This study aims to apply lean management tools to identify types of waste existing in Tay Do
University, thereby proposing action plans to save costs and improve working efficiency. The convenience
sampling was used to interview 172 lecturers and employees of Tay Do University. The analysis results have
shown that there are ten types of waste. They are facility and equipment waste, discrete information, not
exploiting the creativity of employees, time waste, defect
The constant, and sometimes radical, changes that are taking place in the business environment
demand that companies develop more agile mechanisms and management systems that enable them to adapt
and, above all, to be competitive. All this means that companies must be able to continuously and quickly
adapt to change. In order to do this, they need to develop agile and flexible structures. Process management is
a mechanism that arises to meet these new needs, giving the company the flexibility to develop their business
in today's competitive environment. Despite the importance of process management techniques, several
authors affirm that a high percentage of process management initiatives fail. Therefore, the aim of this study is
to analyse how companies implement process management. Specifically, we would like to know who the
people responsible for the implementation were and which phases or steps they followed. In order to achieve
this aim, a survey was conducted among companies over 20 employees from Cantabria (a region in the North
of Spain) which practised process management. Results show that a high percentage of companies sought
external consultancy when implementing process management, especially during the initial stages.
Concerning the implementation stages, an implementation methodology is proposed. Results show that it may
be considered as appropriate due to the fact that all the stages are frequently used. Overall, we consider that
from a theoretical point of view this study adds value to the field as it offers, first, a review gathering together
the main implementation methodologies identified along the literature; and secondly it describes the results of
an empirical study based on Spain, covering an existing gap. On the other side, from the practitioners’ point of
view, this study could be used as guide for them. Not only because of the literature review, but especially
because of the empirical case. From the obtained result managers could learn what other companies did when
implementing process management. And, specially, they can identify what other companies did wrong in
order not to repeat it.
Sample Report on Logistic Operation management by Global Assignment HelpAmelia Jones
The present report is designed to provide deep knowledge about the use of forecasting in logistic operations management of Nestle which is a Swiss multinational food and beverage company headquartered in Switzerland .For more information regarding Logistic Operation management read our complete sample.
The lean manufacturing system is stated the right tool to improve production systems in order to
meet the performance and change demands of today's rapidly evolved technology. The theory of the process is to
eliminate wastes, empower workers, reduce inventories, and ensure to meet customers’ requirements. The
purpose of this study is to construct a lean manufacturing process experimented at Factory 123, Huu Nghi
Company. This process is expected to be applicable to nationwide garment enterprises in Viet Nam.
The main issues are mentioned in this study:
- Assessment of the status (in Content 2)
- Arranging production facilities and warehouses for Factory 123 (in Content 3)
- Implementing 5s for Factory 123 (in Content 4)
- Purchasing policy (inventory) for Huu Nghi Company (in Content 5)
- Deploying a pilot scale group for Factory 123 (in Content 6)
- Lean the manufacturing process applied to Factory 123 (in Content 7)
- Training to help a thinking change in a positive way, aiming to apply this process in an active and continuing
(in Content 8).
This document outlines the key topics and concepts covered in an operations management chapter. It includes an outline listing topics such as the global company profile of Hard Rock Cafe, what operations management is, organizing to produce goods and services, the supply chain, and new challenges in OM. Learning objectives are defined, and significant events and individuals in the history of OM are discussed, such as Eli Whitney, Frederick Taylor, the Gilbreths, and W. Edwards Deming. The differences between goods and services are explored. Productivity and ways to improve it are also covered.
Sample Report On Operation Management in Business By Global Assignment HelpAmelia Jones
Operation management is the most important section of business management. In this process, management of business formulates various strategies for the assessment and optimum allocation of different kinds of resources and functions to get the desired outcomes. For more information regarding Operation Management in Business read our complete sample.
The document discusses production and operations management across 6 units. It covers topics such as introduction to production functions, capacity and facility planning, process planning, work study, layout design, material requirements planning, quality control, and maintenance functions. The relationship between production/operations management and other functions like finance, marketing, research and development, and human resources is also described.
Procedia social and behavioral sciences volume 109 issue 2014 [doi 10.1016%...Ria Fausika
The document discusses a quantitative research study on the use of business process management principles in Slovak enterprises. The study found that:
- Most enterprises were small-medium sized and produced in a job-order or batch style rather than mass production.
- Traditional functional management was more common than process management. The most used tools were activity-based costing and financial analysis, while newer tools like balanced scorecard were not used.
