3. WHAT IS THE EXAMPLE
OF 5S APPLICATION?
WHAT ARE
THE 5 STEPS
IN 5S?

10. SEIRI SEITON SEISO SEIKETSU SHITSUKE

11. Kaizen : continuous improvement for a better
5S: The first, simplest and fundamental Kaizen step
5S: based on continuous improvement, as applied to
one’s workplace.
Trains employees and management to systematically
implement change.
After 5S, company is ready for higher level Kaizen
activities.

12. Cleaner, Safer, well organized work place
Smoother and systematic workflow
Make work easier, faster and reduce
errors
Less ‘waste’ (time, effort, materials etc)
Make problems visible. Detect small
problems before it become bigger.
Give good impression to visitor ; customer,
auditor, supplier, etc.
If no measurable improvement, we have
not really done 5S (only decoration!)
Efficiency
Quality
Safety

13. “A company that cannot successfully implement the 5S’s cannot expect
to effectively integrate JIT, re-engineering, or any large-scale changes.
Good workplaces develop beginning with the 5S’s.
Bad workplaces fall apart beginning with the 5S’s.”
-HIROYUKI HIRANO-

15. To sort and systematically discard items that are
not needed in the workplace.
• Create more space.
• Separate necessary & unnecessary items
• Reduce time waste in searching item.
• Eliminate unnecessary work in handling
unnecessary items.

16. • Change in sales @ production plan.
• Excessive or incorrect ordering.
• Habit of storing.
• “Sayang” or sentimental value.
• Not dare to dispose.
• No system for disposing item.
• Improper storage location /method
• Aged @ obsolete machines & equipment
• Damage by improper handling @ storage.
Cause of item accumulate

17. • Color tag @ label to indicate unneeded &
unsure items.
Red Tag
• For dispose assets & valuable items.
Scrap Notice
• List of unnecessary items found during audit.
Audit
• List of old items based on expiry date or time
period.
Age-list
• Conduct seiri as a team involving all member
at a fixed time.
Gotong-royong

18. 1. Immediately dispose any unwanted items (non value).
2. For value item @ un-sure items :
 Red Tag & separate.
 Report to Superior / Department HOD / 5S committee.
 Take action as per instructed.
 If no decision after 1 week, transfer item to “Seiri Area”.
Area / Machine PIC responsibility
1. Tag any unwanted items.
2. Note in audit checklist.
3. Follow-up during next audit either action has been taken or not.
Auditor responsibility

19. 1. Gather / collect all seiri item at designated “Seiri Area”.
2. 5S Committee @ Management need to make decision to :
 Recycle @ re-use
 Repair @ modify
 Sell @ give away
 Dispose @ destroy
3. Take action.
4. Repeat once per year (minimum).
What to do with Seiri Items

20. BEFORE AFTER

23. (SEIRI) TAMM-5S-001 :
RED TAG
 Objective : To identify unnecessary/unsure items in the
working area
 Procedure :-
1. Identify items to SEIRI. 1 TAG for 1 ITEM
2. Fill the required details in the Red Tag (except for
action and approval columns)
3. Record the information from Red Tag into the 5S
Red Tag Log
4. Red Tagged items must be claimed within (1) week
& must be approved by HOD.
5. Any Red Tagged item left @ not being claim after
(1) week must be transferred to Seiri Area
6. 5S Committee will conduct monthly audit to Seiri
Area and decide the next course of action.
7. The maximum period for items stored in the Seiri
area (LEFT AT IT IS) is 1 YEAR. Expired items
without any action may be removed automatically
by the 5S Committee.

25. To arrange items in a neat & systematic manner for easy
retrieval & easy return after use.
1. Safety : increase safety
2. Efficiency : make work easier & faster
3. Neatness : Workplace more organized & look neat.

