Table 3 Factor analysis results Factor...

Table 3

Factor analysis results

Factor extracted	Items description	Mean	SD	Factor loading	Extraction sums of squares loading
Factor extracted	Items description	Mean	SD	Factor loading	(% variance)
Continuous quality improvement (CQ)					36.86
CQ1	Employees who contribute to the quality improvement process are rewarded by the hospital	4.7	1.0	0.800
CQ2	Surveys, focus groups and other methods are used by the hospital to assess patients’ satisfaction	4.8	1.1	0.758
CQ3	The hospital fosters a culture of quality improvement	4.3	1.2	0.808
CQ4	At all levels, the hospital combines continuous quality improvement initiatives with interdisciplinary teams	4.9	1.2	0.891
CQ5	Hospital managers have shown outstanding leadership in driving continuous improvement efforts	4.4	1.1	0.789
Lean management initiatives (LM)					16.84
LM1	To establish a more efficient work environment, the hospital adopts “5S” techniques. (sort, set in order, shine, standardize, sustain)	4.2	0.8	0.880
LM2	The hospital employs value stream mapping to detect non-value-added activities that result in waste and errors	4.2	0.8	0.734
LM3	Kaizen steps (Discover Improvement, Analyze Current Methods, Generate Original Ideas. Introduction, Develop an Implementation Plan, Implement the Plan, Evaluate the New Method) are employed in continuously improving hospital process	4.7	0.8	0.853
LM4	To enhance work process management, the hospital employs the just-in-time principle (producing what the patient needs when it needs it, and in the quantity and quality demanded)	4.5	0.9	0.812
Six Sigma initiatives (SS)					12.11
SS1	To measure quality improvements, the hospital employs process improvement tools (FMEA, Control Charts)	4.7	0.9	0.789
SS2	All hospital improvement initiatives are reviewed on a routine basis	4.9	0.8	0.850
SS3	The hospital manages quality improvement efforts in a systematic manner	5.3	1.0	0.798
SS4	To decide on significant quality improvement projects, the hospital employs a systematic design process (Project charters)	5.4	0.9	0.788
SS5	Each hospital improvement project is assessed on a regular basis	4.9	0.8	0.811
Patient safety (PS)					7.70
PS1	To ensure patient safety, the hospital focuses on reducing the incidence of errors	4.2	1.0	0.750
PS2	The hospital prioritizes important processes to enhance patient safety	4.1	1.1	0.804
PS3	To increase patient safety, the hospital raises personnel error awareness	4.3	0.9	0.864
PS4	The hospital minimized the impact of medical care errors	4.4	0.9	0.704
PS5	The hospital encourages a working atmosphere that emphasizes patient safety	4.4	1.2	0.721
Teamwork (TW)					6.45
TW1	When there is a lot of work that needs to be done, we collaborate with one another to accomplish it	4.3	1.2	0.707
TW2	People in the hospital respect each other	4.8	1.2	0.689
TW3	When members of our unit get overwhelmed, other members of the same unit support them	4.9	1.0	0.775
TW4	The hospital units collaborate effectively to provide the most effective patient care	4.1	1.1	0.843
TW5	Team leaders encourage their employees to collaborate as a team	4.7	1.0	0.820
Quality performance (QP)					3.60
QP1	Medical treatment expenses have been reduced in recent years	4.3	1.3	0.688
QP2	Over the years, the severity of medical care errors has decreased	5.1	1.2	0.872
QP3	Over the years, patient waiting time (meeting with physicians and workers) has been reduced	4.5	1.1	0.824
QP4	Over the years, waste in hospital processes has decreased	4.6	1.2	0.834
QP5	Over the years, the frequency of patient complaints has reduced	5.1	1.2	0.756

Factor extracted	Items description	Mean	SD	Factor loading	Extraction sums of squares loading
Factor extracted	Items description	Mean	SD	Factor loading	(% variance)
Continuous quality improvement (CQ)					36.86
CQ1	Employees who contribute to the quality improvement process are rewarded by the hospital	4.7	1.0	0.800
CQ2	Surveys, focus groups and other methods are used by the hospital to assess patients’ satisfaction	4.8	1.1	0.758
CQ3	The hospital fosters a culture of quality improvement	4.3	1.2	0.808
CQ4	At all levels, the hospital combines continuous quality improvement initiatives with interdisciplinary teams	4.9	1.2	0.891
CQ5	Hospital managers have shown outstanding leadership in driving continuous improvement efforts	4.4	1.1	0.789
Lean management initiatives (LM)					16.84
LM1	To establish a more efficient work environment, the hospital adopts “5S” techniques. (sort, set in order, shine, standardize, sustain)	4.2	0.8	0.880
LM2	The hospital employs value stream mapping to detect non-value-added activities that result in waste and errors	4.2	0.8	0.734
LM3	Kaizen steps (Discover Improvement, Analyze Current Methods, Generate Original Ideas. Introduction, Develop an Implementation Plan, Implement the Plan, Evaluate the New Method) are employed in continuously improving hospital process	4.7	0.8	0.853
LM4	To enhance work process management, the hospital employs the just-in-time principle (producing what the patient needs when it needs it, and in the quantity and quality demanded)	4.5	0.9	0.812
Six Sigma initiatives (SS)					12.11
SS1	To measure quality improvements, the hospital employs process improvement tools (FMEA, Control Charts)	4.7	0.9	0.789
SS2	All hospital improvement initiatives are reviewed on a routine basis	4.9	0.8	0.850
SS3	The hospital manages quality improvement efforts in a systematic manner	5.3	1.0	0.798
SS4	To decide on significant quality improvement projects, the hospital employs a systematic design process (Project charters)	5.4	0.9	0.788
SS5	Each hospital improvement project is assessed on a regular basis	4.9	0.8	0.811
Patient safety (PS)					7.70
PS1	To ensure patient safety, the hospital focuses on reducing the incidence of errors	4.2	1.0	0.750
PS2	The hospital prioritizes important processes to enhance patient safety	4.1	1.1	0.804
PS3	To increase patient safety, the hospital raises personnel error awareness	4.3	0.9	0.864
PS4	The hospital minimized the impact of medical care errors	4.4	0.9	0.704
PS5	The hospital encourages a working atmosphere that emphasizes patient safety	4.4	1.2	0.721
Teamwork (TW)					6.45
TW1	When there is a lot of work that needs to be done, we collaborate with one another to accomplish it	4.3	1.2	0.707
TW2	People in the hospital respect each other	4.8	1.2	0.689
TW3	When members of our unit get overwhelmed, other members of the same unit support them	4.9	1.0	0.775
TW4	The hospital units collaborate effectively to provide the most effective patient care	4.1	1.1	0.843
TW5	Team leaders encourage their employees to collaborate as a team	4.7	1.0	0.820
Quality performance (QP)					3.60
QP1	Medical treatment expenses have been reduced in recent years	4.3	1.3	0.688
QP2	Over the years, the severity of medical care errors has decreased	5.1	1.2	0.872
QP3	Over the years, patient waiting time (meeting with physicians and workers) has been reduced	4.5	1.1	0.824
QP4	Over the years, waste in hospital processes has decreased	4.6	1.2	0.834
QP5	Over the years, the frequency of patient complaints has reduced	5.1	1.2	0.756

Note(s): Factor extracted n.6 Total variance explained: 83.561%

Source(s): Authors own work

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