- Process management principles were not fully and systematically applied - activities were sometimes customer-oriented but barriers to knowledge sharing remained. Process owners and team-based work were limited.
- While some enterprises had defined or managed their processes, many others took an accidental or repeated approach rather
The constant, and sometimes radical, changes that are taking place in the business environment
demand that companies develop more agile mechanisms and management systems that enable them to adapt
and, above all, to be competitive. All this means that companies must be able to continuously and quickly
adapt to change. In order to do this, they need to develop agile and flexible structures. Process management is
a mechanism that arises to meet these new needs, giving the company the flexibility to develop their business
in today's competitive environment. Despite the importance of process management techniques, several
authors affirm that a high percentage of process management initiatives fail. Therefore, the aim of this study is
to analyse how companies implement process management. Specifically, we would like to know who the
people responsible for the implementation were and which phases or steps they followed. In order to achieve
this aim, a survey was conducted among companies over 20 employees from Cantabria (a region in the North
of Spain) which practised process management. Results show that a high percentage of companies sought
external consultancy when implementing process management, especially during the initial stages.
Concerning the implementation stages, an implementation methodology is proposed. Results show that it may
be considered as appropriate due to the fact that all the stages are frequently used. Overall, we consider that
from a theoretical point of view this study adds value to the field as it offers, first, a review gathering together
the main implementation methodologies identified along the literature; and secondly it describes the results of
an empirical study based on Spain, covering an existing gap. On the other side, from the practitioners’ point of
view, this study could be used as guide for them. Not only because of the literature review, but especially
because of the empirical case. From the obtained result managers could learn what other companies did when
implementing process management. And, specially, they can identify what other companies did wrong in
order not to repeat it.
Sample Report on Logistic Operation management by Global Assignment HelpAmelia Jones
The present report is designed to provide deep knowledge about the use of forecasting in logistic operations management of Nestle which is a Swiss multinational food and beverage company headquartered in Switzerland .For more information regarding Logistic Operation management read our complete sample.
The lean manufacturing system is stated the right tool to improve production systems in order to
meet the performance and change demands of today's rapidly evolved technology. The theory of the process is to
eliminate wastes, empower workers, reduce inventories, and ensure to meet customers’ requirements. The
purpose of this study is to construct a lean manufacturing process experimented at Factory 123, Huu Nghi
Company. This process is expected to be applicable to nationwide garment enterprises in Viet Nam.
The main issues are mentioned in this study:
- Assessment of the status (in Content 2)
- Arranging production facilities and warehouses for Factory 123 (in Content 3)
- Implementing 5s for Factory 123 (in Content 4)
- Purchasing policy (inventory) for Huu Nghi Company (in Content 5)
- Deploying a pilot scale group for Factory 123 (in Content 6)
- Lean the manufacturing process applied to Factory 123 (in Content 7)
- Training to help a thinking change in a positive way, aiming to apply this process in an active and continuing
(in Content 8).
This document outlines the key topics and concepts covered in an operations management chapter. It includes an outline listing topics such as the global company profile of Hard Rock Cafe, what operations management is, organizing to produce goods and services, the supply chain, and new challenges in OM. Learning objectives are defined, and significant events and individuals in the history of OM are discussed, such as Eli Whitney, Frederick Taylor, the Gilbreths, and W. Edwards Deming. The differences between goods and services are explored. Productivity and ways to improve it are also covered.
Sample Report On Operation Management in Business By Global Assignment HelpAmelia Jones
Operation management is the most important section of business management. In this process, management of business formulates various strategies for the assessment and optimum allocation of different kinds of resources and functions to get the desired outcomes. For more information regarding Operation Management in Business read our complete sample.
The document discusses production and operations management across 6 units. It covers topics such as introduction to production functions, capacity and facility planning, process planning, work study, layout design, material requirements planning, quality control, and maintenance functions. The relationship between production/operations management and other functions like finance, marketing, research and development, and human resources is also described.
Procedia social and behavioral sciences volume 109 issue 2014 [doi 10.1016%...Ria Fausika
The document discusses a quantitative research study on the use of business process management principles in Slovak enterprises. The study found that:
- Most enterprises were small-medium sized and produced in a job-order or batch style rather than mass production.
- Traditional functional management was more common than process management. The most used tools were activity-based costing and financial analysis, while newer tools like balanced scorecard were not used.
- Process management principles were not fully and systematically applied - activities were sometimes customer-oriented but barriers to knowledge sharing remained. Process owners and team-based work were limited.
