The continuous improvement process is a framework used to plan for local improvement across different areas to impact student achievement. It involves following quality-by-design principles, utilizing data and platforms, and managing performance to encourage growth. The process typically includes four stages: defining the problem or opportunity, measuring current performance, analyzing data to identify root causes of problems, and implementing solutions while tracking their effectiveness.

1. The study of Perpetual Evolution
Group 5
Ruhi Rangwala W21029
Rohit Parsodkar W21026
Continuous Improvement Process

2. Introduction
• The continuous improvement process is a framework used to plan for
local improvement across di
ff
erent areas to impact student achievement.
• It involves following quality-by-design principles, utilizing data and
platforms, and managing performance to encourage growth.
• The process typically includes four stages: de
f
ining the problem or
opportunity, measuring current performance, analyzing data to identify
root causes of problems, and implementing solutions while tracking their
e
ff
ectiveness.

3. Types of Process Improvement
• PDCA
• Kaizen
• LEAN Technology
• Six Sigma
• Total Quality Management

4. Review of literature
• Research Paper 1: “Process improvement methodology selection in
manufacturing: a literature review.”
• Aichouni, A. B. E., Ramlie, F., & Abdullah, H. (2021). Process improvement
methodology selection in manufacturing: A literature review perspective.
International Journal of Advanced and Applied Sciences, 8(3), 12-20.
• Research Paper 2: “Quality & Regulatory Solutions for PAT in Continuous
Manufacturing.”
• Dahlgren, G. M., Macias, K. A., Moreira, A., Thompson, D. R., Herwig, C., &
Dream, R. (2020). Quality and Regulatory Solutions for PAT in Continuous
Manufacturing. Pharmaceutical Engineering, 34, 52-60.

5. Research Paper 2: “Quality & Regulatory Solutions for PAT in Continuous
Manufacturing.”
• What are some common problems in manufacturing that can be
prevented through process improvement methodologies?
• What are some of the most e
ff
ective continuous process improvement
methodologies currently being used in the manufacturing industry?

6. Research Paper 2: “Quality & Regulatory Solutions for PAT in Continuous Manufacturing.”
• What is process analytical technology?
• What are the quality and regulatory hurdles in the life cycle of a process
analytical technology application?
• How does process analytical technology help in continuous
manufacturing?

7. • Achieve Peak Performance
• Win the Driver’s
Championship
• Win the Constructor
Championship
1. Engineering Team &
Factory
2. Pitstop Team
3. Driver
4. Strategy Team
Dependent Variable Independent Variables
Conceptual Model

8. Research Questions
• How is the Continuous Improvement Process used in Formula One?
• What are the bene
f
its of implementing an ongoing improvement process
in an organisation? How can these bene
f
its be measured and quanti
f
ied?
• How can data analytics be used to identify areas for improvement in an
organisation's processes? What are the best practices for collecting,
analysing, and interpreting this data?
• What are the challenges and barriers to implementing a continuous
improvement process in an organisation? How can these challenges be
overcome?

9. Research
Methodology
PDCA/
Shewhart Cycle/
Deming Wheel

10. PDCA is a four-step problem-solving framework that involves the following
iterative process:
• Plan: Identify the problem or opportunity, set objectives, and develop a
plan to achieve them
• Do: Implement the plan by executing the actions de
f
ined in the planning
stage
• Check: Monitor and evaluate the results of the implementation, compare
them to the objectives set in the planning stage, and identify any
deviations or issues that need to be addressed
• Act: Take corrective action or make adjustments to the plan based on the
results of the checking stage and start the cycle again

11. Theory of Constraints
• Number of laps
• Lap Time
• Circuits (street & race)
• Machinery/ livery
• Weight Rules
• Car minimum weight is 789 Kg and
driver minimum weight 80 kg
• Both of which can be adjusted by ballast
• Cost cap for the calendar year
• For 2023 it is $135 million till 2025
• Number of pitstops
• In a race, they must stop at least once to
change the tyre compound
• Pitstop duration
• Redbull & Williams have done it the
fastest while Mercedes has done a
seamless double pitstop
• Type of Tyre (soft, medium, hard)
• Decisions to be based on weather
conditions, temperature, speed and
wear & tear

13. Kaizen
Rapid Improvement
Processes

14. Continuous Improvement during the Calendar Year
• The improvements can be made throughout the calendar year of the race except for
the winter break.
• After every race, based on the data and car performance, the engineering teams
make improvements and adjustments to the car to perform better.
• In Baku, Max Verstapped was able to overtake Charles Leclerc in Ferrari and
di
ff
erence in speed was a whopping 30 Km/ hr
• Ferrari crossed after 20 secs of Redbull through the checkered
f
lag
• At the factory and the circuit, teams of people monitor the health of parts, the car’s
telemetry, the other cars on the track, and even the weather. This data is used to
dictate strategy, and the teams with the most tech and best people are likely to win.

