Free Assessment: 105 continuous process improvement Things You Should Know

What is involved in continuous process improvement

Find out what the related areas are that continuous process improvement connects with, associates with, correlates with or affects, and which require thought, deliberation, analysis, review and discussion. This unique checklist stands out in a sense that it is not per-se designed to give answers, but to engage the reader and lay out a continuous process improvement thinking-frame.

How far is your company on its continuous process improvement journey?

Take this short survey to gauge your organization’s progress toward continuous process improvement leadership. Learn your strongest and weakest areas, and what you can do now to create a strategy that delivers results.

To address the criteria in this checklist for your organization, extensive selected resources are provided for sources of further research and information.

Start the Checklist

Below you will find a quick checklist designed to help you think about which continuous process improvement related domains to cover and 105 essential critical questions to check off in that domain.

The following domains are covered:

continuous process improvement, Continual improvement process, Benchmarking, Business process management, Eco-Management and Audit Scheme, Environmental management system, ISO/IEC 15504, ISO/TC 176, ISO 14000, ISO 9000, Incrementalism, Institute of Quality Assurance, Kaizen, Masaaki Imai, Minimum viable product, Perpetual beta, Program management, Project management, Quality management, Training Within Industry, W. Edwards Deming:

continuous process improvement Critical Criteria:

Review continuous process improvement decisions and frame using storytelling to create more compelling continuous process improvement projects.

– Will new equipment/products be required to facilitate continuous process improvement delivery for example is new software needed?

– Does the organization have a distinct quality program that support continuous process improvement?

– Meeting the challenge: are missed continuous process improvement opportunities costing us money?

– Does continuous process improvement analysis isolate the fundamental causes of problems?

Continual improvement process Critical Criteria:

Debate over Continual improvement process quality and use obstacles to break out of ruts.

– Can we add value to the current continuous process improvement decision-making process (largely qualitative) by incorporating uncertainty modeling (more quantitative)?

– What are current continuous process improvement Paradigms?

– What are our continuous process improvement Processes?

Benchmarking Critical Criteria:

Coach on Benchmarking strategies and develop and take control of the Benchmarking initiative.

– Are we making progress? and are we making progress as continuous process improvement leaders?

– Is continuous process improvement dependent on the successful delivery of a current project?

– What tools and technologies are needed for a custom continuous process improvement project?

Business process management Critical Criteria:

Group Business process management strategies and do something to it.

– Think of your continuous process improvement project. what are the main functions?

Eco-Management and Audit Scheme Critical Criteria:

Conceptualize Eco-Management and Audit Scheme projects and triple focus on important concepts of Eco-Management and Audit Scheme relationship management.

– Do those selected for the continuous process improvement team have a good general understanding of what continuous process improvement is all about?

– Who will be responsible for making the decisions to include or exclude requested changes once continuous process improvement is underway?

– In what ways are continuous process improvement vendors and us interacting to ensure safe and effective use?

Environmental management system Critical Criteria:

Audit Environmental management system management and research ways can we become the Environmental management system company that would put us out of business.

– What management system can we use to leverage the continuous process improvement experience, ideas, and concerns of the people closest to the work to be done?

– Does continuous process improvement systematically track and analyze outcomes for accountability and quality improvement?

– How will you know that the continuous process improvement project has been successful?

ISO/IEC 15504 Critical Criteria:

X-ray ISO/IEC 15504 decisions and handle a jump-start course to ISO/IEC 15504.

– Consider your own continuous process improvement project. what types of organizational problems do you think might be causing or affecting your problem, based on the work done so far?

– How do we manage continuous process improvement Knowledge Management (KM)?

– How do we keep improving continuous process improvement?

ISO/TC 176 Critical Criteria:

Differentiate ISO/TC 176 goals and achieve a single ISO/TC 176 view and bringing data together.

– How do your measurements capture actionable continuous process improvement information for use in exceeding your customers expectations and securing your customers engagement?

– Do continuous process improvement rules make a reasonable demand on a users capabilities?

– Have all basic functions of continuous process improvement been defined?

ISO 14000 Critical Criteria:

Map ISO 14000 strategies and devote time assessing ISO 14000 and its risk.

– Who will be responsible for deciding whether continuous process improvement goes ahead or not after the initial investigations?

– What will drive continuous process improvement change?

ISO 9000 Critical Criteria:

Devise ISO 9000 quality and pay attention to the small things.

– In the case of a continuous process improvement project, the criteria for the audit derive from implementation objectives. an audit of a continuous process improvement project involves assessing whether the recommendations outlined for implementation have been met. in other words, can we track that any continuous process improvement project is implemented as planned, and is it working?

– What process management and improvement tools are we using PDSA/PDCA, ISO 9000, Lean, Balanced Scorecard, Six Sigma, something else?