- While some enterprises had defined or managed their processes, many others took an accidental or repeated approach rather
Juran's Trilogy is a methodology for managing quality that involves three processes: quality planning, quality control, and quality improvement. It aims to continuously improve quality in all aspects of an organization. The methodology allows companies to understand relationships between each stage and use quality tools to implement the stages. Strengths include searching for continuous improvement and the ability to restart if goals are not met. Weaknesses include needing trained staff and focusing on processes rather than the workforce. Kaizen is a Japanese philosophy of continuous incremental improvement involving maintenance and improvement activities. It differs from innovation by aiming for small process improvements rather than dramatic changes. Business process reengineering fundamentally rethinks and radically redesigns processes to achieve dramatic performance improvements in areas like costs
The document is a workbook for the 2nd edition of the textbook "Operations Management" published by Icfai Center for Management Research in Hyderabad, India in March 2007. It contains multiple choice questions from chapters 1-20 of the textbook, along with two model test papers for Paper I and Paper II and their answer keys. The workbook is intended to help students of the Operations Management class of 2009 prepare for their exams.
IRJET- Total Quality Management and Organizational PerformanceIRJET Journal
This document discusses the relationship between Total Quality Management (TQM) practices and organizational performance. It first defines TQM as a continuous process of improving quality, reducing defects, and satisfying customer demands. It then outlines key elements of TQM like focusing on customers, employee involvement, and using a strategic, systematic approach. The document also discusses how organizational performance encompasses actual outputs compared to intended goals. Finally, it concludes that implementing TQM initiatives like quality processes can enhance customer satisfaction and product/service quality, thereby improving organizational performance.
Total Quality Management (TQM) is a method for management and employees to continuously improve production of goods and services through quality and management tools. It aims to increase business and reduce waste. TQM seeks to integrate all organizational functions to meet customer needs and objectives through practices like reducing costs, empowering employees, and making fact-based decisions. The goal of TQM is continuous improvement through preventing mistakes, early detection of issues, and stopping production to address problems.
Tqm implementation in textile manufacturing industry to successHarishankar Sahu
The document summarizes the implementation of total quality management (TQM) practices at Ihsan Yousaf Textile (IYT), a textile manufacturer in Pakistan. IYT implemented TQM to address quality issues, with 225 employees and only 10 in quality. TQM processes included forming a quality committee, training employees, and establishing communication methods. Outcomes of TQM included quality improvement, improved culture, communication, teamwork, customer satisfaction, and increased sales. Key success factors for IYT's TQM implementation were a systematic approach, training, good communication, continuous improvement, human resource development, and teamwork.
This is a presentation I created many years back, early in my career. It is quite extensive and designed to be more of a multi-day training program, than a one-stop presentation. Most of the models, processes, materials, etc. I owe to Professors Scott Sink and Harold Kurstedt, Virginia Polytechnic Institute and State University, Industrial and Systems Engineering. Awesome theories and ways of thinking that had a profound influence on my understanding, future learning, and eventual practice.
This document discusses critical success factors for implementing total quality management. It analyzes 14 TQM frameworks and identifies common critical success factors across the frameworks. Through frequency analysis of the frameworks, it determines that the top critical success factors are: top management commitment, quality culture, strategic quality management, design quality management, process management, supplier quality management, education and training, empowerment and involvement, information and analysis, and customer satisfaction. The document establishes these 10 factors as critical for successful TQM implementation based on their prevalence across the frameworks analyzed.
Implementation and financial accounting of quality training and educationIAEME Publication
This document describes the design and implementation of a Quality Training and Education Program (Q_TEPS) for a plastic products manufacturing company. The researchers designed specific training topics and schedules for the Q_TEPS based on a review of literature and a study of the company's manufacturing processes. They then implemented the designed Q_TEPS for employees over a one month period through lectures, interactive sessions, on-the-job training, and feedback collection. The goal was to measure the financial performance of the Q_TEPS in order to understand its costs and benefits for the company.
Creating superior operational performance through total quality management pr...Alexander Decker
This document summarizes a study that investigated the effect of total quality management (TQM) practices on operational performance at manufacturing companies in Surabaya, Indonesia. The study classified critical TQM practices into three factors: strategic, tactical, and operational. A questionnaire was distributed to 118 medium and large manufacturing companies. Data analysis found that tactical factors were the strongest predictor of operational performance. Overall, TQM practices had a positive effect on operational performance, with tactical factors playing a particularly important role. The study provides empirical evidence on the relationship between TQM practices and operational performance at manufacturing companies.
