Free Assessment: 100 Continual Service Improvement Things You Should Know

What is involved in Continual Service Improvement

Find out what the related areas are that Continual Service 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 Continual Service Improvement thinking-frame.

How far is your company on its Continual Service Improvement journey?

Take this short survey to gauge your organization’s progress toward Continual Service 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 Continual Service Improvement related domains to cover and 100 essential critical questions to check off in that domain.

The following domains are covered:

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:

Continual improvement process Critical Criteria:

Communicate about Continual improvement process outcomes and be persistent.

– Which customers cant participate in our Continual Service Improvement domain because they lack skills, wealth, or convenient access to existing solutions?

– Do the Continual Service Improvement decisions we make today help people and the planet tomorrow?

Benchmarking Critical Criteria:

Be clear about Benchmarking planning and know what your objective is.

– What are your results for key measures or indicators of the accomplishment of your Continual Service Improvement strategy and action plans, including building and strengthening core competencies?

– What are the barriers to increased Continual Service Improvement production?

– How can the value of Continual Service Improvement be defined?

Business process management Critical Criteria:

Concentrate on Business process management planning and assess and formulate effective operational and Business process management strategies.

– Think about the people you identified for your Continual Service Improvement project and the project responsibilities you would assign to them. what kind of training do you think they would need to perform these responsibilities effectively?

– Can Management personnel recognize the monetary benefit of Continual Service Improvement?

– Does the Continual Service Improvement task fit the clients priorities?

Eco-Management and Audit Scheme Critical Criteria:

Nurse Eco-Management and Audit Scheme tactics and assess what counts with Eco-Management and Audit Scheme that we are not counting.

– How likely is the current Continual Service Improvement plan to come in on schedule or on budget?

– How do we know that any Continual Service Improvement analysis is complete and comprehensive?

– What are the short and long-term Continual Service Improvement goals?

Environmental management system Critical Criteria:

Refer to Environmental management system issues and catalog what business benefits will Environmental management system goals deliver if achieved.

– What will be the consequences to the business (financial, reputation etc) if Continual Service Improvement does not go ahead or fails to deliver the objectives?

– How to deal with Continual Service Improvement Changes?

ISO/IEC 15504 Critical Criteria:

Experiment with ISO/IEC 15504 decisions and pioneer acquisition of ISO/IEC 15504 systems.

– How does the organization define, manage, and improve its Continual Service Improvement processes?

– How do we maintain Continual Service Improvements Integrity?

– What is our Continual Service Improvement Strategy?

ISO/TC 176 Critical Criteria:

Accumulate ISO/TC 176 risks and report on setting up ISO/TC 176 without losing ground.

– Who will be responsible for deciding whether Continual Service Improvement goes ahead or not after the initial investigations?

– Meeting the challenge: are missed Continual Service Improvement opportunities costing us money?

– Is the Continual Service Improvement organization completing tasks effectively and efficiently?

ISO 14000 Critical Criteria:

Judge ISO 14000 leadership and develop and take control of the ISO 14000 initiative.

– How can we incorporate support to ensure safe and effective use of Continual Service Improvement into the services that we provide?

– In a project to restructure Continual Service Improvement outcomes, which stakeholders would you involve?

ISO 9000 Critical Criteria:

Reorganize ISO 9000 results and transcribe ISO 9000 as tomorrows backbone for success.

– 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?

– Have the types of risks that may impact Continual Service Improvement been identified and analyzed?

– What are current Continual Service Improvement Paradigms?

Incrementalism Critical Criteria:

Refer to Incrementalism issues and define what our big hairy audacious Incrementalism goal is.

– Where do ideas that reach policy makers and planners as proposals for Continual Service Improvement strengthening and reform actually originate?

Institute of Quality Assurance Critical Criteria:

Merge Institute of Quality Assurance outcomes and change contexts.

– Risk factors: what are the characteristics of Continual Service Improvement that make it risky?

– Have you identified your Continual Service Improvement key performance indicators?

– Who will provide the final approval of Continual Service Improvement deliverables?

Kaizen Critical Criteria:

Depict Kaizen visions and oversee Kaizen management by competencies.

– Why is Continual Service Improvement important for you now?

Masaaki Imai Critical Criteria:

Familiarize yourself with Masaaki Imai goals and triple focus on important concepts of Masaaki Imai relationship management.

– Think about the kind of project structure that would be appropriate for your Continual Service Improvement project. should it be formal and complex, or can it be less formal and relatively simple?

– Who is responsible for ensuring appropriate resources (time, people and money) are allocated to Continual Service Improvement?

– How is the value delivered by Continual Service Improvement being measured?

Minimum viable product Critical Criteria:

Check Minimum viable product outcomes and grade techniques for implementing Minimum viable product controls.

– Who are the people involved in developing and implementing Continual Service Improvement?

– What are the usability implications of Continual Service Improvement actions?

– Have all basic functions of Continual Service Improvement been defined?

Perpetual beta Critical Criteria:

Contribute to Perpetual beta governance and display thorough understanding of the Perpetual beta process.

Program management Critical Criteria:

Focus on Program management issues and diversify disclosure of information – dealing with confidential Program management information.

– Rapidly increasing specialization of skill and knowledge presents a major management challenge. How does an organization maintain a work environment that supports specialization without compromising its ability to marshal its full range of Human Resources and turn on a dime to implement strategic imperatives?

– Which objectives and strategies are likely to be the most effective feasible in the context in which the program will operate?

– Have people who have had contact with the program sought further information or expressed interest in it or its activities?

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

– What are the costs and benefits (direct and indirect) of allocating resources to modify the program?

– Is our organization covered against data leakage, loss and rogue employees?