26. 1. Follow First In First Out (FIFO) method for storing items.
2. Each item need a dedicated location.
3. Each location & items should be label systematically.
4. Place item so that they are easily visible to minimize search time.
5. Achieve 30 seconds retrieval time for all items.
6. Separate rarely use item from frequently use items.
7. Place frequently use items at the point of use @ within reach of user.
7 Seiton Efficiency Principles
How to
Seiton

27. Dedicated location
Matching names
C4
C3
C2
C1 C7
C6
C5
B4
B1 B2 B3 B5 B0 B7
A4 A5 A6 A7
A1 A2 A3
A4 A5 A6 A7
A1 A2 A3
B4
B1 B2 B3 B5 B6 B7
C4
C3
C2
C1 C7
C6
C5
SUPERSEITON What’s wrong
with this
arrangement?
B0
B6

28. •Quick retrieval
•No horizontal piling
•Vertical holders
B20S H B25S H B30S H
B35S H B40S H B50S H
SUPERSEITON

29. COLD HOT
COLD HOT
•Hanging hoses on hooks
•Color identification
•Clear ground surfaces
SUPERSEITON

30. LIFO
Random Access
FIFO
SUPERSEITON

31. CHECK
NORMAL STOP

32. •Matching labels
•Color identification
SUPERSEITON

33. •Retrieval within 30 seconds
•Labeling reserved seats
•Color identification
1 2 3 4 5 6 7 8 9 0 11 12 1 2 3 4 5 6 7 8 9 1011 12
8 10
2 9 11
1 3 4 5 6 7 12
SUPERSEITON

34. TOOLS SHADOW BOX

35. Frequently used items are
placed at the point of use

36. Before 5S After 5S - Cleaned, organized and drawers
are labeled (less time and frustration
hunting)

37. Objective : To shown the person in charge responsible on managing all 5S
activities in that particular location / area.
Procedure :
1. Each Department to assign
1 staff as Area Owner in each
area in charge
2. Use the standard format :-
 Size : 10cm x 6cm
 Background : White
 Font : Arial (Black + Bold)
 Laminated.
 Attached PIC photo.
3. Paste at the top right side of the
door / cabinet / board.
PIC
5S
(DEPARTMENT)
(LOCATION)
(PIC NAME)
(WORKER’S NO.)
10cm
6cm
(SEITON) TAMM-5S-002 : AREA
OWNER
What are Area Owner responsibility?
 To in charge all 5S activities for the
area
 To prepare cleaning schedule
 To carry out Red Tag activity

38. (SEITON) TAMM-5S-003 : LINE &
LABEL STANDARD
Label
Label
Ruang gap antara
garisan & item ;
0.5 ~ 1.0 inciC
Gap between
item & tape
0.5” ~ 1.0”
Line & Label Style 1
Label size/Font Style:
Floor (24mm(H), Font : Hel, Size :
24)
Table (12mm(H), Font : Hel, Size :
48)
Tape size
Floor : 2.0”
Table : 1.0”
Line & Label Style 2
 Objective : To identify, marking & specify
a storage location for each item
(on the floor/table)
 Line / Tape Color Coding :
 Label must be printed using a label printer
 Background = White
 Font = HEL (Black + Bold)
 Wording : ALL CAPITAL LETTERS
(General)item location
Schedule waste item only
Safety equipment/
Electrical panel

39. Line / Tape Size
Floor = 2.0”
Table = 1.0”
Don’t put any
item in this
area!!!
(SEITON) TAMM-5S-003 : LINE &
LABEL STANDARD
OR

40. (SEITON) TAMM-5S-003 : LINE &
LABEL STANDARD
Document Tray Label:-
 Label must be printed using label printer
 Must include “IN”, “OUT”, “KIV”
 Label tray position (which suitable):-
1. Facing the owner
2. Facing to outward
IN
OUT
KIV
1st Level
2nd Level
3rd Level
For approval/review
To distribute/
For filing
Pending/To confirm
Label size/Font Style:
(24mm(H), Font : Hel, Size : 48, BOLD)
Note : All label must be written in CAPITAL LETTER

41. Objective : To increase work process efficiency.
Arrangement for working desk
must follow standard layout.
Only these item are allow to be left on
top of working desk ;
i. Laptop / Monitor / Keyboard / Mouse.
ii. Tray
iii. Telephone, calendar & Stationery
(SEITON) TAMM-5S-004 : WORKING
TABLE ARRANGEMENT
Telephone
calendar &
stationeries
Safety
helmet &
bag

42. <<During work>>
 Only items/documents related to current task to be
on the desk.
 Arrange all items & documents properly & neatly
before leaving table
 No items @ files should be on the floor
 Push the chair into the desk when leaving the table
<<After work>>
 Properly close the laptop and place it in front of the
monitor/middle of the table
 Make sure only the allowed item left on the desk.
 Keep documents/files/other items before going home.
During work
After work
(SEITON) TAMM-5S-004 : WORKING
TABLE ARRANGEMENT