Anuja organiations study at unipower transformerLibu Thomas
This document summarizes an organizational study presentation about Unipower Transformer Pvt Ltd, an ISO-certified company that manufactures transformers and other electrical equipment. The presentation covers the company's background, departments, management structure, strengths, weaknesses, and suggestions. The main objectives of the study were to understand the company's functions, structure, policies, and address any issues. Key findings include a lack of canteen facilities and need for more administrative staff. The conclusion is that the study helped understand each department's workings and the relationships within the organization.
Effect of TQM Practices on Financial Performance through Innovation Performan...IRJET Journal
1) The document examines the direct and indirect effects of total quality management (TQM) practices on financial and innovation performance in Indian manufacturing companies.
2) It identifies 13 key TQM practices based on a literature review, including leadership commitment, customer focus, supplier quality management, and continuous improvement.
3) The study measures organizational performance through financial performance and innovation performance indicators. A conceptual research framework is proposed to analyze the relationships between TQM practices and these two performance measures.
Operation Management is the proficient and successful usage of the arrangements and undertakings important to fulfill an organization's clients, workers, and management. It is the management of frameworks or procedures that make merchandise and additionally offer types of assistance.
Progressing exercises of structuring, checking on and utilizing the working framework, to accomplish administration yields as dictated by the association for clients.
Learning Objectives :
Upon completion of operation management training, the attendees are able to:
Distinguish the key objectives and prerequisites of operations management
Depict the standards of operations management including: stock management, operations arranging, producing management,
Talk about the significant contemplations when arranging operations management incorporating contending with operations, planning and improving procedures
Portray the key specialized improvements
Rundown the means engaged with setting up recharging arrangements and buying management
Learn more.
Operations Management Training
https://www.tonex.com/training-courses/operations-management/
This document discusses total quality management (TQM) and its application in library and information sectors. It provides definitions and principles of TQM, as well as common tools and techniques used, such as check sheets, cause-and-effect diagrams, Pareto charts, flow charts, and the PDCA cycle. The document outlines benefits of implementing TQM, such as improved products/services, decreased defects, increased productivity, and competitive advantages. Overall, the document presents TQM as a comprehensive management approach for continuous quality improvement and achieving long-term success through customer satisfaction.
This document summarizes research on implementing total quality management (TQM) in small and medium-sized organizations. The research studied three companies that implemented TQM through training, communication strategies, and quality monitoring processes. The findings showed improvements in administrative procedures, product quality, and cost effectiveness. However, areas like team building, continual improvement, and technical training were still weak. Effective management support, communication, and training were found to be important for successful TQM implementation.
This document discusses productivity in a group project setting. It lists the group members and their roll numbers. It then provides definitions and examples of productivity, ways to measure productivity, and factors that can impact productivity. Key topics covered include partial and total productivity, benefits of productivity improvement, and quality management approaches like TQM, 5S, Six Sigma, and Kaizen.
The document is a research paper that investigates the improvement of manufacturing performance through lean practices in the Bangladeshi garment industry. It reviews literature on lean production and its benefits. The paper then presents research that was conducted through surveys, interviews and site visits with nine garment companies in Bangladesh that have adopted lean tools and techniques. The findings indicate these companies have gained various performance improvements from lean. It identifies business challenges that drove companies to implement lean and areas where changes were made. The paper concludes by suggesting topics for further research.
This document discusses the importance and impact of implementing Total Quality Management (TQM) in modern organizations. It argues that TQM is essential for organizations to gain competitive advantages in today's global business environment. The document reviews different frameworks and principles of TQM, such as those proposed by Deming, Juran, Crosby and Ishikawa. It asserts that TQM, when properly implemented, can positively impact organizational effectiveness by improving business processes, increasing productivity and quality, enhancing customer satisfaction, and fostering cooperation among employees. However, certain organizational and cultural factors must be addressed for TQM implementation to be successful. Overall, the document advocates for TQM as a management philosophy that can help propel organizations to excellence.
The document discusses job design and its importance in production/operations management. It defines job design as the process of structuring job elements to meet organizational, individual, health and safety needs. It then discusses two approaches to job design - job enlargement and job enrichment. Job enlargement involves expanding the number of tasks in a job to make it more meaningful. Job enrichment aims to increase job satisfaction by providing more autonomy, variety and responsibility. The impact is to improve productivity and employee motivation.
