Six Sigma to distinguish patterns in COVID-19 approaches

Salentijn, Willem; Antony, Jiju; Douglas, Alex

doi:10.1108/tqm-11-2020-0271

Cited by 8 publications

(8 citation statements)

References 45 publications

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“…However, the lack of structured quality improvement and sustainment strategies has prevented healthcare organizations from capitalizing on opportunities and even added more challenges to the existing situation (Leite et al, 2021;McDermott et al, 2021). Healthcare leaders, policymakers, practitioners and academicians believe that reinforcing the healthcare system and continuously improving the ongoing quality practices provide the best solution to addressing both the current opportunities and the prevailing challenges (Hundal et al, 2021;Salentijn et al, 2021;Tortorella et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

Strategies for successful deployment and sustainment of Lean Six Sigma in healthcare sector in India: a multi-level perspective

Bhat¹,

Gijo

Antony

et al. 2022

TQM

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PurposeThis study aims to present Lean Six Sigma (LSS) deployment and sustainment strategies for the healthcare sector from a multi-level perspective. The objective is to present LSS implementation insights to enable policymakers, practitioners and academicians to test and develop an LSS framework for healthcare sectors.Design/methodology/approachThe strategies identified are the result of a multi-method research design involving literature review, action research (AR) and Delphi study. Further, the AR portion of the study involved more than 10 years of projects focused on the deployment of LSS in the healthcare sector.FindingsThe strategies include a holistic view from the multi-level perspective, considering the Top Management Level, Middle Management Level and Operational Level. The authors ascertained 27 strategies across the three levels of organizational structure for the effective deployment of LSS. Further, the authors present a customized LSS “pocket guide” from the healthcare perspective for quick reference.Research limitations/implicationsThe strategies delineated in this study are based on the Indian healthcare section only; thus, further research in additional geographic contexts is needed. Also, further research is necessary to provide additional empirical validation of the effects of the identified strategies on LSS program outcomes and to verify that the strategies operate at the proposed organizational levels. Future research should also focus on identifying the interrelationships between strategies within and across levels, developing a “road map” for LSS implementation in hospitals and designing the LSS curriculum for medical schools and other medical training programs.Practical implicationsObservations of this study can contribute to developing a holistic framework for successful LSS implementation in the healthcare sector for academicians, practitioners and policymakers. This, in turn, ensures an enhanced value proposition, improved quality of life and reduced healthcare operational costs. Thus, it ensures a win-win situation among all the stakeholders of the healthcare sector.Originality/valueThe strategies put forth will enable the LSS researchers, academicians and, more particularly, practitioners to delve deeper into specific enablers and safeguard the LSS deployment from backlash. The research has two significant benefits. Firstly, it enhances the understanding of LSS from the healthcare perspective. Secondly, it provides direction for future studies with specific components for hospitals’ LSS framework, which can be further tested, refined and improved.

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Section: Introductionmentioning

confidence: 99%

Strategies for successful deployment and sustainment of Lean Six Sigma in healthcare sector in India: a multi-level perspective

Bhat¹,

Gijo

Antony

et al. 2022

TQM

Self Cite

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“…e Laney p' control chart is a widely used healthcare quality monitoring that has a very large sample size [31,[52][53][54]. Ahsan et al [55] compared the performance of the Laney p' control chart with that of the conventional p control chart based on graphic visualization and average run length (ARL) criteria.…”