43. Don’t put / hang anything to the chair or
surrounding the work desk.
Only bag & safety helmet is allowed to be store
under the work desk.
Make sure all cable & wires are managed neatly.
Common table – Sharing items on the common
table must be labelled and zoning
(SEITON) TAMM-5S-004 : WORKING
TABLE ARRANGEMENT

44. ① Solo/Manager work desk
Calendar/
Stationerie
s
(Working area)
- Laptop,
- monitor,
- keyboard,
- mouse
(SEITON) TAMM-5S-004 : WORKING
TABLE ARRANGEMENT

45. ② Adjoin work desk
Calendar/
Stationerie
s
(Working area) - Laptop, monitor,
keyboard, mouse
(SEITON) TAMM-5S-004 : WORKING
TABLE ARRANGEMENT

46. ③ Confront work desk
(SEITON) TAMM-5S-004 : WORKING
TABLE ARRANGEMENT
Calenda
r/
Statione
ries
Calenda
r/
Statione
ries

47. ④ Four work desk
(SEITON) TAMM-5S-004 : WORKING
TABLE ARRANGEMENT
Calendar/
Stationer
ies
Calendar/
Stationer
ies

48. Example of working table arrangement in a department
(SEITON) TAMM-5S-004 : WORKING
TABLE ARRANGEMENT
Calendar/
Stationer
iesc
Calendar/
Stationer
ies
Calenda
r/
Statione
ries
Calenda
r/
Statione
ries
Calenda
r/
Statione
ries

49. Objective : To make the searching
& identifying of files more efficient.
Arrange file based on file numbers;
from left to right
Place the Index at the top left (right
door) of the cabinet
LABELLING
TAMM-5S-006 CABINET FILE
INDEX
File number
1) Dept. colour
code
2) Department
1) File title/
description
2) Font : Arial,
Size : 26
1) Volume no.
2) Sub colour code
(department)
101
Example of file no.
(Font : Arial, Size : 12)
Cabinet
No.
File
sequence
no.
Vol. 1
Department Colour Code
Font : Arial/Colour : Black
(Bold)
Size : 72 or which suitable
Year
Month

50. A. 532
A 5th file located in QA’s 3rd Cabinet
Placed in 2nd shelf. What is the file number?
B. 305
C. 325
D. 352
B. 305

51. Example of cabinet labelling (Full Height Cabinet – with door)
Label for cabinet:-
1) Area owner (HOD)
2) File index (document
files kept in the cabinet)
(SEITON) TAMM-5S-006 CABINET FILE
INDEX

52. Example of cabinet labelling (Full Height Cabinet – without door)
Side view
(SEITON) TAMM-5S-006 CABINET FILE
INDEX

53. Example of cabinet labelling
(Half Height Cabinet – with door)
Example of cabinet labelling (Half Height Cabinet – without door)
Side view
(SEITON) TAMM-5S-006 CABINET FILE
INDEX

54. (SEITON) TAMM-5S-007 METER GAUGE
LABELLING
Objective : To detect any abnormality visually
Procedure : colour indication
1. 2 colours – Normal/Abnormal
2. 3 colours – Normal/Control/Abnormal
Example of metre gauge colour label indication
3 colours
2 colours

56. To clean & inspect the workplace thoroughly so that there
is no dirt on the floor, machines & equipment.
• Increase safety.
• Create comfortable work environments.
• Easier to identify abnormal @ problem.
• Detect small issue before it become big problem.

57. 4th Class
Workplace
•People make
mess
•No one cleans
up.
3rd Class
Workplace
•People make
mess
•Other group of
people who
cleans up.
2nd Class
Workplace
•People make a
mess.
•Cleans up by
themselves
1st Class
Workplace
•Nobody make
mess.
•Everyone
cleans up.
4 Level of Housekeeping

58. How?
Keep clean all the
time.
 Keep clean as you
work, don’t wait
until after finish
Cleaning = Inspection.
 Identify problem & rectify.
 Don’t just dust away visible
areas only.
Daily cleaning.
 Cleaning is part of work.
 3-10 minutes before/after
work to clean & inspect
Best cleaning method.
 Best method,
suitable tools
 Not necessary the
easiest method
Clean the difficult areas.
 Difficult to see ; top,
bottom, back, gap, etc.
 Difficult to clean.
 These areas must be
included in cleaning
schedule.
Cleaning tools.
 Must be clean &
arrange properly.
 Suitable with
cleaning method.
Success key:
 Clear responsibility
 Complete cleaning
schedule (who/when/how)