International Journal of Engineering Research and Development (IJERD)IJERD Editor
This document describes research conducted to develop and validate a tool to measure total quality management (TQM) practices in organizations. Through a literature review, 13 critical factors of TQM were identified. A questionnaire with 85 items measuring these factors was developed and tested on 20 organizations to evaluate reliability and validity. Reliability was high based on Cronbach's alpha scores. Validity was confirmed through factor analysis and a multitrait-multimethod matrix. The validated tool was used to survey 104 manufacturing and service organizations in India and compare their TQM practices using the Mann-Whitney U non-parametric test. Significant differences were found between the sectors.
This document provides a literature review of tools and methods used in Lean Manufacturing. It describes several common Lean tools, including 5S, SMED, Kanban, Jidoka, standardized work, TPM, Poka-Yoke, Heijunka, Hoshin Kanri, Kamishibai and the philosophy of Kaizen. The review aims to introduce both commonly used and less known Lean tools, with descriptions of each tool's objectives and how it can help eliminate different types of waste in production processes.
Implementation of 5S Methodology in a Food & Beverage Industry: A Case StudyIRJET Journal
This document discusses the implementation of the 5S methodology in a food and beverage company in Bangladesh. The 5S methodology was applied over several months. Key results included:
1) Over 300 square feet of floor space was saved by removing unnecessary items, allowing additional cost savings.
2) Equipment and tools were reorganized in processing areas, reducing travel distances.
3) Cleaning schedules were established to maintain cleanliness.
4) Standards were put in place to sustain the changes, resulting in increased productivity by 38.65% and lower rejection rates.
The document provides information about the 5S group at UiTM Training Centre. It discusses the background and objectives of the Training Centre and 5S group. It describes the 5S methodology which focuses on workplace organization, cleanliness and standardization. The 5S group aims to apply this methodology to improve work performance, efficiency and satisfaction. It discusses the group selection process and how performance is appraised and rewarded through regular audits and a scoring system.
Juran's Trilogy is a methodology for managing quality that involves three processes: quality planning, quality control, and quality improvement. It aims to continuously improve quality in all aspects of an organization. The methodology allows companies to understand relationships between each stage and use quality tools to implement the stages. Strengths include searching for continuous improvement and the ability to restart if goals are not met. Weaknesses include needing trained staff and focusing on processes rather than the workforce. Kaizen is a Japanese philosophy of continuous incremental improvement involving maintenance and improvement activities. It differs from innovation by aiming for small process improvements rather than dramatic changes. Business process reengineering fundamentally rethinks and radically redesigns processes to achieve dramatic performance improvements in areas like costs
The document is a workbook for the 2nd edition of the textbook "Operations Management" published by Icfai Center for Management Research in Hyderabad, India in March 2007. It contains multiple choice questions from chapters 1-20 of the textbook, along with two model test papers for Paper I and Paper II and their answer keys. The workbook is intended to help students of the Operations Management class of 2009 prepare for their exams.
IRJET- Total Quality Management and Organizational PerformanceIRJET Journal
This document discusses the relationship between Total Quality Management (TQM) practices and organizational performance. It first defines TQM as a continuous process of improving quality, reducing defects, and satisfying customer demands. It then outlines key elements of TQM like focusing on customers, employee involvement, and using a strategic, systematic approach. The document also discusses how organizational performance encompasses actual outputs compared to intended goals. Finally, it concludes that implementing TQM initiatives like quality processes can enhance customer satisfaction and product/service quality, thereby improving organizational performance.
Total Quality Management (TQM) is a method for management and employees to continuously improve production of goods and services through quality and management tools. It aims to increase business and reduce waste. TQM seeks to integrate all organizational functions to meet customer needs and objectives through practices like reducing costs, empowering employees, and making fact-based decisions. The goal of TQM is continuous improvement through preventing mistakes, early detection of issues, and stopping production to address problems.
Tqm implementation in textile manufacturing industry to successHarishankar Sahu
The document summarizes the implementation of total quality management (TQM) practices at Ihsan Yousaf Textile (IYT), a textile manufacturer in Pakistan. IYT implemented TQM to address quality issues, with 225 employees and only 10 in quality. TQM processes included forming a quality committee, training employees, and establishing communication methods. Outcomes of TQM included quality improvement, improved culture, communication, teamwork, customer satisfaction, and increased sales. Key success factors for IYT's TQM implementation were a systematic approach, training, good communication, continuous improvement, human resource development, and teamwork.
