1. Definitions
5S: It is to implement Sort (S1): to eliminate what is unnecessary, set (S2): to align in the position easy to use, Shine (S3): to make things clean without trash or dust, and Standardize (S4): to maintain S1 to S3, and Sustain (S5): to voluntarily continue S1 to S4. Its original purpose is to delete the defect from finished goods with defect or dirt, and later utilized in the various purposes such as improving the work environment, organizational revitalization and management system improvement.
KAIZEN: In most cases, indicating Continuous Quality Improvement (CQI) activities by Quality Control (QC) circles, but it also includes KAIZEN recommendations and field improvement activities (GEMBA KAIZEN). It is generally conducted through PDCA cycle, so that it can be called problem solving through participation by service providers. TOYOTA production method (such as automation and Kanban-placard method, etc.) fits in this category.
TQM: It is sometimes defined as the implementation of QC circle activities across the organization; it is essential approach aiming at comprehensive quality management that utilizes capacity throughout the organization at maximum (aggregation of systemized methods). Constraint theory and Six Sigma are one of TQM approaches, and International Organization for Standardization (ISO) implementation is one example of its practice.
‘Implementing’ these three management methods ‘in phases’ is a characteristic of ‘5S-KAIZEN-TQM approach’, and within this approach, each step is defined as follows.
Step1: ‘5S’: improvement of work environment, rethinking of the staff, understanding their business processes
Step2: ‘KAIZEN’: constructive understanding of the systematic problem resolution and business process improvement
Step3: ‘TQM’: implementation of hospital management, realizing value co-creative organization
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