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The purpose of this study is to benchmark the use of process improvement techniques among US health care organizations that won the Malcolm Baldrige National Quality Award.

The applications from 13 Baldrige award winning health care organizations were researched to determine which process improvement techniques were used most frequently to guide their operations.

The results from this study identify several best practices in process improvement techniques. Furthermore, the study pinpoints in which aspect of performance that a process improvement technique is most likely to be used.

Only applications from organizations winning the Baldrige award have been studied. The identity and application for organizations that do not win the award are not released to the public. Statistical analysis of the data is limited to the relatively small number (13) of award winners.

The results clearly show that there are certain process improvement techniques used by a majority of the Baldrige winners. It is not possible to guarantee that the use of these same techniques by other health care organizations will result in performance improvement, only that the winners used the techniques and have achieved a high level of performance. The results identify processes for further benchmarking studies.

The process improvement techniques identified in this study have been used by successful health care organizations. This information may be useful to other health care organizations when deciding on which process improvement techniques to pursue in order to improve their own performance. While the Baldrige award process has driven benchmarking efforts, this study uses the Baldrige process to identify benchmarking opportunities for process improvement in health care organizations.

This paper empirically examines the implementation pattern of different types of lean management (LM) techniques on the shop-floor. Based on the socio-technical systems framework, LM techniques are classified as social improvement tools and technical process standardization and stability practices. This categorization facilitates investigating their implementation relationship in a complex production system.

Based on the survey data from managers of the three major US auto-manufacturers and their suppliers (n = 137), measurement scales are developed using confirmatory factor analysis for the LM process improvement, stability, and standardization constructs. Hypotheses are tested by applying the Sobel test technique for mediating regression.

Statistical results confirm the mediation role of LM improvement tools between standardization and stability goal practices, indicating that technical process-oriented practices are not directly related and that their association is impacted by the corresponding implementation of social tools on the shop-floor.

The results indicate that LM practices should not be randomly implemented on the shop-floor but rather adopted and executed based on a systematic pattern. In LM systems, the implementation of process stability, standardization, and improvement practices on the shop-floor are more tightly integrated than traditionally assumed.

This study establishes a new categorization of specific LM tools based on social and technical characteristics. The conclusions highlight the importance of adopting a social emphasize of continuous improvement to establish a technical focus of process standardization and stability for LM implementation success.

Business process re‐engineering (BPR) is certainly one of the latest buzzwords and is the subject of great interest and also great controversy. Organizations need to shake themselves out of complacency to close competitive gaps and achieve superior performance standards ‐ the reason why many have embarked on huge BPR projects. In view of the high risks associated with radical change, there are, however, many problems associated with BPR. For some BPR is going off the rails before it is properly understood, and many BPR exercises are not delivering the goods. Sometimes, organizations are expecting “quick fixes”, thus displaying their lack of understanding of a complex system. It is unreasonable to expect quick results when so much change is involved, especially when these business processes involve not only machines, but also people. Many believe, such as Mumford, that the management of change is the largest task in re‐engineering. Many people perceive re‐engineering as a threat to both their methods and their jobs. Owing to this recognition, many authors concentrate on the need to take account of the human side of re‐engineering, in particular the management of organizational change.

World Health Organizations (WHO) (2023) states that governments and employers have a responsibility to uphold that right by providing work that simultaneously prevents workers from experiencing excessive stress and mental health risks. The business environment continues to produce a lot of stress on workers, which includes internal pressures to achieve results and employees suffer the consequences. Some companies have turned to mindfulness as a technique that helps mitigate these consequences and have joined Kaizen as a process improvement technique in the work environment. Therefore, this study has a research purpose: “to comprehend the possible linkage between Kaizen philosophy from an individual perspective, with Mindfulness ZEN Buddhism technique to understand the individual benefit (well-being) of each employee in organizations.” The answer to this represents the research gap in this article. The research questions governing this study are as follows: RQ1: Does Mindfulness is used as Kaizen technique of personal-individual improvement in 21st-century organizations? RQ2: What elements and characteristics of Kaizen and mindfulness can be found working together? And RQ3: Which qualitative impact of mindfulness and Kaizen in the workplace outcome (well-being, performance of the job (process)) and relationships with other employees)?

This research used a qualitative approach due to the recent phenomenon studied. In a certain way, it was used a mixed-method (combination of qualitative data – web search secondary data analysis and qualitative research-Convergence Model). First, it was done an intensive web search with the aim to identify companies' corporate mindfulness programs, along with companies which have applied mindfulness and Kaizen programs. It was identified a group of big companies with global and international presence (“famous” for their products and services) in diverse industrial and service sectors, country of origin and business locations; with the purpose of getting a holistic vision of all organizations which have practice Kaizen and mindfulness. Therefore, this study explored secondary data related to both practices, analyzing reports or briefings published in management magazines and official WEB pages and/or business magazines.

As a result of the triangulation of the data with its secondary data convergence model and qualitative research, a theoretical framework was reached that shows the benefits of the two combined twin techniques of Kaizen and mindfulness. The worker experiences a path that goes from concentrating on the execution of their processes, following their operating standards (Standardize, Do, Check, Act [SDCA] cycle), going through the evolution to continuous improvement or Plan-Do-Check-Act (PDCA) cycle, experiencing work with concentration-awareness and reducing your daily stress, maintaining high sensitivity to the work process and your environment and finally, discovering an essential life purpose. Finally, worker experiences benefit when there is wide application of both with the SDCA and PDCA cycles such as high motivation, constant learning from your mistakes, day-to-day learning and the Munen Musso (not using the mind).