59. • Identify source and eliminate it
• If not possible, modify to carry
away dirt
Prevention
• Contain dirt/leakage to specific
area
• Clean regularly
• Do not allow dirt to spread
Containtment
• Comprehensive cleaning
schedule
• Good cleaning methods
Regular
Cleaning
SEISO STRATEGIES

60. Forklift FL01 PIC : Abu
Frequency Day/Time
Area /
Machine
Method PIC
Daily 8:30am – 8:40am Forklift
- Inspect as per checklist.
- Clean driver / seat area.
Mat
Weekly
Sunday
8:40am – 9:00am
Forklift
- Inspect battery, oil, water,
tires.
- Wipe & clean all areas.
Yope
Monthly
Last Sunday
4:00pm – 4:30pm
Forklift
- Wash.
- Clean engine with
degreasing agent.
John
Yearly
End of Jun
End of Dec
Forklift - Maintenance Service. Contractor
Sample of Cleaning Schedule.

61. 5S day = Gotong royong??

62. BEFORE AFTER

63. SUPERSEISO
•Prevent it from getting dirty
•Use of transparent plastic dust cover
5S

65. Seiri
•1.Throw away
garbage
•2.Sort out and
take out any
unnecessary items
Seiton
1.Always return
tools @ equipment
back to its location.
2. Make sure all
item has its own
storage location.
Seiso
1.Daily cleaning &
checking as per
schedule
2.Keep clean
environment even
during working.
DAILY 3S – SEIRI + SEITON + SEISO

66. (SEISO) TAMM-5S-008 CLEANING
SCHEDULE
Objective : To plan & organize cleaning activities in the area/machine
Procedure :
1. Area owner or HOD prepare the cleaning schedule
2. All staff perform cleaning activities in each area/machine involved
3. Audit by Area Owner or HOD
Cleaning Schedule for Meeting Room 1 Area Owner : Nisa
Frequency Day/Time Description PIC
Daily 8:30am – 8:40am
- Clean the whiteboard
- Arrange table/chair
Nisa
Weekly
Every Sunday
8:30am – 8:40am
- Vacuum/Mop the floor
- Wipe table/chair
Cleaner
Monthly
Every 1st Sunday
monthly
8:30am – 9:00am
- Check window, door, and other
equipment; projector, clock, etc
- Clean difficult to see area
Nisa
Yearly
Every 1st Sunday in
year
8:30am – 9:30am
- Seiri activity
- Check all furniture
- Arrange for maintenance if necessary
Nadia

68. To create & maintain high standard of workplace by
keeping everything clean & orderly at all time.
• Establish visual control systems.
• Clear guideline / SOP for all to follow.
• Clear understanding & information sharing.
• Improve operation & workflow.

69. 1. Repeat 3S daily and improve
2. Prepare & implement 5S Standard Guideline
o Prepare by Committee @ Management.
o Implement & follow by all.
3. Color coding & labeling.
o Use standard color code & label format.
4. Before vs after photos.
o Record & report.
o Can also be use as a guideline.
5. Checklist.
o Confirmation & evaluation.
6. Audit & Patrol.
How?

70. Confirmation
Checklist Evaluation
Checklist
• Based on Yes / No.
• No rating system.
• Easy to use.
• Suitable for daily / weekly
audit.
• Not good for comparison &
improvement.
• Based on rating/score (1-5 @ 1-10).
• Clear rating system.
• Each level / mark must have clear
criteria.
• Suitable for monthly audit &
competitions.
• Good for continuous improvement.

71. Item
Self
Audit
PIC /
Superior
Audit
5S
Committee
Audit
Management
Audit
3rd Party
Audit
Who to
conduct?
Self
PIC &
Superior
Committee
Member
Senior
Management
Customer /
Independent
How often? Daily Daily Monthly Random
Upon
demand
When to
conduct?
Before
start
work
Random Schedule Random
Upon
demand
Use
checklist?
No No Yes No -
Others
Report &
follow-up.
5S Audit

72. Before after pictures displayed and used as
reference
Pictures with points highlighted for emphasis.
Pictures used as checklist
STEP 1 STEP 2
5S Before & After Pictures

