What drives continuous improvement project success in healthcare?

2017 ◽  
Vol 30 (1) ◽  
pp. 43-57 ◽  
Author(s):  
Paul Stelson ◽  
Joshua Hille ◽  
Chinweike Eseonu ◽  
Toni Doolen
Keyword(s):  
Continuous Improvement ◽  
Affective Commitment ◽  
Project Success ◽  
Healthcare Organizations ◽  
Change Initiatives ◽  
Improvement Project ◽  
Content Type ◽  
Kaizen Events ◽  
Sustainability Theory ◽  
Survey Responses

Purpose The purpose of this paper is to present findings from a study of factors that affect continuous improvement (CI) project success in hospitals. Design/methodology/approach Quantitative regression analysis was performed on Likert scale survey responses. Qualitative thematic analysis was performed on open-ended survey responses and written reports on CI projects. Findings The paper identifies managerial and employee factors that affect project success. These factors include managerial support, communication, and affective commitment. Affective commitment is the extent to which employees perceive the change as being needed or necessary. Practical implications The results highlight how managerial decisions, approaches to communication – including communication before, during and after CI projects affect project success. The results also show that success depends on the way employees perceive proposed changes. This suggests the need for a more individualized approach to CI, lean, and broader change initiatives. Originality/value This research is the first to fuse project success and sustainability theory to CI projects, beyond Kaizen events, in healthcare environments. The research is particularly important at a time when healthcare organizations are required to make rapid changes with limited resources as they work toward outcome-based assessment and reimbursement rules.

Medical commitment to Lean: an inductive model development

2018 ◽  
Vol 31 (3) ◽  
pp. 326-342 ◽  
Author(s):  
Pierre-Luc Fournier ◽  
Marie-Hélène Jobin
Keyword(s):  
Conceptual Model ◽  
Model Development ◽  
Academic Research ◽  
Public Healthcare ◽  
Healthcare Organizations ◽  
Behavioral Support ◽  
Change Initiatives ◽  
Lean Implementation ◽  
Content Type ◽  
Inductive Research

Purpose The purpose of this paper is to study the factors influencing doctors’ involvement in Lean change initiatives in public healthcare organizations in Canada. Design/methodology/approach An inductive research was conducted over a three-year span studying Lean implementation across three healthcare organizations in Canada. Various interviews were conducted with healthcare actors. Through analytical induction, analysis of the data allowed for multiple factors to be triangulated from which a conceptual model was developed. Findings Fifty-four interviews with 18 Lean healthcare actors allowed for the identification of ten factors possibly influencing the commitment of doctors towards Lean change. These factors are categorized into pre-change antecedents and change antecedents. Also, the level of transformational leadership demonstrated by a project manager was shown to potentially moderate the effect of medical behavioral support for change on change outcomes. These findings allowed us to develop a conceptual model of medical commitment and its impact of Lean change outcomes. Originality/value The paper investigates the role doctors play in Lean implementation, currently an important issue discussed among healthcare actors and researchers. Yet, very little academic research has been published on this subject.

How does leader communication style promote employees’ commitment at times of change?

2016 ◽  
Vol 29 (2) ◽  
pp. 242-262 ◽  
Author(s):  
Wenhao Luo ◽  
Lynda Jiwen Song ◽  
Diether R Gebert ◽  
Kai Zhang ◽  
Yunxia Feng
Keyword(s):  
Affective Commitment ◽  
Communication Style ◽  
Change Initiatives ◽  
Commitment To Change ◽  
Content Type ◽  
Five Dimensions ◽  
Implementing Change ◽  
Change Projects ◽  
Leader Communication ◽  
Reality Orientation