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

– Did any other factors have a significant influence on program outcomes?

– Has a system been set up to monitor the implementation of these tasks?

– Are any of the findings or recommendations of interest to the media?

– Which option best enhances the programs credibility and legitimacy?

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

– To what extent is an immediate adjustment or decision possible?

– Would they be interested in working jointly on the program?

– Do more partnerships need forming or more tasks delegating?

– What resources are needed to make required changes?

– How many staff are needed to conduct the program?

– Did the program reach the desired target group?

– Who will be responsible for entering the data?

– Are the objectives smart?

Project management Critical Criteria:

Investigate Project management strategies and get answers.

– Agile project management with Scrum derives from best business practices in companies like Fuji-Xerox, Honda, Canon, and Toyota. Toyota routinely achieves four times the productivity and 12 times the quality of competitors. Can Scrum do the same for globally distributed teams?

– A compounding model resolution with available relevant data can often provide insight towards a solution methodology; which Continual Service Improvement models, tools and techniques are necessary?

– How can a company arrange a new project if the management does not know when they will finish the current projects and when the employees will be free to take on a new project?

– Are there implications for the observed success of agile to date that reflects on our larger understanding of organizations and their fundamental nature?

– What are the key considerations and decisions that must be made to ensure your project management office is appropriate for your organization?

– What of the risk of rework if initial architecture work overlooks what turns out to be critical? what is the probability of this happening?

– Originally, agile project management required collocated teams. How could a new product or service be developed in the 21st century without them?

– Are there process theory explanations for differentiating better from less successful ways to implement agile techniques?

– How much effort and investment in time and resources will be required to develop new tools, templates and processes?

– 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?

– So, if the project no longer needs a detailed master project plan, why does it need a project manager?

– Why should a client choose a project team which offers agile software development?

– What happens to the function of the business analysis in user story development?

– What is meant by an integrative approach to project management?

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

– Agile Project Management and PRINCE2 – one or the other, or both?

– Can scrum do the same for globally distributed teams?

– that is fine as far as it goes, but does this scale?

– Velocity -how fast are we going?

Quality management Critical Criteria:

Survey Quality management strategies and finalize the present value of growth of Quality management.

– How do we make it meaningful in connecting Continual Service Improvement with what users do day-to-day?

– How will we insure seamless interoperability of Continual Service Improvement moving forward?

– Does our organization need more Continual Service Improvement education?

– What is the future of Data Quality management?

– Quality management -are clients satisfied?

Training Within Industry Critical Criteria:

Set goals for Training Within Industry issues and forecast involvement of future Training Within Industry projects in development.

– What role does communication play in the success or failure of a Continual Service Improvement project?

– Are assumptions made in Continual Service Improvement stated explicitly?

W. Edwards Deming Critical Criteria:

Study W. Edwards Deming failures and look at it backwards.

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

– Do those selected for the Continual Service Improvement team have a good general understanding of what Continual Service Improvement is all about?

– What are the business goals Continual Service Improvement is aiming to achieve?


This quick readiness checklist is a selected resource to help you move forward. Learn more about how to achieve comprehensive insights with the Continual Service 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:

Continual improvement process External links:

Continual Improvement Process (CIP) – Rudolph

Benchmarking External links:

E/M Utilization Benchmarking Tool – E/M Calculator – AAPC

Energy Benchmarking | ddoe

5 best PC benchmarking software for Windows 10

Business process management External links:

HEFLO BPM | Business Process Management

Infosys BPM – Business Process Management | BPM …

Business Process Management Software – Capterra

Eco-Management and Audit Scheme External links:

Eco-Management and Audit Scheme – YouTube

EMAS certificate (Eco-management and audit scheme)

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

Environmental management system External links:

[PDF]Environmental Management System (EMS)

[PDF]Environmental Management System Management …

[PDF]Environmental Management System Programs …

ISO/IEC 15504 External links:

ISO/IEC 15504 – Infogalactic: the planetary knowledge core

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/TC 176 External links:

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

ISO/TC 176/SC 2/N 1254 – PDF Drive

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

ISO 14000 External links:

ISO 14000 – Investopedia

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

ISO 9000 External links:

How to Become ISO 9000 Certified |

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

What is ISO 9000? – Definition from

Incrementalism External links:

Incrementalism | political science |

Incrementalism – Ethics Unwrapped – UT Austin

Incrementalism | HuffPost

Kaizen External links:

Kaizen Creates a Culture of Continuous Improvement

Kaizen foam inserts for tool boxes and other cases

What Is Kaizen? | Graphic Products

Masaaki Imai External links:

Interview with Masaaki Imai

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.

Masaaki Imai – YouTube

Minimum viable product External links:

Your Minimum Viable Product Is Doomed Without This

What is a Minimum Viable Product (MVP) – Love the Problem

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

Perpetual beta External links:

Life in Perpetual Beta – Memphis Screening – Home | Facebook

Sarah Glassmeyer – in perpetual beta

Final Project – In Perpetual Beta

Program management External links:

GHIN Handicap Program Management

DoN Consolidated Card Program Management Division

[PDF]OSHA Safety and Health Program Management …

Project management External links:

LearnSmart IT & Project Management Online Training …

CCRS | Project Management Institute

Quality management External links:

Login – ASCWebQI – Quality Management Tools

Quality Management Training Solutions from BSI

abaqis® | Quality Management System

Training Within Industry External links:

[PDF]Training Within Industry – Job Instruction

Training Within Industry for the 21st Century –

LeanTrix – wdrażanie programu Training Within Industry …

W. Edwards Deming External links:

The W. Edwards Deming Institute

W. Edwards Deming Quotes – BrainyQuote

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