73. (SEIKETSU) TAMM 5S Y2020
COMMITTEE
Mikio Omori
Chairman
Yasuhiro Sahashi
Coordinator
(QA) Wan Ismail Hilmi
Leader
5S Promotion
(QA) Hidayah
Takayoshi Miyano
Advisor
5S Audit
(PR) Syimma
5S Guidelines
(LO) Azharuddin (FA)
5S Training
(HR) Nadia (HSE)
(AF) Afura
Secretary
TAMM 5S
GUIDELINE
S

74. (SEIKETSU) TAMM 5S Y2019
AUDIT RESULT
RANK Department Total Mark (%)
1 HR& GA 61.53
2 LOGISTICS 53.20
3 PRODUCTION 51.70
4
ACCOUNT &
FINANCE
49.73
5 QC/ISO & HSE 48.57
6 FACILITY 45.13
Y2020 COMPANY OBJECTIVE
100% STAFF INVOLVEMENT
70% 5S AUDIT SCORE
80% 5S QUIZ/EXAM SCORE

75. (SEIKETSU) TAMM 5S 2019 AUDIT
FINDING

76. (SEIKETSU) TAMM 5S 2019 AUDIT
FINDING

77. (SEIKETSU) TAMM 5S 2019 AUDIT
FINDING

78. (SEIKETSU) TAMM 5S 2019 AUDIT
FINDING

79. (SEIKETSU) TAMM
5S 2019 AUDIT
FINDING

81. To train people to practice 5S system continuously so
that it becomes habitual & deeply ingrained in working
culture.
• It becomes a working habit.
• Develop discipline & team spirit.
• Enhance operation effectiveness in a better
working environment.

82. Training
•5S awareness &
knowledge
•Interest in 5S
Lead by example
•Start by me
•Self discipline
Team work
•Management -
employees
•Team effort
Bulletin &
newsletter
•Info & 5S progress
•Notice board, 5S
corner
Reward & recognization
•5S project/competition
•5S audit
JANUARY
How to
Shitsuke

83. TAMMIMPROVEMENTPROPOSALREGULATIONS –REV.1

84. "CHANGE FOR THE BETTER"
Kaizen = Continual Improvement
...by Everybody! Everyday! Everywhere!
+
Kai
(change)
Zen
(good/better)
WHAT IS KAIZEN?

85. WHY KAIZEN? – BENEFIT
OF KAIZEN

86. PRINCIPLES OF KAIZEN

87. WHAT TO PROPOSE IN
KAIZEN?
Production
Facilities
Safety/
Security/
Environmen
t
Office
work
Products
Quality
Proposal which only
includes complaints,
ambiguous in contents,
related to staff benefit will
NOT BE ACCEPTED!

88. Fill out
the
Kaizen
Sheet
Submit
proposal to
promoter
Proposal
evaluation (until
GM) &
submission to
HR &GA
Award
(payment)
on the
salary day
HOW THE TAMM KAIZEN
PROCEDURE?

89. RM
20
RM
30
RM
50
RM
10
REWARD FOR YOUR KAIZEN
IDEA

90. WHO WILL REVIEW/EVALUATE
THE KAIZEN IDEA?
GENERAL MANAGER
Final Evaluation
PLANT SV & MANAGER
Secondary Evaluation
PROMOTER
Primary Evaluation
Appreciation – Grade 4 Grade 3 – Grade 1
Chairman
Committee
Members
Department
in Charge
(GA)
Kaizen
Committee
Meeting

91. Q1 : DO ALL KAIZEN PROPOSAL
ARE IMPLEMENTED?
• Proposal evaluation
• Implementation
• Award based on grade
Good idea, necessary
• Appreciation award
• Not implemented
Not implemented, good
idea, show effort
• Appreciation award
• Research
• Not necessary : finish
• Necessary : implement &
re-evaluate, award deduct
from previous award
Good idea, need
more details
• Appreciation award
• Research and presentation
• Committee meeting
• Award & certificate
• Award deduct from
previous award
Very good idea,
Grade 1-3
• Only for appreciation award
proposal
• Submit re-evaluation
• Re-evaluation
• Award deduct from previous
award
Not necessary
 Necessary

92. Q2 : HOW AND WHEN THE PROPOSAL
IS RE-EVALUATE?
1st
Submissio
n
• Not implemented
• Appreciation award
1) Case/Time
Necessity
2) Research &
Implement
• Necessary
• (eg: Weight
bridge, phone locker)
& implemented
• Research, effective,
implemented
Re-
evaluation
• Submit re-
evaluation after
implementation
completed
• New award deduct
from paid award
before

