A 21st Century Approach to Continuous Process Improvement

For decades, Continuous Process Improvement (CPI) has been recognized as a critical approach for increasing efficiency, reducing waste, and optimizing performance. Originally rooted in methodologies like Lean, Six Sigma, and Total Quality Management (TQM), CPI was intended to drive sustained operational excellence by improving how work gets done. Yet, despite widespread adoption, its execution has often fallen short. Many organizations have reduced CPI to a compliance requirement, a training initiative, or a collection of isolated tools, rather than embedding it as a core driver of strategy, execution, and measurement. As a result, CPI generates activity but delivers little measurable impact. This mismanagement stems from a fundamental misunderstanding of CPI’s role. Leaders struggle to define where it fits in their organizational strategy, who should own it, and how to measure its success. Too often, CPI is treated as a quick fix rather than a long-term discipline. But efficiency and execution cannot be achieved through temporary efforts; they require leadership commitment, structured programs, and a sustained approach to continuous improvement...