SIRIM STANDARD - SIRIM Berhad Corporate Website · SIRIM STANDARD SIRIM Berhad is a ......

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SIRIM STANDARD

SIRIM X:2016 ICS: 03.120.01

SIRIM Green 5-S – Principles and guidelines

© Copyright 2016 SIRIM Berhad

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SIRIM STANDARD SIRIM Berhad is a premier total solutions provider in quality and technology innovations that helps industries and businesses to compete better through every step of the business value chain. SIRIM Berhad is the centre of excellence in standardisation, facilitating industries and businesses in enhancing their production and competitiveness, protecting consumers’ health and safety, and giving them the choice for quality products and services. As a standards development organisation, SIRIM Berhad has extensive expertise in standards research and consultancy which helps industries and businesses to meet local and international requirements and practices, through the development of SIRIM Standards. SIRIM Standards are developed according to SIRIM standardisation procedures, which are in line with international practices that ensure appropriate notification of work programmes and participation of interested parties. SIRIM Standards are developed through consensus by committees, which consist of experts in the subject matter. The use of SIRIM Standards is voluntary, and it is open for adoption by regulators, government agencies, associations, industries, professional bodies, etc.

For further information on SIRIM Standards, please contact Standards Research and Management Centre: SIRIM Berhad (Company No. 367474 - V) 1, Persiaran Dato’ Menteri Section 2, P.O. Box 7035 40700 Shah Alam Selangor Darul Ehsan MALAYSIA Tel: 60 3 5544 6000 Fax: 60 3 5510 8095 http://www.sirim.my

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© SIRIM Berhad 2016 - All rights reserved i

Contents

Page Foreword............................................................................................................................... ii 1 Introduction................................................................................................................ 1 2 Scope ........................................................................................................................ 3 3 Terms and definitions ................................................................................................ 3 4 SIRIM-G5S standard ................................................................................................. 4 5 SIRIM-G5S recognition scheme .............................................................................. 11

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ii © SIRIM Berhad 2016 - All rights reserved

Foreword This standard was developed by the Project Committee on SIRIM Green 5-S (SIRIM-G5S) established by SIRIM Berhad. This standard is developed with the following objectives: a) Provide understanding on the concepts and principles of SIRIM-G5S; and b) Provide guidance on step-by-step implementation of SIRIM-G5S based on SIRIM-G5S standard. This standard will be subjected to periodic review to reflect current needs and conditions. Users and other interested parties may submit comments on the contents of this standard for consideration into future versions. Compliance to this standard does not by itself grant immunity from legal obligations.

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© SIRIM Berhad 2016 - All rights reserved 1

SIRIM Green 5-S – Principles and Guidelines 1 Introduction 1.1 general The SIRIM Green 5-S (SIRIM-G5S) Standard is a performance improvement system that incorporates the original 5S Japanese housekeeping activities and the concept of Plan-Do-Check-Act (PDCA) cycle in alignment of the framework of management systems standard namely the Quality (Q), Environment (E) and Occupational Health and Safety (OHS) management systems. It is specially designed to create a clean, effective and efficient workplace, and safe and healthy working environment, towards waste elimination and continual improvement. As this tool and culture was originated from Japan, the combination of 5 straightforward rules are in Japanese words, but have been redefined as the SIRIM-G5S audit checklist: namely: Seiri1) (stucturise), Seiton1) (systematise), Seiso1) (sanitise), Seiketsu1) (standardise), and Shitsuke1) (self-discipline). The purpose of SIRIM-G5S system is to provide the foundation of workplace best practises for effectively improving the quality, health, safety, environment, productivity and image (Q,S,H,E,P,I) hence reducing cost and increase efficency of organisation performance. SIRIM-G5S is the basic of implementing quality, productivity, safety, health, green environment and energy efficiency. It enables people in gaining information and knowledge to identify and improve quality, productivity, safety, health and environmental aspects and at the same time increase competitiveness of an organisation. By implementing SIRIM-G5S , one will improve his workplace environment, quality of work, organisation’s productivity and cost efficiency, team work spirit among employees, company image and competitiveness. 1.2 mission and benefits SIRIM-G5S should be introduced to fulfil the Q, H, S, E, P, I mission as follows:- a) Quality: By encouraging SIRIM-G5S cross audit to create a continual improvement culture

for all employees or other workers for better quality output to meet customer satisfaction and interested parties.

