Four routes to continuous improvement. An empirical typology of CI implementation processes

Continuous Improvement (CI) is a well-established concept that many companies adopt in some form. It is often suggested that CI's main problem lies in its implementation. Most of the literature is prescriptive or focuses on success and failure aspects. Until now, however, little is known about the activities of companies implementing CI. The author set out to collect this information and to present the findings in the form of a typology, consisting of four types of CI implementation processes. This typology was based on the descriptions of CI implementation in 26 industrial companies. The names of the four process types refer to different 'runners' participating in the long race towards CI - exercisers, sprinters, novices and stayers. The typology provides insight into major similarities and differences in the implementation process of CI that may benefit researchers in the field, managers and staff involved in implementing CI.