93. Q3 : CAN WE SUBMIT KAIZEN FOR
OTHER DEPARTMENT?
Answer : Yes
Proposal
submission
Promoter review
the proposal &
HOD advise for
implementation
department
The proposal to
be evaluated by
implementation
department.
Promoter
 Manager
HOD/GM define
the necessity of
the proposal and
evaluate
Proposer–Promoter
(Proposerdepartment)
Evaluationbypromoter
(Proposerdepartment)
EvaluationbyManager
(Implementdepartment)
EvaluationbyGM
(Implementdepartment)

94. Q4 : HOW CAN OTHERS ACCESS FOR
APPROVED KAIZEN?
•Documal (Document List  Kaizen
Program)
•Common Server (00-Kaizen Program
 0-Approved Kaizen Proposal)
Soft Copy
•Office Library (Training Materials)
Hard Copy

96. ①
Proposer
Details
②
Proposal
Title
③
Problem
statement
(before Kaizen)
④
Area of
improvement
(after Kaizen)
[Rev.2]-01032019
Q5 : HOW TO FILL IN KAIZEN SHEET?
Ref. No (Promoter)

97. EXAMPLE OF KAIZEN PROPOSAL –
KAIZEN FORM
①
Proposer Details
Name : Zain
Staff ID : 0255
Dept : Facility
Proposed Date :
31/12/2020
Implement Dept :
Facility
②
Title : Key Box
Management at
Maintenance
Workshop
③
Before Kaizen:
-No key management
at Maintenance
Workshop
-Take time to find key
needed
-Not aware if key
loss/not returned
④
After Kaizen :
-Key are systematically
managed
-Safe time to find key
-Easy to trace lost/not
returned key
[Rev.2]-01032019

98. EXAMPLE OF KAIZEN PROPOSAL –
ATTACHMENT
CURRENT CONDITION AFTER KAIZEN
-No key management
-Take time to find key needed
-Not aware if key loss/not
returned
-Key are systematically
managed
-Safe time to find key
-Easy to trace lost/not returned
key
1) Before & After Kaizen picture/condition 2) Estimate cost/online price/quotation
3) Others
Propose location:
At the Workshop
entrance

99. 2017-
2019

100. TOTAL NO. OF APPROVED KAIZEN
PROPOSAL AND KAIZEN AWARD
RECEIVER 2017-2019
Year
Award Receiver
(Department)
% from Total
Proposal
2017 HR & GA 10/32 = 31.3%
2018 Production 26/72 = 36.1%
2019 Facility 64/186 = 34.4%
Company Objective FY2020
130 Approved Kaizen Proposal
60% of Kaizen Implementation
As 30 September : 118
approved Kaizen
2017, 32
2018, 72
2019, 186
2020, 191
0
50
100
150
200
250
2017 2018 2019 2020
No.
of
Approved
Proposal
Total No. of Approved Proposal
Target 2019 : 80
Target 2020 : 130

101. TOTAL NO. OF APPROVED KAIZEN
PROPOSAL BY DEPARTMENT
(JAN 2019 – DEC 2019)
Total number of
Approved Kaizen
Proposal
(Jan 19-Dec 19)
186 proposals
PR FAC LOG HSE QA HR ACC
2019 44 64 13 10 1 32 22
0
10
20
30
40
50
60
70
TOTAL NO. OF APPROVED PROPOSAL

102. PERCENTAGE OF IMPLEMENTED
KAIZEN BY EACH DEPARTMENT
(JAN 19-DEC 19)
Percentage of
Kaizen Implementation as
at 15/Nov/2020
65.6%
Department
Implemented/
Implementation
in Progress
Not Implement/
Not yet start
implementation/
No update
HR & GA 7 15
Accounts &
Finance
57 7
HSE 20 12
QA 6 4
Logistics 10 3
Facility 22 22
Production 1
Total Proposal 122 64
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
PR
FAC
LOG
HSE
QA
HR
ACC
PR FAC LOG HSE QA HR ACC
COMPLETED/IN PROGRESS -
√
18 49 10 5 15 5
COMPLETED/IN PROGRESS -
∆
4 8 1 5 2
UNIMPLEMENT/NO UPDATE
- X
22 7 3 4 1 12 15
IMPLEMENTATION STATUS