b) Health and Safety: To ensure a healthy and safe working environment via the SIRIM-G5S practice by all employees or other workers, visitors or other person at workplace.

c) Environment: To reduce & prevent environmental issues, to apply 3R (Reduce, Reuse and Recycle) practice to manage wastes, and to conserve energy & resources.

d) Productivity: As a result of SIRIM-G5S implementation, employees’ work productivity will be improved and wastage will be minimised.

1) Terminology in Japanese

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2 © SIRIM Berhad 2016 - All rights reserved

e) Image: SIRIM-G5S practice helps build the positive culture & the green, clean, friendly & efficient workplace to project the impressive professional image and prestige of an organisation.

An organisation should understand that SIRIM-G5S is more than just a housekeeping guideline. The successful implementation of SIRIM-G5S will result in positive impacts and is truly beneficial towards the organisation itself. As SIRIM-G5S provides the foundation for continual improvement, the reduction of various types of wastes can be observed or measured after the implementation of SIRIM-G5S. Table 1 below shows the advantages of implementing SIRIM-G5S in a systematic way.

Table 1. Advantages of implementing SIRIM-G5S

Elements Benefits Improve health and safety

Reduces accident rate (measured by Lost Time Injury Rates). Reduces the medical cost for injuries.

Reduce cost Provides cost-saving by reducing inventory, storage rental and waste at production area.

Increase productivity Reduces waiting time, thereby improving product delivery time. Reduces equipment breakdown by employing ‘Cleaning is

Inspection’. Reduces the retrieval time for tools and equipment. Improves productivity and co-operation among employees.

Increase quality and working environment

Improves quality of product by reducing error, fool-proofing or fail-safe and defect free.

Implement 3-R: Reduce, Reuse and Recycle. Improves the quality of working environment (cleaner, healthier

and safer). Increase morale of employees

Employees become more disciplined. Sense of belonging among employees positively grows. Initiate Kaizen-mindedness among employees.

Increase image Positive image of the organisation because of all the above mentioned factors.

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1.3 SIRIM-G5S model The concepts of SIRIM-G5S can be implemented through the adoption of SIRIM-G5S Model as shown in Figure 1.

Figure 1. SIRIM-G5S Performance Improvement Model

2. Scope This standard specifies the principles and guidelines for the implementation of SIRIM-G5S in order to improve the quality, health, safety, environment, productivity and image of products and services, and enhance competitiveness of an organisation. This standard is applicable to all types of organisation. 3. Terms and definitions For the purposes of this standard, the following definitions apply: 3.1 structurise (Seiri1)) Sort – Separate what is needed in the workplace and remove what is not.

