Performance and service quality enhancement in a healthcare setting through lean six sigma strategy

Noronha, Ajay; Bhat, Shreeranga; Gijo, E.V.; Antony, Jiju; Laureani, Alessandro; Laux, Chad

doi:10.1108/ijqrm-07-2021-0226

Cited by 21 publications

(23 citation statements)

References 59 publications

(102 reference statements)

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“…The study also explored the intricate relationship between lean management and value-added time in hospitals, and the findings are consistent with the prior findings of Shou et al (2021) and Kuiper et al (2022). One of the reasons behind the finding might be that the adoption of lean management minimizes waste, time, money and improves the synchronization and enhances the flow of the care process provided to patients, which increases the value, safety and satisfaction for the patients (Noronha et al , 2021; Lee et al , 2021). The research findings also indicate that lean management mediates the relationship between workforce management and value-added time in Malaysian private hospitals.…”

Section: Discussionsupporting

confidence: 77%

“…The lean approach can directly influence the health-care performance of the hospital through value-added activities such as value-added time, patient safety and fair medical costs (Shou et al, 2021;Al-Araidah et al, 2010). Adapting to lean management philosophy enables hospitals to reduce the waste for achieving synchronizing the process, improves the flow of care process, utilization of equipment's, purchasing process, reduce unnecessary use of resources, saves cost (Kuiper et al, 2022;Iswanto, 2021;Noronha et al, 2021). Thus, the adaption of lean thinking, in turn, increases the value, safety and satisfaction for the patients, enhancing the quality performance of the hospitals (Noronha et al, 2021;Lee et al, 2021).…”

Section: Lean Managementmentioning

confidence: 99%

“…Adapting to lean management philosophy enables hospitals to reduce the waste for achieving synchronizing the process, improves the flow of care process, utilization of equipment's, purchasing process, reduce unnecessary use of resources, saves cost (Kuiper et al, 2022;Iswanto, 2021;Noronha et al, 2021). Thus, the adaption of lean thinking, in turn, increases the value, safety and satisfaction for the patients, enhancing the quality performance of the hospitals (Noronha et al, 2021;Lee et al, 2021). Hence, the following hypothesis is postulated:…”

Section: Lean Managementmentioning

confidence: 99%

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Mediating role of lean management on the effects of workforce management and value-added time in private hospitals

Ahmed

Hawarna

Alqasmi

et al. 2023

IJLSS

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Purpose This study aims to investigate the mediating role of lean management on the relationship between workforce management and value-added time in private hospitals. This study also investigates the direct influences of workforce management and lean management on the value-added time of the hospitals. Design/methodology/approach This study applied a quantitative approach to obtain data from the private hospitals’ staff in Peninsular Malaysia. A self-administered survey questionnaire was used to collect data from 287 hospital staff using a stratified random sampling method. The partial least squares structural equation modeling (PLS-SEM) approach was used to determine the internal consistency, reliability, validity of the constructs. The PLS-SEM method was also used to test the hypothesised research model via SmartPLS 3.3.4 version. Findings The findings of the study indicate that lean management has a direct and significant effect on the value-added time of private hospitals. The findings also revealed that lean management significantly mediates the relationship between workforce management and value-added time in private hospitals. The analysis of the results indicates that both workforce and lean management have a significant impact on the value-added time of the hospitals. Practical implications This study provides empirical contributions to enhance the quality of workforce management, lean management and value-added time. The findings of this study provide valuable insights into how effectively managing the workforce and providing guidelines to augment the lean management practices can ensure value-added time in Malaysian hospitals and the overall health-care industry. The lean management framework provides useful insights for the policymakers to understand the significance of workforce management, lean management on ensuring value-added time through reducing waiting times, unnecessary delays, generating a higher degree of patient safety, satisfaction and loyalty. Originality/value The research findings provide some essential indications for the health-care service providers to understand how the lean management approach can be implemented to enhance value-added time and how lean management can play a mediating role in creating a link between workforce management and value-added time in hospitals. This study also contributes to the theoretical and practical perspectives. The present study contributes to a better understanding of workforce management and lean management in health-care sectors from theoretical and practical perspectives.

