Improving Kaizen event success in healthcare through shorter event duration

Natale, James; Uppal, Ravi

doi:10.1504/ijcent.2014.065033

Cited by 4 publications

(4 citation statements)

References 12 publications

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“…Previous reviews of the teamwork healthcare literature suggest that when goal difficulty is high, goal achievement requires that the various skills owned by the different team members should be shared through cooperation, which eventually enhances their communication skills and ability to interact (e.g., Deneckere et al, 2012;West and Lyubovnikova, 2013). Studies on kaizen initiatives in healthcare acknowledge goal difficulty as an important task design characteristic (e.g., Jimmerson, 2007;Natale et al, 2014). However, Jimmerson (2007) suggests to avoid too large or complex goals as their achievement can lead to unfocused and frustrating situations due to the involvement of too much diverse skills, therefore decreasing the willingness of participating to the initiative and precluding learning.…”

Section: Inputs Factorsmentioning

confidence: 99%

“…This finding supports the idea that teams that recognise the existence of operational problems within their work areas and the potential benefits of kaizen initiatives, are more willing to solve them and eager to invest their time in developing their problem-solving capabilities. In healthcare, time management is a particularly sensitive aspect for employees, as their absolute priority is patient care (Natale et al, 2014). Therefore, it is crucial that team members believe that the kaizen initiative is not a waste of time, but will help them to improve patient satisfaction (Hasle, 2014), in order to have a positive impact on capability (Poksinska, 2010;Andersen et al, 2014).…”

Section: This Is Different From What Observed Bymentioning

confidence: 99%

“…hospitals) Andersen et al (2014) Lean implementation, including kaizen initiatives, in hospitals Drotz and Poksinska (2014) Lean implementation, including the use of a team approach to problem-solving, in three Swedish healthcare institutions (care centres and a physiology unit in an hospital) Ghosh and Sobek II (2015) The use of the team approach to problem-solving in various departments of an US hospital Hung et al (2015) Lean implementation, including the use of a teamwork, in an US ambulatory care delivery system Note: a No further specifications about the setting are provided in the study acknowledge goal difficulty as an important task design characteristic (e.g. Jimmerson, 2007;Natale et al, 2014). However, Jimmerson (2007) suggests to avoid too large or complex goals as their achievement can lead to unfocused and frustrating situations due to the involvement of too much diverse skills, therefore decreasing the willingness of participating to the initiative and precluding learning.…”

Section: 3mentioning

confidence: 99%

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The social benefits of kaizen initiatives in healthcare: an empirical study

Bortolotti

Boscari

Danese

et al. 2018

IJOPM

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Purpose The purpose of this paper is to identify the most influential determinants of healthcare employees’ problem-solving capabilities and attitudes towards kaizen initiatives, and clarify how these determinants are related to social outcomes. Design/methodology/approach Drawing on the input-process-outcome framework, applied to kaizen initiatives, the determinants of the input and process factors are embodied in hypotheses concerning the direct effects of input and process factors on social outcomes and the indirect effects of input factors on social outcomes resulting from process factors. The hypotheses are tested through multiple regressions using data from 105 kaizen initiatives drawn from two hospitals. Findings Of the 14 determinants investigated, goal clarity, team autonomy, management support, goal difficulty and affective commitment to change (ACC) are the most influential determinants of kaizen capabilities and/or employees’ attitude. Goal clarity, goal difficulty, team autonomy and management support are also found to influence social outcomes directly and/or indirectly through ACC, internal processes and/or an action orientation. Practical implications The results support healthcare practitioners to understand how to establish “focused kaizen” actions to leverage specific determinants that positively influence social outcomes. Originality/value This study provides an original contribution to the literature concerning effective kaizen initiatives in healthcare operations by empirically testing a comprehensive model of the relationship between kaizen initiative determinants and social outcomes. Unlike previous studies, which are mostly anecdotal or focused on one or few determinants, this research adopts a holistic view, and investigates a pluralist set of determinants on social outcomes through a systematic and quantitative approach.