Purpose – The purpose of this paper is to explore the structure of leader communication style in the context of organizational change. In doing so, the authors intend to shed more light on how leaders can effectively communicate change projects to their subordinates, which is viewed as the key to implementing change initiatives. Design/methodology/approach – This paper builds an integrated conceptual model for understanding leader’s communication style and subordinates’ commitment to change. By analyzing subordinates’ different fears of change, the paper further proposes a multidimensional structure of leader communication style in the context of change. The authors then develop a scale to measure these different dimensions and test the relationship between the proposed communication style and subordinates’ affective commitment to change. Findings – Leader communication style in the context of change is found to be composed of five dimensions: hope orientation, reality orientation, subordinate orientation, support orientation, and enforcement orientation. A cross-level field study of 31 teams and 194 members shows that hope orientation, subordinate orientation, and support orientation are positively associated with subordinates’ affective commitment to change. Originality/value – This paper identifies a new structure of leader communication style that will lead to a richer understanding of how leaders communicate to their subordinates in the context of change. It also contributes to the leadership literature by implying effective ways of communicating change projects.

Continuous improvement project within Kaizen: critical success factors in hospitals

2018 ◽  
Vol 30 (4) ◽  
pp. 335-355 ◽  
Author(s):  
Fernando Gonzalez-Aleu ◽  
Eileen M. Van Aken ◽  
Jennifer Cross ◽  
Wiljeana J. Glover
Keyword(s):  
Continuous Improvement ◽  
Six Sigma ◽  
Critical Success Factors ◽  
Success Factors ◽  
Future Research ◽  
Improvement Project ◽  
Content Type ◽  
Critical Success ◽  
The Impact ◽  
Level Of Importance

Purpose Evidence suggests that hospitals are having problems achieving continuous improvement project (CIP) goals or sustaining their results. Therefore, the purpose of this paper is to identify those critical success factors (CSFs) most strongly related to CIP success in hospitals (Lean-Kaizen project, Lean Six Sigma project, Six Sigma projects, and Quality Improvement projects). Design/methodology/approach A retrospective survey was applied to any CIP leaders/facilitators from hospitals that conducted at least one CIP during the last two years. Findings Three main findings were obtained from the 116 valid responses. First, the level of importance of 47 out of 53 CSFs to achieve CIPs success in hospitals was assessed as very important or higher (4 or higher on a six-point scale). Second, there are important differences between the CSFs to achieve CIP success in hospitals in this research and previous investigations. Third, the type of CIP affects the level of importance of 16 out of 53 CSFs to achieve CIP success in hospitals. Originality/value Practitioners involved with CIPs activities in hospitals could use the knowledge extracted from this investigation to improve the impact of their CIPs. Future research should continue in two lines: test if the 53 CSFs for CIPs measure a unique factor and identify the main relationships or paths between CSFs for CIPs and CIP outcomes.

scholarly journals Increasing service quality at a university: a continuous improvement project

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Fernando Gonzalez Aleu ◽  
Edgar Marco Aurelio Granda Gutierrez ◽  
Jose Arturo Garza-Reyes ◽  
Juan Baldemar Garza Villegas ◽  
Jesus Vazquez Hernandez
Keyword(s):  
Student Satisfaction ◽  
Continuous Improvement ◽  
Master's Degree ◽  
Research Work ◽  
Data Availability ◽  
Improvement Project ◽  
Content Type ◽  
Student Loyalty ◽  
Master's Degree Students ◽  
Master’S Degree

Purpose The purpose of this paper is to evaluate a continuous improvement project (CIP) at a Mexican university designed to increase engineering graduate student loyalty. Design/methodology/approach A plan-do-check-act problem-solving methodology was implemented, and a SERVQUAL survey was conducted on 67 master’s engineering students. Findings Five factors were found to affect student loyalty: facility cleanliness; faculty teaching skills; evening student services; master’s degree student management roles at work; and master’s degree students’ ages. After the implementation of the improvement and control actions, there was a 7.7% increase in the engineering master’s degree students’ loyalty scores. Research limitations/implications However, there were several research limitations: data availability (such as student loyalty, student satisfaction and a small master’s degree student population size) and factors outside the CIP’s scope (such as the country’s economic situation, university rankings, master’s programme accreditations and COVID-19). Practical implications The findings from this research study could be used by other higher education institutions (HEIs)to improve student loyalty and as a reference when conducting similar studies in other service organisations such as hospitals and hotels. Originality/value This research work took a different approach in assessing student satisfaction and student loyalty in a HEI by using the SERVQUAL survey as the data collection instrument for conducting CIP.

