Success factors for lean six sigma projects in healthcare

Abstract

Identifying critical success factors (CSFs) of continuous improvement projects is crucial for management control and operations management domains. Despite the availability of manufacturing-related literature, studies on CSFs in more dynamic and complex healthcare-related operations are scarce. This study, based at a large public tertiary healthcare organization, identifies CSFs in implementing Lean Six Sigma (LSS). 62 LSS projects completed by Green Belts in consultation with Black Belts were analyzed for project success by a review team of practitioners (Black Belters) and academics. Using a grounded theory approach, numerous success factors were initially identified. A series of brainstorming sessions and workshops helped to narrow down and revise all the CSFs present in each of the 62 LSS projects to eight CSFs. The success of the 62 completed projects was assessed against each of the eight CSFs on a five-point Likert scale. Success was measured against whether the project met its stated aim and achieved the Key Performance Indicators that had initially been identified. Finally, the correlations of each factor rating against project success were analyzed to validate the relationship between each success factor and project success. The findings confirm that all eight CSFs identified are significantly correlated to project success. This study contributes to the management control, operations management, and healthcare literature by identifying CSFs of continuous improvement projects and introducing a relatively unique, rigorous, and practically proven evaluation method applied via an industry and academic partnership. Specified CSFs and the method used to identify these will benefit managers of continuous improvement projects.

Lean Six Sigma Studies in Türkiye: A Literature Review

“…Nowadays, Industry 4.0 is another popular topic, and [15] examined studies on GLSS in Industry 4.0. On the other hand, there is a growing interest in the healthcare sector for LSS [16][17][18][19][20][21]. One of these studies [16] used LSS techniques in a rural hospital, resulting in an acceleration of the process.…”

Using Lean and Voice of Customers to Fulfil Needs in the Charity Sector – A Reflective Case Study

“…Involvement and commitment from the top management and leadership play a vital role in shaping and sustaining the non-profit organisational structure and culture (Tanudiharjo et al, 2021, ). Top management can be involved in the lean implementation during resource allocation, providing guidance on lean processes and training for employees on Lean methods and tools (Tanudiharjo et al, 2021;Sohal et al, 2022). A transformational leadership style is recommended for organisations adopting a lean approach.…”

“…The aim is to develop skilled and trained employees to implement and execute lean processes and drive the organisation towards continuous improvement initiatives (Tanudiharjo et al, 2021). These elements will ultimately lead to sustainable corporate performance as employees of FBS are equipped with lean knowledge to carry out continuous improvement initiatives instead of relying on help outside of the organisation (Sohal et al, 2022). Streamlined communication is a crucial factor as the organisation's Lean initiatives need to be conveyed across all levels of the organisation to equip staff with the proper understanding of the lean concept (Tanudiharjo et al, 2021).…”

“…Being process-oriented is essential as it assures that the advice given by the FBS team is consistent for every beneficiary in the same situation. When processes are standardised and documented, errors and waste can then be effectively identified and minimised (Tanudiharjo et al, 2021;Sohal et al, 2022). Every process within FBS is documented as standard operating procedures with a clear listing of the risks that must be monitored.…”

“…Mahadevan (2021) revealed that information sharing adopted by the Dabbawallahs in their food delivery operations consists of scheduling and network planning approaches. Such an approach allows various internal and external stakeholders to have visibility and synchronise all stakeholders on the operations (Sohal et al, 2022). Information on manpower availability must be shared as FBS relies heavily on volunteers.…”