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3.2 systematise (Seiton1)) Set in order – Organise what is needed to be easily selected for use and return. 3.3 sanitise (Seiso1)) Shine, clean and inpect the workplace. 3.4 standardise (Seiketsu1)) Standardise cleaning, inspection and safety practices (always maintain standards of housekeeping management at workplace). 3.5 self-discipline (Shitsuke1)) Sustain the SIRIM-G5S system and make it as a culture at the workplace. 4. SIRIM-G5S standard 4.1 general The organisation should establish, implement, document and maintain a SIRIM-G5S system and continually improve its effectiveness in accordance with the following 5-S principles and practices. The objectives of the organisation’s Quality (Q), Health (H), Safety (S), Environment (E), Productivity (P) and Image (I) performance and the SIRIM-G5S checklist (see 4.4) are the standards upon which an organisation can develop its mission and value. In addition to the SIRIM-G5S Audit Checklist, the organisation’s 5-S Committee should set up its own standards and conduct employee trainings via on-site photographs and labeling activities. Internal 5-S Audits and SIRIM Certification for Recognition Audits are to be carried out to ensure the 5-S principles and practices are being properly and positively delivered by everyone, every day for stepwise work environment improvements. 4.2 principles For the effective improvement of organisation performance and implementation of SIRIM-G5S, an organisation should at all levels comply with the principles below. 4.2.1 structurise It is essential to discard unnecessary items or return them to stores for storage. Necessary items should be clearly classified and stored under high-medium-low usage according to usage frequencies. The application of ‘Centralization Storage’ and ‘One-is-best’ will help minimizing stock level.

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4.2.2 systematise This is a study of efficiency. It allows employees to understand how to adopt the shortest possible time while acquiring or putting away items. It is necessary to define the ‘Name’ and the ‘Home’ of every item. 4.2.3 sanitise All employees should hold accountable for the cleanliness of not only their own work areas, but also sharing other common places surrounding their working environment. 4.2.4 standardise Standardization focuses on the establishment of transparent, visual and green management within the working environment and doing the right things right. By utilizing creativity and ‘Visual Management’, work effectiveness and efficiency will be improved. 4.2.5 self-discipline All employees working in the organisation should implement the above 4-S autonomously. This will lead the organisation towards a 5-S work environment in the long run to achieve ‘Keep It Simple and Short’ (KISS). 4.3 standard practices 4.3.1 structurise The organisation should structure their workplaces and system in a way that promote greater efficiency and productivity. This means implementing policies like the 3R system of reduce, reuse and recycle as well as disposing things that are not needed within a year of their procurement. It also means adopting a culture of “One is Best” for everything from storage locations to office forms. In sorting and dispositioning items, the organisation should identify and segregate them in the working area. The identification and segregation activities should be categorised according to the needs, value and disposition condition. 4.3.2 systematise The organisation should systematise the way things operate. Every office asset should have a clearly designated name and place. Every room or workspace should be designated a caretaker amongst the employees. Frequently-accessed items should be placed close to workspaces; while seldom-used items should be kept out of the way. They may also be asked to implement zoning, neat and easy to read notice boards, filing standards and first in first out inventory systems. All needed items should be arranged so they can be selected for ease of use with aim of retrieval of 30 seconds.

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4.3.3 sanitise The organisation should implement sanitise activities as part and parcel of the systematisation of the organisation. Workplace should be cleaned thoroughly including the places most people do not notice. The cleaning process covers from individual to the whole organisation. The methodology involved identifying the root causes, assigning cleaning duties, carrying out cleaning inspections and regular sparkling cleaning campaigns. 4.3.4 standardise The organisations should implement standard best practices across the workplace such as using visual management concept as well as producing work instructions for conducting workplace inspection to standardised working environment. Examples of visual management methods are colour/number coding, direction marking, labelling, zone marking, wire management, transparency and warning colour. Office workspaces may be rearranged so as to optimise available space, and fool proof practices may be implemented in places particularly prone to noncompliance such as storerooms and closets. The tasks, tools and policies implemented under each ‘S’ throughout the 5-S must be supported with before and after date-stamped digital photographs. The photos taken in accordance to audit checklist (see 4.4) are regarded as standardized photos; and can be modified subject to any environment changes in the near future. The 5-S auditors should use these photographs to verify the activities, after which the organisation will display them in a 5-S exhibit on their premises including occupational health and safety (OHS) requirements. The 5-S and OHS gallery can serve as a useful reference for how a specific room or facility should look to a 5-S state. The organisation should also designed appropriate 5-S signage and updates to their needs as and when required. 4.3.5 self-discipline The organisations should adhere to the SIRIM-G5S system to make it a culture and doing best practices at the workplace through self-discipline. This will involve changing the culture of the people within the organisation so that they become engaged and applying the 5-S principles for improvements. Each individual should be assigned a set of 5-S responsibilities over and above his or her normal duties including the five minute 5-S practice daily. The organisation should design and comply with the 5-S manual, perform quarterly 5-S audits and making improvements. 4.4 audit checklist The table below provide the “50-point 5-S Checkpoints” or audit checklist for auditing the SIRIM-G5S implementation. The organisation should base on the standards set by this checklist to establish its own applicable 5-S audit checklist.

