Concepts of Continuous Improvement in production from the Nineties are currently scrutinized, a little sceptically so. This does not mean rejection, but sooner disillusion. One simply “cannot hear it anymore”.
Let me illustrate some specific experience from consulting, training, and shadowing various change processes. Direction was CIP, and the industries were electrics/electronics-, automotive and mechanical engineering industries, started in production and went on to production support functions, on to biz admin, and in the end to sales/service. (R&D is a different animal, and only much later were approached, utilizing SCRUM methodology.)
CIP/KAIZEN and semi-autonomous teamwork were often tightly intertwined – the one pulling the other with it. Process / work flow orientation was the main context and starting point in manufacturing and related departments; one cannot really speak of organisation of manufacture without referring to this.
This requires great responsibility of workers for process control and performance provision. More and more they developed competencies for their further development, instead of leaving it to Industrial Engineers, managers, or organizational specialists. CIP has a bundle of instruments and methods on offer.