scholarly journals Operational Excellence: The Healthcare Management Imperative

2021 ◽  
Vol 9 (2) ◽  
pp. 19-30
Author(s):  
Sindhu Shantha Nair ◽  
Smritika S P
Keyword(s):  
Continuous Improvement ◽  
Healthcare Management ◽  
Manufacturing Industries ◽  
Positive Development ◽  
Lean Management ◽  
Technology Advancement ◽  
Leadership Support ◽  
Management Leadership ◽  
Operational Excellence ◽  
Innovative Approaches

Purpose: Operational excellence as a response to quality crises emerged in the 1980s with growing recognition. The concept that predominantly existed in manufacturing industries slowly shifted to other industries. This review addresses the concept of operational excellence for quality beyond industry specificity.Recent findings: The strive for operational excellence is on but lags in metrics and indicators. Innovative approaches are still underway. The positive development is that operational excellence is gaining more leadership attention for quality gaps.Summary: Operational excellence is not a destination but a culture of an organisation for continuous improvement, lean management, leadership support, exponential technology advancement, training and developing employees, teamwork, and collaboration with patientcenteredness as the main focus

scholarly journals Contribution of Lean Management to Excellence

2014 ◽  
Vol 1 (1) ◽  
pp. 90-98 ◽  
Author(s):  
Palmira López-Fresno
Keyword(s):  
Continuous Improvement ◽  
Process Improvement ◽  
Success Factors ◽  
Health Care Organization ◽  
Care Organization ◽  
Lean Management ◽  
Effective Implementation ◽  
Critical Success ◽  
Efqm Model ◽  
Operational Excellence

Abstract To continuously and systematically improve efficiency and efficacy of processes, organizations need the implication of all employees in continuous improvement and innovation through suitable Quality Management Programs (QMPs). Effectiveness of these programs is directly linked to the requirement employees understand the methodologies and tools used for QM and the benefits that will derivate from their implementation, individually and collectively, so they can commit and implicate. Lean Management is a friendly methodology to continuously and systematically achieve process improvement, so helping the organization seeking operational excellence that contributes to overall excellence. This paper identifies Critical Success Factors (CSFs) for an effective implementation of QMPs, suggests Lean Management as an easy-to-understand, powerful and friendly methodology for operational excellence and overall excellence, and presents a case experience of implementation of Lean Management in a health care organization that applies the EFQM model, and the lessons learnt.

Pursuit of Operational Excellence

2016 ◽  
Vol 3 (2) ◽  
pp. 21-34
Author(s):  
Christine Welch ◽  
Tammi Sinha ◽  
Nigel Ward
Keyword(s):  
Change Management ◽  
Continuous Improvement ◽  
High Performance ◽  
Effective Leadership ◽  
Value Systems ◽  
Goods And Services ◽  
Team Working ◽  
Performance Teams ◽  
Operational Excellence

Operational Excellence (OE) is achieved when high performance teams are seeking for continuous improvement in well-designed processes, using appropriate tools and technologies. Excellence is underpinned by a philosophy in which problem-solving, team-working and effective leadership combine to focus upon customer needs, and all employees are empowered to act to maintain optimal flows of value. OE is clearly a desirable quality of organizations seeking both effectiveness and efficiency in their production of goods and services for customers. OE is underpinned by concepts such as team-working, effective leadership and change management, and depends upon effective flows of value. Systems Thinking (ST) is consequently at the heart of genuine excellence. This paper was conceived in the context of a Community of Practice of business improvement professionals, who took Operational Excellence as their agenda for inquiry during sessions in 2015. Reflection upon practice discussed at these meetings, together with the literature of change management and continuous improvement, have led to development of a systemic ‘landscape' model for pursuit of Operational Excellence. The elements of this model are set out, showing how they can contribute to OE.

Does Effective Inventory Management Improve Profitability?