The main limitation is the qualitative methodological bias and secondary data research. In addition, to have a theoretical sample. However, the richness of the data helps to overcome this limitation. On the other hand, the qualitative research interviews are for a certain geographical area, therefore, the results cannot be generalized.

The results of this research can shed light on operations managers in the use of techniques for continuous improvement and improvement of people's quality of life, such as mindfulness. In Mexico, they are beginning to be used jointly (twin techniques) to comply with Regulation 035 of psychosocial risk, the researchers are sure that in other countries it will be used in the same way to comply with regulations. However, the research findings show the benefits that can be provided to workers in organizations by applying Kaizen and Mindfulness together.

To the best of the authors’ knowledge, according to the literature review, this is the first article that explores the relationship between Kaizen and Mindfulness as twin techniques that help improve the individual quality of life of employees in organizations.

Outlines the main findings of a longitudinal study into the use and application of quality management tools and techniques in a speciality chemicals manufacturer. Finds that the use of a particular tool or technique is related to the stage of development of the organization’s improvement process and, in the early phase of the improvement process, tools and techniques were used in a haphazard manner, which improved with operating experience. Points out that those tools and techniques which were introduced in relation to a defined need were better understood and utilized than those which were applied company‐wide and without a specific use in mind at the time of the training. Highlights the fact that soundly based training delivered by credible trainers is vital to early success in the use of tools and techniques.

Business improvement initiatives have benefit for both an organisation’s operational effectiveness and its knowledge acquisition capabilities. These have a synergistic effect upon the ability to gain and maintain competitive advantage. Among the multitude of approaches that can be adopted process mapping (PMapping) is widely used. The purpose of this paper is to examine the utilisation of PMapping for undertaking business process improvement and the resultant acquisition of knowledge among those that are involved in its performance and the subsequent use of process maps (PMaps).

Adopting the notion of " knowledge as knowing " and Activity Theory as the research framework, a four-year Participatory Action Research study of three organisations was conducted. Data were gathered through cyclically developed semi-structured interviews, on-site observation and instantaneously sampled field notes.

It finds that PMapping is a useful technique for conducting business process improvements and acquiring knowledge of organisations and their people. It also finds that PMaps are useful knowledge repositories that have value beyond aiding the development of improved business processes. Socialisation is a key determinant of knowledge coproduction and transfer. This study finds that it occurs in formal and informal modes between individuals engaged in PMapping.

The choice of PMapping technique may have significant influence upon the knowledge that is acquired by individuals and organisations during business process improvement initiatives. Future research should explore the relationship between PMapping methods, their knowledge-generative potential and the usability of the resultant PMaps.

Organisations undertaking business process improvement initiatives should take account of those factors that mediate its undertaking and its knowledge-generative potential. The objectives of improvement initiatives and of specific activities such as PMapping need to be carefully considered. Changes in objectives need clear communication and justification, and the purpose and benefit of such changes must be weighed against the potential detrimental effect that they may have upon the workforce. Inconsiderate goals setting and changing can lead to individuals coming under significant psychological and sociological pressures.

This research furthers the understanding of knowledge acquisition and business process improvement in non-manufacturing environments. It identifies the challenges involved in adopting PMapping as a business improvement tool. It also provides insight into the use of the tool as a technique for fostering knowledge acquisition in individuals.

The purpose of this paper is to enhance the understanding of the application of process improvement techniques (PITs) in the business process outsourcing (BPO) process. The paper focuses on how PITs impact the BPO process, and identifies a number of key enablers of applying PITs in the BPO process.

The paper employs a case study approach. In-depth case study analysis of a number of organisations that have employed a number of PITs in BPO is carried out.

The findings support current literature that highlights the importance of formal contracting, relational contracting, and vendor capabilities for applying PITs in BPO. However, the findings also highlight the importance of additional factors, not widely considered in the current literature. The client must possess internal capabilities in PITs and change management to ensure process improvement occurs. Moreover, the findings here have shown that the client must invest in and develop the resources that enhance its capability to employ PITs in BPO.

The findings highlight the importance and relevance of process improvement to BPO, and identify a number of important issues for further research in order to bridge the gap between these two complementary areas.

Business process re‐engineering (BPR) is the latest addition to the armoury of management techniques available. BPR purports to produce quantum improvements in performance by radically redesigning organizational processes. There is, however, some confusion as to what exactly constitutes BPR and how, if at all, BPR should be integrated with other approaches such as total quality management (TQM) and benchmarking. Uses a survey of 65 organizations from different industrial sectors to examine the industry understanding and use of BPR, and its integration with other management techniques.

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.

A structured approach to process improvement is described in the context of the human resources division of a UK police force. The approach combines a number of established techniques of process improvement such as the balanced scorecard and process mapping with a scoring system developed to prioritise processes for improvement. The methodology described presents one way of ensuring the correct processes are identified and redesigned at an operational level in such a way as to support the organisation's strategic aims. In addition, a performance measurement system is utilised to attempt to ensure that the changes implemented do actually achieve the desired effect over time. The case demonstrates the need to choose and in some cases develop in‐house tools and techniques dependent on the context of the process improvement effort.