| BackgroundWith the continuous promotion of hospital refinement management,the importance of hospital logistics management has been rising.6S management emphasises the participation of all staff,and through the creation of a good environment to regulate the behaviour of staff in six aspects:tidiness,tidiness,cleanliness,standardisation,literacy and safety,staff are encouraged to improve their quality from passive acceptance to active practice.Compared with the clinical and medical-technical departments,the importance attached to logistics management in hospital 6S management is low,while the logistics staff,as the main force of 6S management practice,the cognition,attitude and practice of the staff play a key role in the 6S management of hospital logistics,therefore,it is necessary to understand the current situation of 6S management knowledge,attitude and behaviour of the hospital logistics staff,and take effective measures to improve the hospital logistics staff’s Therefore,it is necessary to understand the current situation of 6S management knowledge,attitude and behaviour of hospital logistics staff,take effective measures to improve the enthusiasm and execution of hospital logistics staff and promote the sustainable development of 6S management in hospital logistics.ObjectivesThis study uses a combination of quantitative and qualitative methods aimed at understanding the current situation of knowledge,attitudes and behaviours of logistics staff in a provincial Chinese hospital in Shandong Province regarding 6 S management,discovering the factors that limit the implementation of 6S management by staff and the difficulties encountered in the process of implementation,and,based on the findings,providing a reference for improving 6S management in hospital logistics and promoting the sustainable development of 6S management.MethodsA face-to-face survey was conducted with all the staff of the hospital’s logistics system(including the three departments of security,cleaning and general services),and a total of 303 people were surveyed.A qualitative survey was also conducted,with 12 people interviewed.The questionnaire survey focused on the activities related to 6S management and the knowledge,attitudes and behaviours of the hospital’s logistics staff towards 6S management.The development of the knowledge,attitude and behaviour questionnaire was based on the 6S Management Activities and Beautiful Hospital 2019 Action Plan Implementation Plan,the 6S Management Supervision Programme and Evaluation Criteria of a Provincial Chinese Hospital in Shandong Province and other policy documents,with a total of 48 entries.Among them,knowledge includes three dimensions of management mechanism,core theory and operational skills;attitude includes three dimensions of management mechanism and theory,practice attitude and promotion attitude;and behaviour includes two dimensions of practice behaviour and promotion behaviour.Statistical analysis was conducted using SPSS.26.0 software,and descriptive statistics were used to analyse the general information,knowledge,attitude,behaviour and total score of 6S management of hospital logistics staff;independent sample t-test and one-way ANOVA were used to understand the differences in the knowledge,attitude and practice scores of 6S management among logistics staff with different demographic characteristics;the differences in the knowledge,attitude and practice scores of 6S management of hospital logistics staff were investigated.Knowledge,attitude and behaviour scores of hospital logistics staff were subjected to multiple stepwise regression;qualitative data were analysed thematically by double entry double coding using Nvivo12 software to explore the real experiences and practical difficulties encountered by staff in the process of practising 6S management.ResultsOf the 303 hospital logistics staff surveyed,the overall score for 6S management was 8.31±0.90.The highest score among knowledge,attitude and behaviour was for attitude at 8.70±0.94,with lower scores for knowledge and behaviour.The three lowest scoring entries for each of these were knowledge of management mechanisms(5.43 ± 2.86),promoting behaviour(6.40 ± 1.84),and knowledge of core theory(8.05± 2.13);the top three entries were attitude towards management mechanisms and core theory(8.85±0.89),practising behaviour(8.69± 1.26),and practising attitude(8.65± 1.12).The main factors influencing the 6S management knowledge scores were whether or not they had participated in 6S training,length of service,and form of employment.Compared to logistics staff who participated in training,those who did not participate in 6S management training had worse knowledge;compared to employees with less than 1 year of service,those with 1-5 years,5-10 years and more than 10 years had better knowledge;compared to third party employees,non-regular employees had worse knowledge.The main factors affecting the 6S management attitude score are whether they have participated in 6S training,years of working experience,education,and department.Compared to logistics staff who participated in training,those who did not participate in 6S management training had a worse attitude towards 6S management;compared to staff with less than 1 year of work experience,those with 1-5 years had a better attitude towards 6S management;compared to staff with primary school education,those with junior high school-high school education had a better attitude towards 6S management;compared to the property department,the general affairs and security departments had a better attitudes.The main factors affecting 6S management behaviour scores are length of service and monthly income.Compared to staff with less than 1 year of experience,those with 5-10 years of experience are better at practising 6S management.Compared to staff with a monthly income of less than 3,000 yuan,those with 3,000-6,000 yuan and 6,000+yuan are better at practising 6S management.Among the knowledge dimensions,knowledge of management mechanisms had a positive correlation with knowledge and attitude dimensions,as well as with behavioural practices and total behavioural scores,with a higher correlation for knowledge overall,with a correlation coefficient of 0.618(p<0.05),and no correlation for the promotion of behavioural dimensions.There was a positive correlation between knowledge of core theoretical dimensions and attitudes to management mechanisms and theoretical dimensions and total attitudes scores,with a correlation coefficient of 0.216,0.156(p<0.05),and a negative correlation for the promotion of behavioural aspects.There was no correlation between knowledge of operational skills and the dimensions of attitude,and a negative correlation with the promotion of behaviour.There was a positive correlation between the dimensions of attitude and the dimensions of behaviour and the total behavioural score.The main factors affecting the total 6S management score were whether they attended training,years of service,education,and department.Staff who attended training had a higher total score for 6S management;staff with 1-5 years and 5-10 years had a higher total score for 6S management compared to staff with less than 1 year of work experience;staff with junior high school-high school had a higher total score for 6S management compared to staff with primary school education or less;staff in the general affairs and security departments had a higher total score for 6S management compared to the property department.Three aspects were distilled from the qualitative interview data with hospital logistics staff:(1)Lack of 6S management-related knowledge among departmental staff:lack of knowledge acquisition channels;weak knowledge absorption and easy forgetfulness;and difficulties in time coordination.(2)Lack of intrinsic motivation among staff:the marginalised role of some logistics staff in participating in 6S management;differences in staff perceptions of the effectiveness of 6S management;lack of reward mechanisms and role model effects.(3)Hindered in practice:original work content overload;difficulties in cross-sectional communication.Conclusions and SuggestionsThe knowledge,attitude and behavioural mastery of the logistics staff shows that although the logistics staff attach more importance to 6S management,at the level of knowledge and behaviour,the mastery is not sufficient.Insufficient emphasis on the logistics department in 6S management implementation;training is more critical in enhancing 6S management knowledge,attitude and behaviour;lack of reasonable performance mechanism in the logistics system and uneven salary distribution;need to focus on staff with lower working experience;differences in motivation for 6S management implementation in sections.In summary,the following recommendations are made:(1)Increase the importance of logistics management in hospital management and improve the hospital logistics management system.(2)Establish a long-term,hierarchical and multi-modal training mechanism.(3)Set reasonable incentives and improve remuneration mechanisms.(4)Optimise the management structure of the logistics cadre and strengthen the logistics management of key sections. |
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