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Section: Inputs Factorsmentioning

confidence: 99%

Section: This Is Different From What Observed Bymentioning

confidence: 99%

Section: 3mentioning

confidence: 99%

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The social benefits of kaizen initiatives in healthcare: an empirical study

Bortolotti

Boscari

Danese

et al. 2018

IJOPM

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“…Kaizen Blitz (Laraia et al , 1999), Kaizen event (Doolen et al , 2003), or Kaizen burst (Liker and Meier, 2006) are short-term (e.g. 3-5 days) improvement methods (Graban and Swartz, 2012; Natale et al , 2014). They are generally based on the ideas or proposals of managers, technicians or consultants (Bodek, 2002; Marin-Garcia et al , 2008) rather than involving all staff members of a company (Terziovski and Sohal, 2000).…”

Section: Literature Reviewmentioning

confidence: 99%

Prioritising the enablers for the successful implementation of Kaizen in China

Lin

Lau

2017

IJQRM

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Purpose-The main purpose of this study is to develop a better understanding of how Sino-Japanese joint ventures implemented the three Japanese improvement methods, i.e. Kaizen, Kaikaku and Kaizen Blitz. The specific objectives of this study are: (a) to identify the key enablers for the three improvement methods; and (b) to identify the most selected improvement method. Design/methodology/approach-This study employs fuzzy analytic hierarchy process to pairwise-compare the three improvement methods. The data are collected from 28 industry experts from Sino-Japanese joint ventures. The study then adopts extent analysis approach for pairwise comparisons and extent analysis to obtain synthetic extent values for priority weights. Findings-The results of the study indicate that Personnel (humanware) factor enablers are the most important factor for Kaizen, whilst Software factor enablers (essential rules, policies and institutional arrangements) weight second and Hardware factor enablers (physical, measurable hard facts or resources) weight last. The study also reviews that Kaizen is the most selected improvement method among the three. Research limitations/limitations-The sample of this study is limited to Sino-Japanese ventures in Guangzhou, China. This study only identifies the key improvement enablers based on interviews with shop floor managers and improvement experts. Practical implications-Practical implications are also threefold: (a) the improvement implementations should be based on factors such as regular training, incentives for motivations and shop-floor management; (b) improvement methods are transferable and standard operations may only have small effects on collecting improvement ideas; and (c) Kaizen is the appropriate method to support long-term and process-oriented improvements. Originality/value-This study is the first to specifically pairwise-compare the three Japanese improvement methods and to identify priorities of their key enablers in Sino-Japanese joint ventures.

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Examining the impact of health information systems on healthcare service improvement: The case of reducing in patient-flow delays in a U.S. hospital

Ker

Wang

Hajli

2018

Technological Forecasting and Social Change

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The impact of Health Information Systems (HIS) on healthcare service improvement is well known; however, there has been a limited amount of research regarding the HIS payoff and how this has influenced the quality of patient care. By focusing on Kaizen, this study investigates the possibility of reducing patient-flow delays of outpatients using the HIS. By using a six-step Kaizen method, the root causes of patient-flow delays in the outpatient surgery process can be identified, whilst the development of potential solutions and plans can be configured and the role HIS has on the outpatient surgery process and the consequences it can have on patient care in its quest for improving the efficiency of patient flow will be analyzed. The findings of this study indicate that the adoption of HIS has great potential to not only minimize the chaos and disorder in the outpatient surgery unit but also lead to a reduction of time and cost in relation to patient flow.

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Improving Kaizen event success in healthcare through shorter event duration

Cited by 4 publications

References 12 publications

The social benefits of kaizen initiatives in healthcare: an empirical study

The social benefits of kaizen initiatives in healthcare: an empirical study

Prioritising the enablers for the successful implementation of Kaizen in China

Examining the impact of health information systems on healthcare service improvement: The case of reducing in patient-flow delays in a U.S. hospital

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