The effect of 5S-Continuous Quality Improvement-Total Quality Management approach on staff motivation, patients’ waiting time and patient satisfaction with services at hospitals in Uganda

  • Naoki Take | naokitake68@gmail.com Kaihatsu Management Consulting, Inc., Tokyo, Japan.
  • Sarah Byakika Ministry of Health, Kampala, Uganda.
  • Hiroshi Tasei International Techno Center Co. Ltd., Tokyo, Japan.
  • Toru Yoshikawa National Institute of Occupational Safety and Health, Kanagawa, Japan.

Abstract

This study aimed at analyzing the effect of 5S practice on staff motivation, patients’ waiting time and patient satisfaction with health services at hospitals in Uganda. Double-difference estimates were measured for 13 Regional Referral Hospitals and eight General Hospitals implementing 5S practice separately. The study for Regional Referral Hospitals revealed 5S practice had the effect on staff motivation in terms of commitment to work in the current hospital and waiting time in the dispensary in 10 hospitals implementing 5S, but significant difference was not identified on patient satisfaction. The study for General Hospitals indicated the effect of 5S practice on patient satisfaction as well as waiting time, but staff motivation in two hospitals did not improve. 5S practice enables the hospitals to improve the quality of services in terms of staff motivation, waiting time and patient satisfaction and it takes as least four years in Uganda. The fourth year since the commencement of 5S can be a threshold to move forward to the next step, Continuous Quality Improvement.

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Published
2015-03-31
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Original Articles
Keywords:
Quality Improvement, 5S, Uganda
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How to Cite
Take, N., Byakika, S., Tasei, H., & Yoshikawa, T. (2015). The effect of 5S-Continuous Quality Improvement-Total Quality Management approach on staff motivation, patients’ waiting time and patient satisfaction with services at hospitals in Uganda. Journal of Public Health in Africa, 6(1). https://doi.org/10.4081/jphia.2015.486