Search results

The article intended to excavate the Lean Six Sigma (LSS) deployment challenges, Critical Success Factors (CSF), tools and techniques, and managerial implications in an Indian healthcare setting.

The article illustrates a case study established using Action Research (AR) approach. Further, the case study is based on the Define, Measure, Analyze, Improve, Control (DMAIC) phases of LSS. The performance and service quality of the Endodontics department of a dental college attached to a hospital is enhanced and sustained through the LSS strategy.

The processing time of Root Canal treatment is reduced by determining the root causes for delay and implementing sustainable solutions. The structured deployment of the LSS strategy helped the Endodontics department to reduce the processing time from an average of 116 min–84 min. Thus, the process's sigma level is enhanced from 0.06 to 4.17 and assisted in sustaining the results.

The case study's findings are based on the single AR carried out at an Endodontics department of a dental college hospital based on LSS strategies. Even though this study's results cannot be generalized, the deliverables of the case study can be used to develop the LSS roadmap for the dental colleges to enhance the service quality and safety of the patients.

The article provides step-by-step details for implementing LSS in dental college hospitals with critical analysis based on robust statistical tools and techniques. The case study provides evidence of the adoption of LSS in medical college education and provides the confidence to adopt the same through novice users. The study's findings may persuade the policymakers to add LSS in the medical education curriculum to reinforce safety and reduce errors in the healthcare system.

This qualitative study aims to explore the concept of organisational leadership in the context of Quality Management deployments across a variety of business organisations, particularly focusing on the possible relationships between leadership approaches during the implementation and sustaining phases of Quality Management.

The study is based on one-to-one semi-structured virtual interviews with leaders in the quality field.

Four themes (Customers, Leadership, Quality Culture and Sustainability of Quality) emerged from the post-interview data analysis, illustrating the critical role of Leadership in the successful deployment and sustainment of Quality Management and identifying the leadership traits that are most conducive to successful organisational deployments.

Although some of these leadership traits are described in the wider leadership literature as belonging to one or more different leadership styles, there is no existing style of leadership that comprehends all the characteristics; thus, the need for a new leadership paradigm is this paper's theoretical contribution to the literature.

The purpose of this paper is to present a case study of the implementation of Lean Six Sigma techniques through a series of student projects carried out in a hospital setting.

The five projects were carried out by teams of Masters' students taking a module on operations and quality management. The students were all staff members of the hospital. The study analysed each of the five projects under a number of headings: setting and context, approach, key success factors, benefits and lessons learnt. The projects were then examined to identify patterns among the projects.

All student projects adopted a single foundation methodology as the basis for the project, but supported this with additional techniques from the Lean Six Sigma stable. The primary methodology was Lean in the case of three projects, Six Sigma in the case of one project and mistake proofing in the case of the final project. The most commonly used supporting techniques were process mapping, seven wastes, 5S and logic tree/root cause which were each used in two of the five projects. Other techniques used were control charts, checklists and theory of constraints, which were each used by one project team. Support from top management and regular communication with stakeholders were identified as key factors for success by three of the five project teams. All of the projects, although implemented during a time period of less than three months, and by relatively novice users of Lean Six Sigma techniques, yielded practical benefit to the hospital.

This paper examines a number of Lean Six Sigma projects carried out in an Irish hospital. Students were tasked to examine and improve the efficiency and effectiveness of a clinical or/and an administrative process within the hospital. Arguably, a single module on a Master's program in healthcare leadership and organisational change is insufficient to bring about large-scale process change in a single hospital in particular, or to the Irish healthcare sector in general, but it is a start, and as these projects demonstrate it provides a set of tools, techniques and effective methods for instigating process change.

Lean Six Sigma offer a variety of methodologies and techniques for use on a process improvement project. It is vital that the project team select for use those techniques which are most appropriate to the particular context of the project. Adoption of an overall methodology (philosophy) supported by specific techniques, proved to be an effective approach.

This paper provides useful information for practitioners who are introducing the Lean Six Sigma approach into a hospital setting. The study demonstrates that relatively novice users of Lean Six Sigma can provide value to the organisation in a relatively short period of time. The paper also demonstrates that Lean Six Sigma can be used and provide benefit in a variety of settings within a hospital.