This is a presentation I created many years back, early in my career. It is quite extensive and designed to be more of a multi-day training program, than a one-stop presentation. Most of the models, processes, materials, etc. I owe to Professors Scott Sink and Harold Kurstedt, Virginia Polytechnic Institute and State University, Industrial and Systems Engineering. Awesome theories and ways of thinking that had a profound influence on my understanding, future learning, and eventual practice.
This document discusses critical success factors for implementing total quality management. It analyzes 14 TQM frameworks and identifies common critical success factors across the frameworks. Through frequency analysis of the frameworks, it determines that the top critical success factors are: top management commitment, quality culture, strategic quality management, design quality management, process management, supplier quality management, education and training, empowerment and involvement, information and analysis, and customer satisfaction. The document establishes these 10 factors as critical for successful TQM implementation based on their prevalence across the frameworks analyzed.
Implementation and financial accounting of quality training and educationIAEME Publication
This document describes the design and implementation of a Quality Training and Education Program (Q_TEPS) for a plastic products manufacturing company. The researchers designed specific training topics and schedules for the Q_TEPS based on a review of literature and a study of the company's manufacturing processes. They then implemented the designed Q_TEPS for employees over a one month period through lectures, interactive sessions, on-the-job training, and feedback collection. The goal was to measure the financial performance of the Q_TEPS in order to understand its costs and benefits for the company.
Creating superior operational performance through total quality management pr...Alexander Decker
This document summarizes a study that investigated the effect of total quality management (TQM) practices on operational performance at manufacturing companies in Surabaya, Indonesia. The study classified critical TQM practices into three factors: strategic, tactical, and operational. A questionnaire was distributed to 118 medium and large manufacturing companies. Data analysis found that tactical factors were the strongest predictor of operational performance. Overall, TQM practices had a positive effect on operational performance, with tactical factors playing a particularly important role. The study provides empirical evidence on the relationship between TQM practices and operational performance at manufacturing companies.
Anuja organiations study at unipower transformerLibu Thomas
This document summarizes an organizational study presentation about Unipower Transformer Pvt Ltd, an ISO-certified company that manufactures transformers and other electrical equipment. The presentation covers the company's background, departments, management structure, strengths, weaknesses, and suggestions. The main objectives of the study were to understand the company's functions, structure, policies, and address any issues. Key findings include a lack of canteen facilities and need for more administrative staff. The conclusion is that the study helped understand each department's workings and the relationships within the organization.
Effect of TQM Practices on Financial Performance through Innovation Performan...IRJET Journal
1) The document examines the direct and indirect effects of total quality management (TQM) practices on financial and innovation performance in Indian manufacturing companies.
2) It identifies 13 key TQM practices based on a literature review, including leadership commitment, customer focus, supplier quality management, and continuous improvement.
3) The study measures organizational performance through financial performance and innovation performance indicators. A conceptual research framework is proposed to analyze the relationships between TQM practices and these two performance measures.
Operation Management is the proficient and successful usage of the arrangements and undertakings important to fulfill an organization's clients, workers, and management. It is the management of frameworks or procedures that make merchandise and additionally offer types of assistance.
Progressing exercises of structuring, checking on and utilizing the working framework, to accomplish administration yields as dictated by the association for clients.
Learning Objectives :
Upon completion of operation management training, the attendees are able to:
Distinguish the key objectives and prerequisites of operations management
Depict the standards of operations management including: stock management, operations arranging, producing management,
Talk about the significant contemplations when arranging operations management incorporating contending with operations, planning and improving procedures
Portray the key specialized improvements
Rundown the means engaged with setting up recharging arrangements and buying management
Learn more.
Operations Management Training
https://www.tonex.com/training-courses/operations-management/
This document discusses total quality management (TQM) and its application in library and information sectors. It provides definitions and principles of TQM, as well as common tools and techniques used, such as check sheets, cause-and-effect diagrams, Pareto charts, flow charts, and the PDCA cycle. The document outlines benefits of implementing TQM, such as improved products/services, decreased defects, increased productivity, and competitive advantages. Overall, the document presents TQM as a comprehensive management approach for continuous quality improvement and achieving long-term success through customer satisfaction.
This document summarizes research on implementing total quality management (TQM) in small and medium-sized organizations. The research studied three companies that implemented TQM through training, communication strategies, and quality monitoring processes. The findings showed improvements in administrative procedures, product quality, and cost effectiveness. However, areas like team building, continual improvement, and technical training were still weak. Effective management support, communication, and training were found to be important for successful TQM implementation.
This document discusses productivity in a group project setting. It lists the group members and their roll numbers. It then provides definitions and examples of productivity, ways to measure productivity, and factors that can impact productivity. Key topics covered include partial and total productivity, benefits of productivity improvement, and quality management approaches like TQM, 5S, Six Sigma, and Kaizen.
