Improving patient safety culture (PSC) is a significant priority for OECD countries as they work to improve healthcare quality and safety. This document reports on patient safety within hospitals across the OECD.

This is the first in Yooralla's 'Insights into Practice' series, which provide plain language summaries of key topics in disability support. The complementary roles of teamwork among employees and culture at the home are described.

This report summarises disappointing findings from an evaluation of New Zealand fire and general insurers’ responses to the Life Insurer Conduct and Culture review undertaken by the Financial Markets Authority and the Reserve Bank of New Zealand in 2019.

Specifically developed in the context of Australian financial services organisations for internal auditors, senior management, board audit committees and other assurance providers, this 40-page guide will be useful more broadly: in non-financial organisations and both within and outside Australia.

This document reports findings from an independent review of bullying and related cultural issues within the New Zealand Police.

As anyone tasked with developing their agency’s regulatory strategy knows only too well, the landscape of available ideas is crowded and confusing. This presentation discusses some of the approaches that will be most helpful in making, explaining and evaluating regulators' choices, setting their posture and...

This publication presents a quick guide to reducing university campus' environmental impact through behavioural change. It summarises the evidence around what 'nudges' work best while seeking to encourage more sustainable practices among students and staff across several behavioural categories.

In 2016, the Chief of Defence Force at the time launched the Operation Respect programme in order to eliminate harmful behaviour in the New Zealand Defence Force (NZDF). This document provides an independent analysis of this programme.

A recently conducted survey with corporate members of the LCI showed that the main barriers in Lean implementation are managerial based. To achieve the required change, site managers play a very important role as the linkage between the people responsible for value-adding activities on the...

Industrial system infrastructure installations, such as those in semiconductor fabrication plants, are complex, short-term and mission-critical. Our strategy, called Optimized Installation Flow (OIF), builds on lean and associated theories in the realm of production planning and control, synthesizing a method with seven principles, and can...

Starting with the basics on collaboration, this paper describes the development of a tool called "Collaboration Barometer", which can be used to measure the degree of collaboration between the participants in a construction project and shows how the results are processed and what benefits are...

This research seeks to identify the main competences of professionals in charge of Lean implementations in Construction Projects from a Latin American point of view, as a basis for the development of key behavioural indicators (KBI).

This paper shares success stories from the new facilitators on how their teams, in the company’s value stream, applied Building a Lean Culture with a Lean Leadership (LL) training program knowledge to their business.

In collaborative delivery systems, the motivation within a group is sensitive to the project conditions and relationships within the team. However, research on motivation is underrepresented in construction and is mainly based on the simplified classification into intrinsic and extrinsic motivation.

Key themes that emerge from this study for a successful lean construction journey are; effort to stabilise the environment, knowledge creation and management, transparency in the process to enable simplicity and shared understanding, and building trust for further growth.

This report seeks to understand how to change the sexist, bullying culture often experienced by many female lawyers working in the New Zealand legal profession.

The construction industry is known for bad project performance and a culture characterized by adversarial behaviours. The Last Planner System (LPS) is designed to improve these circumstances through the enhancement of workflow reliability by involving various disciplines in joint planning processes and a culture of...

It is of utmost importance to identify factors which lead to poor management in Lean construction activities. This paper proposes that lack of ‘top management support’, ‘misperception about Lean practices’, and ‘lack of information sharing and integrated change control’ are the top three barriers for...

Despite implementing the continuous improvement and respect for people principles as understood from the current research, many lean transformations fail. This paper provides an argument that there is a missing yet important set of elements supporting these principles that needs to be understood, and examines...

In this case study from the building industry we present a framework for, and experiences with building and sustaining an organizational culture to create teams with a collaborative mindset for disruptive performance driven by extraordinary ambitions.

It is evident that competition agencies face a number of challenges with their organisational structure and the functioning of the organisation. The aim of this report is to share experience among competition agencies in order to improve agency effectiveness.

Implementing lean construction from the lean construction community’s perspective is seen as a significant change from traditional project management and perhaps even a paradigm shift.

The Get it Right Initiative is an organisation with a mission to tackle avoidable error in the construction industry. The initiative’s single aim is to significantly reduce error and its associated consequences, and its members are united to build a better UK Construction Industry.

This is a case study of a large US general contractor’s efforts to rethink and implement a new behavior-based approach to quality to achieve zero errors, zero defects, zero rework, and zero surprises. Recognition of upstream behaviors that resulted in quality issues and unpredictable results...

Recent studies suggest that Lean concepts can be successfully adopted only when it is aligned with the organizational culture (OC). The objective of this study is to understand the impact of prominent cultural dimensions on the different management levels of employees.