Applicability of 7S management mode in lead clothing management in interventional operating rooms

LI Jing; LIU Xiaonan; GAO Ya; LI Yang

doi:10.3969/j.issn.2097-1753.2025.05.027

Abstract：Objective: To explore the intervention effect of the 7S lean management model on the optimization of lead apron management in interventional operating rooms. Methods: A self-controlled before-and-after study was conducted, with nurses as the main force and technicians and support staff assisting in implementing the 7S lean management for all lead aprons in the interventional operating room. A stratified sampling method was used to select 60 medical, technical, nursing, and support personnel from the interventional operating room of Beijing Tiantan Hospital between January and June 2022 as the research subjects. A questionnaire assessing 7S lean management knowledge and satisfaction was used to compare the scores of 7S lead apron management knowledge and satisfaction before and after the management optimization. A 7S lead apron management quality control survey form was used to analyze the differences in the awareness of lead apron management quality control among medical, nursing, and technical staff before and after the 7S lean management intervention. Surface sampling of the lead aprons was conducted to compare the changes in colony counts on the surface of the lead aprons before and after the 7S lean management intervention, evaluating the impact of the management optimization on the cleanliness and infection control of the lead aprons. By combining questionnaires and colony detection, a comprehensive analysis was conducted on the optimization effect of the 7S lean management model on the quality of lead apron management. Results: After the intervention, the scores of medical staff, nursing staff, technical staff, and support personnel in three dimensions—management perception, working conditions, and job satisfaction—were significantly higher than those before the intervention (t=10.672, 7.048, 3.706, P < 0.001 for all). The awareness of lead apron management quality control was significantly enhanced: the proportion of people who accurately counted the number of lead aprons (Z=-6.854, P < 0.001), performed quality inspections on a regular basis (Z=-5.956, P < 0.001), had consistent numbering and storage locations (Z=-9.070, P < 0.001), received management training (Z=-4.850, P < 0.001), and considered the management methods scientific (Z=-5.194, P < 0.001) increased. The colony count on the surface of the lead aprons decreased (Z=-4.320, P < 0.001). Conclusion: Implementing the 7S lean management model with nurses as the main force can improve the awareness, satisfaction, and quality control consciousness of medical staff regarding lead apron management, reduce the colony count on the surface of lead aprons, and provide a reference basis for the promotion and application of lead apron management in clinical operating rooms.