The paper "Barriers to Successful Implementation of Lean Six Sigma in Healthcare Institutions" is an outstanding example of a management literature review. This literature review is going to make an analytical discussion of the obstacles faced while implementing lean-six-sigma (LSS) in healthcare institutions. At a glance, lean-six-sigma is adopted from two techniques namely lean and the Six Sigma. Lean originates from Toyota automotive company in Japan (Radnor, 2009, p2). Lean is a term that defines the use of techniques or rather tools in an attempt to alter the culture in an institution or organization by implementing excellent operations or systems improvement that ensure waste is minimized, the flow of processes is also streamlined, and the biggest focus is on the consumers that are, the customers and their satisfaction.
Basically, lean is based on five principles namely; identification of consumer wants and needs; elimination of useless elements in the value stream of each item or product; adopting best cultural practices that allow continuous smooth flow; work must go through each stage of production, and finally, focus on perfecting the value chain to eliminate unnecessary steps that consume time.
The defects-free policy is a key concern that is identified as lean management (TMD friction, 2011, p1). In addition, the lean process has three stages: the stage of acceptance. The second stage is the technical stage. Finally, the sustainment stage follows; where the culture has been built, but, constant review and reminding is required (Plenert, 2007 p. 15). Cross-functional management is employed through the utilization of teams in a flat hierarchy of supervising managers (Jackson, 1996, p. 153). On the other hand, General Electric and Motorola companies were the two major originators of the Six Sigma (Laureani, 2012 p2).
This technique seeks to minimize costs incurred by institutions/organizations, and it enhances consumer satisfaction by eliminating defects through applying management tools and statistical techniques to foster improvement (Radnor, 2009 p1). It relies on DMAIC methodology (define, measure, analyze, improve, and control) (Radnor, 2009 p1). Six Sigma is driven by a team whose structure is clear, and each team member has a defined role as follows; executive; sponsors a project, and commits finances. Master Black belt; is in charge of coaching and training.
Back belt; he is the leader of the improvement project. Green Belt; Is in charge of supporting and running the projects. Finally, the champion; is in charge of supporting the project and makes sure that improvements made become concrete (Radnor, 2009 p2).
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