Employee development’s role in organizational commitment: a preliminary investigation comparing generation X and millennial employees

2019 ◽  
Vol 51 (1) ◽  
pp. 1-12 ◽  
Author(s):  
Sharon Glazer ◽  
Adam C. Mahoney ◽  
Yari Randall
Keyword(s):  
Professional Development ◽  
Organizational Commitment ◽  
Generation X ◽  
Affective Commitment ◽  
Preliminary Investigation ◽  
Continuance Commitment ◽  
Content Type ◽  
Research Findings ◽  
Potential Factors ◽  
Survey Responses

Purpose Seasoned workers often complain that their Millennial colleagues lack organizational commitment (OC). Research findings, however, are mixed. Furthermore, research suggests that employee professional development increases job satisfaction and reduces turnover. Still, few studies have examined if professional development increases commitment, particularly among Millennials. This paper aims to discuss these issues. Design/methodology/approach This study compared survey responses, gathered through social media, of Generation X (GenX) and Millennial employees on the relationship between employee development (ED) and OC. Findings Millennials (vs GenXers) reported significantly lower levels of continuance commitment, but no differences on normative and affective commitment. GenXers reported more affective and normative commitment than Millennials when having ED opportunities. Practical implications ED opportunities may not be similarly impactful on OC across generational cohorts. It might stimulate commitment amongst GenXers, but not Millennials. Social implications Findings also suggest that ED programs may be a normalized fixture in organizations today and that Millennials may take ED opportunities for granted. Originality/value This study is the first to identify potential factors influencing differences between GenXers and Millennials on OC. More research is needed to identify approaches to increasing Millenials’ commitment if managers want to keep their best employees or to ensure training and development is impactful.

Resistance to change: an empirical investigation of its antecedents

2018 ◽  
Vol 31 (2) ◽  
pp. 426-450 ◽  
Author(s):  
Vasiliki Amarantou ◽  
Stergiani Kazakopoulou ◽  
Dimitrios Chatzoudes ◽  
Prodromos Chatzoglou
Keyword(s):  
Resistance To Change ◽  
Mediating Effect ◽  
Primary Data ◽  
Healthcare Organizations ◽  
Change Initiatives ◽  
Related Factors ◽  
Content Type ◽  
Factors Affecting ◽  
Wide Range ◽  
The Impact

Purpose Resistance to change (RtC) is widely recognized as the main reason of failure, when it comes to change initiatives. Despite its importance, there is still a rather limited knowledge concerning the factors that trigger this behavior at the workplace. The purpose of this paper is to identify the factors affecting RtC in healthcare organizations (namely, hospitals) and specifically, in emergency departments (EDs). Design/methodology/approach An original conceptual framework (research model) has been developed and empirically tested using primary data collected from EDs of six Greek hospitals. In total, the actual sample incorporates the responses of 158 ED health professionals who completed a structured questionnaire. Findings The findings verified the initial assumption that “disposition towards change (DtC),” “anticipated impact of change (AIC)” and “attitude towards change (AtC)” mediate the impact of various personal and behavioral characteristics on “RtC.” The results suggested that “RtC” is (indirectly) influenced by four main factors (“employee-management relationship,” “personality traits,” “employee participation in the decision-making process” and “job security”). Originality/value This study investigates how several factors affect, both directly or indirectly, employee reactions toward “RtC.” It also examines the mediating effect of three factors (“DtC,” “AtC,” “AIC”) that capture three different dimensions of individual evaluation toward change, something that goes beyond previous work. In addition, the present study examines a wide range of antecedents of RtC, including both personality-related and job-related factors.