The document is a research paper that investigates the improvement of manufacturing performance through lean practices in the Bangladeshi garment industry. It reviews literature on lean production and its benefits. The paper then presents research that was conducted through surveys, interviews and site visits with nine garment companies in Bangladesh that have adopted lean tools and techniques. The findings indicate these companies have gained various performance improvements from lean. It identifies business challenges that drove companies to implement lean and areas where changes were made. The paper concludes by suggesting topics for further research.
This document discusses the importance and impact of implementing Total Quality Management (TQM) in modern organizations. It argues that TQM is essential for organizations to gain competitive advantages in today's global business environment. The document reviews different frameworks and principles of TQM, such as those proposed by Deming, Juran, Crosby and Ishikawa. It asserts that TQM, when properly implemented, can positively impact organizational effectiveness by improving business processes, increasing productivity and quality, enhancing customer satisfaction, and fostering cooperation among employees. However, certain organizational and cultural factors must be addressed for TQM implementation to be successful. Overall, the document advocates for TQM as a management philosophy that can help propel organizations to excellence.
The document discusses job design and its importance in production/operations management. It defines job design as the process of structuring job elements to meet organizational, individual, health and safety needs. It then discusses two approaches to job design - job enlargement and job enrichment. Job enlargement involves expanding the number of tasks in a job to make it more meaningful. Job enrichment aims to increase job satisfaction by providing more autonomy, variety and responsibility. The impact is to improve productivity and employee motivation.
International Journal of Engineering Research and Development (IJERD)IJERD Editor
This document describes research conducted to develop and validate a tool to measure total quality management (TQM) practices in organizations. Through a literature review, 13 critical factors of TQM were identified. A questionnaire with 85 items measuring these factors was developed and tested on 20 organizations to evaluate reliability and validity. Reliability was high based on Cronbach's alpha scores. Validity was confirmed through factor analysis and a multitrait-multimethod matrix. The validated tool was used to survey 104 manufacturing and service organizations in India and compare their TQM practices using the Mann-Whitney U non-parametric test. Significant differences were found between the sectors.
This document provides a literature review of tools and methods used in Lean Manufacturing. It describes several common Lean tools, including 5S, SMED, Kanban, Jidoka, standardized work, TPM, Poka-Yoke, Heijunka, Hoshin Kanri, Kamishibai and the philosophy of Kaizen. The review aims to introduce both commonly used and less known Lean tools, with descriptions of each tool's objectives and how it can help eliminate different types of waste in production processes.
Implementation of 5S Methodology in a Food & Beverage Industry: A Case StudyIRJET Journal
This document discusses the implementation of the 5S methodology in a food and beverage company in Bangladesh. The 5S methodology was applied over several months. Key results included:
1) Over 300 square feet of floor space was saved by removing unnecessary items, allowing additional cost savings.
2) Equipment and tools were reorganized in processing areas, reducing travel distances.
3) Cleaning schedules were established to maintain cleanliness.
4) Standards were put in place to sustain the changes, resulting in increased productivity by 38.65% and lower rejection rates.
The document provides information about the 5S group at UiTM Training Centre. It discusses the background and objectives of the Training Centre and 5S group. It describes the 5S methodology which focuses on workplace organization, cleanliness and standardization. The 5S group aims to apply this methodology to improve work performance, efficiency and satisfaction. It discusses the group selection process and how performance is appraised and rewarded through regular audits and a scoring system.
Non-teaching staff play an important role in supporting teaching and learning activities and helping colleges achieve accreditation. Their responsibilities include implementing technology effectively, collaborating with teachers, maintaining clear communications, and having positive relationships with students. However, non-teaching staff face issues like unclear roles, overwork, lack of training and recognition. Colleges can address these issues through job specifications, fair work distribution, training programs, and awards. Tools like Kaizen, 5S, ISO standards, and e-governance help improve processes and productivity of non-teaching staff. Performance management systems also evaluate non-teaching staff and identify areas for improvement.
This document provides an overview of continuous improvement strategies like Kaizen, 5S, and the Toyota Production System (TPS). It discusses key aspects of each including:
- The 5 pillars of TPS: JIT, Jidoka, Kaizen, Heijunka, and respect for people.
- Components and benefits of 5S including sort, set in order, shine, standardize, and sustain. 5S aims to create a clean and organized workplace.
