Search citation statements
Paper Sections
Citation Types
Year Published
Publication Types
Relationship
Authors
Journals
PurposeMany groups in organisations are unsuccessful in problem solving. However, the principle of continuous improvement necessitates that organisations refine their employees’ problem-solving skills. In this mixed-method, field-based lab experiment, we explored the impact of a treatment to enhance the quality of group problem-solving processes.Design/methodology/approachWe focused on the structured problem-solving process in Kaizen Events by differentiating six consecutive phases. About 16 Kaizen Event groups (101 members) participated in a field-based lab experiment that used a lean simulation game to establish a group problem-solving context. Data were collected via video, surveys and group interviews. We examined if a high-quality process is strengthened through group members’ elevated awareness of problem-solving preferences. About 11 groups received a treatment of tailor-made individual feedback to increase awareness of their problem-solving preferences. Additionally, we repeated the experiment in five control groups, where member preferences were not shared.FindingsIn the treatment groups, where problem-solving preferences had been shared, we observed a clear improvement in Kaizen Event process quality and higher problem-solving self-efficacy levels. Moreover, their self-reported Kaizen Event behaviour had changed. Within the control groups, the participants also reported that their problem-solving self-efficacy had improved, but this did not have a positive impact on the quality of the objectively measured Kaizen Event process.Originality/valueBy combining insights from operations management and organisational behaviour, we demonstrate that the structured Kaizen Event problem-solving process improves when group members’ individual problem-solving preferences are shared. We thus add an individual-level variable to the extant models of Kaizen Event success factors. Our results provide fresh insights into how to improve the continuous improvement process within organisations. Kaizen Event stakeholders and their facilitators are offered guidance on how to increase one’s awareness of own and others’ problem-solving preferences in group-based problem-solving events.
PurposeMany groups in organisations are unsuccessful in problem solving. However, the principle of continuous improvement necessitates that organisations refine their employees’ problem-solving skills. In this mixed-method, field-based lab experiment, we explored the impact of a treatment to enhance the quality of group problem-solving processes.Design/methodology/approachWe focused on the structured problem-solving process in Kaizen Events by differentiating six consecutive phases. About 16 Kaizen Event groups (101 members) participated in a field-based lab experiment that used a lean simulation game to establish a group problem-solving context. Data were collected via video, surveys and group interviews. We examined if a high-quality process is strengthened through group members’ elevated awareness of problem-solving preferences. About 11 groups received a treatment of tailor-made individual feedback to increase awareness of their problem-solving preferences. Additionally, we repeated the experiment in five control groups, where member preferences were not shared.FindingsIn the treatment groups, where problem-solving preferences had been shared, we observed a clear improvement in Kaizen Event process quality and higher problem-solving self-efficacy levels. Moreover, their self-reported Kaizen Event behaviour had changed. Within the control groups, the participants also reported that their problem-solving self-efficacy had improved, but this did not have a positive impact on the quality of the objectively measured Kaizen Event process.Originality/valueBy combining insights from operations management and organisational behaviour, we demonstrate that the structured Kaizen Event problem-solving process improves when group members’ individual problem-solving preferences are shared. We thus add an individual-level variable to the extant models of Kaizen Event success factors. Our results provide fresh insights into how to improve the continuous improvement process within organisations. Kaizen Event stakeholders and their facilitators are offered guidance on how to increase one’s awareness of own and others’ problem-solving preferences in group-based problem-solving events.
Background The benefits of lean adoption in healthcare include improved process efficiency and quality of patient care. However, research indicates that lean implementation in healthcare, and specifically hospitals, is often not sustained. Furthermore, there is a need for maturity models that guide lean implementation, specifically in hospitals. This study develops a prescriptive maturity model named the Sustaining of Lean Adoption in Hospitals Roadmap (SOLAR) that acts as a practical guideline for the sustainable adoption of lean in hospitals. Methods The SOLAR has three theoretical foundations, namely lean implementation success factors in hospitals, implementation science, and change management theory. A systematic literature review was conducted to determine the lean implementation success factors in hospitals as the first building block. Secondly, practices from implementation science were used to create the action items in the SOLAR. Ten change steps were elicited from change management theory as the third theoretical building block of the roadmap. We refined the roadmap through three Delphi rounds that verified its useability in hospitals. Results The final SOLAR consists of four maturity phases (prepare, plan, experiment and learn, and sustain) and includes action items for each phase related to the hospital’s strategy, resources, engaging of people, and culture. The action items and change management steps shown in the SOLAR are not intended as an exhaustive list but provide guidelines on aspects hospitals must consider when they aim to adopt lean sustainably. Conclusions The strong theoretical base of the SOLAR enables hospitals to safely experiment and learn which implementation methods are best suited to their unique environment. The SOLAR is, therefore, an actionable guideline that informs both academics and practitioners involved in lean adoption in hospitals. This roadmap can guide future retrospective longitudinal or action research.
scite is a Brooklyn-based organization that helps researchers better discover and understand research articles through Smart Citations–citations that display the context of the citation and describe whether the article provides supporting or contrasting evidence. scite is used by students and researchers from around the world and is funded in part by the National Science Foundation and the National Institute on Drug Abuse of the National Institutes of Health.
customersupport@researchsolutions.com
10624 S. Eastern Ave., Ste. A-614
Henderson, NV 89052, USA
This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.
Copyright © 2025 scite LLC. All rights reserved.
Made with 💙 for researchers
Part of the Research Solutions Family.