Introducing the “5S-KAIZEN-TQM” approach into public hospitals in Egypt

Abstract

Purpose 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. Design/methodology/approach 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. Findings 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. Originality/value 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.

Application of Kaizen-Kata methodology to improve operational problem processes. A case study in a service organization

“…In addition, it has provided employees with the opportunity to solve a complete operational problem with great results by eliminating shortcomings and errors and significantly decreasing the incidence of the effects of the problem (Figure 4). These results are also described in some articles in the literature for both manufacturing (Singh et al , 2010; Prashar, 2014; Lilja et al , 2017; Kumar et al , 2018) and services (Suárez-Barraza and Ramis-Pujol, 2010; Ishijima et al , 2020). However, several authors agree with Ishijima et al (2020) that it is very rare to find successful applications of the Kaizen philosophy in service organizations with strong customer contact and that further research is needed.…”

“…These results are also described in some articles in the literature for both manufacturing (Singh et al , 2010; Prashar, 2014; Lilja et al , 2017; Kumar et al , 2018) and services (Suárez-Barraza and Ramis-Pujol, 2010; Ishijima et al , 2020). However, several authors agree with Ishijima et al (2020) that it is very rare to find successful applications of the Kaizen philosophy in service organizations with strong customer contact and that further research is needed. In fact, an interesting contribution of this article is that not only was a successful implementation of the Kaizen – Kata methodology observed, but also, during its application, the evolution of employees’ KATA routines was observed moving closer to the Kaizen philosophy of improving daily work.…”

Kaizen–Kata, a Problem-Solving Approach to Public Service Health Care in Mexico. A Multiple-Case Study

“…It is verifiable that all Kaizen-Kata teams in public hospitals experienced a form of systematic and continuous improvement which gave them a guiding light in the "sea" of operational problems that these hospitals in Mexico experience. The successful application in solving operational problems in public hospitals of techniques and tools focused on Kaizen philosophy is also corroborated in the literature in different countries such as the USA, Sweden, the UK, Germany and Egypt, among others [28,29,32,41,42]. For this reason, at least six critical drivers were identified during the application of Kaizen-Kata methodology:…”

Implementación del “Kaizen-Innovación de Procesos-Jidoka” para hacer frente al COVID-19: un caso de estudio en un hospital público

“…Por otra parte, la aplicación exitosa en resolver problemas operativos en hospitales públicos con técnicas y herramientas centradas en la filosofía kaizen es corroborada con la literatura de otros países, tales como Estados Unidos de América, Suecia, Reino Unido, Japón, Alemania y Egipto, entre otros (Bandyopadhayay, J. y Hayes, G., 2009;Ishijima et al, 2020;Bortolotti et al, 2018). En Latinoamérica, los trabajos de Coelho et al (2015) en Brasil, y de González-Aleu et al (2018) en México, confirman que es posible su implementación en el contexto de nuestros países.…”