– Do not ISO 9000 and CMM certifications loose their meaning when applied to the software industry?

– Can we do continuous process improvement without complex (expensive) analysis?

– Will continuous process improvement deliverables need to be tested and, if so, by whom?

Incrementalism Critical Criteria:

Confer over Incrementalism failures and triple focus on important concepts of Incrementalism relationship management.

– What are your current levels and trends in key measures or indicators of continuous process improvement product and process performance that are important to and directly serve your customers? how do these results compare with the performance of your competitors and other organizations with similar offerings?

– What other organizational variables, such as reward systems or communication systems, affect the performance of this continuous process improvement process?

– Is the continuous process improvement organization completing tasks effectively and efficiently?

Institute of Quality Assurance Critical Criteria:

Depict Institute of Quality Assurance leadership and inform on and uncover unspoken needs and breakthrough Institute of Quality Assurance results.

– How likely is the current continuous process improvement plan to come in on schedule or on budget?

Kaizen Critical Criteria:

Audit Kaizen tasks and do something to it.

– Think about the functions involved in your continuous process improvement project. what processes flow from these functions?

– Why are continuous process improvement skills important?

Masaaki Imai Critical Criteria:

Check Masaaki Imai strategies and stake your claim.

– What is the purpose of continuous process improvement in relation to the mission?

Minimum viable product Critical Criteria:

Value Minimum viable product management and remodel and develop an effective Minimum viable product strategy.

– How do senior leaders actions reflect a commitment to the organizations continuous process improvement values?

– How do we Lead with continuous process improvement in Mind?

Perpetual beta Critical Criteria:

Gauge Perpetual beta strategies and reduce Perpetual beta costs.

– Who are the people involved in developing and implementing continuous process improvement?

– Does our organization need more continuous process improvement education?

– What is our formula for success in continuous process improvement ?

Program management Critical Criteria:

Demonstrate Program management issues and reduce Program management costs.

– If the project/program is not fully funded for the year, how will this affect the project/programs implementation and what is being done to address this issue?

– Have any opportunities occurred as a result of the programs implementation, or circumstances in the wider community, which could raise the programs profile?

– Which program would be most affected, and to what degree, if the information were lost, compromised, delayed, or disclosed to unauthorized parties?

– What is the plan to align prime contractors systems engineering management plan (semp) with the Program Management office (pmo) sep?

– Will any of the planned events or research findings provide an opportunity for the program to raise its profile?

– Have any stakeholders, other government sectors or agencies expressed an interest in sustaining the program?

– Are the strategies and resources being implemented undergoing any form of process evaluation?

– Which program is responsible for the accuracy and integrity of the information?

– Did the program result in any unplanned outcomes which could be capitalised on?

– Are there any potential stakeholders who might not support the program?

– Have you discussed the roles and responsibilities of people involved?

– What are the disadvantages of proceeding with the planned program?

– Who are all the key people who will be involved in the program?

– Are protocols required to implement any aspects of the program?

– How do we create a culture that supports project management?

– Do more partnerships need forming or more tasks delegating?

– How would a cyber attack affect our reputation and brand?

– What forms of communication or reporting are appropriate?

– What were the results or key outcomes of the program?

– What are the most critical tasks?

Project management Critical Criteria:

Jump start Project management failures and adopt an insight outlook.

– There is lots of discussion about the role of a project manager; whether a project manager is needed in the agile world or not. How much and which way a traditional project manager has to change his/her management style or way of working in order to be an agile project manager?

– Does it replace or negate traditional project management concerns with risk, scheduling, metrics, and execution, or does it shift how we think about these and necessitate new techniques and approaches?

– With agile processes promoting the concept of self-directed teams, is there room for the conventional project manager or does this role also need to evolve to suit the principles of the new paradigm?

– How much and which way a traditional project manager has to change his/her management style or way of working in order to be an agile project manager?

– What additional schedule (and cost) would be required if they continued at historical or any other lower burn rates?

– How can an agile project manager balance team level autonomy and individual level autonomy in agile software teams?

– Exactly how does one go about adapting the agile project management model for collocated teams to virtual ones?

– What scenarios in terms of projected cost, schedule, and scope could/should we plan for?

– Do project management and Change Management look the same for every initiative?

– What are the barriers to increased continuous process improvement production?

– Can Agility Work With a Waterfall Project Management Process in our Setting?

– Does your organization have a Project Management Office (PMO)?

– Are there separate sub-systems that have to communicate?

– Does your organization have a Project Management Office?

– What project management associations are you a member of?

– How do we deal with change when it happens?

– What project management certifications do you hold?

– what is causing us to be behind?

– What is Project Management?

– When does a project begin and end?

Quality management Critical Criteria:

Review Quality management outcomes and describe the risks of Quality management sustainability.

