5 S Work Invoirnament

TQM Framework for health services
Vision Credo and Mission of health service delivery is realized.

Vision, realized
Improving
Quality / Safetyservice of services(SVC) is further contents
improved.
in the SVC Safety front-line
QUALITY; Patient-centeredness, Equity, Effectiveness of care, Efficiency in
resource utilization, Timeliness,
by thein SVC
Performance excellence providers
service delivery
Improved
p Work Environment
Clients / Needs focus, Leadership, Strategic planning, CD of HR
& involvement, Participatory
p ypprocess management,
g Informatics &
analysis, Sharing organizational outcomes
---Organized
KAIZEN (CQI) for
g
f improving
i i service
i
workplaces
contents
t t b
p
by Work
W k
5S-KAIZEN
5
th
evidences
in
A
Additional
nputs bas
hrough ex
Improvement Teams and suggestion scheme
---Clean workplaces
s provided
sed on
N
l resource
xercises in
within the system
y ---Standardization
Maximal Utilization of available resources
e
i
---Self-discipline of all staffs 88
05….5-S p
principles
p are
the tool for
Work Environment
Improvement (WEI)
89
Vision, Credo and Mission is realized.
Quality / Safety of services is

4 improved
improved.
resource utilization, Timeliness, Safety
Performance
P f excellence ll iin
3 & involvement,service p yp delivery
process management,
g y
Participatory Informatics &
2 KAIZEN (CQI): Ev-based

Ev based Problem-
Problem
5S-KAIZEN
5
th
evidences
in
A
Additional
nputs bas
hrough ex
Solving in Service Contents
s provided
sed on
N
l resource
xercises in
1 Work Environment Improvement
e
i
within the system by 5S 90
Vision, realized
Quality / Safety of services is further improved.

Performance excellence in service delivery
Improved
p Work Environment
& involvement, Participatory
p ypprocess management,
g Informatics &
---Organized
KAIZEN (CQI) for
g
f improving
i i service
i
workplaces
contents
t t b
p
by Work
W k
5S-KAIZEN
5
th
evidences
in
A
Additional
nputs bas
hrough ex
---Clean workplaces
W kE
Work Environment
i t IImprovementt through
th h55-S
S activates
ti t
s provided
sed on
N
l resource
xercises in
within the system
y ---Standardization
e
i
---Self-discipline of all staffs 91
s+s+s+s+s= 5
s+s+s+s+s 5-S
S
S i i
Seiri （整理） Sort
Seiton （整頓） Set
S t
Seiso （清掃） S
Shine
Standardize
Seiketu （清潔）
Sustain
Shituke （躾）
92
If you want
a t to achieve
ac e e
quality of service,,,,,,
Start with improving

FORM ((Work Environment))
using available resources
before seeking functional
i
improvement t iin service
i
delivery 93
94
World War II in Japan 1945
95
World War II in Japan 1945
96
After the war, only the people was the
available resource.
97
Before learning management
98
After elaboration with 5S
99
100
101
102
Vision, Credo and Mission is realized.
Quality / Safety of services is

4 improved
improved.
Performance
P f excellence ll iin
3 & involvement,service p yp delivery
process management,
g y
Participatory Informatics &
2 KAIZEN (CQI): Ev-based

Ev based Problem-
Problem
5S-KAIZEN
5
th
evidences
in
A
Additional
nputs bas
hrough ex
Solving in Service Contents
s provided
sed on
N
l resource
xercises in
1 Work Environment Improvement
e
i
within the system by 5S 105
06….Work Environment
Improvement (WEI) using 5-S
is the starting point of TQM.
106
QUALITY TREE
TQM
SHIIP
AIZE
ZE
DERS
er
Wate
N
KA
W
EAD
POSITIVE
LE
5S
R t
Root MINDSET
Fertilizer
e t e
107
Ｃ T
Hasegawa
Quality House
Vision
Mission
Strategy
Leaderrship
p
Customer& Market Foc
TQM Organizational Result
3.0ys
KAIZEN Human Resource
Development &
Involvement
Process Management
1,5
5S
Information &
ys
Analysis
０,5
5 Work environment improvement
ans
Acquérir une attitude positive
108
ys Hasegawa
NMS, Japan
Process Management
Resources
Plan inpu
p
Pl
Plan
Plan
proces
s
outpt
tinpu
Plan
Plan
KAIZ
proces
proces
s utoutp
t p
Act Pl
Plan
KAIZPlanDo proces
s inpu
ut
Act
Act
EN
KAIZ
EN
KAIZ Do
Do s
proces
p
outp
t
Act
Act
EN
MINDKAIZ
EN
MINDKAIZ D
DoDo s ut
Outcome
Act
Act
EN
MIND
MIND
KAIZ
EN Do
Do
Check EN
MIND
Check
MIND
CheckMIND
Check
Check
Check
Check
PDCA Cycle
Ｃ T
Hasegawa 110
NMS, Japan
s+s+s+s+s= 5
s+s+s+s+s 5-S
S
S i i
S t
Shine
Standardize
Sustain
Shituke （躾）
115
<1> Sort: Remove unused stuff from your venue of
work and reduce clutter
(Removal / organization)
<2> Set: Organize everything needed in proper order

