Date of Conferral
Doctor of Business Administration (D.B.A.)
Dr. Jill Murray
The Canadian health care system is a complex system under pressure due to an aging population. The annual health care budget has decreased, posing challenges for health care administrators. The purpose of this qualitative study, which was grounded in Deming's total quality management system framework, was to explore strategies 6 health care managers used to implement Lean initiatives to reduce health care costs in the province of Ontario, Canada. Data were collected through semistructured interviews and analyzed in accordance with Yin's approach, which includes compiling data, disassembling, reassembling, and interpreting data, and drawing conclusions. Four themes emerged from data analysis: the review of operational processes can reduce health care costs, specific management skills can reduce health care costs, employee engagement can have a positive impact on health care costs, and alignment can have a positive impact on health care costs. Findings from this study may contribute to positive social change by providing health care managers with successful strategies to improve operational processes and reduce health care costs, increase patient safety, and reduce negative patient outcomes. The results further contribute to positive social change by highlighting the importance of having employees participate in process improvement, which may improve employee and patient satisfaction in the community.