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This study aims to evaluate an organizational development programme (TQM) that was implemented at the tertiary‐care public hospital that showed the highest total factor productivity growth in Sri Lanka for the 1997‐2001 period.

Balanced score card approach is used to assess the performance of the hospital under study. Value chain analysis is conducted to identify the changes in organizational management following TQM implementation. Employee feedback is obtained by questionnaire‐based interviews.

Performance of the hospital with regard to service quality, employee‐performance, fixed‐asset‐performance, and social responsibility improved. Overall, value chain analysis shows that the differentiation was used to improve quality of services. Leadership, team‐work and continuous monitoring were the key factors that facilitated implementation of 5‐S based TQM.

The 5‐S system‐based TQM appears to be a feasible and promising system to initiate management improvement of public hospitals in developing countries.

This paper is of value for hospital managers and policy makers of developing countries, where there are chronic resource shortage and managerial constraints, particularly in government sector health services.

The purpose of this paper is to identify factors that influence the implementation of the rollout of the 5S approach in public hospitals in Tanzania, and share the way to scale this up for similar setting in developing countries.

The effect size was calculated from pre- and post-assessment results of Training of Trainers (ToT) to examine the effectiveness of ToT. A questionnaire with 14 explanatory variables was developed and completed based on information collected during Consultation visits (CVs) and progress report meetings (PRMs). Then, data were analysed to identify the influencing factors in relation to outcome variables (CV average score).

Among 14 explanatory variables, five explanatory variables showed statistical significant association with the CV average score. Those are: “Feedback and information sharing,” (p=0.031), “Quality Improvement Team roles and responsibility” (p=0.002), “5S knowledge,” “Involvement and commitment,” and “5S guidelines use and availability,” (p=0.000). When the explanatory variables were controlled by levels of hospitals; “involvement and commitment” was the only explanatory variable for national level hospitals. For regional referral hospitals, “QIT roles and responsibility” (p=0.02) and “5S knowledge” (p=0.03) were statistically significant. For district hospitals, “involvement and commitment” (p=0.01) and “availability of guideline (p=0.001)” were statistically significant.

This study has the following limitations. The data were collected from existing reports and presentation materials only. There might be reporting bias, as PRM data is self-reported from the hospitals. Caution is therefore needed in extrapolating the study results to other settings. Despite these caveats, the findings will provide important insights for designing and implementing QI programs in Tanzania and in other African countries.

The authors' conceptual framework is based on the existing literature on the science of diffusion and scale up of innovation in the health sector. Few studies are known from resource constrain settings in Africa which assess the determinants of the process of nationwide scale-up of proven interventions.

This paper aims to examine the impact of external and internal drivers on the dimensions of internalization (daily practices and continuous improvement) of quality standards, the relationship between the dimensions of internalization and their effects on customer, employee, society and organizational results in hotels.

The study applies a structural equations analysis to test these relationships using empirical data from 176 quality-certified hotels.

Hotels need internal drivers to internalize a quality system because the external drivers themselves are not able to explain significantly the quality internalization process. This paper shows the significant relationship between the dimensions of internalization (daily practices and continuous improvement) and the importance of continuous improvement (e.g. innovations from quality standards and reflection on how to improve the current work processes) for improved customer, employees, society and organizational results.

To the best of the authors’ knowledge, there are no empirical studies jointly analyzing the drivers of internalization, the relationship between the dimensions of internalization and their effects on different dimensions of results (customers, employees and society) in hotels.

The purpose of this paper is to examine the direct influence of three types of operations management practices, namely total quality management (TQM), lean manufacturing (LEAN), and supply chain management (SCM) on operational performance.

Cluster analysis is used to classify data collected from Thai manufacturing firms into three business strategy clusters of cost leadership, differentiation, and focussed strategy. Next, multiple-regression analysis was used to test the relationships between operations management practices and performance in each of the three strategy clusters.

Results show that all three operations management practices were significantly associated with performance including the interaction of TQM and SCM. Also, the interaction of LEAN and SCM significantly affected performance for firms pursuing focussed business strategy.

