The Kaizen philosophy, a management approach for continuous improvement in times of COVID-19. A case study (early cite - online publishing)

Abstract

Studying the application of the kaizen philosophy in the midst of the global COVID-19 pandemic represents a great opportunity to observe the changes that are happening in people s daily work. In particular, in the health sector it has represented a challenge of extraordinary dimensions. Certain public hospitals in Mexico have taken into consideration this Japanese philosophy as a way of dealing with the new way of working to organise and improve it. An exploratory case study was conducted. The processes of healthcare for suspected and contaminated COVID-19 patients improved in terms of employee safety, elimination of MUDA and quality of service. Four kaizen techniques were applied before and after COVID-19 in the public hospital such as: kaizen teams, standardisation, genba walk management and senpai-kohai relationship. As a result of this research some drivers emerge during the case study analysis. Participative leadership from middle management, management by walking around, learning by doing among other drivers, they have helped the public hospital to solve its daily problems in addition to coping with the COVID-19 pandemic in terms of operational efficiency and safety of health employees.

Studying the application of the kaizen philosophy in the midst of the global COVID-19 pandemic represents a great opportunity to observe the changes that are happening in people s daily work. In particular, in the health sector it has represented a challenge of extraordinary dimensions. Certain public hospitals in Mexico have taken into consideration this Japanese philosophy as a way of dealing with the new way of working to organise and improve it. An exploratory case study was conducted. The processes of healthcare for suspected and contaminated COVID-19 patients improved in terms of employee safety, elimination of MUDA and quality of service. Four kaizen techniques were applied before and after COVID-19 in the public hospital such as: kaizen teams, standardisation, genba walk management and senpai-kohai relationship. As a result of this research some drivers emerge during the case study analysis. Participative leadership from middle management, management by walking around, learning by doing among other drivers, they have helped the public hospital to solve its daily problems in addition to coping with the COVID-19 pandemic in terms of operational efficiency and safety of health employees.