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Section: Discussionsupporting

confidence: 77%

Section: Lean Managementmentioning

confidence: 99%

Section: Lean Managementmentioning

confidence: 99%

See 1 more Smart Citation

Mediating role of lean management on the effects of workforce management and value-added time in private hospitals

Ahmed

Hawarna

Alqasmi

et al. 2023

IJLSS

View full text Add to dashboard Cite

show abstract

“…Around the same time that LM was embraced, many large companies, including Motorola and General Electric, implemented Six Sigma (SS) with a focus on reducing errors and minimizing variability [8]. LSS as a combination of Lean Management and Six Sigma is seen as the most effective process improvement that it is widely implemented in the top performing organizations [9], also in healthcare settings [2,10]. Although the integration of Lean Management and Six Sigma is still relatively rare in healthcare [11], more and more studies report positive effect of LSS on outcomes.…”

Section: A Brief History Of Lean Six Sigma In Healthcarementioning

confidence: 99%

Perspective Chapter: A Renewed Perspective on Lean Six Sigma in Healthcare – People and Performance

Koeijer¹,

Paauwe²,

Strating³

et al. 2024

Six Sigma and Quality Management

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The Lean Six Sigma (LSS) approach has taken a central role in healthcare quality management, and many studies report positive effects of the method on performance of healthcare organizations. However, LSS in healthcare is also unbalanced because the human side of the method is undervalued. A more balanced application of LSS in healthcare includes an interrelated approach of both “soft” and “hard” LSS practices, broad perspective on employee well-being, “soft” HR approach related to LSS, and “soft” climate for LSS. This leads to a renewed perspective on LSS in healthcare that considers both people and performance and where the interplay between “hard” and “soft” factors is addressed.

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“…Further, critical analysis of managerial implications leads to theoretical implications. More case study analysis and longitudinal studies help to establish a comprehensive roadmap of SS based on the cultural, social and technical perspectives of a specific region (Bhat et al , 2022; Noronha et al , 2021).…”

Section: Introductionmentioning

confidence: 99%

Applications of six sigma for service quality enhancement in the UAE: a multiple case study analysis and lessons learned

Bhat

Antony

Maalouf

et al. 2023

IJLSS

Self Cite

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Purpose This paper aims to unearth the essential components of Six Sigma for successful deployment and sustainment of service quality in four different organizations in the United Arab Emirates (UAE). More specifically, the paper is intended to determine the motivation to apply Six Sigma, Voice of Customer, Key Performance Indicators (KPIs), Critical-to-Quality (CTQ), readiness factors, Critical Success Factors, sustainment measures, tools and techniques used, challenges/barriers and performance impact on the company. Design/methodology/approach An exploratory research methodology with multiple case study analyses was adopted to determine the answers to the research objectives. Four case studies from different service processes of four companies were analyzed. The case studies were collated from these companies via a case study protocol with pre-defined criteria. Findings The analysis shows that service operation improvement projects are primarily dependent on the voice of the internal customer, with return on investment in savings as the KPI of the process. Most organizations prefer cycle time and errors as the CTQs in the Six Sigma projects. Even novice users can effectively apply the Six Sigma methodology with external experts’ assistance, mentoring and interventions. Across the case studies, it is observed that the projects were successfully deployed due to the support of top management leadership, effective communication and cross-functional teams. Employee resistance to change is the common barrier observed during the case study analysis. Eventually, in all the four case studies, Six Sigma is executed with standard tools and techniques within the define, measure, analyze, improve, control (DMAIC) approach. Research limitations/implications The present study’s findings cannot be generalized due to the limited number of case study analyses in different ecosystems in the UAE. The authors would like to analyse and report more case studies in service quality improvement through the Six Sigma methodology to comprehend and develop a generic roadmap for the deployment of Six Sigma in the UAE service industry. Practical implications The study’s findings provide insights into commonalities and differences between the essential factors of Six Sigma deployment and sustainability in UAE companies. Originality/value The study results might help the policymakers and key decision makers in UAE and other countries understand the effectiveness of Six Sigma in service quality improvement with its essential factors for deployment.

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Performance and service quality enhancement in a healthcare setting through lean six sigma strategy

Cited by 21 publications

References 59 publications

Mediating role of lean management on the effects of workforce management and value-added time in private hospitals

Mediating role of lean management on the effects of workforce management and value-added time in private hospitals

Perspective Chapter: A Renewed Perspective on Lean Six Sigma in Healthcare – People and Performance

Applications of six sigma for service quality enhancement in the UAE: a multiple case study analysis and lessons learned

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