Critical success factors of continuous improvement in the public sector

Abstract

Purpose-To determine the critical success factors (CSFs) for continuous improvement projects in the public sector. Design/methodology/approach-Theoretical paper based on a literature review. Findings-It would appear that there are factors that are important in manufacturing organisations that do not figure in service/public sector organisations and vice versa. Research limitations/implications-As few papers were identified, further research must be carried out into the CSFs to see if the differences between manufacturing, service and public sector organisations are substantiated. Practical implications-This work identifies aspects that must be in place for the successful implementation of a continuous improvement project and should be used by those wishing to initiate a project within their organisation. Originality/value-This paper highlights the similarities and differences between manufacturing, service and public sector organisations.

The Identification of Critical Success Factors for Quality Internal IT Services in Public Sector Organisations in Hong Kong

“…All the studies found were concentrated on the manufacturing industry or the service industry in the private sector (Saraph, Benson & Schroeder 1989, Ahire & Golhar 1996, Flynn, Schroeder & Sakakibara 1994, Yusof & Aspinwall 1999, Bullington et al 2002, and Karuppusami & Gandhinathan 2006. The exception was a study by Fryer, Antony and Douglas (2007) who cite only four papers that researched the health service among the 29 papers they examined.…”

“…As mentioned, many studies into the identification of critical success factors have been conducted mainly in the manufacturing industry and some specific areas of the service industry (Fryer, Antony & Douglas 2007). However, there were not too many studies into the public sector and none into internal IT services within the public sector.…”

“…In the literature review, a number of authors, including Saraph, Benson and Schroeder (1989), Ahire and Golhar (1996), Flynn, Schroeder and Sakakibara (1994), Karuppusami and Gandhinathan (2006) and Fryer, Antony and Douglas (2007) identify many critical success factors in quality management. For the purpose of the interviews, the researcher adopted the 13 factors identified by Fryer, Antony and Douglas (2007) and asked each participant to confirm their relevance.…”

“…Rockart (1979) define critical success factors as the limited number of areas in which satisfactory results will ensure competitive performance. According to Fryer, Antony and Douglas (2007), Brotherton and Shaw (1996) define critical success factors as the essential things that must be achieved to produce the greatest competitive leverage. Boynton and Zmud (1984) define critical success factors as things that must go well to ensure success.…”

Factor Analysis of Total Quality Management Adoption by Smes in Nigeria

“…According to Fryer et al (2007), the importance of TQM practices for implementation is to increase the success rate, reduce delivery time, and prevent disillusioned state with continuous improvement programs. However, SME owner-managers need to bear in mind that the success of TQM practice depends among other on the following:…”