BACKGROUND

• 5S concept was introduced to companies in Japan in the early  years of  the 1980s. 5S is a method or a management tool that can  create a quality work environment that is comfortable, tidy and safe  in the organization and ensuring adherence to standards and to  foster continuous improvement.
• In Malaysia, the 5S concept first introduced in the mid-1980s  and has practiced in the private sector, especially the multi-national companies.  Nowadays many Public Service agencies to adopt 5S even  in circles has gained recognition through certification from  the Malaysia Productivity Corporation ( MPC).

UNDERSTAND THE CONCEPT OF PRACTICE 5S

5S 3.1

3.1.1 5S is the quality of environmental management tools pioneered by Japan with a focus on five (5) implementation of action steps that start with the prefix "S", aimed at the systematic management of hygiene practices. Seiri, Seiton, Seiso, Seiketsu and Shitsuke is Japanese words that summarized the 5s. In the Malay language mean Sort, Set, Shine, Standardize and Sustain.

3.1.2 5S is the most effective technique for creating a culture of continuous improvement known as "Kaizen" in Japanese. Kaizen is a way of repairs done bit by bit but steadily, especially in human-oriented activities and processes. To make it work, participation and commitment is needed from all levels of the organization.

3.1.3 5S is the foundation of quality and productivity improvement are effective because:

(A) Establish a quality work environment and productive;

(B) Results of cleanliness, tidiness and safety are real;

(C) More creative and innovative ideas put forward by employees to solve problems and improvements;

(D) All employees will be more disciplined and ethical to produce a better performance;

(E) Operating at work more easily, quickly and safely;
(f)  Building a culture of excellence and shared values; and

(G) It shall be the pride of all employees and improve the image of the organization.

Principles of 5S

Sort 3.2.1 (Seiri) : Opting out and dispose of (waste) items that do not need in the workplace

Sort is a sorting process work items that are needed and not needed from a bunch of stuff at work. Separation process is helpful in determining the required things present or future, and should be stored in designated storage areas. Items that are not required to be disposed of.

3.2.2. Sort (Seiton) : Organize and store in a neat, easy to take and put back in its place

Sorting and labeling is done after all the stuff that does not need to be separated. Ordering items made by the same group. The main purpose of organizing is:

· economical use of space;

· storage of goods more neat and orderly; and

· simplify the process of tracking and getting stuff in the future.

3.2.3. Sweep (Seiso) : Washing or cleaning work closely so that no dust, dirt on the floor, machinery, equipment and working environment

A clean environment is required by all employees to feel comfortable and happy when working. In addition to improving the work efficiency, sweeping can also enhance the level of safety in the workplace and the equipment used. The purpose of sweeping to remove dust or dirt that clings to the floor, the machine at work or goods are sorted and stacked. A checklist should be placed to guide employees on what to do in the future in this activity. Become place needs / equipment / area swept / cleaned at all times with an effective maintenance schedule.

3.2.4 Uniform (Seiketsu) : Complying with environmental quality standards  in the workplace to ensure a clean and orderly at all times

Uniforms can only be done after the activity sort, organize, and sweep was completed. Uniform or maintaining workplace hygiene at home is essential to the work we have done in the three previous activities are not being wasted. Activities performed by each employee will inculcate the sense of belonging and love of cleanliness in the workplace. User is required to be followed by employees to ensure quality and standards specified. Among the Standard Operation Procedure

3.2.5 Always Lead (Shitsuke) : Train employees disciplined for practicing 5S system continued to be a habit and culture within the organization

Excellent work culture can be developed to comply with the guidelines and standards established. Every employee needs to understand, obey, and strive to practice good hygiene and workplace organization. Hygiene practices can be inculcated in the individual by providing guidance through the training program
at regular intervals.

3.3 Benefits of Implementing 5S

3.3.1 The working environment is becoming more clean, neat and orderly;

3.3.2 The working environment more secure;

3.3.3 Employees have the opportunity to generate creative ideas and to achieve a clean workplace and environment;

3.3.4 The search becomes easier and faster in delivering the work;

3.3.5 Errors have been avoided through error-proofing (mistake proofing) ;

3.3.6 Any problems and defects can be detected during the process of production / provision of services;

3.3.7 To establish the rules and standards of the obvious;

3.3.8 Optimizing the use of work space with quality environmental management;

3.3.9 Control stock / inventory more effectively;

3.3.10 management more cost effective;

03/03/11 customer's complaint can be reduced to the delivery of services;

03/03/12 Simplify maintenance business;

03/03/13 Enhance teamwork; and

03/03/14 Enhance the corporate image of the organization.

3.4 Expected Outcomes of the 5S

3.4.1 Cost Savings:

(A) Savings in the use of inventory;

(B) To prevent damage to the inventory;

(C) Prevention of misplaced tools and equipment; and

(D) Speed ​​up the search process traceability in a business work.

3.4.2 Improving the efficiency of resource use:

(A) Optimize the use of area / place of work;

(B) Elimination of wasting time finding equipment and materials / processes;

and

(C) Facilitating the control and maintenance.

