During the past 20 years, lean Six Sigma (LSS) has proven itself as an effective strategy for business success in virtually every industry sector. The methodology has helped organizations realize their processes are the engines that drive operational excellence and customer value. Recently, however, organizations with mature LSS programs have found that their operational improvement initiatives still leave significant opportunity on the table.

One of the biggest challenges leaders notice is the difficulty in creating a truly engaged culture of continuous improvement, one in which everyone, every day, is motivated to find ways to improve operational performance and customer satisfaction. Cultural transformation is difficult and time-consuming for any organization. This is especially the case for large organizations with multiple sites and a many employees with different skill sets and motivational levers. There’s no better example of this type of business environment than a hospital system.

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