16. Continuous Improvement during the Race
• The race lasts for about 40 to 50 laps, depending on the length of the race track
• During this time, based on the weather conditions, race track, car condition, driver and other
competitors, the team makes small improvements to perform better.
• E.g. during yesterday’s practice session, Mercedes driver George Russel faced an issue with his
steering -> steering rack was changed.
• Real-time monitoring of critical quality attributes (CQAs) and critical process parameters (CPPs) to
ensure product quality and consistency. This helps the teams identify any deviations from the
desired quality or performance attributes during the race, allowing for real-time adjustments to
maintain the car’s performance.
• In cases of accidents and their severity, the decisions are made to either improve the car, change
parts where the issue is, or completely retire the car not to damage it further. It can perform
better after all the defects are addressed in the next race.

17. LEAN Techniques
the pit stop is the equivalent of the machine downtime
• Preparation before the stop is key
• Use precise locations for everything
• Follow a standardised procedure
• Practise, practise, practise
• Adapt the equipment
• Never stop looking for waste

20. Challenges
• Lack of clarity or knowledge
• Quality and regulatory hurdles in the life cycle of a process analytical
technology application.
• Collecting the correct data
• Any defect in data collection, as the majority of decisions are based on
that
• Problem-solving and decision-making to the appropriate people by
delegating authority & responsibility

21. Theoretical implications
• One important theoretical implication of CIP is the Theory of Constraints (TOC).
• This theory suggests that any system, whether it is a manufacturing process or a business
operation, has a limiting factor or constraint that prevents it from achieving optimal
performance. CIP aims to identify and remove these constraints, allowing the system to operate
more e
ff
iciently and e
ff
ectively.
• Another theoretical implication of CIP is the Deming Cycle, also known as PDCA (Plan-Do-Check-
Act).
• This cycle provides a systematic approach to continuous improvement, involving planning,
implementing, checking, and acting on process changes.
• In addition, the concept of continuous improvement is grounded in the idea of Kaizen, a Japanese
word that means "change for the better". This concept emphasizes that small, incremental
changes made consistently over time can signi
f
icantly improve processes and outcomes.

22. Managerial implications
• The managerial implications of CIP are signi
f
icant, as it requires a speci
f
ic mindset and management style to implement
and sustain the process in an organisation.
• One of the primary managerial implications of CIP is the need for a commitment to continuous improvement by
management and employees at all levels. CIP requires managers to lead by example, demonstrating a commitment to the
process by dedicating resources and providing support for employees to participate in the improvement process.
• Another managerial implication of CIP is the need for a systematic approach to problem-solving. The Plan-Do-Check-Act
(PDCA) cycle, also known as the Deming Cycle, is a continuous improvement model that systematically plans, implements,
checks, and acts on changes. Using a structured approach, managers can ensure that the improvement process is e
ff
icient
and e
ff
ective.
• Furthermore, CIP requires a culture of open communication and collaboration. Managers must encourage employees to
share their ideas and perspectives on how to improve products, services, or processes. E
ff
ective communication channels
between managers and employees, such as regular feedback sessions, can facilitate a culture of collaboration and
continuous improvement.
• Lastly, CIP requires managers to be agile and adaptable to change. As the improvement process evolves, managers must
be willing to adjust and modify their approach as needed to ensure that the process remains e
ff
ective.

23. Conclusion
• Continuous Improvement Processes can make or break many businesses
• When we talk about Formula One, the teams are in a perpetual state of
evolution because they are able to identify defects and make appropriate
changes and improvements
• It is also important that they are able to make sustainable changes that
last for longer than the race
• The entire sport is based on bringing the best of motorsport and
automobile innovations to the forefront