Description

The authors identify improvement and innovation as two critical plant level capabilities. These capabilities are each conceptualized as a second-order factor and measured through a distinct bundle of routines. The following routines underlying improvement capabilities are identified: continuous improvement, process management, and leadership involvement in quality. The routines closely related to improvement capability are: search for new technologies, cross-functional product design, and processes and equipment development. The items to measure each routine were selected based on a review of the relevant literature. Items were included that have been used in prior studies. A panel of five academic researchers and managers with expertise in manufacturing operations reviewed each of the items.

Definition

Continuous improvement refers to sustained incremental improvements of existing products/processes.

Items

• We strive to continually improve all aspects of products and processes, rather than taking a static approach.
• We search for continued learning and improvement, after the installation of new equipment.
• Continuous improvement makes our performance a moving target, which is difficult for competitors to attack.
• We believe that improvement of a process is never complete; there is always room for more incremental improvement.
• Our organization is not a static entity, but engages in dynamically changing itself to better serve its customers.

Source

• Peng et al. (2008): Linking routines to operations capabilities: A new perspective. Journal of Operations Management, Vol. 26, No. 6, pp. 730-748. Based on: Cua et al. (2001) and Flynn et al. (1999).

Comments

Given that a 7-point Likert scale was used ("4" indicating "neutral"), the mean value (5.49) is quite high. Therefore, the wording might be changed (e.g., "We always believe" rather than "We believe").