ARTICLE REVIEW

Learning During Design for Six Sigma Projects—A Preliminary Investigation in Behavioral Healthcare

Jamison V. Kovach, University of Houston Lawrence D. Fredendall, Clemson University

Engineering Management Journal Vol. 27 No. 3 September 2015

Dosen : Prof. Syamsir Abduh MM. Ph.D

Disusun oleh : Yosephina Endang Purba

Trisakti Internasional Business School

About• Penelitian ini mengeksplorasi bagaimana penggunaan

Desain For Six Sigma yang dihasilkan dari pembelajaran individual di antara anggota tim seiring dengan usaha mereka untuk meningkatkan performa organisasi dengan design / redesign proses operasi.

• Praktisi dalam behavioral/ mental healthcare secara berkala mengembangkan usaha untuk meningkatkan consumer (patient) care , dimana kualitas mereka cenderung teringgal dari general, physical healthcare. Dalam upaya untuk mengurangi stigma sering dikaitkan dengan didiagnosis dengan penyakit mental, bidang kesehatan perilaku , yang mengacu pada pasien sebagai konsumen

About (cont)• Dalam penelitian ini tim karyawan menggunakan Desain

untuk Six Sigma (DFSS) metodologi, yang merupakan pendekatan terstruktur untuk membangun kualitas ke dalam desain produk dan jasa (El-Haik & Roy, 2005), desain atau proses desain ulang dalam organisasi mereka

Study Participant• Survey dilakukan terhadap 2 institusi yaitu :Team 1 : Wesley Spectrum Services and Allegheny HealthChoiche Inc. dan Team 2: Mental Health Centre of Denver

Methodology• The researchers analyzed the journal entries through three

rounds of coding using inductive, grounded-theory, qualitative methods (Corbin & Strauss, 2008)

• Penelitian ini menggunakan kolaborasi pembelajaran untuk pelatih, dan mentor anggota tim di fasilitas kesehatan perilaku / mental melalui proyek DFSS dan bagaimana data dikumpulkan seluruh proyek-proyek ini dalam bentuk deskripsi tertulis anggota tim 'tentang pembelajaran mereka.

Literature Review• Mukherjee et al. (1998) found that both operational and

conceptual learning lead to the successful execution of total quality management projects. Six Sigma problem solving methods were found to directly influence learning behaviors (Choo et al., 2007) as con- ceptualized by Edmondson (1999). Also, Anand, Ward, and Tatikonda (2010) found that the use of both explicit and tacit knowledge-creation practices positively influenced the success of Six Sigma projects.

• The U.S. healthcare system increasingly seeks to improve the quality of care (Berwick, Calkins, McCannon, & Hackbarth, 2006; Corrigan, Donaldson, Kohn, Maguire, & Pike, 2001).

Literature Review (cont)• While there is no standard framework to guide the use of

the DFSS methodology (Watson & DeYong, 2010), Yang (2005) suggests that the Define, Measure, Analyze, Design, and Verify (DMADV) approach is appropriate to use when designing service processes.

• Traditionally, healthcare practitioners have used improvement approaches, such as Plan–Do–Study–Act (PDSA), which Deming (1986) generally referred to as a “learning cycle.” More recently, however, many have started using other approaches, such as the (Lean) Six Sigma methodology, which is a structured approach for improving existing processes and routines (Schroe- der, Linderman, Liedtke, & Choo, 2008).

Pro Argument• Ding (2014) studied how hospitals learned to reduce costs

while delivering quality of care and found a curvilinear relationship between productive efficiency and cumulative experience. Edmonson et al. (2001) examined how new routines were devel- oped when innovative technologies are implemented in health- care and found that team learning processes influence implementation success.

• Reagans et al. (2005) examined the practices of surgical teams and found that individual learning contributed to team learning and performance.

Contra Argument• DelliFraine, Langabeer, and Nembhard’s (2010) review of 34

articles about Six Sigma adoption in hospitals did not provide enough empiri- cal evidence to conclude that Six Sigma is an effective improve- ment intervention in healthcare, other studies have examined learning in the context of healthcare settings.

Question and Category/ Theme

• What did they learn ?• How did they learn?• What were the facilitators?• What were the barriers?• How did they deal with issues?

All the answer were categorized, summarized and then create an Affinity

Diagram

Implications for Management

• As expected, through the projects conducted, team members learned about the DFSS methodology.

• However, through the development of their new or redesigned processes, they also learned about the value of evaluation, process improvement, and project management.

• Furthermore, project team members indicated they learned through hands-on practice, as a result of their knowledge about the DFSS approach, as well as assistance from both inside and outside their organization.

• Challenges : not having member that having critical information, time management, resistance to change and lack of buy in.

Limitations and Future Research

• This research involved conducting case studies in a small number of behavioral/mental healthcare facilities, the findings may not be generalizable to other settings.

• This study only considered individual level learning examined through the collection of qualitative data, which may have limited the ability to draw broad conclusions from this research beyond the comments made by individual project team members through their journal entries.

• Hence, future studies should examine learning within the context of DFSS projects through a larger sample of project teams. It may also be useful to employ a methodology that collects both qualitative as well as quantitative data to provide more support for conclusions drawn from the research.