Summary of findings: Is there a relationship between a Trust’s performance score

T1 and the approach to Lean implementation T1?

Table 5.1 summarises the analysis and findings relating to H1: Is there a relationship between a Trust’s performance score T1 and the approach to Lean implementation T1. The table identifies two incidences where the null hypothesis is not supported, suggesting that there performance scores for use of resources and quality of service may influence the approach to Lean implementation. Figures 5.3, 5.4, 5.7 and 5.8 offer some explanation for this finding suggesting that Trusts scoring weak performance scores are more likely to be adopting a ‘No Lean’ approach to Lean implementation, i.e. they are least likely to be implementing Lean in T1.

Table 5.1: Is there a relationship between a Trust’s performance score T1 and the approach to Lean implementation T1 (H1)

Null hypothesis p-

value

Retain/Reject

(α = 5%) Summary

Ho1a: The approach to Lean

implementation T1 has no influence on the performance score for ‘use of resources’ T1.

0.101 Retain

There is no quantitative evidence that the approach to Lean implementation in T1 influences the score for ‘use of resources’ T1

Ho1b: The score for ‘use of

resources’ T1 has no influence upon the approach to Lean implementation T1.

0.044 Reject

There is some quantitative evidence that the score for ‘use of resources’ T1 may influence the approach to Lean implementation T1.

Ho1c: The approach to Lean

implementation T1 has no influence upon the score for ‘Quality of Service’ T1.

0.828 Retain

There is no quantitative evidence that the approach to Lean implementation in T1 influences the score for ‘quality of service’ T1.

Ho1d: The score for ‘Quality of

Service’ T1 has no influence upon the approach to Lean implementation T1.

0.030 Reject

There is some quantitative evidence that the score for ‘quality of service’ T1 influences the approach to Lean implementation T1.

164

H2: Is there a relationship between a Trust’s performance score T2 and the approach to Lean implementation T2

The following set of hypotheses mirror the previous set but using T2 data regarding the approach to Lean and the performance score for use of resources and quality of services respectively. This second set of hypotheses does not support the pattern observed in T1 whereby Trusts with weak performance scores appear to be correlated with a category of ‘no lean’. For each of the hypotheses we see a random distribution across all categories, an observation confirmed by p-values outlined in table 5.2 below.

Table 5.2: Is there a relationship between a Trust’s performance score T2 and the approach to Lean implementation T2 (H2)

Null hypothesis p-

value

Retain/Reject

(α = 5%) Summary

Ho2a: The approach to Lean

implementation T2 has no influence on the performance score for ‘use of resources’ T2.

0.276 Retain

There is no quantitative evidence that the approach to Lean implementation in T2 influences the score for ‘use of resources’ T2

Ho2b: The score for ‘use of

resources’ T2 has no influence upon the approach to Lean implementation T2

0.535 Retain

There is no quantitative evidence that the score for ‘use of resources’ T2 influences the approach to Lean implementation T2

Ho2c: The approach to Lean

implementation T2 has no influence upon the score for ‘Quality of Service’ T2

0.920 Retain

There is no quantitative evidence that the approach to Lean implementation in T2 influences the score for ‘quality of service’ T2

Ho2d: The score for ‘Quality of

Service’ T2 has no influence upon the approach to Lean implementation T2

0.435 Retain

There is no quantitative evidence that the score for ‘quality of service’ T2

influences the approach to Lean implementation T2

165

H3: Is there a relationship between a Trust’s performance score T1 and the approach to Lean implementation T2

This third and final set of hypotheses takes into consideration a potential time lag between the approach to Lean implementation and the influence of that approach upon performance scores. Again, rather than looking at each individual graph as in the first set of hypotheses, table 5.3 outlines the null hypotheses to be tested and the corresponding p-value.

Table 5.3: Testing for a relationship between a Trust’s performance score T1 and the approach to Lean implementation T2

Null hypothesis p-

value

Retain/Reject

(α = 0.05) Summary

Ho3a: The approach to Lean

implementation T1 has no influence upon the score for ‘use of resources’ T2

0.406

Retain

There is no quantitative evidence that the approach to Lean implementation in T1 influences the score for ‘use of resources’ T2

Ho3b: The score for ‘use of

resources’ T1 has no influence upon the approach to Lean implementation T2

0.493

Retain

There is no quantitative evidence that the score for ‘use of resources’ T1 influences the approach to Lean implementation T2

Ho3c: The approach to Lean

implementation T1 has no influence upon the score for ‘quality of service’ T2

0.479

Retain

There is no quantitative evidence that the approach to Lean implementation in T1 influences the score for ‘quality of service’ T2

Ho4d: The score for ‘Quality of

service’ T1 has no influence upon the approach to Lean implementation T2

0.987

Retain

There is no quantitative evidence that the score for ‘quality of service’ T1

influences the approach to Lean implementation T2

166