for easy operation
( d li
(orderliness)
)
<3> Shine: Maintain high standard of cleanness

(Cl
(Cleanness)
)
<4> Standardize: Set up the above three Ss as a part of the

routine
ti att every section
ti i your place
in l
(Sort, Set and Shine as a system)
<5> Sustain: Train and maintain discipline of the

personnel engaged.
((Self-Discipline)
p )
116
‫‪s+s+s+s+s= 5‬‬
‫‪s+s+s+s+s‬‬ ‫‪5-S‬‬
‫‪S‬‬
‫اﻻﺳﺘﻐﻨﺎء ﻋﻦ ﻣﺎﻻﻳﺴﺘﺨﺪم ‪Sort‬‬
‫ﺗﻨﻈﻴﻢ ﻣﺎﻳﺴﺘﺨﺪم ‪Set:‬‬
‫اﺑﻖ ﻣﺎ وﻣﻦ ﺣﻮﻟﻚ ﻧﻈﻴﻔﺎ ‪Shine:‬‬
‫اﺟﻌﻞ اﳌﻌﺎﻳﲑ اﻟﺜﻼﺛﺔ ‪Standardize‬‬
‫اﻟﺴﺎﺑﻘﺔ ﺟﺰءا ﻣﻦ ﻧﻈﺎم ادارﺗﻚ‬
‫درب واﻏﺮس اﻻﻧﻀﺒﺎط ﰲ ﻋﻘﻮل ‪Sustain‬‬
‫وﺳﻠﻮك اﻟﻌﺎﻣﻠﲔ ﻣﻦ ﺣﻮﻟﻚ‬
‫‪Arabic‬‬ ‫‪117‬‬
s+s+s+s+s= 5
s+s+s+s+s 5-S
S
S i i
S t
Shine
Standardize
Sustain
Shituke （躾）
118
Sort Set
119
Searching a file
Sort Set
20 minutes 20 seconds
Work Environment Improvement by 5S
120
s+s+s+s+s= 5
s+s+s+s+s 5-S
S
S i i
S t
Shine
Standardize
Sustain
Shituke （躾）
121
Shine
122
NO motivation to clearing
staff for perfection…!
123
NO efficient and effective working conditions are
expected from this person’s desk and mind-set.
124
Shine
Votre territoire ne peut être bien arrangé

qu’avec
’ votre
t seule l participation…!
ti i ti !
125
s+s+s+s+s= 5
s+s+s+s+s 5-S
S
S i i
S t
Shine
Standardize
Sustain
Shituke （躾）
126
Standardize
127
Standardize
128
Standardize
129
Standardize
130
Monitoring
Visualize slogans
Standardize131
for easy operation
(orderliness)
(Cleanness)
routine at every section in your place
(Standardize)
personnel engaged.
(Discipline) 132
Sustain
133
134
Sustain
Improve attitude to learn and practice

135
TQM = Better Quality of Service—
P,,S,T,C,C,S
, , , ,
5-S Activities +KAIZEN (CQI)
P= Preparedness, S= Standardization, Performance improvement
T= timeliness , C= Completeness, Another KAIZEN(CQI)
S = Safety, Another C = communication
Performance improvement
--Full
Full participation
KAIZEN(CQI)
--Never give up
--Daily practice
Sort
KAIZEN(CQI)
Work
Stan-
Set d di
dardize
Sustain
Env
Env. KAIZEN(CQI)
Improve-
Shine Higher work efficiency
ment by improved per-
formance of service
providers
p o de s under
u de
5S Activities LEAN SERVICE SYSTEM
136
P,,S,T,C,C,S
, , , ,
--Full
Full participation
KAIZEN(CQI)
Exercise
--Never give up
--Daily practice
Sort
KAIZEN(CQI)
Work
Of
Stan-
Set d di
dardize
Sustain
Env
Env. KAIZEN(CQI)
Improve-
W.E.I . by 5S ment by improved per-

