Lean and Six Sigma Methodologies in NHS Scotland: An Empirical Study and Directions for Future Research

Jiju Antony, Maneesh Kumar

Abstract


In recent years, the healthcare industry is constantly concerned to provide better quality of patient care with less waste of resources through application of continuous improvement (CI) initiatives such as Lean and Six Sigma. The purpose of this paper is to evaluate the status of Lean and Six Sigma methodologies in the National Health Service (NHS) Scotland. Data was collected using survey instrument to determine the status of these strategies within the NHS. Although the personnel of NHS do seem to have the basic skills to successfully implement Lean Six Sigma, there appears to be a failure on the part of senior management to successfully communicate the desires and needs of these powerful CI initiatives with personnel. Moreover, a lack of encouragement and motivation, resistance to change and blame culture are quite prevalent across the sector which prevents Lean and Six Sigma strategies from being utilized in a systematic manner.

Keywords


Lean; Six Sigma; Survey; NHS; Critical Success Factors; Barriers

Full Text:

PDF

References


Adams, C. W., Gupta, P., and Wilson, Jr., C. E. (2003), Six Sigma Deployment, Butterworth-Heinemann, Burlington, MA, USA

Antony, J. and Banuelas, R. (2001), “A Strategy for Survival”, Manufacturing Engineer, Vol.80, No.3, pp.119-121.

Antony, J. and Banuelas, R. (2002), “Key Ingredients for the effective implementation of Six Sigma program”, Measuring Business Excellence, Vol.6, No.4, pp. 20-27.

Antony, J., Antony, F.J., Kumar, M., Cho, B.R., (2007), “Six Sigma in Service Organisations: Benefits, Challenges and Difficulties, Common Myths, Empirical Observations and Success Factors”, International Journal of Quality and Reliability Management. Vol.24, No.3, pp.294-311

Antony, J., Kumar,M., and Labib,A., (2008), “Gearing Six Sigma into UK manufacturing SMEs”, Journal of the Operational Research Society, Vol.59, pp.482-493.

ASQ Lean Six Sigma Hospital Study Advisory Committee (2009), “Get your checkup”, Quality Progress, August, pp.44-50

Badri, M.A., Davis, D., and Davis, D., (1995), “A Study of measuring the Critical factors of Quality Management”, International Journal of Quality & Reliability Management, Vol.12, No.2, pp. 36-53.

Bisgaard, S. and De Mast, J., (2006), “After Six Sigma – what is next?”, Quality Progress, Vol. 39. No.1, pp. 30-36.

Black, S.A. and Porter, L.J., (1996), “Identification of the CSFs of TQM”, Decision Sciences, Vol.27, No.1, pp. 1-21.

Dahlgaard, J. J. and Dahlgaard-Park, S., (2006), “Lean Production, Six Sigma quality, TQM and company culture”, The TQM Magazine, Vol.18, No.3, pp.263-281.

De Souzza, L.B. and Pidd, M., (2011), “Exploring the barriers to Lean Health Care implementation”, Public Money and Management, Vol.31, No.1, pp.59-66.

DelliFraine, J.L. and Langabeer, J.R., (2010), “Assessing the Evidence of Six Sigma and Lean in the Health Care Industry”, Quality Management Health Care, Vol.19, No.3, pp.211-225.

Easterby-Smith, M., Thorpe, R. and Lowe, A., (2008), Management Research-An Introduction, 3rd ed., Sage Publication, London, UK

Feng, Q. and Manuel, C.M. (2008), “Under the Knife:a national survey of Six Sigma program in US Healthcare organisations”, International Journal of Healthcare Quality Assurance, Vol.21, No.6, pp.535-547

Fowler, F. J., (2002), Survey Research Methods, 3rd Edition, Sage Publication, London, UK

George, M. (2002), Lean Six Sigma, McGraw-Hill, NY, USA

Grove, A.L., Meredith, J.O., MacIntyre, M., Angelis J., and Neailey, K., (2010), “UK health visiting : challenges faced during lean implementation”, Leadership in Health Services, Vol.23, No.3, pp.204-218.

Hilton, R., Balla, M., and Sohal, A., (2008), “Factors critical to the success of a Six Sigma quality program in an Australian Hospital”, TQM and Business Excellence, Vol.19, No.9, pp.887-902.

Kumar, M., Antony, J., Singh, R.K., Tiwari, M.K., and Perry, D., (2006), “Implementing the Lean Six Sigma framework in an Indian SME: a case study”, Production Planning and Control, Vol17, No.4, pp.407-423.

Lindsay, C.F., Kumar, M., (2012), “How perceptions on Lean thinking affect Lean implementations and their future sustainability”, in 4th World P&OM Conference/19th International Annual EurOMA Conference, Amsterdam, 1st-5th July 2012.

McAdam, R., Antony, J., Kumar, M., Hazlett, S.A., (2011), “A critique of Six Sigma development in SMEs: An Absorptive Capacity perspective”, International Small Business Journal (Online print access- doi: 10.1177/0266242611406945)

Rockart, J.F., (1979), “Chief Executives define their own data needs”, Harvard Business Review, Vol.57, March/April, pp. 81-93.

Saunders, M., Lewis, P., Thornhill,A., (2010), Research Methods for Business Students, 5th edition, Prentice Hall, Essex, UK

Snee, R., (2010), “Lean Six Sigma – getting better all the time”, International Journal of Lean Six Sigma, Vol.1, No.1, pp. 9-29.

Timans, W., Antony, J., Ahaus, K., Solingen R.V., (2011), “Implementation of Lean Six Sigma in small- and- medium-sized manufacturing enterprises in the Netherlands”, Journal of Operations Research Society, Vol.63, pp.339-353

Yin, R.K., (2009), Case study research: design and methods, 4th Edition, Sage Publications, Los Angeles, USA

Yusof, S.M. and Aspinwall, E., (1999), “Critical success factors for TQM implementation in small and medium enterprises”, Total Quality Management, Vol.10, Nos. 4 and 5, pp. 803-809.




DOI: http://dx.doi.org/10.12776/qip.v16i2.55

Refbacks

  • There are currently no refbacks.


Copyright (c) 2012 Jiju Antony, Maneesh Kumar

ISSN 1335-1745 (print)
ISSN 1338-984X (online)
CCBY crossref cope
Covered, abstracted, indexed in:
 
Clarivate Analytics Emerging Sources Citation Index; Scopus; Google Scholar; IDEAS; EconPapers; RePEc; Cabells' Directories; Google Scholar