A comparison of Korean and US continuous improvement projects

2014 ◽  
Vol 63 (4) ◽  
pp. 384-405 ◽  
Author(s):  
Hyun Woong Jin ◽  
Toni L. Doolen
Keyword(s):  
Continuous Improvement ◽  
Industrial Sector ◽  
Logic Model ◽  
Comparative Case Study ◽  
Quality Circles ◽  
Model Framework ◽  
Content Type ◽  
Kaizen Events ◽  
The Usa ◽  
Size Type

Purpose – Quality Circles and Kaizen Events have resulted in productivity and quality improvements for organizations. There is limited empirical research comparing these two approaches. This research study was designed to understand the similarities and differences in the structure and outcomes of these two popular continuous improvement approaches in Korea and the USA. The paper aims to discuss these issues. Design/methodology/approach – A logic model was used to structure a comparative analysis of Quality Circles and Kaizen Events undertaken in six different organizations in Korea and the USA. A logic model framework consisting of four areas (resources, activities, outputs and outcomes) was used to assess the key components of these six improvement projects. Data for three different comparative case study project pairs were collected. Projects were matched on both manufacturer-level and project-level characteristics. Matched projects were similar in size and type of product produced. Findings – Similarities between Quality Circles and Kaizen Events were identified in every component of the logic model. Both mechanisms were effective in driving improvements in performance and in motivating employees, even though significant differences in the project size, type, and industrial sector existed across the six different projects. Originality/value – There was no evidence to support the conclusion that one continuous improvement approach is more or less effective than the other. Both approaches produced improvements in both technical and social system outcomes. Overall, it appears based on this study, that both Quality Circles and Kaizen Events can be successfully deployed in an organization's continuous improvement journey.

Sustainable development through commitment to organizational change: the implications of organizational culture and individual readiness for change

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anja Hagen Olafsen ◽  
Etty R. Nilsen ◽  
Stian Smedsrud ◽  
Denisa Kamaric
Keyword(s):  
Organizational Culture ◽  
Organizational Change ◽  
Affective Commitment ◽  
Readiness For Change ◽  
Change Initiatives ◽  
Commitment To Change ◽  
Content Type ◽  
Change Commitment ◽  
Nuanced Understanding ◽  
Organizational Issue

Purpose Future organizations must focus on their ability to change to be sustainable, and this calls more attention to sustainability as an organizational issue. However, change initiatives often fail because of a lack of employee commitment. The purpose of this study is to examine how organizational culture and individual readiness for change (IRFC) relate to types of commitment to change. Design/methodology/approach Survey data from a sample of 259 employees in a Norwegian public organization undergoing major strategic changes were used to test the hypothesized relations. Findings The results show that flexible and stable organizational cultures did not relate differently to types of change commitment. This may indicate that the strength, rather than the type, of organizational culture is vital for change commitment. Nevertheless, a flexible organizational culture had a clearer relation to positive change commitment; in part through its positive relation with both change self-efficacy and negative personal valence. These are important dimensions of IRFC. Originality/value The study contributes to a nuanced understanding of the role of contextual and individual factors in explaining various types of commitment to organizational change, in particular, by examining the distinction between flexible and stable organizational culture, as well as separate dimensions of IRFC. A flexible culture together with both of the included dimensions of IRFC is shown to be of importance in fostering affective commitment to change – the gold standard of change commitment. Recognizing sustainability as an organizational issue underscores the need for creating a culture conducive to change.

scholarly journals The Lean Six Sigma Algorithm—A Pathway for Decreasing the Continuous Improvement Projects Failure Rate

Proceedings ◽  
2020 ◽  
Vol 63 (1) ◽  
pp. 47
Author(s):  
Karam Al-Akel ◽  
Liviu-Onoriu Marian
Keyword(s):  
Failure Rate ◽  
Continuous Improvement ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Manufacturing Processes ◽  
Timely Manner ◽  
Improvement Project ◽  
Project Failures ◽  
Specific Order ◽  
Selection Of

Even if Lean and Six Sigma tools are available for large audiences, many of the continuous improvement projects fail due to the lack of a pathway that ensures appropriate results in a timely manner. We would like to address this universal issue by generating, testing and validating an algorithm that improves manufacturing processes in a controlled manner. With a selection of the most valuable set of tools and concepts implemented in a specific order, a guideline for successful project implementation is proposed. Decreasing the overall number of continuous improvement project failures is the main scope of our algorithm and suggested methodology.

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