Search results

The purpose of this paper is to identify how the introduction and dissemination of the 5S-KAIZEN-TQM approach positively influence the Egyptian health sector and its sustainability. It also seeks to encourage effective and efficient introduction of the 5S-KAIZEN-TQM approach into the health sectors of low- and middle-income countries.

The pilot program introducing the 5S-KAIZEN-TQM approach into five Egyptian public hospitals spanned over 13 months from January 2016 to February 2017. During the pilot program, a series of interventions occurred to introduce the approach, such as seminars on the 5S and KAIZEN approach, consultation visits and progress report meetings. Data and information were collected through conducting interviews, observing directly and evaluating the implementation progress of 5S-KAIZEN-TQM activities.

The study identified the following factors in effective and efficient dissemination of 5S-KAIZEN-TQM activities in the Egyptian health sector: restructuring the quality management structure to establish Quality Improvement Teams and Work Improvement Teams in hospitals, generating strong leadership and commitment among leaders, conducting effective in-house trainings on the 5S-KAIZEN-TQM approach, monitoring and following up on 5S-KAIZEN-TQM activities and introducing the 5S-KAIZEN-TQM approach using non-clinical sections, which could also influence the sustainability of the activities.

This study holds value in its clarification of meaningful ways to disseminate and encourage the sustainability of the 5S-KAIZEN-TQM approach in Egyptian public health facilities. Moreover, officials from the Ministry of Health and Population and hospital managers in Egypt can use the findings to plan and disseminate this approach nationwide.

The purpose of this paper is to assess causal relations between the implementation of the 5S approach and the reduction of patients’ waiting time at out patient departments (OPDs) of hospitals in Tanzania.

Patients’ waiting time was measured under the cluster randomized control trial (c-RCT). In all, 16 hospitals were chosen and divided into treatment and control groups using block randomization. Before the intervention, a baseline study was conducted at OPDs in all 16 hospitals. After one year of the intervention, the end-line study was carried out in both the groups. A comparison of the average waiting time reduction and Difference-in-Difference (DID) analysis was carried out to see the effect of the 5S approach on the reduction of patients’ waiting time.

Statistical significance in reduction of patients’ waiting time was seen in the medical records sections (p=0.002) and consultation rooms (p=0.020) in the intervention group. The same trend was also seen using DID analysis (−15.66 min in medical record, −41.90 min in consultation rooms).

This study has the following limitations in terms of the data. The data were collected for only three days at the time of baseline survey, and again for three days at the time of the end-line survey from 16 hospitals. Moreover, piloted areas for the implementation of the 5S approach vary from hospital to hospital. There might be a bias in the measurement of a patient’s waiting time. Caveats are therefore needed in extrapolating the study results to other settings. Despite these caveats, the findings will provide important insights for implementing quality improvement programs in Tanzania and in other African countries for improvement of time factors.

This study used c-RCT, and has proven the effectiveness of the 5S approach in improving the working environment and reducing patients’ waiting time at OPDs in several hospitals at district level in Tanzania.

The purpose of this paper is to identify factors that influence the implementation of the rollout of the 5S approach in public hospitals in Tanzania, and share the way to scale this up for similar setting in developing countries.

The effect size was calculated from pre- and post-assessment results of Training of Trainers (ToT) to examine the effectiveness of ToT. A questionnaire with 14 explanatory variables was developed and completed based on information collected during Consultation visits (CVs) and progress report meetings (PRMs). Then, data were analysed to identify the influencing factors in relation to outcome variables (CV average score).

Among 14 explanatory variables, five explanatory variables showed statistical significant association with the CV average score. Those are: “Feedback and information sharing,” (p=0.031), “Quality Improvement Team roles and responsibility” (p=0.002), “5S knowledge,” “Involvement and commitment,” and “5S guidelines use and availability,” (p=0.000). When the explanatory variables were controlled by levels of hospitals; “involvement and commitment” was the only explanatory variable for national level hospitals. For regional referral hospitals, “QIT roles and responsibility” (p=0.02) and “5S knowledge” (p=0.03) were statistically significant. For district hospitals, “involvement and commitment” (p=0.01) and “availability of guideline (p=0.001)” were statistically significant.