Manufacturers in developing nations can use this result to deploy appropriate operations management practices to enhance their competitive edge.

This study explores the cross-functional alignment between strategies and practices, which have been transferred from developed to developing countries.

The purpose of this paper is to present the comprehensive literature review on 5S and suggest possible gaps from the point of view of researchers and practitioners. The manuscript presents the overview of 5S implementation and highlights the achievements realized from deployment of 5S initiatives for sustainable performance of organizations.

The paper critically examines the literature on 5S, analyzes and reviews it systematically. The study highlights the critical barriers and success factors for sustainable 5S implementation in the organizations in the competitive world.

5S is an outstanding Japanese philosophy for the development of any type organization all over the world. This study bring out the concept of 5S, requirements for its holistic implementation, relationship with other lean tools, benefits, success factors and obstacles in 5S implementation. The significant contributions through 5S initiatives in the organization like production, quality, safety and effective utilization of workspace for the sustained organizational improvement have also been highlighted in the study.

The literature on assortment of 5S technique has been so far very limited. The present paper reviews large number of research publications related to 5S to highlight the significance of 5S philosophy in the sustainable organizational improvement across the world. It foregrounds the approach advised by the various researchers, practitioners and appraises censoriously the reason behind the demand of 5S program in the organization. The needful steps and obstacles are also foreground for the effective implementation of 5S in the organization.

The paper presents a comprehensive review of literature publications in the area of 5S and their assortment to develop an understanding of the significance and implementation of 5S in the organizations. The paper will be helpful or useful to researchers, safety executives, development professionals and managers in the organizations.

This paper examines the relationships between: (1) motives for internalization of a quality system, (2) the internalization of a quality system and (3) customer results, employee results and social results in public organizations by means of replication research

First, the work applies a quantitative study to test hypotheses using structural equations based on the Partial Least Squares (PLS) approach. Then, a qualitative study is carried out to support the quantitative results obtained

Results show that internal and external motives affect internalization, and that the most important issues for internalization are commitment, communication, training, recognition and follow-up. In addition, continuous improvement is key in order to enhance customer results, employee results and social results

The contribution of this work is that it provides empirical support to prior research on internalization focused on manufacturing and service organizations, and extends these results to the case of public organizations

Este trabajo analiza la relación entre: a) los motivos para interiorizar un sistema de calidad, b) la interiorización de un sistema de calidad y c) los resultados de clientes, empleados y sociedad en organizaciones públicas, a través de un estudio que replica los análisis previos sobre interiorización realizados en organizaciones manufactureras y de servicios.

Interiorización de la calidad en organizaciones públicasPara conseguir este objetivo se realiza primero un estudio cuantitativo para comprobar las hipótesis a través de un análisis de ecuaciones estructurales desde el enfoque Partial Least Squares (PLS). Posteriormente se realiza otro estudio cualitativo para apoyar los resultados cuantitativos obtenidos.

Los resultados muestran que los motivos internos y externos influyen en la interiorización y que los aspectos más importantes para interiorizar un sistema de calidad son la implicación, la comunicación, la formación, el reconocimiento y el seguimiento interno. Además, la mejora continua es clave para mejorar los resultados de clientes, empleados y sociedad.

La contribución del trabajo es que proporciona apoyo empírico a los resultados de trabajos previos sobre interiorización centrados en organizaciones manufactureras y de servicios y extiende estos resultados al caso de organizaciones públicas.

Derived from work conducted on the topics of Lean‐thinking and Lean‐Kaizen some management practices or techniques, such as the 5Ss, have recently become important in this research. The reason for this is that more and more of the companies that apply Lean‐thinking and Lean‐Kaizen are using the 5Ss as an essential step in their implementation. Therefore, this paper aims to explore the implementation of the 5Ss in multinational organisations in Mexico empirically, in order to analyse and compare them against the respective theoretical frameworks. The research question that governs the study is: “How are the 5Ss implemented in an organisational context such as that of a multinational company in Mexico?”

