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Chief Representative's Speech

February 25, 2014

Review Workshop on the Quality Improvement Program through 5S-CQI-TQM approach

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Mr. M.M. Neazuddin, Secretary, Ministry of Health and Family Welfare
Distinguished guests
Ladies and gentlemen:

Assalam alaikum and good morning.

First, I would like to express my sincere gratitude to you all for sparing your precious time for this workshop.

The 5S-CQI-TQM activity under Operational Plan of DGHS (Directorate General of Health Services) started in February 2011 at Narsingdi District Hospital. Since then, twenty three hospitals and health facilities have been introducing the management method.

Today, I am very happy to attend the third review workshop on the Quality Improvement Program together with this many practitioners from twenty two hospitals and health facilities all over the country.

5S-CQI-TQM is a management approach to improve quality of services through enhanced productivity and customer satisfaction within budget constraints. The approach is based on a management technique originally initiated in Japanese industrial sector, the world-famous Kaizen of TOYOTA, for example.

Incidentally, we Japanese may often seem too meticulous and very particular about the details. But I think it is not a bad idea to introduce such a scrupulous attitude into hospitals which, by definition, are expected to be the most affectionate and trustworthy place at any cost. As a matter of fact, this approach has already been applied to improve quality of hospital services in Asian countries including Thailand and Sri Lanka. Currently, fifteen African countries practice 5S with technical support from JICA.

The recipe for success of 5S is the bottom-up approach. 5S is easy to understand, and achievements can be appreciated by everybody involved. 5S activities empower both the middle-level managers and front-line staff and nurture a sense of management and responsibility among them, thereby lifting team spirit within each hospital.

Here, I would like to point out two challenges for us to tackle. Number one is to establish monitoring and mentoring mechanism. Number two is to ensure leadership and teamwork within each hospital to evolve beyond the first three "S"s to "Standardize" and "Sustain" stages. To do so, we should strengthen the TQM unit of DGHS as well as Quality Improvement Team in the respective hospital. Especially, the TQM unit of DGHS needs to be equipped with more staff and logistics in order to provide timely guidance and necessary support to pilot hospitals. Besides, since the number of pilot hospitals is increasing, it is also recommended to introduce division-wide monitoring mechanism to effectively implement the TQM program.

I hope this Review Workshop will provide a golden opportunity for all of you to be informed of ongoing good practices and come up with innovative ideas of further improving quality of services of your own hospitals.

Dhonnobad. Thank you.

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