This study has the following limitations. The data were collected from existing reports and presentation materials only. There might be reporting bias, as PRM data is self-reported from the hospitals. Caution is therefore needed in extrapolating the study results to other settings. Despite these caveats, the findings will provide important insights for designing and implementing QI programs in Tanzania and in other African countries.

The authors' conceptual framework is based on the existing literature on the science of diffusion and scale up of innovation in the health sector. Few studies are known from resource constrain settings in Africa which assess the determinants of the process of nationwide scale-up of proven interventions.

Building on previous studies of the managerial application and development of the 5S concept (5S), this research aims to identify and present key concepts of 5S from a Japanese management perspective. These findings link 5S to aspects of Japanese management approach, which are aligned to an integrated management system rather than a simple management tool or technique.

Data were collected from Japanese companies that use 5S as a core management approach and use their organisational web sites to disseminate information in regard to this practise. The data were examined by the use of computer‐aided lexical analysis (Leximancer), which provided an insight into the nature of 5S within the original Japanese context.

The research found several key concepts behind the Japanese approach to 5S management. These findings demonstrate the importance of both the technical (visible) and philosophical (invisible) approaches required for each of the 5S components and are discussed in a managerial rather than cultural framework.

The findings are important both theoretically and practically as they provide insight into the meaning and logic, applied to the application of the 5S management approach within its original environmental context.

The originality and value of the paper is derived from the holistic understanding of the application of 5S and its use as a problem‐solving intervention at the system or process level; a necessary initiating point within lean management philosophies. 5S within the context identified is the strategic platform for the managerial decisions required for the development of an integrated management system.

The purpose of this study is to see how the 5S-KAIZEN-TQM approach can contribute to improve the management of healthcare waste (HCW) in the regional level public hospitals in Tanzania.

This study employed an explanatory case study framework and focused on improvement of HCW management by assessing the information obtained through the direct observation and systematic interviewing during the consultation visits and external hospital performance assessment (EHPA) and the self-administrated questionnaires as sources of evidence.

Based on the observations, 100% adoption of the 5S approach was observed in 25 of 28 regional referral hospitals (RRHs). At these RRHs, segregation of HCW management has been improved by applying color codes and symbols for establishing self-explanatory system on proper segregation. In addition, seven out of 28 RRHs applied the KAIZEN process and reduced occurrences of improper waste segregation.

This study has the following limitations in terms of the information. The data were collected through the direct observation. Moreover, areas for the implementation of the KAIZEN vary from hospital to hospital, and only 25% of RRHs completed the KAIZEN processes for improvement of HCW management. Caveats are, therefore, needed in extrapolating the study results to other settings. Despite these caveats, the findings will provide important insights for implementing the 5S-KAIZEN approach in Tanzania and other African countries for improvement of HCW management.

This is an original study to provide evidence about the usefulness of the 5S-KAIZEN-TQM approach for improving HCW management in a low-income country in Africa.

The purpose of this paper is to present the comprehensive literature review on 5S and suggest possible gaps from the point of view of researchers and practitioners. The manuscript presents the overview of 5S implementation and highlights the achievements realized from deployment of 5S initiatives for sustainable performance of organizations.

The paper critically examines the literature on 5S, analyzes and reviews it systematically. The study highlights the critical barriers and success factors for sustainable 5S implementation in the organizations in the competitive world.

5S is an outstanding Japanese philosophy for the development of any type organization all over the world. This study bring out the concept of 5S, requirements for its holistic implementation, relationship with other lean tools, benefits, success factors and obstacles in 5S implementation. The significant contributions through 5S initiatives in the organization like production, quality, safety and effective utilization of workspace for the sustained organizational improvement have also been highlighted in the study.

The literature on assortment of 5S technique has been so far very limited. The present paper reviews large number of research publications related to 5S to highlight the significance of 5S philosophy in the sustainable organizational improvement across the world. It foregrounds the approach advised by the various researchers, practitioners and appraises censoriously the reason behind the demand of 5S program in the organization. The needful steps and obstacles are also foreground for the effective implementation of 5S in the organization.

The paper presents a comprehensive review of literature publications in the area of 5S and their assortment to develop an understanding of the significance and implementation of 5S in the organizations. The paper will be helpful or useful to researchers, safety executives, development professionals and managers in the organizations.

The purpose of this paper is to use the 5S tool to assist a small-scale manufacturing organization to become more productive and more efficient.