An exploratory multiple case study was conducted. Three multinational companies, which have been established in Mexico for at least 20 years, were selected. Two of these companies were from the automotive sector (suppliers) and the third was a company manufacturing hygiene and cleaning products. Four methods were used to gather data: direct observation, participative observation, documentary analysis, and semi‐structured interviews.

Based on cross analysis findings, a group of reasons was found for applying the 5Ss in the multinational organisations analysed, along with a group of drivers and inhibitors responsible for enhancing or blocking the successful implementation of the 5Ss. Finally, a conceptual framework was also established, based on the results of comparing theory and fieldwork: this provides a glimpse into the relationship of the 5Ss with other improvement programmes, known as Lean‐thinking or Lean‐Kaizen, in the organisations analysed. In particular, the framework show the importance between do (way: philosophy) and jyutsu (techniques) during the implantation process of 5Ss.

Derived to describe three case studies on how to implement the 5Ss within a programme or model for the Lean‐thinking or Lean‐Kaizen approach, it may prove to be of value to practitioners and managers involved in the field. Similarly, a section on managerial implications has also been included.

The study contributes to the limited existing literature on the 5Ss through research that seeks to understand how this technique is implemented in a context of multinational organisations, particularly emphasising the main drivers and inhibitors that enhance or block it during the implementation process. It also includes a theoretical framework that can demonstrate the relationship of the 5Ss with the Lean‐thinking and Lean‐Kaizen programmes in this context: In particular for Latin America and Mexico, where virtually no academic studies of this type have been conducted.

Ho and Osada state that 5 “S” is the foundation for implementing total quality management (TQM) philosophy and also emphasize that 5 “S” is the primary driver for the success of TQM in any organization. Since the competitiveness of India has been ranked comparatively low worldwide, it shows that Indian organizations may be weak in implementing TQM. The purpose of this paper is to assess the status of TQM, quality tools and 5 “S” in Indian organizations and to study their relationship among three categories of organizations, i.e. “Large”, “Medium” and “Small”.

This paper presents the status of 5 “S”, quality tools and TQM in Indian organizations based on 62 organizations.

The paper reveals that 5 “S” performance has a direct bearing on the performance of TQM journey. There is a positive correlation among 5 “S” index, usage of quality tools and TQM index. The high 5 “S” index in “Large” category of organization has resulted in high‐TQM index in comparision to “Medium” and “Small” organizations. The weakest link is “Small” category, which has a direct bearing on the overall performance of TQM.

The investigation and research findings are still exploratory. Future research can focus and study the correlation among 5 “S”, quality tools, and TQM sector wise. Broadly based and larger sample size would provide better picture of 5 “S”, usage of quality tools and TQM status.

The study has been able to compute 5 “S”, usage of quality tools and TQM index among the three category of organizations and have been able to establish the correlation among 5 “S”, TQM and quality tools. The study has been able to identify that organizations with high‐5 “S” index tend to use high number of quality tools and have high‐TQM index.

Considering lean thinking inside and beyond the organisation's boundaries, in the extended supply chain, this paper aims to fill a literature gap clearly stating some outsourcing practices as lean practices and establishing a deployment evolution parallel between both practices.

A literature review was carried out collecting cases of lean deployment in healthcare, from both scientific and grey literature. Cases were classified according to lean deployment taxonomy in healthcare settings, showing some differences in lean journey stages in 15 countries.

There is an alignment between SCM thinking in healthcare and lean thinking that places a SCM decision as outsourcing as a lean practice serving not only strategic intent but solving operational efficiency. There is a match between different outsourcing drivers (transactional, strategic and transformational) and lean maturity levels. The main constraint to deployment of both lean and outsourcing practices are cultural differences.

Understanding lean and outsourcing different deployment maturity levels under the national cultural umbrella can open new perspectives to study lean sustainability factors and better outsourcing relationships in healthcare organisations.

This paper presents a merger between the state‐of‐the art of both lean and outsourcing practices in healthcare settings and suggests an outsourcing and lean evolving pathway.