formance of service
providers
p o de s under
u de
137
P,,S,T,C,C,S
, , , ,
Repetition
--Full
Full participation
KAIZEN(CQI)
Exercise
--Never give up
--Daily practice
Of
Sort
KAIZEN(CQI)
Stan-
Of Work
KAIZEN
Set d di
dardize
Sustain
Env
Env. KAIZEN(CQI)
Shine
W.E.I . by 5S
Improve- <C.Q.I. >
Higher work efficiency
(Problem solving
formance of service
providers
p o de s under
u de
process of svc
contents) 138
5S (S1 – S5)
are
the tool
for
Work Environment
Improvement (WEI)
Sort, Set, Shine, Standardize, Sustain

139

for easy operation
( d li
(orderliness)
)

(Cl
(Cleanness)
)

routine
ti i your place
in l

personnel engaged.
((Self-Discipline)
p )
140
Set:
Work Environment Improvement by
<2> Organize everything needed in proper order
for easy operation
( d li
(orderliness)
5S should be conducted by
Shine:
)
group
work
ork
<3> Maintain high standard of cleanness
(Cl
(Cleanness)
)
at every division of health
facilities. Full routine
participation
ti byplace
i your
in lstaffs
is the key to success.


personnel engaged.
((Discipline)
p )
141
Vision, realized
Quality / Safety of services is further improved.

QUALITY; Patient-centeredness, Equity, Effectiveness of care,
Efficiency in resource utilization, Timeliness, Safety
Performance excellence in service delivery
Clients / Needs focus, Leadership, Strategic planning,

CD of HR & involvement,, Participatory
p y process
p
management, Informatics & analysis, Sharing
organizational outcomes
KAIZEN (CQI) for

f improving
i i service
i contents
t t b by Work
W k
5S-KAIZEN
5
th
evidences
in
A
Additional
nputs bas
hrough ex
W kE
Work Environment
i t IImprovementt through
th h55-S
S activates
ti t
s provided
sed on
N
l resource
xercises in
within the system
y
e
i
142
P,,S,T,C,C,S
, , , ,
--Full
Full participation
KAIZEN(CQI)
--Never give up
--Daily practice
Sort
KAIZEN(CQI)
Work
Stan-
Set d di
dardize
Sustain
Env
Env. KAIZEN(CQI)
Improve-
formance of service
providers
p o de s under
u de
143
ＫＡＩＺＥＮ（かいぜん改善）
KAI 改= further
KAI, ZEN,善=good
further, ZEN
KAIZEN = CQI (Continuous Quality Improvement)
-- A front-line based problem solving process

f ensuring
for i hi
high
h productivity*
d ti it * and
d
“improved Quality of Products (Services)”
*Definition for service sector = Rate, at which services with

standardization are delivered, and quantity delivered compared
with the work, time and cost
147
07….A success story
y in Sri
Lanka
148
Acute shortage of resources
Civil war heavily damaged some health centres.

149
Chronic shortage of recourses
Amenity is deteriorated at a health centre.

150
Acute shortage of recourse
needs emergency response…!
Hosp. Dir. has no chance to improve facilities.

151
Needs-driven service at community
152
There are p
people
p and the leader…!
A Hosp. Dir. Leads TQM and KAIZEN(CQI) 153

Before and
after 5-S
5S
154
“Sort”
Sort was necessary…!
155
Discarding unnecessary
items
156
Unclassified clatter collection system
157
Set
Simple classification system of clinical disposals.

158
A feature of disposal
managementt att a hospital
h it l in
i
Tanzania (May 2005) 159
160
Sort
Discarding clinical disposal safe and neat. 161

Standardize
Dust bin located every room and sign board

162
163
Set, Shine
Clean toilet with blue colour at Obst. Ward 164

Sort Set
Sort,
C
Corridor
id without
ith t unused
d stuff
t ff
165
Unclean exterior set-up
set up of the hospital
166
Sort,, Set Shine
Clean and pretty garden at a ward. 167

Set
Neat announcement board with orderliness 168

Set
Notice board with neat arrangement

169
Documents without order was an
indicator of the management
g standard.
170
Unused information…It was a mess.
171
Sort Set?
Sort,
Patients records are stored….But…!