– In a project to restructure continuous process improvement outcomes, which stakeholders would you involve?

– To what extent does management recognize continuous process improvement as a tool to increase the results?

– What is the future of Data Quality management?

– Quality management -are clients satisfied?

Training Within Industry Critical Criteria:

Think carefully about Training Within Industry failures and oversee Training Within Industry requirements.

– How do we ensure that implementations of continuous process improvement products are done in a way that ensures safety?

– How do we Identify specific continuous process improvement investment and emerging trends?

W. Edwards Deming Critical Criteria:

Map W. Edwards Deming projects and get going.

– Record-keeping requirements flow from the records needed as inputs, outputs, controls and for transformation of a continuous process improvement process. ask yourself: are the records needed as inputs to the continuous process improvement process available?

– At what point will vulnerability assessments be performed once continuous process improvement is put into production (e.g., ongoing Risk Management after implementation)?


This quick readiness checklist is a selected resource to help you move forward. Learn more about how to achieve comprehensive insights with the continuous process improvement Self Assessment:

Author: Gerard Blokdijk

CEO at The Art of Service |

Gerard is the CEO at The Art of Service. He has been providing information technology insights, talks, tools and products to organizations in a wide range of industries for over 25 years. Gerard is a widely recognized and respected information expert. Gerard founded The Art of Service consulting business in 2000. Gerard has authored numerous published books to date.

External links:

To address the criteria in this checklist, these selected resources are provided for sources of further research and information:

continuous process improvement External links:


The importance of Continuous Process Improvement

Continual improvement process External links:

Continual Improvement Process (CIP) – Rudolph

Benchmarking External links:

GBEE – Greener, Greater Buildings Plan – LL84: Benchmarking

5 best PC benchmarking software for Windows 10

Building Energy Use Benchmarking | Department of Energy

Business process management External links:

Business Process Management Software – Capterra

Workflow Software, Business Process Management …

Best Business Process Management Software – G2 Crowd

Eco-Management and Audit Scheme External links:

EMAS II (Eco-Management and Audit Scheme) by I. …

EMAS certificate (Eco-management and audit scheme)

Eco-Management and Audit Scheme – YouTube

Environmental management system External links:

[PDF]Environmental Management System (EMS)

[PDF]Environmental Management System Programs …


ISO/IEC 15504 External links:

ISO/IEC 15504
http://ISO/IEC 15504 Information technology – Process assessment, also termed Software Process Improvement and Capability Determination (SPICE), is a set of technical standards documents for the computer software development process and related business management functions.

ISO/IEC 15504 – Infogalactic: the planetary knowledge core

ISO/TC 176 External links:

ISO/TC 176/SC 2 – Quality systems › … › Standards catalogue › Browse by TC › ISO/TC 176

ISO/TC 176/SC 2/N 1254 – PDF Drive

The 33rd Plenary Meeting ISO/TC 176 – Bali 2017 – YouTube

ISO 14000 External links:

ISO 14000 – Investopedia

List of Accredited Registrars, ISO 9000, ISO 14000, …

ISO 9000 External links:

List of Accredited Registrars, ISO 9000, ISO 14000, …

What is ISO 9000? – Definition from

How to Become ISO 9000 Certified |

Incrementalism External links:

Incrementalism | HuffPost

Incrementalism – Ethics Unwrapped – UT Austin

Incrementalism | political science |

Kaizen External links:

Kaizen foam inserts for tool boxes and other cases


What Is Kaizen? | Graphic Products

Masaaki Imai External links:

More than any other business authority in the world, Masaaki Imai has championed the concept of kaizen over the past three decades in thought, word, and action.

Interview with Masaaki Imai

Masaaki Imai – YouTube

Minimum viable product External links:

Silicon Valley – Minimum Viable Product – HBO

Your Minimum Viable Product Is Doomed Without This

What is a Minimum Viable Product (MVP)? – Definition …

Perpetual beta External links:

Sarah Glassmeyer – in perpetual beta – Perpetual Beta

Perpetual Beta – Gordon Torr – Talent Quarterly

Program management External links:

DoN Consolidated Card Program Management Division

[PDF]OSHA Safety and Health Program Management …

GHIN Handicap Program Management

Project management External links:

Certifications | Project Management Institute

LearnSmart IT & Project Management Online Training …

Quality management External links:

Antelope Valley Air Quality Management District

abaqis® | Quality Management System

Quality Management Training Solutions from BSI

Training Within Industry External links:

Training Within Industry for the 21st Century –

[PDF]Training Within Industry – Job Instruction

LeanTrix – wdrażanie programu Training Within Industry …

W. Edwards Deming External links:

Dr. W. Edwards Deming: The Father of the Quality Evolution

The W. Edwards Deming Institute

The W. Edwards Deming Institute