Table 1 Research articles on the empirical application of 5S to health-care facilities
Author(s) | Settings | Tools/methods applied | Changes resulting from 5S application | Objective in quality improvement context |
|---|---|---|---|---|
Al-Araidah et al. [24] | Inpatient pharmacy at a local hospital, Jordan | 5S, DMAIC | Potential reductions of more than 45 % were observed in the drug dispensing cycle time | Lean |
Chadha et al. [25] | Emergency department at SD Mission Hospital, India | 5S visual management, value stream mapping, one-piece flow, standard operating procedures | Improved process flows, increased capacity, and shorter stays for all patient classes were observed | Lean |
Farrokhi et al. [26] | Operating room at Virginia Manson Medical Center, USA | 5S, value stream, Kaizen event | The number of instruments for minimally invasive spine surgery was reduced by 70 % (from 197 to 58) and setup times decreased by 37 % (13.1–8.2 min, p = 0.0015). The potential institutional annual cost savings of US$2.8 million was expected | Lean |
Ikuma and Nahmens [27] | Five departments (central supply, histology laboratory, ICU, medical-surgical impatient care unit, and infusion center) at several Ochsner Health System hospitals in southeastern Louisiana, USA | 5S | Goals related to compliance with regulations, ergonomics, or safety were achieved in all the five departments | Lean |
Pandya et al. [28] | Eighteen government urban health centers in Rajkot municipality, India | 5S | Increases in scores of all five “S” (p < 0.001) measured by external evaluators based on a 5S audit tool | (Not explicit) |
Rutledge et al. [29] | Core laboratory of a tertiary care pediatric facility, USA | 5S, visual controls, single piece flow, standard work | The mean turnaround time for creatinine was reduced from 54 to 23 min accompanied by increased testing volume (20 %), monetary savings (four full-time equivalents), decreased variability in turnaround time, and better space utilization (25 %) | Lean |
Venkateswaran et al. [30] | Three different hospitals’ central warehouses at Ochsner Health System, USA | 5S | Increases in inventory turnover by 30 % in a hybrid 5S (integrated with inventory management techniques and process improvement tools) application site and 4.0 and 43.0 % in two traditional 5S application sites | Lean |
Waldhausen et al. [31] | A surgical clinic at Seattle Children’s Hospital, USA | 5S, work balance, standard work | Face-to-face provider-patient time increased by 30 to 61 % at 30 days, 58 % at 60 days, and 59 % at 1 year. Satisfaction survey problem scores improved and were sustained | Lean |
Withanachchi et al. [32] | Castle Street Hospital for Women in Colombo, Sri Lanka | 5S | The infection rate in the post-Caesarean section reduced by 52 % and the stillbirth rate by 33 % over the 2-year period during which 5S was implemented | TQM |
Kanamori et al. [33] | A health center in Tambacounda Region, Senegal | 5S | Changes perceived by health center staff members, including reduction in time searching for items, improved ability of staff to move around in the office, reduction in waiting time for patients, better directions for patients, and an improved sterilization process | Lean |
Esain et al. [35] | Multiple locations delivering acute and community care under the National Health Service, UK | 5S | – | Lean |
Gabow et al. [36] | Denver Health, USA | 5S | – | Lean |
Ishijima et al. [37] | 46 public hospitals, Tanzania | 5S | – | TQM |
Patwa et al. [34] | One primary health-care facility and its two sub-centers in Ahmedabad district, India | 5S | – | (Not explicit) |
Pertence and Melleiro [38] | Sao Paulo University Hospital, Brazil | 5S | – | Quality management |