5S management improves the service quality in the outpatient-emergency pharmacy: from management process optimisation to staff capacity enhancement

Abstract

ObjectiveAs a high-efficiency demanding department in a hospital, the outpatient pharmacy has a great need for quality improvement to provide superior medical service for patients. Little is known about the application of 5S management in a hospital pharmacy department. The aim of this study was to evaluate the impacts of 5S management on pharmaceutical service quality and staff capacity in the outpatient-emergency pharmacy.MethodsWe carried out a 5S project in the outpatient-emergency pharmacy at a local hospital that involved processes including waste elimination, workplace standardisation, and optimisation of workflow and staff quality, and then evaluated the effects of the project.ResultsThe equipment and items in the outpatient-emergency pharmacy were sorted. All the drugs were categorised and put in order. The redesigned workspace and standardised workflow during the project improved the accuracy and efficiency of drug dispensing. The satisfaction rate of patients regarding the pharmaceutical service quality in the outpatient-emergency pharmacy was elevated, as well as the satisfaction rate of pharmacists about their work experiences. The optimisation of objective conditions also stimulated a positive working attitude and professional ability promotion of pharmacists in the outpatient-emergency pharmacy.ConclusionsIn this study, the 5S management method has proven useful for quality and efficiency improvement in the outpatient-emergency pharmacy, and could be generalised to other departments in a hospital, which provides further evidence of the advantages of the Lean tool in healthcare system management.

Enhancing Hospital Pharmacy Operations Through Lean and Six Sigma Strategies: A Systematic Review

“…The systematic review underscored a significant finding: a noticeable improvement in satisfaction rates in hospital and pharmacy settings. This trend, which indicates higher satisfaction levels among patients and staff, can be observed in several studies [13,42,51,55,61,92], with increases ranging from 6% to 82%. These improvements substantially impact how pharmacy services are perceived in terms of quality and effectiveness.…”

“…The recurring presence of this theme in multiple studies reaffirms the critical nature of turnaround time in healthcare provision. The progress made in this area is supported by a substantial number of studies, reflecting a collective effort toward more efficient pharmacy practices [ 39 , 41 , 42 48 51 , 53 - 55 , 62 , 67 , 69 , 71 , 84 , 87 - 91 , 93 , 97 , 100 , 101 , 103 ]. Reduction in patient waiting times is an essential goal for healthcare facilities to enhance the overall patient experience.…”

“…Identified in the systematic review was a crucial theme concerning the significant decrease in medication errors found in hospital pharmacies, a key factor contributing to patient safety. Several studies [42,[48][49][50][76][77][78]104] have reported remarkable reductions in medication error rates, ranging from 42% to 91%. These statistics highlight a fundamental shift toward safer pharmacy practices and improved medication handling and dispensing vigilance.…”

Improving Efficiency in Hospital Pharmacy Services: An Integrated Strategy Using the OCTAGON-P Framework and Lean 5S Management Practices

“…The sort, set in order, shine, standardize, and sustain (5S) method is straightforward yet impactful for reducing inefficiencies and enhancing productivity within the workplace [ 1 ]. The 5S management method, integral to lean principles, has been extensively utilized across diverse industries to streamline workplace organization, enhance efficiency, minimize waste, and optimize quality and productivity by maintaining an organized environment [ 2 ].…”

“…According to Huang et al [ 1 ], there is limited data regarding the effects of the 5S management approach on hospital pharmacy operations. Also, until now, the integration of lean 5S principles into healthcare, particularly in pharmacy operations, lacked a distinct, tailored tool.…”