In the past decades, software organizations have been relying on implementing process improvement methods to advance quality, productivity, and predictability of their development and maintenance efforts. However, these methods have proven to be challenging to implement in many situations, and when implemented, their benefits are often not sustained. Commonly, the workforce requires guidance during the initial deployment, but what happens after the guidance stops? Why do not traditional improvement methods deliver the desired results? And, how do we maintain the improvements when they are realized? In response to these questions, we have combined social and organizational learning methods with Lean's continuous improvement philosophy, Kaizen, which has resulted in an IDKL model that has successfully promoted continuous learning and improvement. The IDKL has evolved through a real-life project with an industrial partner; the study employed ethnographic action research with 231 participants and had lasted for almost 3 years. The IDKL requires employees to continuously apply small improvements to the daily routines of the work-procedures. The small improvements by themselves are unobtrusive. However, the IDKL has helped the industrial partner to implant continuous improvement as a daily habit. This has led to realizing sustainable and noticeable improvements. The findings show that on average, Lead Time has dropped by 46 percent, Process Cycle Efficiency has increased by 137 percent, First-Pass Process Yield has increased by 27 percent, and Customer Satisfaction has increased by 25 percent.

中文翻译：

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综合双改善循环 (IDKL)：为软件组织打造持续学习和可持续改进的文化

在过去的几十年中，软件组织一直依靠实施过程改进方法来提高其开发和维护工作的质量、生产力和可预测性。然而，这些方法已被证明在许多情况下实施起来具有挑战性，并且在实施时，其收益往往无法持续。通常，员工在初始部署期间需要指导，但指导停止后会发生什么？为什么传统的改进方法不能提供预期的结果？并且，当它们实现时，我们如何保持改进？针对这些问题，我们将社会和组织学习方法与精益的持续改进理念 Kaizen 相结合，从而产生了成功促进持续学习和改进的 IDKL 模型。IDKL 是通过与工业合作伙伴的现实项目发展而来的；该研究对 231 名参与者进行了民族志行动研究，持续了近 3 年。IDKL 要求员工不断对日常工作流程进行小幅改进。小改进本身并不引人注目。然而，IDKL 已经帮助工业合作伙伴将持续改进植入日常习惯。这导致实现可持续和显着的改进。调查结果显示，平均而言，交付周期缩短了 46%，流程周期效率提高了 137%，一次通过流程产量提高了 27%，客户满意度提高了 25%。该研究对 231 名参与者进行了民族志行动研究，持续了近 3 年。IDKL 要求员工不断对日常工作流程进行小幅改进。小改进本身并不引人注目。然而，IDKL 已经帮助工业合作伙伴将持续改进植入日常习惯。这导致实现可持续和显着的改进。调查结果显示，平均而言，交付周期缩短了 46%，流程周期效率提高了 137%，一次通过流程产量提高了 27%，客户满意度提高了 25%。该研究对 231 名参与者进行了民族志行动研究，持续了近 3 年。IDKL 要求员工不断对日常工作程序进行小幅改进。小改进本身并不引人注目。然而，IDKL 已经帮助工业合作伙伴将持续改进植入日常习惯。这导致实现可持续和显着的改进。调查结果显示，平均而言，交付周期缩短了 46%，流程周期效率提高了 137%，一次通过流程产量提高了 27%，客户满意度提高了 25%。IDKL 要求员工不断对日常工作流程进行小幅改进。小改进本身并不引人注目。然而，IDKL 已经帮助工业合作伙伴将持续改进植入日常习惯。这导致实现可持续和显着的改进。调查结果显示，平均而言，交付周期缩短了 46%，流程周期效率提高了 137%，一次通过流程产量提高了 27%，客户满意度提高了 25%。IDKL 要求员工不断对日常工作流程进行小幅改进。小改进本身并不引人注目。然而，IDKL 已经帮助工业合作伙伴将持续改进植入日常习惯。这导致实现可持续和显着的改进。调查结果显示，平均而言，交付周期缩短了 46%，流程周期效率提高了 137%，一次通过流程产量提高了 27%，客户满意度提高了 25%。