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Table 2. The SIRIM-G5S Audit Checklist

SIRIM-G5S What (every audit needs to be supplemented with a digital photo of around 1MB resolution, landscape, with date)

1. Structurise : Sorting and one is best 1.1 Throw away/return things which are not needed (>1year) 1.2 3-R: Reduce, Re-use and Re-cycle, paperless, etc. 1.3 “Needed things” stored: low, medium & high usage/wt. 1.4 Personal belongings kept to the minimum 1.5 Treat defects, leakage, breakage and their causes 1.6 1-is-best #1: Daily “Things-to-do” List 1.7 1-is-best #2: one set of tools/stationery/1-page form 1.8 1-is-best #3: one hour meeting (be concise) 1.9 1-is-best #4: one stop service for customer

1.10 1-is-best #5: one location for files, server & material 2. Systematise : Organizing, labelling and speed

2.1 Everything has a clearly designated name & place 2.2 Every place should have a ‘responsible person’ label 2.3 Security on doors & cabinets and key management 2.4 Functional placement for leaflets, tools and material 2.5 Filing standards and control master list 2.6 First in, first out arrangement (always left in, right out) 2.7 Zoning, placement marks, signage and badges 2.8 Neat notice boards (including zoning and labels) 2.9 Easy-to-read notices (include expiry date)

2.10 30-second retrieval of tools, document & parts 3. Sanitise : Cleaning and inspection

3.1 Individual cleaning responsibility assigned 3.2 Make cleaning and inspection easy (15cm above floor) 3.3 Clean the places most people do not notice (dust free) 3.4 Cleaning inspections and correct minor problems 3.5 Regular sparkling cleaning campaigns

4. Standardise : Safety and best practices 4.1 Transparency (e.g.: minimize doors, covers & locks) 4.2 Straight line and right-angle arrangements 4.3 'Danger' warning, fire extinguisher & exit sign/map 4.4 Dangerous goods, mechanical safety measures 4.5 Workplace work instructions and ‘passed’ labels 4.6 Electrical wiring neatness and switch labels 4.7 Energy Conservation – Aircon temp. mark/switch 4.8 Physical handling standards and instructions 4.9 Colour & Visual Mgt. -- paper, files, containers, etc.

4.10 5-S responsibility labels on floor plan or at site 4.11 Prevent noise, vibration, hazards & ensure food safety 4.12 Safety Policy and Risk Assessment 4.13 Fool-proofing (Poka-yoke) Practices 4.14 Park-like environment (garden office/factory) 4.15 SIRIM G5S & OHS Gallery (including photos before/after)

5. Self-discipline: Sustain and culture of workplace 5.1 Execute individual 5-S responsibilities 5.2 Wear suitable clothing/safety helmet/gloves/shoes/etc. 5.3 Good communication & phone practices 5.4 Do 5-minute 5-S Practice daily 5.5 One day processing of job/tasks (see 1.6)

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SIRIM-G5S What (every audit needs to be supplemented with a digital photo of around 1MB resolution, landscape, with date)

5.6 First-Aid box and practise dealing with emergencies 5.7 Organisation Chart and Performance Indicators 5.8 Design and follow the SIRIM G5S Manual 5.9 Quarterly SIRIM-G5S Audit and Improvements

