QUERI – Quality Enhancement Research Initiative

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Quality Improvement Methods

26. Maturity Model

a. Definition: A study of the capability of an organization's ability to change and improve through the use of methods such as those discussed in this handbook. Some organizations are more developed and able to understand and implement changes. The Maturity Model identifies levels through which an organization can develop or mature. This view helps efforts regarding quality improvement to better understand what is possible and what path is necessary.

b. Literature:

Material on this topic is also referred to as "organizational readiness assessment"

  • Kerzner, Harold. Strategic planning for project management using a project management maturity model. Wiley, 2001.
  • Lee, Gwanhoo, and Young Hoon Kwak. "An open government maturity model for social media-based public engagement." Government Information Quarterly 29.4 (2012): 492-503.

c. Example: Some hospitals have self-evaluated their capabilities regarding their adoption of improvement methods such as Lean and Six-Sigma by considering the matrix of maturity levels and where they currently stand. They would use a matrix such as the one shown below and determine where they stand in terms of evolution of the organization. Without maturity, the full value of the methods is not realized.





Methodologies Used

Lean tools used consistently by Performance Improvement teams

Lean tools used consistently at all levels of the organization

Lean tools used for enterprise planning & improvement

Leadership Support

Department leaders promote and champion efforts

Leadership across the value stream promotes and champions efforts

Common vision of lean is shared by the extended enterprise

Customer Value Creation

Activities focused on improving process flow , and error reduction

Activities based on understanding the voice of the customer

Able to create value propositions

Breadth of Application

Multi-functional teams include some downstream disciplines and key suppliers

Systems approach to improvement – all stakeholders identified

Downstream stakeholders' values balanced via tradeoffs, as a continuous part of the process

Employee Engagement

Improvement projects led by PI "experts" with multi-functional teams

All employees engaged in planned improvement activities

Employees initiate Kaizen with little to no guidance

Source: Applying the LEAN Maturity Model to the Healthcare Industry, Jennifer Wortham, Dr.PH

d. Steps:

1) Identify elements needed to evaluate the organization's capability for change or improvement, including people who would know the organization sufficiently.

2) Select the applicable matrix and modify as necessary.

3) Survey the appropriate individuals to settle on a consensus of the organization's current level of maturity. This may be different for various aspects of the capabilities.

4) Review the results as a basis for future improvement or completion of the changes desired.