Table 1 Organizational CI routines CI... | Emerald Publishing

Table 1

Organizational CI routines

CI routine	Description	Lean stage	References
Understanding CI (understand CI)	Articulating the basic value of CI and recognizing existing inefficiencies	Early	Bessant et al. (2001), Knol et al. (2019)
Improvement habit (CI habit)	Engaging in daily CI practices (e.g. daily Kaizen, Plan-Do-Check-Act cycles, Gemba Walks)	Early	Franken et al. (2021), Knol et al. (2019)
Aligning improvement (align CI)	Adapting the improvement system to organizational structures; fostering cross-departmental consistency	Mid-stage	Knol et al. (2022)
Focusing improvement (focus CI)	Prioritizing improvement efforts by linking them to strategic goals and setting performance targets	Mid-stage	Knol et al. (2022)
Shared problem-solving (shared CI)	Promoting a collaborative mindset where employees at all levels engage in joint problem-solving	Mid-stage to Late (Scale Lean – Hospital-wide)	De Jager et al. (2004), Knol et al. (2019)
Leading the way (lead CI)	Managers act as role models, coach teams, and drive daily improvement practices	Mid to Late	De Jager et al. (2004), Knol et al. (2019)
Improvement of improvement	Continuously refining and upgrading the improvement system to sustain long-term CI.	Late (Hospital-wide)	Knol et al. (2019), Sunder and Linderman (2024)
Learning organization	Establishing formal mechanisms for knowledge sharing and consolidation to drive continuous learning	Late (Hospital-wide)	Knol et al. (2019), Matthews et al. (2017)

CI routine	Description	Lean stage	References
Understanding CI (understand CI)	Articulating the basic value of CI and recognizing existing inefficiencies	Early	Bessant et al. (2001), Knol et al. (2019)
Improvement habit (CI habit)	Engaging in daily CI practices (e.g. daily Kaizen, Plan-Do-Check-Act cycles, Gemba Walks)	Early	Franken et al. (2021), Knol et al. (2019)
Aligning improvement (align CI)	Adapting the improvement system to organizational structures; fostering cross-departmental consistency	Mid-stage	Knol et al. (2022)
Focusing improvement (focus CI)	Prioritizing improvement efforts by linking them to strategic goals and setting performance targets	Mid-stage	Knol et al. (2022)
Shared problem-solving (shared CI)	Promoting a collaborative mindset where employees at all levels engage in joint problem-solving	Mid-stage to Late (Scale Lean – Hospital-wide)	De Jager et al. (2004), Knol et al. (2019)
Leading the way (lead CI)	Managers act as role models, coach teams, and drive daily improvement practices	Mid to Late	De Jager et al. (2004), Knol et al. (2019)
Improvement of improvement	Continuously refining and upgrading the improvement system to sustain long-term CI.	Late (Hospital-wide)	Knol et al. (2019), Sunder and Linderman (2024)
Learning organization	Establishing formal mechanisms for knowledge sharing and consolidation to drive continuous learning	Late (Hospital-wide)	Knol et al. (2019), Matthews et al. (2017)

Source(s): Based on Bessant et al. (2001) and Knol et al. (2022)