Table 5.

Description of the MAP of the Kaizen–Kata equipment studied.

Public Hospital (Case Study)	Kaizen–Kata Team	Participants in Teams	Problem Selected	Improvement Activities (Kaizen)	Kaizen–Kata Process Implementation Rate (%)
Case Study A	A&E A	6	Errors in the admission of patients	Mapping of the emergency process with identification of the MUDA. Elimination of activities that do not add value to the emergency process (unnecessary workload is reduced) Establishment of operating standards for different types of patients arriving at A&E admissions On-the-job training in medical process and service quality Switch to digital logbook (simplified and easy to use)	100% implementation progress
Case Study B	Patient care	7	Delays in patient care	Mapping of the emergency process with identification of the MUDA. Measurement of the real cycle time of the patient care process in the consultation room. Establishment of the ideal time of the “standard” process according to the workload Preventive maintenance to the visiting software	98% implementation progress. Software revision is still pending
Case Study C	Cystic Fibrosis “Quick Innovation”	6	Cystic fibrosis drug shortages	Application of the 5S in the in-house pharmacies Improved process flow by implementing a storage method (first in/first out) New contracts were established with drug suppliers with established delivery times Improved supply and inventory control using Kanban	100% implementation progress

MUDA: Japanese word that is translated as WASTE. Defined as: any activity that consumes resources and does not add value to the process.