Section: E Laney P' Control Chartmentioning

confidence: 99%

Using the Laney p’ Control Chart for Monitoring COVID-19 Cases in Jordan

Arafeh

2022

Journal of Healthcare Engineering

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In this research, we examine the use of the Laney p’ control chart and the application of test rules to assess governmental interventions throughout the COVID-19 pandemic and understand how certain activities and events that took place affected the infection rate. Data for the infection rate (IR) were collected between October 31, 2020, and March 19, 2022. The IR was calculated by dividing the number of confirmed cases by the number of PCR (polymerase chain reaction) tests performed. The IR data were subsequently plotted on the Laney p’ control charts using the Minitab software. The charts thereby allowed us to study the effects on infection rates of the government’s moves to restrict the movements and activities of the population, as well as the results of easing these restrictions. The restrictive measures proved to be effective in decreasing the infection rate, whereas relaxing these measures had the opposite effect. Typically, test signals are considered as an indication of a change in a process, although in some situations we have observed that slight changes are not accompanied by a signal. Regardless, the analysis shows cases where using test rules rapidly detected patterns and changes in IR, and allowing remedial action to be taken without delay. In this study, we use the Laney p’ control chart to monitor the COVID-19 IR and compare its performance with that of the EWMA control chart. In addition, we analyze the performance of various test rules in detecting IR changes. Comparing the Laney p’ control chart with the EWMA control chart, the data showed that in most cases, the Laney p’ control chart was able to identify the change of IR faster. Comparing the performance of different tests in detecting changes in the IR, one can see that no particular test outperformed the others in all cases. We also recommend analyzing the data points in both single-stage and multistage analyses in accordance with this new perspective rather than the traditional one used in process improvement projects. Accordingly, the single-stage analysis gives a complete picture of how the infection rate is changing overall, whereas the multistage analysis is more sensitive to small changes.

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“…For variations between specific causes in Covid-19, the LSS project has been implemented in three different countries (Salentijn et al , 2021).…”

Section: Lean Six Sigma In Covid-19 For Crisis Managementmentioning

confidence: 99%

An integrated spherical fuzzy AHP multi-criteria method for Covid-19 crisis management in regarding lean six sigma

Demir

Turan²

2021

IJLSS

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Purpose The Covid-19 pandemic has caused disruptions in many businesses. A difficult process has been experienced for businesses caught unprepared for this situation. The purpose of the study, the difficulties experienced in the business have been mapped in terms of crisis management. Design/methodology/approach For this purpose, crisis management strategies have been discussed in terms of lean six sigma (LSS) strategies. Afterward, LSS strategies have been weighted with the spherical fuzzy analytical hierarchy process (AHP) method, which has been recently introduced to the literature (Gündogdu and Kahraman, 2020). While weighting has been done with the spherical fuzzy AHP method, three experts in the field of LSS at the master blackbelt level have been studied. Findings The Covid-19 process has caused the usual processes of businesses to change. Businesses do not have enough time to adapt their business processes in the Covid-19 process. To eliminate waste and time in the Covid-19 process, the lean methodology was used. At the same time, quality deficiencies have been tried to be eliminated with the six sigma methodology. Therefore, the six sigma methodology and lean techniques should be considered together. With LSS, the adaptation of this process has been wanted to be accelerated. In this context, the criteria in the Covid-19 process were prioritized and losses were reduced in accordance with the LSS methodology. In this study, the most important criterion during the covid-19 pandemic has been determined as “responding to the changing needs of customers” and the least important criterion has been determined as “communication with stakeholders in enterprises.” Research limitations/implications This study has been applied the Covid-19 pandemics. So, it has been evaluated related to these specific criteria. Practical implications Covid-19 crisis management was examined for the first time within the scope of the LSS methodology. The criteria in the Covid-19 process were determined by six sigma expert master black belts. For the first time, spherical fuzzy AHP, one of the multi-criteria decision methods, has been applied to the Covid-19 process. Originality/value This study has been aimed to create a roadmap to apply LSS steps in businesses against a possible second wave of the Covid-19 pandemic. In this context, it is thought that the study will fill the following gaps in the literature: Covid-19 crisis management was examined for the first time within the scope of LSS methodology. The criteria in the Covid-19 process were determined by six sigma expert master black belts. For the first time, spherical fuzzy AHP, one of the multi-criteria decision methods, has been applied to the Covid-19 process.

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Six Sigma to distinguish patterns in COVID-19 approaches

Cited by 8 publications

References 45 publications

Strategies for successful deployment and sustainment of Lean Six Sigma in healthcare sector in India: a multi-level perspective

Strategies for successful deployment and sustainment of Lean Six Sigma in healthcare sector in India: a multi-level perspective

Using the Laney p’ Control Chart for Monitoring COVID-19 Cases in Jordan

An integrated spherical fuzzy AHP multi-criteria method for Covid-19 crisis management in regarding lean six sigma

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