The study presented in this article is based on two basic premises. First, successful continuous improvement (CI) is dependent on shop floor level involvement and participation in improvement efforts. Second, the term “self‐assessment” clearly implies that those whose performance is being measured, and who are involved in conducting the assessment process. Excerpts from longitudinal case studies in a single Danish manufacturing organization demonstrate how teams involved in the process of conducting self‐assessment of CI developed a better understanding of the basic principles of CI. Furthermore, the study shows how these principles relate to the teams’ own work processes, and a deeper understanding of their organization's strategy and objectives.
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