Authors
- Behzad Karami Matin 1
- Seyed Mohammad Saeid Ahmadi 2
- Hossein Babapour 2
- Elahe Miri 2
- Mohammad Aram Khalesi 3
- Amin Karami Matin 4
1 Assistant Professor, Health Service Management, Health Research Center, Kermanshah University of Medical Sciences, Kermanshah, Iran
2 BSc, Public Health, Kermanshah University of Medical Sciences, Kermanshah, Iran
3 MSc, Health Service Management, Imam Reza Hospital, Kermanshah, Iran
4 BSc, Management, Imam Reza Hospital, Kermanshah, Iran
Abstract
Introduction: Nowadays, many organizations such as hospitals have realized that utilization of
quality management models and systems is the best way for them to compete, survive and
develop. Therefore, 5S (sorting, straightening, systematic cleaning, standardizing, and sustaining)
model was implemented in three units of Imam Reza Hospital (Kermanshah, Iran) including
medical records, nutrition, and surgery. The present study evaluated the effects of the model on
various units offering hospital services.
Methods: This quasi-experimental study included all the staff members of medical records,
nutrition, and surgery wards (81 persons) in Imam Reza Hospital before and after an intervention
in 2010. The pretest was conducted by standard 5S checklists and patients satisfaction
measurement questionnaire whose validity and reliability were confirmed. The staff members
were then educated, 5S model was implemented in the three mentioned units, and the required
changes were applied during two months. Afterwards, the same tools were used again to perform
the posttest. The results obtained before and after the implementation of 5S model were presented
by descriptive tables and diagrams. They were analyzed by analytical statistics including paired-t
and Wilcoxon tests in SPSS15.
Results: Findings of this study showed establishing 5S model to be effective on performance and
service quality improvement in the three mentioned units. In other words staff and patients
satisfaction rates changed significantly after 5S model in all 3 units. The organizational 5S model
(sorting, straightening, and systematic cleaning (S1-S3, respectively)) made desirable changes in
the nutrition (S1: P < 0.001; S2: P < 0.001; and S3: P < 0.011), medical records (S1: P = 0.001;
S2: P < 0.001; and S3: P = 0.009), and surgery (S1: P = 0.001; S2: P = 0.003; S3: P = 0.033) units.
Conclusion: Overall, 5S model could improve service quality in the studied units. This finding
supports the success of 5S model in industrial parts. Therefore, the model is suggested to be
employed in all hospital parts and medical care provider units.
Keywords
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