Kaizen: A Method of Process Improvement in the Emergency Department

Abstract

Introduction: Recent position statements from health care organizations have placed a strong emphasis on continuous quality improvement (CQI). CQI finds many of its roots in kaizen, which emphasizes small, low-cost, low-risk improvements. Based on the successful Kaizen Programs at organizations such as Toyota, the authors thought the emergency department (ED) would be an ideal environment to benefit from such a program.

The Need for Dual Openness to Change: A Longitudinal Study Evaluating the Impact of Employees’ Openness to Organizational Change Content and Process on Intervention Outcomes

“…The hospital had worked with a system for quality improvement, kaizen, since 2009. Kaizen is one of the most commonly used approaches in lean methodology (Pettersen, 2009;Radnor, Holweg, & Waring, 2012) and is a structured and participatory approach for continuous improvement (Jacobson, McCoin, Lescallette, Russ, & Slovis, 2009). This approach engages employees in continuous improvement based on the assumption that employees, who are the ones closest to the work processes, are best suited to identify areas that need to be improved and to implement action plans (Ulhassan, von Thiele Schwarz, Westerlund, Sandahl, & Thor, 2015).…”

Application of Selected Methods and Approaches for Improvement of Processes and their Use in Practice in Companies of Wood Processing Industry in Slovakia

“…Kaizen is a structured, iterative and participatory approach for making continuous improvement. In Kaizen, one of the main reasons for engaging employees in continuous improvement is the assumption that the people closest to the work process are best suited to quickly identify areas in need of improvement and, consequently, implement action plans [6,9]. Total Quality management TQM is characterized as a strategy that aims to generate and transfer more efficient and superior services, through achieving cooperation between organisational members achieve a comprehensive integration among organisational staff and their functions in order to gain better enhancement, progress and preservation of products and services quality to achieve customer satisfaction, applying various TQM practices such as training, process management, customer management, etc.…”

Research of the Effectiveness of Strategic Leadership in Crisis Management a Comparative Study in Large Scale Enterprises and SMES in Konya 3rd Industrial Zone

“…Innovation is an indicator of the efficiency and effectiveness of the implementation of these ideas and the quality and quantity of the ideas. These two parameters are independent but when these come together they create companies innovation performances (Ryan, 2012: 346;Wattanasupachoke, 2012: 4;Kuczmarsky, 1996: 9); -Elastication and simplification of the organization; is to apply organization type in the companies which are using lean thinking logic (Kaplan, 2006: 29-30); -Reorganization and process renewal; to achieve the objectives of the organization provides the best structure of the creation and continuous improvement activities in a way to maintain (Çetinalp, 2014: 76-77); -Crisis and learning organizations; that is an ability to pace all kinds of interactions, cooperation and a need for responding with showing abilities (Schlechty, 2009: 26); -Crisis and management of downsizing; in crisis periods downsizing decision should be used as a last resort (Çetinalp, 2014: 78); -Rehabilitation to organize against the crisis; Kaizen; it represents a systematic renovation and rehabiliation for enterprises in their activities (Jacobson, 2009(Jacobson, : 1342".…”