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Objective <p>To analyze the factors affecting the results of 5S (Sort, Set in Order, Shine, Standardize, and Sustain) implementation at a private general hospital in Vietnam in 2024.</p> Research methods <p>This study used a convergent parallel mixed-method design. The quantitative method was based on 84 observations using a checklist across four high-risk zones: injection carts, medicine cabinets, offices, and patient rooms in all seven clinical departments of the hospital. The qualitative method included 11 in-depth interviews and 2 focus group discussions with representatives from hospital leadership, departments, and staff. The qualitative content was analyzed by thematic grouping.</p> Results <p>The average score for 5S implementation in clinical departments was 3.48/5. The average scores for each step were: S1 (Sort) 3.78/5, S2 (Set in order) 3.54/5, S3 (Shine) 3.92/5, S4 (Standardize) 3.20/5, and the lowest was S5 (Sustain) 2.96/5. The lower scores of S4 and S5 can be explained by inadequate standard guidelines for the specific position, and not all staff fully understood these steps. Several factors influence the successful implementation of 5S, including leadership commitment, active staff participation, regular training, supervision, and appropriate reward mechanisms.</p> Conclusion <p>The study suggests that standardization from S1 to S3 for the specific areas, regular training, and supervision are important to improve the Sustainability of 5S.</p>

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Factors influencing the implementation and sustainability of 5S at a private general hospital in Vietnam

  • 期刊论文

  • 出版模式：

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  • 发表日期：

    2026年6月24日

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  • Nga Thi Thuy Nguyen,
  • Anh Quynh Pham,
  • Phong Hoai Nguyen,
  • Ngoc Tuan Vo,
  • Si Dung Chu

摘要

Objective

To analyze the factors affecting the results of 5S (Sort, Set in Order, Shine, Standardize, and Sustain) implementation at a private general hospital in Vietnam in 2024.

Research methods

This study used a convergent parallel mixed-method design. The quantitative method was based on 84 observations using a checklist across four high-risk zones: injection carts, medicine cabinets, offices, and patient rooms in all seven clinical departments of the hospital. The qualitative method included 11 in-depth interviews and 2 focus group discussions with representatives from hospital leadership, departments, and staff. The qualitative content was analyzed by thematic grouping.

Results

The average score for 5S implementation in clinical departments was 3.48/5. The average scores for each step were: S1 (Sort) 3.78/5, S2 (Set in order) 3.54/5, S3 (Shine) 3.92/5, S4 (Standardize) 3.20/5, and the lowest was S5 (Sustain) 2.96/5. The lower scores of S4 and S5 can be explained by inadequate standard guidelines for the specific position, and not all staff fully understood these steps. Several factors influence the successful implementation of 5S, including leadership commitment, active staff participation, regular training, supervision, and appropriate reward mechanisms.

Conclusion

The study suggests that standardization from S1 to S3 for the specific areas, regular training, and supervision are important to improve the Sustainability of 5S.