172
After 5-S
173
Pt records came to be used more effectively at every clinical venue.
Standardize
Patient record is ready to be inspected any time.

174
175
176
Set?
Drug storage is arranged in alphabetical order.

177
Set
Cupboard with labeling at OPD

178
Set
Drug storage at Pharmacy 179

Standardize
Common use drug at ward is kept with labeling.

labeling
180
Linen Dept. was neglected before 5-S…! 181
Staff (Linen Dept.)
Dept ) is now confident after having 5
5-S.
S
182
Shelf in Labour room was neglected before 5-S.
183
Standardize
Sterilized items stored clean with colour coding

184
Standardize
Colour coding system shown in Dir. Office

185
Standardize
St
Storage for
f stationeries
t ti i and
d printed
i t d matters
tt
186
Standardize, Sustain
“Do-Do not” is visualized for all equipment. 187
Oxygen cylinders were not well organized
respecting utility and safety.
188
Standardize
Full and empty Oxygen cylinders at a obst

obst-ward
ward
189
Standardize Sustain
Standardize,
Demonstration of poisonous snakes for patients

190
Standardize
TQM CQI fframework

TQM=CQI k visualized
i li d iin a notice
ti b
board
d
191
TQM =Total Quality Management
Standardize
Mission and Vision are visualized in documents.

documents
192
Standardize, Sustain
Name of team members are visible.

193
Standardize,, Sustain
D il staff
Daily t ff b
briefing
i fi iin comfortable
f t bl corridor
id
194
Standardize
Sign board at the entrance of a hospital

195
Standardize
Sign board written with three local languages

196
Standardize
Cost recovery for sign board having sponsor

197
Unfavourable amenity for clients
198
Set
Waiting hall of OPD having chairs with numbering

199
Sustain
5S festival : dancing show by a former patient 200

5S
Sort
Set
Shine
Standardize
Sustain
Quality and Safety
201

5 S Work Invoirnament

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

5 S Work Invoirnament

Uploaded by

Copyright:

Available Formats

TQM Framework for health services

Vision Credo and Mission of health service delivery is realized.

Quality / Safety of services is

2 KAIZEN (CQI): Ev-based

Quality / Safety of services is further improved.

Start with improving

Quality / Safety of services is

2 KAIZEN (CQI): Ev-based

TQM Organizational Result

<2> Set: Organize everything needed in proper order

<3> Shine: Maintain high standard of cleanness

<4> Standardize: Set up the above three Ss as a part of the

<5> Sustain: Train and maintain discipline of the

Votre territoire ne peut être bien arrangé

Improve attitude to learn and practice

W.E.I . by 5S ment by improved per-

Sort, Set, Shine, Standardize, Sustain

<2> Set: Organize everything needed in proper order

<3> Shine: Maintain high standard of cleanness

<4> Standardize: Set up the above three Ss as a part of the

<5> Sustain: Train and maintain discipline of the

is the key to success.

<5> Sustain: Train and maintain discipline of the

Quality / Safety of services is further improved.

Clients / Needs focus, Leadership, Strategic planning,

KAIZEN (CQI) for

KAIZEN = CQI (Continuous Quality Improvement)

-- A front-line based problem solving process

*Definition for service sector = Rate, at which services with

Civil war heavily damaged some health centres.

Amenity is deteriorated at a health centre.

Hosp. Dir. has no chance to improve facilities.

A Hosp. Dir. Leads TQM and KAIZEN(CQI) 153

Simple classification system of clinical disposals.

Discarding clinical disposal safe and neat. 161

Dust bin located every room and sign board

Clean toilet with blue colour at Obst. Ward 164

Clean and pretty garden at a ward. 167

Neat announcement board with orderliness 168

Notice board with neat arrangement

Patients records are stored….But…!

Patient record is ready to be inspected any time.

Drug storage is arranged in alphabetical order.

Cupboard with labeling at OPD

Drug storage at Pharmacy 179

Common use drug at ward is kept with labeling.

Sterilized items stored clean with colour coding

Colour coding system shown in Dir. Office

Full and empty Oxygen cylinders at a obst

Demonstration of poisonous snakes for patients

TQM CQI fframework

Mission and Vision are visualized in documents.

Name of team members are visible.

Sign board at the entrance of a hospital

Sign board written with three local languages

Cost recovery for sign board having sponsor

Waiting hall of OPD having chairs with numbering

5S festival : dancing show by a former patient 200

Quality and Safety

You might also like