The impact of lean six SIGMA as a business process improvement tool in achieving organizational performance of medical laboratories in Zimbabwe: A case of Rockpearl medical laboratory

Abstract

In recent years, the medical laboratory science discipline has advanced and worldwide, the businesses into this unique speciality are flourishing owing to the improved efficiencies. Nevertheless, in Zimbabwe, this seems not to be the case. This is observed in the case of Rockpearl Medical Laboratory which has been facing a significant decline in its performance despite the presence of new emerging technologies. Several strategies have been adopted in vain to try and mitigate the situation. The failure to improve the situation by the management was the main reason behind the conceptualisation of the problem in the context of the inefficiency of processes. It was in this respect that the researcher, in support with the literature, identified the main cause of this problem as the lack of business process improvement initiatives in the context of the Lean Six Sigma method. The overall research aim was to establish the extent of impact of Lean Six Sigma tool as a business process improvement tool in achieving organizational performance of Medical Laboratories in Zimbabwe. The quantitative research methodology was used, and the study was based on a case study of one organisation, which was Rockpearl Medical Laboratory. Questionnaires were distributed to 44 employees of Rock Pearl medical laboratory, and 42 were returned, and this data was subjected to further statistical analysis.From the findings, with respect to the current of business performance at Rockpearl Medical Laboratory, financial performance was poorly rated with the non-financial measures of performance being positive, but not so high – pointing to a harsh economic environment where the company was simply operating to retain its customers, with less profitability prospects. With respect to the benefits of using business process improvement methods as strategic tools for organizational performance, the major benefit was that they help improve customer satisfaction, the second being to reduce operational costs. Financial measures of performance were identified as the key elements of performance that contribute to organizational improvement, while the critical success factors in BPIimplementation were found to be employee engagement and training and development. . The last objective was aimed at assessing the impact of business process improvement methods in improving organizational performance. The overall conclusion made was that the Lean Six Sigma method as a Business Process improvement tool has an impact towards organizational performance. The major recommendations looked at two sides, the policy recommendations where the researcher advocate for the government to consider the medical industries as pivotal, and hence the need to ensure the barriers to technology acquisition, which will lead to higher levels of process efficiency. On another note, with respect to the management, the major recommendation was that they ought to invest in capacity building, as well as the monitoring and evaluation of all BPI initiatives to ensure the highest level of performance.