The purpose of the paper is to evaluate and further develop a model created to start‐up the implementation of continuous improvements (CI) and work development (WD).
The model is evaluated through action research at two different Swedish companies.
The study indicates that companies using the model can be successful in the start‐up of CI and WD and that the model creates opportunities to go further in both CI and WD issues. The study emphasizes the idea that facilitators are important for starting up and initiating a change in behaviour. The results also indicate the need for structural changes and a more profound competence in WD and coaching among managers to further develop a successful combination of CI and WD.
The study shows that it is harder to implement daily CI activities in the administrative parts then at the shop floor.
