Building sustainable internal capacity for quality within a healthcare environment

Abstract

Purpose

The purpose of this paper is to discuss how using an experiential Lean Six Sigma training model will dramatically decrease the amount of time it takes to become competent and capable at applying process improvement within a healthcare environment. The model was first put into use in 2006 and has evolved and been evaluated to its current state.

Design/methodology/approach

Typical Lean approaches use a Kaizen methodology that is dependent on a skilled facilitator entering the organization and leading a team of process content experts from the organization through the change process. It is costly to hire such facilitators and does not build sustainable capacity within the organization or the internal knowledge to apply the Kaizen approach to the many varying sizes and complexities of improvements within the healthcare arena. The root of the problem is compounded by many factors including cost, urgency, political pressure, and inconsistency in the Lean Six Sigma body of knowledge. The principles behind the Kaizen methodology are fundamentally sound but the difference in the approach of this training model lies in who is doing the educating and application rather than changing the Lean Six Sigma body of knowledge.

Findings

The first finding is that more people are capable of almost instantly leading change, given the right model, than organizations may be aware of. The second is the paradigm that an expert has to “live at least 500 miles away” simply meaning that people working within their current system are rarely seen as capable to solve the organization's problems. The third is that any organization can easily have a complete infrastructure in place within a week and their staff leading improvements within two weeks. The organization can be at a level of self‐sustaining internal capacity within four months of starting their Lean Six Sigma journey.

Originality/value

The paper consequently focuses on value created for the organization, by the organization, with minimal support of an external consultant.

Citation

Schattenkirk, D. (2012), "Building sustainable internal capacity for quality within a healthcare environment", The TQM Journal, Vol. 24 No. 4, pp. 374-382. https://doi.org/10.1108/17542731211247391