5.10 Feeling-is-believing and Keep It Short & Simple (KISS) 4.5 implementation and promotion The organisation should apply the following implementation and promotional steps to gain total achievement of the SIRIM-G5S system: 4.5.1 commitment of top management The top management should have well understanding on the objective, benefit and method of conducting SIRIM-G5S and the importance of their involvement to motivate employees to apply and sustain the SIRIM-G5S activity. Training can be provided to the top management in order to explain and expose their roles to achieve the goal in implementing SIRIM-G5S. External consultants can be engaged to provide the training for the concept, principles and implementation of SIRIM-G5S. 4.5.2 organisational structure, authorities and responsibilities A SIRIM-G5S management committee (G5SMC) should be formed and the top management should be part of the committee. A G5SMC Committee Chart should be developed and displayed to introduce the committee to all employees. All committee members should attend the SIRIM-G5S course conducted by experienced management consultants or external consultants. A SIRIM-G5S meeting should be organized by the committee to discuss any related issues of the SIRIM-G5S program. Initially, the meeting should be held once a week. Once the SIRIM-G5S system is set entirely, the same meeting can be done in intervals; once a month or quarterly. The duties of the G5SMC include promoting, implementing, monitoring and evaluating 5-S operations. Detailed duties are listed as follows: Position Qualification Duties Chairman & Deputy-Chair

5-S Auditor Certificate

1. Co-ordinate and monitor the annual 5-S activity outline. 2. Bears the responsibility to develop, prepare and implement

each and every program and publicity. 3. Meetings to be held regularly to review related plans. 4. Establish “5-S Leadership Core-Group”. 5. Encourage competitions and set up a reward/penalty system. 6. Evaluate the effectiveness of the 5-S Program.

Vice-Chairmen 5-S Auditor Certificate

1. Co-ordinate the annual 5-S activity outline. 2. Audit organisation’s operations regularly in accordance to 5-

S Standards and revise it when needed. 3. Meetings to be held regularly to review related plans. 4. Monitor trainings and assess appointed competent persons

regularly.

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Position Qualification Duties 5. Develop “5-S Leadership Core-Group”.

5-S Auditor 5-S Auditor Certificate

1. Assist in the co-ordination of the annual 5-S activity outline. 2. Responsible for regular audit activities. 3. Co-ordinate and promote 5-S Activities. 4. Monitor and report on 5-S implemented areas. 5. Assist and guide other employees to the understanding and

implementation of 5-S Standards. Members

5-S Auditor Certificate

1. Liaison work 2. Clerical work and labeling amendments. 3. Provide and record the latest information of the liaison work

done. 4. Prepare and arrange internal and external visiting activities. 5. Record and promote with 5-S information. 6. Order and purchase any necessity for the 5-S Committee.

Other Employees

5-S Understanding and Implementing Certificate

1. Responsible for area and individual 5-S Activities. 2. Comply with 5-S Policy and other Q/HS/E policies as deem

necessary.

4.5.3 full participation of all employees The organisation should educate and train all employees to promote and implement SIRIM G5S standards into daily operations. All employees should read all 5-S related materials, such as relevant books, notes, videos and photo records. Newly appointed employees are to be examined and awarded with the 5-S Understanding and Implementing Certificate within three months. Employees are also allowed to attend any 5-S related seminars and trainings organized by the organisation or outsourced. Employees also can be involved in designing and creating posters, banners, and brochures as a tool for SIRIM-G5S promotion. The G5SMC can organise this as a competition, in which the best design will be given certain incentives. This is important as to motivate employees to be involved in the SIRIM-G5S program continuously. With the support of top management, regular meetings are to be organized to draw out the annual activity plan, review achievements and document relevant records. 4.5.4 launching of SIRIM-G5S campaign Once all of the above preparations are done, the organisation should organise the launching of SIRIM-G5S campaign. This SIRIM-G5S campaign is recognised as “SIRIM-G5S Day” in certain organisations. The campaign should be launched by the CEO, which can also include speeches by the CEO, advisor and chairman. After the launch, all employees should go hand-in-hand with the major cleaning of the workplace. Usually, it will involve the first 3S (stucturise, systematise and sanitise), as part of the activities.