3.4.3 Improving the efficiency and effectiveness of maintenance:

(A) Maintain and improve the lifespan of machinery, equipment and facilities used;

(B) Maintain and enhance the ability to operate machinery, equipment and facilities; and

(C) Reduce waste and spoilage of machinery, equipment and facilities.

3.4.4 Quality Assurance:

(A) Improve the quality and productivity of goods / services;

(B) Improve the ability to perform the job more quickly and safely; and

(C) Ensure the delivery of products / services effectively and efficiently.

3.4.5 Improve safety in the workplace environment:

(A) Eliminating hazards;

(B) Increase the level of health in the workplace;

(C) Eliminate the conditions that can lead to injury and

accidents;

(D) Avoidance of errors and negligence; and

(E) Compliance with regulations.

3.4.6 Increase employee motivation:

(A) Relationship between the members;

(B) Develop discipline; and

(C) Develop a spirit of cooperation and teamwork.

3.5 Action for Non-5S

Among the non-action feature 5S is as follows:

3.5.1 Provide training and housekeeping;

3.5.2 One way to blame the other person in case of any defects;

3.5.3 One way to force people to work;

3.5.4 One way to force people to work harder and faster; and

3.5.5 Made in the months or years of specific (seasonal) as an example implemented in the quality or competition only.

3.6 Resistance Against 5S Implementation

The question of resistance exhibit behavior 5S implementation is:

3.6.1 What is so great about 5S?

3.6.2 Why do I as the Head of Department, to be chairman of 5S?

3.6.3 Why should the net, while it will dirty again?

3.6.4 Will do deviate and rank will increase output?

3.6.5 Why focus so much on a trivial 5S (deviate and layout)?

3.6.6 Did not we already do 5S?

3.6.7 Naturally my work stringy, but I know where to get it?

3.6.8 Did not we already do 5S year ago?

3.6.9 not 5S and other improvement activities suitable for factory

only?

03/06/10 Know thee not that we are too busy to implement 5S (deviate

and layout)?

03/06/11 Who are they, I do want to point 5S?

3.6.12 We do not need 5S. We are not looking for profit work, so do our work

ascribe?

4. 5S PRACTICE KEY TO SUCCESS

4.1 Support and Ongoing Commitment from Top Management

Support and commitment of top management to create an atmosphere that fueled the implementation of 5S well as giving a lasting impression. Top management will provide direction and decisions to ensure 5S implemented in organizations with well by the members.

4.2 Creating an Effective Infrastructure

Provide appropriate infrastructure. Be of interest to first identify relevant aspects or space to implement 5S in the organization. Systematic actions necessary to establish several committees for the implementation of 5S and clear terms of reference.

4.3 Provide Effective Communication Systems

Set up and run the system or the appropriate communication method. This is important to give a description of the need, importance and benefits of 5S in the organization to the other members. To that end, several methods can be used for example:

4.3.1 Through the meeting;

4.3.2 Using the intranet such as portals, blogs or websites of organizations;

4.3.3 Information on a bulletin board;

4.3.4 posters and brochures; and

4.3.5 Internal Newsletter (Newsletter).

4.4 Training All Levels Members To Adopt 5S

Provide training to groups involved in 5S and other members of the organization. Need 5S planned basic training to each member. This is to enable all members of the organization know what their role should be implemented in 5S.

4.5 Pilot Project 5S - 5S Model

Start with a pilot project 5S. Choose an area that many of its members showed symptoms are less motivated to work, probably because it is too crowded, poorly managed and so on. This area should also have a positive visual impact when implemented 5S. With the experience of this pilot project could later be used to plan the implementation of 5S is more comprehensive in the organization. As a result of the implementation of the pilot project 5S, it is important to do the evaluation and revision. Get feedback and ideas from members of the pilot project for input 5S improvements in 5S implementation plan organization.

4.6 Benchmarking Best Practices

Create and share best practices (best practices). Among visits to companies or agencies that serve the 5S model for continuous improvement. Set up and use database-related best practices and must be shared with other members.

4.7 5S Implementation Plan - PDCA Cycle

Set 5S implementation plan to develop a comprehensive systematic approach using the PDCA cycle (Plan ( Plan) - Run ( Do ) - Check ( Check ) - Action ( Action )). Constantly evaluate and make modifications. In the implementation of 5S, from problems should serve as role models and must be carried out improvements. Modify or select approaches and methods to ensure the implementation of 5S in the organization more effective.

Adopting 4.8 Performance Evaluation and Reward System

Internal Audit 5S in the organization is the best method to assess the performance of 5S. This assessment can be followed up with a reward system that offers rewards every successful team in various categories organized.

5. CONCLUSION

5.1 5S concept is easily understood by all members because it requires only a conventional knowledge and discipline and commitment. This practice can be implemented in all organizations.

5.2 5S can foster teamwork, self-discipline and can enhance the sense of responsibility and love for the organization.

5.3 5S can create a work environment that is productive, safe and hygienic delivery system DID WPKL world-class service.

5.4 The continued commitment of the management and the involvement of all citizens are conducive to the successful implementation of 5S.

5.5 5S is an ongoing need to maintain the performance of the service delivery organization.