In CIMM Level 2, the organisation develops a culture in which employees actively contribute to the improvement of processes, performance, and quality. With Visual Workplace, Performance Management, and Problem Solving, a daily improvement structure is created where deviations become visible, performance is discussed, and improvement actions are followed up.
Following the stable foundation of CIMM Level 1, space is created to make improvement part of daily work. Processes are organised, standards are established, and basic information is available. The next step is for teams to actively use this foundation to recognise deviations, discuss performance, and implement improvements.
CIMM Level 2 focuses on effectively managing the operational organisation and developing a culture of continuous improvement. Employees are encouraged to take improvement initiatives and solve problems where the work happens: the Gemba.
The Kaizen philosophy is central here. By continuously implementing small improvements and working with the PDCA cycle (Plan, Do, Check, Act), teams learn to improve performance step by step. Daily communication, visual boards, and short stand-up meetings ensure that everyone remains involved in results, deviations, and actions.
In this way, improvement shifts from isolated projects to a permanent part of daily operations.
A culture of continuous improvement arises when teams make performance visible, discuss it regularly, and solve problems in a structured manner. Within CIMM Level 2, three building blocks are central.
A visual workplace makes information about processes, performance, and standards visible on the shop floor. Through the use of boards, lines, signals, and clear instructions, employees quickly gain insight into the status of work and deviations. Deviations become visible sooner, and teams can respond to them more quickly and effectively.
Performance Management focuses on measuring, discussing, and managing performance within processes and teams. Through clear objectives, KPIs, and regular evaluations, organisations gain insight into results, and improvement actions can be taken in a timely manner. Teams gain control over performance and work on improvement in a structured way.
Problem Solving focuses on solving problems in a structured way and preventing recurrence. Based on the Kaizen philosophy, teams work with the PDCA cycle on small, practical improvements on the shop floor. This creates an improvement culture in which employees continuously contribute to better quality and performance.
A culture of continuous improvement does not happen by itself. Teams need clear performance, visible deviations, and a fixed meeting structure to make improvements part of daily work.
When Visual Workplace, Performance Management, and Problem Solving come together, a rhythm is created in which employees identify problems, take improvement actions, and follow up on results. Improvement thus becomes a way of working rather than a separate project.
When this foundation functions well, the organisation can grow to CIMM Level 3. There, the focus shifts to improving and controlling processes across departments and chains.
Not every department, location, or process is at the same maturity level. With the CIMM assessment, we map out which parts are already well-developed, where gaps still exist, and which subsequent steps will have the most effect.
This creates a targeted development route towards a culture in which continuous improvement becomes part of daily practice.