The underlined questions are looking whether a cause of inconsistent CI is present.
Dailey activity
RQ2: What are your daily activities? (autonomous team, how autonomous is autonomous?) Role of the manager, team members
RQ2: What is the role of the MPOC? C9. Background? Who are the team members and what are their roles and expertise? C6. Can they change? C8. How do you motivate your team? Competition between internal teams? Are there MPOC meetings to discuss progress or tactics?
Product, procedure
What is the current status of the product (e.g. shops or core, plc curve)? What are current procedures for product functioning/development?
Planning
RQ2: Is there a planning? Weekly, daily monthly etc. ? Is It agile? Who creates this planning? where does the plan information come from? And how often is this updated? How often are there sprints?
or delays?
Team goals
C7: Are there team goals? How to create these? How to follow these goals? How often do you miss goals? What is the cause? and the possibility to avoid this?
Impact Gilbert & Jeroen (Management Team)
Current role of the MT in this product? Involvement in what processes? Receiving any points of improvement from them? C.5 How do you keep the MT and the firm involved/acquainted in all processes? C.5 Products and processes are all invisible and monitored?
Meeting interval
Do you have a team meeting interval? What is happening in these meetings? Are these meetings related to the goals?
Strategy
C2. Do you know what CM’s strategy is? How are you keeping this in mind, in the activities? How are you contributing to this strategy?
Training
Is there any training on team level? How is the learning process structured? C6. On what subjects?
On what timeframe?
ISO, KPIs, CI
How are the ISO standards involved in the products and processes? Are you aware of the current KPIs? How do you contribute to the KPI’s? C.1 “How often are there conducted any measurements on performance?” “how is the team performance/progress indicated? When do you intervene in the process? C2. Ever heard of CI and PDCA? Is there currently something like a CI cycle?
61 Methods
C4. Are there any current methods for improvement of improvement scheduling? Improvement planning or goal setting? Do you think there is more measurement on improvement needed? If CI would be further implemented, would this be of additional value? What would be difficulties for the implementation of it? How do you see the costs vs. benefits of this?
Improvement, current points for improvement, current handling
C.4 What are points for improvement? C.3 What are impeding factors on de development activities?
Are there any obsolete processes? How are they currently handled? Who would be responsible for this? On what base are these improvement formed? What are rewards? Is there a success
evaluation?
Additional
If you could change something about CM or on the team, what would it be? What is the biggest weakness of CM?
Special note for me? Advice? Additional remarks?
In a structured way this means, also applied for the interview with the MD in Appendix 4:
RQ3 Question on presence
C1. “How often are there conducted any measurements on performance?” “How is the team performance/progress indicated?”
C2. “Do you know what the company strategy is, and how does your team contribute to this?” “Are you familiar with CI or PDCA?”
C3. “What are impeding factors on de development activities? “ What is obsolete and needs to be improved?”
C4. “How does the current process for improvement look like, are there any methods or techniques used?”
“How are these handled?”
C5. “How do you update the MT or the rest of the company?” “Are there any processes which are monitored by someone else?”
C6. “What are the different team roles and are they able to change, what happens if a member is not able to do his job?”
C7. “What are the team goals?” “How to create these and how to follow these?”
C8. “How do you motivate your team?”
C9. “What is your background, study or work related?” , “what is the biggest team/firm issue?”
Table 1 Questions on Causes
62
RQ2 “What are your daily activities, how autonomous is autonomous?”
“What is the role of the MPOC?“
“Are there MPOC meetings to discuss progress or tactics?”
“Is there a planning? Weekly, daily monthly etc. ? it is agile?”
“Who creates this planning? “
“Where does the plan information come from?”
RQ4 “Are there any current methods for improvement of improvement scheduling?” “Improvement planning or goal setting? “
“Do you think there is more measurement on improvement needed? “
“What would be difficulties for the implementation of it?”
RQ1 Bottom-up vs. Top-down, what is preferred for CM and why? Can growth be related to more hierarchy?
Table 2 Questions on RQ’s
Causes Indicator: present Indicator: partly present Indicator: not present C1. “never” , “we don’t” “should do” / “is on the planning” “we have …”
C2. “not sure” , “never heard of” “something like” “heard of, never used” “the strategy is..”
“yes, PDCA is…”
C3. “struggels for us are..” “we should improve …”
“it can occur sometimes that..” “effectivity is high” “we update very often”
C4. “We just develop” “internal problem just need to be solved when insuperable”
“We should” ,“Actually we have..”, “We use this method/technique /structur…”
C5. “If necessary someone can ask”, “if ready we udate the firm”
C6. “if someone, then we’re unable” “we should” , “we’re working on it” “everyone is able to..”
C7. “Readeay, when ready”, “plan long term is hard”
“Sometimes we evaluate to..”,
“Somewhere this year” , “about several weeks”, “Almost ready for” only was”, “If we can develop there is no problem”
63