Purpose– This paper aims to evaluate the current implementation of Lean Six Sigma (L6σ) in two tertiary hospitals in Oman that used this concept recently as part of its quality improvement initiatives.

Design/methodology/approach– The study has used a questionnaire consisting of 112 questions under two sections. The first one was about pre-implementation of L6σ which is consisting of two dimensions; identifying service and mapping value streams. The second section was about evaluation of L6σ by using DMIAC process. In fact, the answer of each question was recorded as Good Point (GP) if it was YES or Bad Point (BP) if it was NO. Consequently, BPs are distributed into Problem Categories (From PC1 which is the worst to PC-5 which the lowest).

Findings– The results have shown that 50% of the quality managers’ answers were recorded as GPs whereas the second half was BPs in different PCs. There were no PC-1 answers that indicate serious problems in L6σ implementation in both hospitals. The answers were distributed under PC-2, PC-3 and PC-4. The study has recommended that L6σ teams have to give more attentions during value streams mapping in the new projects to increase the effectiveness of L6σ implementation.

Originality/value– To the best of authors’ knowledge, no study has evaluated the current implementation of L6σ in Oman’s hospitals. These results assist L6σ teams in healthcare sectors to reach performance improvement against a best practice benchmark.

Keywords

Lean Six Sigma (L6σ), Healthcare sectors, Oman, Sultan Qaboos University Hospital (SQUH) and Royal Hospital (RH)

Acknowledgements

Authors extend their appreciation and gratitude to Sultan Qaboos University, Oman that has granted the financial support for this study. They, also, appreciated the quality managers in SQUH and RH for their positive support and cooperation.