Continuous Improvement Journey Research Articles

Innovation, Automation and Informatics Improves Quality in Lerdsin Hospital, Thailand.

This paper describes a planned, continuous improvement journey, of a laboratory that has installed a system with a single sample touch from blood draw to result. To achieve this, physical connectivity of systems from phlebotomy through pre-analytical to the analytical phase were paired with informatics connectivity from the patient's national identity card to the hospital and laboratory informatics management systems (LIMS) and associated middleware. This allowed accurate time stamps to track turnaround time (TAT). TAT metrics were collected from the LIMS for inpatient, emergency room and outpatient samples and tests over a period of 7months. This time span incorporated the 2-month period before automation was implemented. The results for all tests and specific tests are shown and the results of an analysis of the outpatient phlebotomy workflow are given. The implemented solution has improved outpatient TAT by over 54% and has shown that samples can be collected, and results obtained without touching the sample. Improving intra-laboratory TAT is an important quality goal for all laboratories. The implementation of automation is important in achieving this albeit more about obtaining predictable TAT. Automation does not necessarily improve TAT it removes variation which leads to predictable TAT (PTAT). Automation should only be considered with a strategic vision for the future as it is important to have clear goals and objectives based on the individual laboratories process and needs. Automating a poor process leads to an automated poor process. Here, an innovative use of automation, hardware and software has resulted in marked improvement in TAT across all samples processed in the central laboratory.

Enterprise-wide diagnostic in the UK SME: focus beyond tools and techniques

The paper proposes a theoretical framework that integrates the harder aspects of enterprise-wide diagnostic methodology, that is tools and techniques, with softer issues to understand and analyze enterprise-wide issues in the UK manufacturing SME. Enterprise-wide diagnostics application that considers hard and soft practices for managing change in an SME context is less evident in the literature and practice. A case study was conducted in the selected SME and data triangulation was achieved through on-site observations, interviews, and company reports. The use of the integrated framework, influenced by Watson, led to the identification of several gaps between the three levels- enterprise, business, and operations, that were impacting on demand management and capacity planning. The paper demonstrates the benefits of conducting enterprise-wide diagnostic as a first step to enhance better integration between organizational levels and departments when embarking on continuous improvement journey.

The effect of contingencies on mutual influence among quality awards and quality initiatives

Purpose The purpose of this paper is to examine the interactive nature/mutual influence (MI) among quality initiatives (QI) and quality awards (QA) in Indian organizations subject to three contingencies, namely, QA won, QI adopted before winning a QA and QI adopted after winning a QA. Design/methodology/approach Administration of survey to collect the data were followed by validity and reliability analyses of the instrument. Hypotheses were tested by parametric/non-parametric one-sample and independent-samples tests. Findings The inferences on the effect of contingencies on the MI were inconclusive. Eight QI adopted before winning the QA, have influenced four such Indian QA. Three Indian QA have influenced four QI that were adopted after winning these QA. However, this MI is independent of specific QI adopted/QA won. Research limitations/implications The approach to test the hypotheses, small sample size and generic research questions have led to “preliminary” recommendations/inferences. Further research with larger data and advanced methods for analysis of interaction is suggested. Practical implications Based on clarity of MI, preliminary recommendations for adopting some QI before/after winning a QA were made. The way in which these recommendations can be used by experienced and fresh adopters of QI/QA and givers of QA has been outlined. Originality/value This study attempts to fill the gap of scarce holistic studies (that evaluate numerous QI and QA models) on the interactive nature of QI and the dissemination of QI into different periods of Continuous Improvement journey.

Business sustainability through employees involvement: A case study

Business sustainability is dependent on many factors but one of the most uncontrollable factor is employee's involvement and collaboration. Frequently employees are working and acting like 'androids' day-after-day, repeating the same routines with no motivation or enthusiasm, feeling that any requests would not be attended by their supervisors. The objective of this paper is to present how some simple ideas could connect and involve employees and supervisors in a continuous improvement journey in an inbound logistics area of an automotive sector company. The new ideas were implemented through an action-research methodology. Results achieved included new ideas and contributions for the problems (59 problems identified) of their sector promoting the company's financial and social sustainability.

A comparison of Korean and US continuous improvement projects

Purpose – Quality Circles and Kaizen Events have resulted in productivity and quality improvements for organizations. There is limited empirical research comparing these two approaches. This research study was designed to understand the similarities and differences in the structure and outcomes of these two popular continuous improvement approaches in Korea and the USA. The paper aims to discuss these issues. Design/methodology/approach – A logic model was used to structure a comparative analysis of Quality Circles and Kaizen Events undertaken in six different organizations in Korea and the USA. A logic model framework consisting of four areas (resources, activities, outputs and outcomes) was used to assess the key components of these six improvement projects. Data for three different comparative case study project pairs were collected. Projects were matched on both manufacturer-level and project-level characteristics. Matched projects were similar in size and type of product produced. Findings – Similarities between Quality Circles and Kaizen Events were identified in every component of the logic model. Both mechanisms were effective in driving improvements in performance and in motivating employees, even though significant differences in the project size, type, and industrial sector existed across the six different projects. Originality/value – There was no evidence to support the conclusion that one continuous improvement approach is more or less effective than the other. Both approaches produced improvements in both technical and social system outcomes. Overall, it appears based on this study, that both Quality Circles and Kaizen Events can be successfully deployed in an organization's continuous improvement journey.

Individualize, Ignite, and Inspire (I-I-I-Model) The Way To Achieve Organizational Excellence……

Organizational Excellence is an aspect , which cannot be measured by tangible numbers in any Organization. All that gets measured is the efficiency and effectiveness of the various activities that the Organizations execute & perform day-in and day-out. But truth lies in the fact that measurement systems can bring the Business results and make organization as the leader in the respective industry. An Excellent Organization has to strive beyond the Business Excellence. All the very exciting components called Best place to work, Place of positive social change and uplifting the human spirit and the influence all these elements should be felt for many generations. Organizational Excellence is continuous improvement journey .A comprehensive and effective way for the organizations to excel beyond Business, Business for life time is to Individualize, Inspire and Ignite -The I-I-I- model of Organizational Excellence!

The pursuit of excellence is not optional in the voluntary sector, it is essential.

This paper outlines the continuous improvement journey of a voluntary organisation. The significant level of organisational growth and improving quality of services described is clearly linked to the organisation's commitment to improvement. One of the approaches used in adopting a total quality culture was the EFQM model, specifically interpreted for the voluntary sector. Until recently such an approach would have been considered alien to the sector, not least because of its origins in the business community. This article contradicts this assumption. Issues addressed include how the improvement process is driven, the use of performance measurement, external verification and the difficulties in accessing sector appropriate benchmark data. It is suggested that the pursuit of excellence is no longer optional for the voluntary sector, it is essential.