality Management & Business Excellence, ISSN-e 1478-3371, Vol. 25, Nº. 9-10, 2014, págs. 1039-1053
• Idioma: inglés
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• Resumen

  • This article explores the challenges in ensuring that a continuous improvement (CI) culture is diffused throughout an organisation. It presents a model of CI maturity that has been developed following a review of literature and earlier empirical work undertaken across the UK public sector. The model is based on a set of eight organisational behaviours that can be used to gauge and guide organisational progress along three key stages of CI maturity: going through the motions, transforming and embedding. Case study evidence is presented to show the applicability of the three-stage model in assessing the evolution of CI maturity. The research re-affirms that CI is not something that organisations have or do not have, but is part of a cultural transformation journey that may be impeded along the way, with different parts of organisations experiencing different blockages. This model can also be used by organisations as a form of self-assessment and to help educate staff about CI behaviours.