A simple approach has been adopted to create the teams for implementing 5S. Cause-and-effect diagram has been studied for shop floor analysis. Later, four data collection methods have been used to ensure right implementation of the 5S.

In the frames of this case study, it has been analyzed that implementation of “5S” resulted in overall improvement of the organization. With the implementation of “5S”, major benefits in the form of tool searching time have been achieved. Tool searching time from shop floor has been reduced from 30 minutes to 5 minutes. “5S” audit has been conducted in the organization. “5S” audit score has been increased from 7 (Week 1) to 55 (Week 20).

5S is a powerful tool and can be implemented in various industries whether micro, small, medium or large. Implementation of 5S has large horizontal development and can be implemented in all the workstations of an organization.

The publications and case study presented in this paper will be useful to researchers, professionals and others concerned with this subject to understand the significance of 5S.

This paper's purpose is to help a scientific equipment company make use of the 5S tool on the shop floor so that the organization can become progressively beneficial and increasingly productive.

The organization has adopted a simple approach for making a suitable team for 5S tool implementation at the workplace. After that, they have used three types of data-collection methods so that these methods could help in the correct introduction of the 5S tool in the business workplace. They have also analysed the regression analysis with the genetic algorithm for the audit scores to predict the behaviour of 5S implementation in the coming weeks.

In this case study, it has been found after the suitable analysis that the 5S tool implementation has resulted in the overall benefits of the workplace. The major benefit achieved with the 5S tool is that the searching time for the tool in the workplace has been improved significantly. Also, the safety level is increased. The 5S audit has been carried out in the workplace and the audit score has been improved from the level of 6 scores (in week 1) to 72 score (in week 24).

5S tool has emerged as an incredible asset and it tends to be actualized in any of the ventures whether it is of a miniature, small, medium or large scale industry. The 5S tool can be applied horizontally at a large scale and it can be applied to almost all the workstations in the workplace.

The presented productions and contextual investigation for the 5S tool will be helpful and useful for all the analysts, experts and all other people who are worried about this subject of the 5S tool and its implementation in the organization.

The purpose of this paper is to deploy structural equation modeling (SEM) technique to empirically validate the interrelationships amongst significant variables of 5S implementation and business excellence performance parameters (BEPP) in SEM_5S model.

The confirmatory factor analysis approach is utilized to generate the effective SEM_5S model by using AMOS 20.0 (analysis of moment structures) software. The data have been collected from different manufacturing organizations that have successfully deployed the 5S program by using well-designed questionnaire for the evaluation of SEM_5S model.

SEM of 5S various parameters has established that attributes like top management involvement initiatives, employee involvement initiatives, basic 5S initiatives (BFSI) and fifth S initiatives (Shitsuke) should be holistically emphasized during the implementation of 5S program, leading to attainment of high level of melioration in the BEPP. SEM has been deployed to evaluate the original and modification indices of the model, which further establishes the improvement in SEM’s effectiveness. The model establishes the significant impact of 5S implementation on business excellence of manufacturing organizations.

The outcomes of the study will help the organizational managers, HR executives and practitioners from manufacturing organizations to know about the significant factors which should be followed holistically to achieve overall organizational business excellence through strategic 5S initiatives.

The purpose of this paper is to evaluate the capabilities of 5S program to meliorate the different competitive dimensions of manufacturing organizations and extracts the various significant factors which influence its successful implementation.

The paper involves empirical study of responses collected from various manufacturing organizations to investigate the inter-relationships between various 5S implementation success factors and competitive dimensions parameters through different statistical techniques. The study deploys Bonferroni post hoc test to establish the statistical significance of competitive dimensions improvements, progressively accrued over a reasonable period of time, through holistic 5S implementation.

The study validates the contributions of 5S program toward realization of significant improvements of various competitive dimensions such as overall organizational achievements, production achievements, quality and continuous improvement achievements, cost optimization achievements, employee-related achievements, effective workplace utilization and safety enhancement achievements accrued by Indian manufacturing organizations. Finally the discriminant validity test has been used in the study for classifying highly successful and moderately successful organizations.

The research aims to empirically test the relationships among various 5S implementation constructs and competitive dimensions parameters constructs in manufacturing organizations. The research work establishes that 5S initiatives have effectively contributed for realization of significant competitive dimensions, progressively from introduction to maturity phases. The research highlights the key significant implications for manufacturing managers.