1. 3rd EARC 2012
GEMBA KAIZEN
3rd EAST AFRICAN REGIONAL HEALTHCARE ENGINEERING CONFERENCE & EXHIBITION (EARC 2012)
DATE: 31st Oct-2nd Nov 2012.
VENUE: ROMBO GREENVIEW HOTEL, SHEKILANGO ROAD- DAR ES SALAAM.
THEME: IMPROVED HEALTH TECHNOLOGY MANAGEMENT FOR QUALITY HEALTHCARE DELIVERY IN EAST AFRICA.
SUB THEME: QUALITY ASSURANCE & QUALITY CONTROL
AUTHOR :PETER MATOKE
PRESENTED BY : HERMAN MMASAVA
KAIZEN

2. Definitions Gemba and kaizen are Japanese words;
3rd EARC 2012
Definitions
Gemba and kaizen are Japanese words;
Gemba means "real place" or “workplace”.
Kaizen means "improvement" or "change for the better."

3. 3rd EARC 2012
Kaizen History
The kaizen method has been established as an outcome of various activities undertaken for improving the productivity and quality of Japanese products after mid 1940s, as Japanese manufacturers( e.g Toyota) were urgently trying to catch up with the standards of American and European manufacturers.
KAIZEN

4. 3rd EARC 2012
Kaizen History
Initially, efforts were made to learn from western management systems, particularly the statistical quality control methods. Through this process, the western management strategy was combined with Japanese management methodologies and gradually developed into the kaizen system.
KAIZEN

5. 3rd EARC 2012
Kaizen History
Kaizen does not prescribe for a particular model since as it empowers creation of the system to the workers in Gemba. On top of 5S, each company selects and combines various production and quality control tools . Some tools originate from the western management system.
KAIZEN

6. KAIZEN Guru
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Known as KAIZEN Guru, Sensei Masaaki Imai is the founder Chairman of Kaizen Institute Worldwide.
Has been a pioneer and leader in spreading Kaizen Philosophy all over the world.
Author of Ground breaking Books KAIZEN - The Key to Japan’s competitive success and GEMBAKAIZEN- A common sense low cost approach to Management
Sensei Masaaki Imai
Founder & Chairman
Kaizen Institute

7. Quality Control tools Quality Control Circles (QCC),
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Quality Control tools
Quality Control Circles (QCC),
a Just–In-Time System,
Total Productive Maintenance (TPM),
Total Quality Control (TQC),
Total Quality Management (TQM),
etc.

8. First Step towards Continuous Improvement
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First Step towards Continuous Improvement
The aim of 5S is to create an atmosphere to keep a clean, organized, safe and efficient workplace for everyone.
The foundation for the practice of 5S, comes from a Japanese program derived from these words, seiri, seiton, seiso, seiketsu and shitsuke. The 5S’s are a conventional approach towards maintaining and improving the work place. The following words have been chosen for the 5S acronym’s translated into various symbols and words by each language globally.
Sort
Sanitize (Safety)
Sweep
Straighten
Sustain

9. Meaning of the 5S’s Sort Straighten Sweep
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Meaning of the 5S’s
Sort
Examine everything at the workplace & identify what is needed and what can be discarded
Straighten
Organizing the way things are put away with efficiency, quality, and safety in mind. Need to decide where and how things should be put away and what rules should be obeyed to insure that it is maintained.
Sweep
(Scrubbing clean)
Sweeping, scrubbing and cleaning of the building, machines, fixtures & tools so that all areas of the workplace are neat & tidy. This leads to early detection of mechanical problems before they become major breakdowns. Machines cry!

10. Meaning of the 5S’s Sanitize Sustain
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Meaning of the 5S’s
Sanitize
(Safety)
Insuring that each workplace is properly designed for safety. This is to protect every member from the dangers during the performance of their assigned tasks.
Sustain
(Standardize)
Developing the practice necessary to continually participate in the 5S process. This requires that each of the S’s become a personal habit. This is the most difficult of the 5S’s, but it is the most important factor in achieving long term success. Establishing routines and procedures for maintaining and improving on the first four (S’s), incorporating visual management tools.

11. Basic Rules for Change Management
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Basic Rules for Change Management
Keep an open mind to change
No such thing as a dumb question or idea
Avoid spending money (Capital expense should be a last resort)
Maintain a positive attitude
Don’t’ make excuses & question current practices
Think about how to do it, NOT why it can’t be done
Just do it!!
Have Fun!!!

12. Values, Standards, Judgements
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Iceberg
Knowledge and Skills
Visible
behaviours
Sea level
Values, Standards, Judgements
Motives, Ethics, Beliefs
Attitude
Invisible

13. MATHARI HOSPITAL KENYA ~AMENITY WARD JULY 2007
3rd EARC 2012
MATHARI HOSPITAL KENYA ~AMENITY WARD JULY 2007

14. 5S Committee Members Med. Supt Hospital Administrator
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5S Committee Members
Med. Supt
Hospital Administrator
Snr Nursing officer
Laboratory officer
Public Health officer
Medical Engineering
Public works
In charges of units

15. Staff clinic Records before 5S, 2007
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Staff clinic Records before 5S, 2007

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Items in a drug cupboard before 5S, 2007

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Waste, unclassified, before 5S

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Wasted space from breakdown, before 5s, 2007

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Unclassified items mixed up before 5S, 2007

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Patients urinal before 5S, 2007

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Patients toilet before 5S, 2007

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Junk yard before 5S, 2007

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Junk yard before 5S, 2007

24. 3rd EARC 2012
Mathari Hospital, July 2008
Since Implementation of 5S was started in January 2008
Great Job!!

25. July 2008- Customer care desk
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July Customer care desk

26. 3rd EARC 2012
July 2008-Clean Compound

27. Wd 8m July 2008:Both staff & Patients Happy
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Wd 8m July 2008:Both staff & Patients Happy

28. 3rd EARC 2012
July 2008 Motivated Staff

29. July 2008: Undergoing Renovations
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July 2008: Undergoing Renovations

30. July 2008. Clean Patients Bowls
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July Clean Patients Bowls

31. 3rd EARC 2012
July 2008 Clean Bathrooms

32. 3rd EARC 2012
July 2008 Clean Toilets

33. 3rd EARC 2012
New filling system

34. Clean work environment
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Clean work environment

35. 3rd EARC 2012
Easier filling System

36. Our strengths in 5S Implementation
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Our strengths in 5S Implementation
JICA support- financial & technical
5 of our members got intense training in Sri Lanka
Very supportive administration
Hospital staff responsive

37. Our weaknesses/Challenges
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Our weaknesses/Challenges
Old dilapidated buildings
Bureaucratic procedures in procurement and disposal of equipment
Few staff-overworked
Nature of our patients (mentally disturbed)
Staff transfers/turnover

38. 3rd EARC 2012
Way Forward
Kaizen is a must to those who want to improve the work place.
Once successfully implemented, we hope to roll it out to other public hospitals
Memorial hospital has already started
Kenya Association of manufacturers introducing to members

39. Thanks for your attention. May the LORD bless you
3rd EARC 2012
Thanks for your attention. May the LORD bless you