Characterization of Lean Six Sigma projects in healthcare settings: empirical research

Abstract

PurposeThis paper aims to characterize a sample of Lean Six Sigma (LSS) projects in healthcare settings and discuss some specificities of operational excellence (OPEX) initiatives in hospitals and healthcare organizations in the USA.Design/methodology/approachA content analysis involving a sample of 23 documents shared by US hospitals was performed in order to achieve the research objectives. Such analysis was based on a conceptual framework developed from the literature review. It was also applied to a quantitative approach, including descriptive statistics, hypothesis testing and correspondence analysis that supported the research.FindingsMost LSSH projects were focused on business transformation and strategic improvements. Simple techniques and tools were predominant such as descriptive statistics, process mapping, 5S and spaghetti charts, usually implemented by Green Belts and Black Belts through the define, measure, analyze, improve and control (DMAIC) method. In addition to the expressive findings reported, these projects' results have been aligned with lead time and operational cost reduction, quality improvement and capacity increase.Research limitations/implicationsThe study adds knowledge to the OPEX literature by analyzing the Lean Six Sigma healthcare (LSSH) in hospitals and healthcare institutions in the USA. It also demonstrates that different approaches, such as the kaizen event and DMAIC project show different results according to some techniques and tools applied in the hospital environment.Originality/valueThe empirical evidence presented in this study provides scenery of the LSS practices in the healthcare settings, highlighting the implementation areas, outcomes, tools and techniques mostly used in the North American healthcare institutions.

Supply chain risk management to achieve healthcare supply chain operational excellence: a fsQCA and PLS-SEM approach

“…To achieve acceptable performance and OE, SCs must rely upon capable leadership (Chiarini and Vagnoni, 2016; Senna et al , 2016) and must pursue low levels of vulnerability, good security levels, have a low probability of cargo misuse and good capability to detect defects in parts/products (Lu et al , 2017). The healthcare processes are intrinsically complicated and heterogenous, in this sense, better operational coordination may help in improving costs, quality and agility in services (Sordan et al , 2022). In this sense, HCSCs must achieve HCSOE through growingly patient satisfaction throughout the years (Fukuda et al , 2008; Cochrane et al , 2017; Woodhouse et al , 2016; Van Spall et al , 2015).…”

“…Since there are intrinsic high costs difficult to cut such as equipment maintenance, medicines and top professionals’ wages, healthcare organizations, as well as their SCs, must be operationally efficient to become viable. The activities that comprise healthcare OE (HCOE) go beyond the financial outcomes and must ensure patient satisfaction (Sordan et al , 2022). In addition, we could observe a collapse in many hospitals, due to the COVID-19 pandemic, which highlights the importance of OE in health care, namely, HCOE (and consequently HSCOE), as many hospitals failed to respond to the demand for hospitalizations (Sordan et al , 2022).…”

“…The activities that comprise healthcare OE (HCOE) go beyond the financial outcomes and must ensure patient satisfaction (Sordan et al , 2022). In addition, we could observe a collapse in many hospitals, due to the COVID-19 pandemic, which highlights the importance of OE in health care, namely, HCOE (and consequently HSCOE), as many hospitals failed to respond to the demand for hospitalizations (Sordan et al , 2022). To further satisfy customers and maintain good services, managers must implement proactive measures to improve healthcare logistics.…”

Revolutionizing healthcare organizations with Operational Excellence and Healthcare 4.0: a systematic review of the state-of-the-art literature

“…Operational Excellence tools have helped healthcare organizations establish smart factories, reduce waste and improve efficiency. This cluster describes how tools such as lean six sigma (Sordan et al , 2022), root cause analysis, smart manufacturing processes and automation have assisted healthcare businesses. We have identified 16 articles under this cluster.…”

Trials of strength, paradoxes and competing networks in kaizen institutionalization

“…This approach forces companies to gain a competitive advantage (Almeida et al, 2021). In Japanese, kaizen means "change for the better" under continuous improvement in small increments that make the process more efficient, effective, under control and adaptable (Ahmad et al, 2021;Goni et al, 2018;Iwao and Marinov, 2018;Khan et al, 2019;Sordan et al, 2022). Kaizen is usually accomplished with little or no expense, without sophisticated techniques or the use of expensive equipment (Cherrafi et al, 2016) acting to mitigate minor problems in a short-cycle improvement processes approach (Reis et al, 2022), which are punctual and do not require analytical or statistical techniques (Sordan et al, 2022) assisting in long-term implementation (Reis et al, 2022;Shatrov et al, 2021;Taylor et al, 2021).…”