2016 ◽  
Vol 9 (3) ◽  
pp. 26-45 ◽  
Author(s):  
Hojung Shin ◽  
Charles C. Wood ◽  
Minjoon Jun
Keyword(s):  
Inventory Management ◽  
Manufacturing Industries ◽  
Hierarchical Regression ◽  
Inventory Level ◽  
Regression Analyses ◽  
Work In Process ◽  
Long Run ◽  
Operational Excellence ◽  
Positive Effect ◽  
Statistical Results

The present research investigates the effect of inventory performance on profitability. The objective is to find empirical evidence for the theory that operational excellence in inventory management improves profitability in the long run. To this end, the authors examine industry level longitudinal data (14 manufacturing industries at the SIC two-digit level) over the 1958-1999 period by employing a series of hierarchical regression analyses. The statistical results confirm that a lower inventory level measured as the industry inventory-to-sales ratio has a positive effect on industry profitability measured as the profit-to-sales ratio. This evidence is found significant in 9 out of the 14 U.S. manufacturing industries. This study also reveals that not all the inventories, categorized by stage of fabrication, equally contribute to improving industry profitability. For instance, the profitability of the primary and fabricated metal industries has benefited from reductions in finished goods inventories, whereas that of the petroleum and coal products industry has been affected mainly by declines in work-in-process inventories.

DAF Optimization: Production Increases Require Engineering and Automation to Achieve Operational Excellence and Continuous Improvement Goals

2013 ◽  
Vol 2013 (13) ◽  
pp. 3558-3572
Author(s):  
G. Swearingen ◽  
S. Dusenbery ◽  
C. Scott-Woodfork ◽  
M. Bradley ◽  
C. Bartz ◽  
...  
Keyword(s):  
Continuous Improvement ◽  
Operational Excellence

Is quality a strategy or an operation?

2019 ◽  
Vol 25 (7) ◽  
pp. 214-217
Author(s):  
John Stephen Toussaint ◽  
Elaine Mead
Keyword(s):  
Medical Errors ◽  
Management Practices ◽  
Healthcare Management ◽  
Management Approach ◽  
Quality Outcomes ◽  
Patient Cost ◽  
Management Philosophy ◽  
Operational Excellence ◽  
Healthcare Leaders

Traditional healthcare management needs an overhaul. Medical errors have become a norm and costs continue to escalate. A new management philosophy is emerging at a few NHS Trusts. Recent research has shown that operational excellence, the management approach described in this article, leads to improved patient cost and quality outcomes. However, it requires healthcare leaders to behave and act differently. The approach is anchored by a standardised set of management practices that all managers and leaders need to follow. The authors will describe changes leaders have made and what impact these changes have on staff, patient, and organisational outcomes.

Lean management and innovation performance

2019 ◽  
Vol 42 (2) ◽  
pp. 239-262 ◽  
Author(s):  
Ayman Bahjat Abdallah ◽  
Samer Eid Dahiyat ◽  
Yoshiki Matsui
Keyword(s):  
Factor Analysis ◽  
Continuous Improvement ◽  
Structural Equation ◽  
Innovation Performance ◽  
Incremental Innovation ◽  
Equation Modeling ◽  
Future Research ◽  
Lean Management ◽  
Manufacturing Companies ◽  
Content Type

Purpose The purpose of this paper is to explore the effects of innovation orientation (IO) on both the implementation levels of soft and hard lean management (LM), as well as innovation performance. It also aims at exploring the effects of soft and hard LM on innovation performance. Design/methodology/approach The study analyzes survey data collected as a part of a high-performance manufacturing (HPM) project from 238 international manufacturing companies in eight countries and three industries. Exploratory factor analysis and confirmatory factor analysis were applied to assess construct validity. The study hypotheses were tested using structural equation modeling. Findings The results demonstrated that innovation-oriented companies tend to adopt aspects of both soft and hard LM. However, the results revealed an insignificant effect of soft and hard LM on innovation performance. The study also showed that innovation performance is positively influenced by an IO. These results indicate that having an IO is vital for enhancing both LM as well as innovation performance. They also evidently suggest that LM is more related to continuous improvement (incremental innovation) rather than (radical) innovation and, as such, is not important for firm’s intent on enhancing their innovation performance. Practical implications The current study demonstrates that IO and LM are complementary and not contradicting strategies. The two strategies share many cultural aspects, similarities and commonalities. However, LM is not sufficient to predict innovation performance. Managers of the surveyed manufacturing firms are advised to focus on IO, as it has beneficial impacts on both LM (continuous improvement initiatives) as well as innovation performance. This clearly indicates that placing the emphasis upon radical (innovative) improvement rather than incremental improvement (LM practices) is believed to support continuous and innovative improvement alike. Originality/value The relationship between LM and innovation is debated in the existing literature, but the debate is characterized by a lack of empirical evidence. This is one of the first studies that empirically investigates the relationships between IO, LM and innovation performance. It identifies some new insights to direct future research, particularly regarding different innovation types as well as in service organizations.

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