What drives continuous improvement project success in healthcare?

Stelson, P.H.; Hille, Joshua; Eseonu, Chinweike I.; Doolen, Toni

doi:10.1108/ijhcqa-03-2016-0035

Cited by 52 publications

(48 citation statements)

References 39 publications

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“…Most process improvement initiatives, conducted through projects have common characteristics (Anand, Ward and Tatikonda, 2010;Tkáč and Lyócsa, 2009). Lean projects require an understanding of systems-wide processes and utilize interdisciplinary teams (DeSanctis, Mere, Bevilacqua and Ciarapica, 2018;Stelson, Hille, Eseonu and Doolen, 2017;Wackerbarth, Strawser-Srinath and Conigliaro, 2015).…”

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confidence: 99%

A study into the reasons for process improvement project failures: results from a pilot survey

Antony

Lizarelli

Fernandes

et al. 2019

IJQRM

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Purpose Process improvement initiatives, such as Lean, Six Sigma and Lean Six Sigma, typically have common characteristics that are carried through projects. Whilst a project’s performance is an important determinant of the successful implementation of continuous improvement (CI) initiatives, its failure can undermine the impact of any CI initiative on business performance. As a result, an understanding of the reasons of process improvement project failures is crucial. The purpose of this paper is to present the results of a pilot survey highlighting the most common reasons for process improvement project failures. Design/methodology/approach This paper presents a pilot survey of 42 Brazilian manufacturing specialists who have been involved in process improvement projects. The participants of this survey were Six Sigma Master Black Belts, Black Belts, Green Belts and Six Sigma champions from manufacturing companies in Brazil. The survey questionnaire was piloted with five experts in the field in order to ensure that the questions were valid and technically sound. Findings The execution of Six Sigma projects in organizations results in a moderate rate of project failures. These failures can cost organizations several millions of dollars especially within the context of larger organizations. The main reasons for project failure, as cited by the specialists include: resistance to change, lack of commitment and support from top management and incompetent teams. Research limitations/implications The authors report the findings from a pilot survey having a limited sample size. Moreover, the data have been collected from one country and primarily from large manufacturing companies. Originality/value To the best of the authors’ knowledge, this is the first empirical study looking into the reasons for process improvement project failures. The authors argue that if the top reasons for such failures are understood, a framework can be developed in the future that can mitigate the chance of project failures during project execution. This could potentially lead to significant savings to the bottom-line of many organizations.

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confidence: 99%

A study into the reasons for process improvement project failures: results from a pilot survey

Antony

Lizarelli

Fernandes

et al. 2019

IJQRM

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“…[8] Strong supervisor support is a must for the successful implementation of quality improvement initiatives. [21] Our results indicate that supervisor support is not only an important factor directly affecting employee job satisfaction but also is a "buffer" that can mitigate negative organizational pressures and improves employee job satisfaction. Our results suggest that employees are more critical of their immediate managers when their units are understaffed.…”

Section: Discussionmentioning

confidence: 70%

“…[12] Immediate supervisor support is crucial for a successful implementation of a rapid organizational change. [21] Current research indicates that supportive supervision results in higher employee job satisfaction and commitment to health care organizations [2,4,16,17,[22][23][24] Supportive supervision is associated with higher organizational involvement of nurses and lower professional burnout. [17,18,25] Working night shifts detracts from employee satisfaction and effectiveness.…”

Section: Introductionmentioning

confidence: 99%

Employee job satisfaction at Florida for-profit and not-for-profit hospitals

Platonova

Venkitasubramanian

Thompson

2020

JHA

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High quality health care requires competent, motivated, and satisfied health care employees. This research examines whether employee job satisfaction differs at for-profit (FP) and not-for-profit (NFP) hospitals and how other organizational characteristics mediate this relationship. In this cross-sectional study, Press Ganey Employee Partnership Survey data from 35 Florida hospitals were used to understand the relationship between hospital ownership (primary independent variable) and employee job satisfaction (outcome). A flexible structural equation model was used to examine the relationship. The sample included 32,892 valid responses (approximately 23% from FP hospitals). Employees in FP hospitals were found to less satisfied with their jobs than their NFP counterparts. This trend was strongly associated with an inverse relationship between job satisfaction and assessment of immediate supervisors. The resulting job satisfaction model had an R2 of 0.524, indicating good fit. Further analyses revealed a positive association between perceived staffing levels and supervisor satisfaction, suggesting that the relative leanness of FP institutions might explain the observed difference in supervisor satisfaction. Employee job satisfaction is a complex multifaceted construct. Four main organizational factors affect employee job satisfaction: the organization’s ownership type (FP or NFP), employee relationships with supervisors, work schedule, and length of employment. Leaders need to provide front line supervisors with adequate resources and support. Training immediate supervisors how to approach and be supportive of their workers provides an immediate solution toward increasing employee job satisfaction.

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“…The knowledge of the variation in participants' perceptions according to person‐related conditions might help RNs and ENs to be aware of older people needing special attention, thereby enhancing provision of person‐centred care. The awareness of differences might also increase the commitment for improving oral care because according to Stelson, Hille, Eseonu, and Doolen (), the nursing staff perceive changes as being necessary.…”

Section: Discussionmentioning

confidence: 99%

Oral care quality—Do humanity aspects matter? Nursing staff's and older people's perceptions

2020

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Aim (a) To describe and compare perceptions of humanity aspects of oral care quality in relation to nursing staff in short‐term care units and intensive care units and older people in short‐term care units and their person‐related conditions; and (b) to compare humanity aspects of oral care quality perceptions between nursing staff and older people in short‐term care units. Design Cross‐sectional study. Self‐reported questionnaire and clinical assessments. Methods Nursing staff (N = 417) and older people (N = 74) completed the modified Quality of Care from a Patient Perspective instrument and person‐related items. Older people's oral health status was clinically assessed using the Revised Oral Assessment Guide. Data were analysed using descriptive and analytic statistics. The data were collected from 2013–2016. Results Nursing staff's perceptions of humanity aspects of oral care quality were related to gender, work role and care environment. Older people's perceptions of humanity aspects of oral care quality were related to self‐reported physical health. Nursing staff in short‐term care units perceived the subjective importance of humanity aspects of oral care quality higher compared with older people in short‐term care units.

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What drives continuous improvement project success in healthcare?

Cited by 52 publications

References 39 publications

A study into the reasons for process improvement project failures: results from a pilot survey

A study into the reasons for process improvement project failures: results from a pilot survey

Employee job satisfaction at Florida for-profit and not-for-profit hospitals

Oral care quality—Do humanity aspects matter? Nursing staff's and older people's perceptions

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