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Contrasting continuous quality improvement, Six Sigma, and lean management for enhanced outcomes in US hospitals

Gowen, Charles, III.; McFadden, Kathleen L.; Settaluri, … - In: American journal of business : applying research to … 27 (2012) 2, pp. 133-153

Persistent link: https://www.econbiz.de/10009711428

Examining pathways to safety and financial performance in hospitals : a study of lean in professional service operations

Dobrzykowski, David D.; McFadden, Kathleen L.; … - In: Journal of operations management 42/43 (2016), pp. 39-51

Persistent link: https://www.econbiz.de/10011492306

U.S. hospital culture profiles for better performance in patient safety, patient satisfaction, Six Sigma, and lean implementation

Lee, Jung Young; McFadden, Kathleen L.; Lee, Min Kyung; … - In: International journal of production economics 234 (2021), pp. 1-14

Persistent link: https://www.econbiz.de/10012502820

An exploratory analysis for Lean and Six Sigma implementation in hospitals : together is better?

Lee, Jung Young; McFadden, Kathleen L.; Gowen, Charles, III. - In: Health care management review : HCM review 43 (2018) 3, pp. 182-192

Persistent link: https://www.econbiz.de/10011881323

Contrasting continuous quality improvement, Six Sigma, and lean management for enhanced outcomes in US hospitals

III, Charles R. Gowen; McFadden, Kathleen L.; … - In: American Journal of Business 27 (2012) 2, pp. 113-153

Rapidly rising healthcare costs, partially due to preventable medical errors, have led hospitals to redouble their process improvement (PI) efforts. The purpose of this paper is to examine how PI initiatives mediate the effect of medical error sources to enhance three hospital outcomes (patient...

Persistent link: https://www.econbiz.de/10010671655

Contrasting continuous quality improvement, Six Sigma, and lean management for enhanced outcomes in US hospitals

Gowen, Charles R.; McFadden, Kathleen L.; Settaluri, … - In: American Journal of Business 27 (2012) 2, pp. 133-153

Purpose – Rapidly rising healthcare costs, partially due to preventable medical errors, have led hospitals to redouble their process improvement (PI) efforts. The purpose of this paper is to examine how PI initiatives mediate the effect of medical error sources to enhance three hospital...

Persistent link: https://www.econbiz.de/10014668310