Isfahan University of Medical Sciences Health Information Management 1735-7853 8 8 2012 02 20 The Effects of 5S Model on Hospital Services in Imam Reza Hospital, Kermanshah, Iran The Effects of 5S Model on Hospital Services in Imam Reza Hospital, Kermanshah, Iran 1235 1242 26179 FA Behzad Karami Matin Assistant Professor, Health Service Management, Health Research Center, Kermanshah University of Medical Sciences, Kermanshah, Iran Seyed Mohammad Saeid Ahmadi BSc, Public Health, Kermanshah University of Medical Sciences, Kermanshah, Iran Hossein Babapour BSc, Public Health, Kermanshah University of Medical Sciences, Kermanshah, Iran Elahe Miri BSc, Public Health, Kermanshah University of Medical Sciences, Kermanshah, Iran Mohammad Aram Khalesi MSc, Health Service Management, Imam Reza Hospital, Kermanshah, Iran Amin Karami Matin BSc, Management, Imam Reza Hospital, Kermanshah, Iran Journal Article 2022 09 07 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. 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.

https://him.mui.ac.ir/article_26179_5872043836c3d79e59d2ad6886918bfd.pdf