Lean Six Sigma Implementation and Organizational Culture

Date

2015

Authors

Journal Title

Journal ISSN

Volume Title

Publisher

Emerald Publishing Limited

Abstract

Purpose – The purpose of this paper is to examine the relationship between four organizational cultural types defined by the Competing Values Framework and three Lean Six Sigma implementation components – management involvement, use of Lean Six Sigma methods and Lean Six Sigma infrastructure. Design/methodology/approach – The study involved surveying 446 human resource and quality managers from 223 hospitals located in Maine, New Hampshire, Vermont, Massachusetts and Rhode Island using the Organizational Culture Assessment Instrument. Findings – In total, 104 completed responses were received and analyzed using multivariate analysis of variance. Follow-up analysis of variances showed management support was significant, F(3,100)1⁄44.89, po0.01, η21⁄41.28; infrastructure was not significant, F(3,100)1⁄41.55, p1⁄40.21, η21⁄40.05; and using Lean Six Sigma methods was also not significant, F(3,100)1⁄41.34, p1⁄40.26, η2 1⁄4 0.04. Post hoc analysis identified group and development cultures having significant interactions with management support. Practical implications – The relationship between organizational culture and Lean Six Sigma in hospitals provides information on how specific cultural characteristics impact the Lean Six Sigma initiative key components. This information assists hospital staff who are considering implementing quality initiatives by providing an understanding of what cultural values correspond to effective Lean Six Sigma implementation. Originality/value – Managers understanding the quality initiative cultural underpinnings, are attentive to the culture-shared values and norm’s influence can utilize strategies to better implement Lean Six Sigma.

Description

Keywords

Six Sigma, Lean thinking, Improvement models, Organizational culture, Quality improvement, Change management

Citation

Knapp, S. (2015). Lean Six Sigma implementation and organizational culture. International Journal of Health Care Quality Assurance, 28(8), 855-863.

URI & Links

http://hdl.handle.net/20.500.12264/95
 https://doi.org/10.1108/IJHCQA-06-2015-0079

DOI

Collections

Faculty Scholarship