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4.5.5 resource budgeting, discipline, reward and penalty The organisation should provide budget for the resources required in the development of 5-S activities such as purchase of racks, shelving, container, rewards and visiting expenses. Reward and penalty schemes should be developed to appreciate, recognize or reward/ punish the appropriate parties after each auditing section. 4.5.6 publicity and promotion The organisation should establish “SIRIM-G5S Slogan” in accordance with the 5-S strategy for the introduction and education of its employees. To promote and encourage 5-S experience sharing activities, the organisation can organize site-visits and training program for its employees to participate, as well as to invite other organisations from various industries to pay visits at the 5-S implemented areas. The organisation should also arrange and encourage its employees to attend the benchmarking and site-visits elsewhere. 4.6 monitoring, evaluation and improvement 4.6.1 SIRIM-G5S audit The organisation should assess 5-S audit according to the audit plan and performing audit in accordance to the organisation’s audit standards. Documented information to be retained in details for any auditing work done. If any non-conformance points appeared within the reports, the 5-S committee leaders are to distribute the responsibilities to relevant employees concerned for further correction within a set time to ensure such failing points can be prevented in the future. Corrected parts are to be re-audited, recorded and illustrated during the 5-S audit meetings. 4.6.2 evaluation and improvement

The organisation should hold regular 5-S meetings, internal audits and certification audits. The effectiveness of 5-S implementations at the workplace and the relevancies of current measures and audit standards are to be discussed and reviewed during each 5-S meeting. The organisation should review based on available statistics compiled and Q, H, S, E, P, I performance achieved for the organisation. By participating regularly in “5-S Certification Audit”, it will help to ensure organisation’s 5-S management standards to be maintained at a high-quality level. All employees are to be involved in the “5-S Day” established by the top management to be held monthly or bi- monthly. “5-S Day” program can be games, audits, competitions and visits.

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5. SIRIM-G5S recognition scheme SIRIM-G5S recognition scheme is an assessment scheme for the recognition of implementing SIRIM-G5S practices towards the effective improvement of Q, H, S, E, P, I performance and competitiveness of an organisation, whilst contributing to a culture of environmentally friendly practices. It measures the organisation’s ability to effectively integrate the SIRIM-G5S principles of structurise, sistematise, sanitise, standardise and self-discipline into the company’s operations. SIRIM-G5S recognition scheme certificate should be issued to organisations that comply with this standard. For an organisation to comply with this standard, it should comply with all the clause of this standard which should be verified through organisation or site assessment. SIRIM-G5S recognition scheme certificate should be issued by SIRIM STS Sdn. Bhd. as shown in Figure 2.

Figure 2. Roadmap to SIRIM-G5S Recognition Scheme

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© SIRIM Berhad 2016 - All rights reserved

Acknowledgements SIRIM Berhad would like to thank the members of the Project Committee on SIRIM Green 5-S who have contributed their ideas, time and expertise in the development of this standard. Dr Hj Abdul Ghani Mohd Hashim

(Chairman) SIRIM STS Sdn Bhd

Ms Zainorni Mohd Janis

SIRIM STS Sdn Bhd

Ms Farida Rizal Mohd Farid

(Technical Secretary) SIRIM STS Sdn Bhd

Ms Sharifah Zurina Syed Yusoff

SIRIM STS Sdn Bhd

Ms Nor Faridah Ab Aziz

SIRIM STS Sdn Bhd

Ms Nurfazian Kasim

Majlis Perbandaran Subang Jaya

Mr Abdul Majid Ibrahim

Malaysia Productivity Corporation

Dato’ Hassan bin Mohd Jam

PROTON Sdn Bhd

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