INGENIEUR
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Co-ordinating committee. Preferable audit
once a week. Focus on coaching the team
members to continuously enhance their
knowledge, discipline and right habit.
Overall assess the 5S activity performance
and write weekly reports.
Department manager. Preferable audit
twice a month. To meet and communicate
face to face with team members. Provide
support and remove any obstacle so that
members are able to perform and sustain
5S activities better. Also to review the best
practices or ideas contributed by members
while doing 5S.
Top management. Preferable audit once
a month. To meet and acknowledge the
participation of members in 5S movement.
During audit, members should be given the
opportunities to explain and demonstrate
improvements that stem from 5S activities
to the management. This is a useful way
to instil pride and confidence in members
of having contributed good deeds to
the organisation. The management can
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VOL 55 JUNE 2013
reciprocate by giving praise as well as
emphasizing the benefits and importance
of 5S to the organisation and to all
members who are involved in it. Indirectly
it creates positive interactions between top
and bottom ranking members.
Figure 9 and 10 show the 5S audit checklist
and tracking checklist respectively.
3. Encouragement. It is a powerful method to
develop internal passion to do 5S activities
to one’s best ability. Management may decide
to give away rewards to the best 5S team or
the best improvement idea contributor. They
serve as appreciation and motivation to
team members. The co-ordinating committee
should also identify the best improvements or
ideas when doing weekly audits and promote
them by sharing the findings with members
throughout the organisation. This may create
a positive domino effect for members to stay
committed and continue to participate in the
5S movement.
Figure 11 describes the S5-Sustain steps and
the overall linkage of 5S movement.