- Guidelines for implementing the different elements of 5S like sorting unnecessary items, clearly labeling storage areas, and establishing cleaning procedures and responsibilities.
- Using a PDCA approach for continuous 5S implementation including planning, doing, checking
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Application of Lean Management Tool to Improve Working Efficiency of Tay Do University’s Units
1. International Journal of Business Marketing and Management (IJBMM)
Volume 5 Issue 2 February 2020, P.P. 49-56
ISSN: 2456-4559
www.ijbmm.com
International Journal of Business Marketing and Management (IJBMM) Page 49
Application of Lean Management Tool to Improve Working
Efficiency of Tay Do University’s Units
Nguyen Ngoc Minh, PhD1
and Nguyen Quoc Nghi, PhD2
1
Tay Do University, Vietnam
2
Can Tho University, Vietnam
I. INTRODUCTION
Lean management is a management mindset and method that focuses on maintaining or sustainably
increasing revenue, with a maximum focus on reducing cost waste. This is one of the modern management
methods that are being applied effectively in many countries. Its main principles include waste identification,
processes standardization, operation and continuous improvement.
Womack and Jones (1996) were one of the first scholars to study the possibility to apply lean management in
the service sector. Education is considered as a service activity, between an educational service provider and a
service user. Improving education quality is now one of the top concerns of managers and politicians because
education is important for the future of human beings as well as the destiny of the country. However, there is
still wastes that lead to inefficient management in schools. With the desire to contribute to improving education
quality, many experts and scholars argue that the philosophy in "Lean Management" method is one of the
appropriate options in the current context. Many countries in the world, especially developed countries, have
successfully applied and achieved excellent results by using lean management in improving the quality of
educational services. For example, the "Lean University" project of Cardiff University (UK) used several lean
management tools and techniques such as Rapid Improvement Workshops-RIWs, Value Stream Mapping (value
chain diagram), Visual Management, etc. The "Lean University" project of the University of Central Oklahoma
(USA) used Value Stream Mapping (value chain diagram), Kaizen (Continuous Improvement), etc. These
projects have brought some positive outcome such as reducing paper cost and increasing labor productivity for
the University of Central Oklahoma, USA and improving the culture of change as well as raising employees’
work interest for Cardiff University, UK.
Tay Do University is a non-public university, so it is financially autonomous. Therefore, researching and
developing lean management for educational activities to reduce costs and improve labor productivity is always a
great challenge to the University's units. The above facts show that the implementation of this research is essential.
II. LITERATURE SURVEY
Lean management is a management mindset and method that focuses on maintaining or increasing revenue,
especially reducing cost waste (focus on the cost waste in mindset and working method) through some tools such
as 5S, visual management, and TPM (Total productive maintenance). This helps businesses identify and
eliminate the wastes that exist in the manufacturing process. Lean management is the mindset that aims to create
added value and minimize cost watse for businesses by using human intelligence (Nguyen Dang Minh et al.
(2013).
Abstract: This study aims to apply lean management tools to identify types of waste existing in Tay Do
University, thereby proposing action plans to save costs and improve working efficiency. The convenience
sampling was used to interview 172 lecturers and employees of Tay Do University. The analysis results have
shown that there are ten types of waste. They are facility and equipment waste, discrete information, not
exploiting the creativity of employees, time waste, defect, excess of inventory, over-processing, labor waste,
excess of inputs, and excess of operation. Based on the research results, the action plan is proposed by
applying the 5S model for tangible waste (facility and equipment waste) and applying Kaizen - Continuous
improvement for intangible waste (not exploiting the creativity of employees, discrete information, etc.).
Key Words: Lean management, working efficiency, Tay Do University.
2. Application of Lean Management Tool to Improve Working Efficiency of Tay Do University’s
International Journal of Business Marketing and Management (IJBMM) Page 50
Lean management is considered valid if daily wastes are minimized, and it brings value to the organization.
Waste exists in two forms, tangible and intangible waste. In the education sector, tangible waste can be
identified as waste on facility and equipment. Invisible waste can be not exploiting the creativity of employees
or discrete information.
2.1. Types of waste in lean management
To find and eliminate all wasteful factors in production, Taiichi Ohno (1988) introduced seven basic types of
waste as follows:
- Overproduction: The production is more or earlier than what is required unnecessarily. This increases the risk
of product obsolescence, producing the wrong product category, and the possibility to sell the product with the
discounted price or discard it as scrap.
- Inventory: Excess of stock means over-storing of raw materials, semi-finished products, and finished
products. The excess of inventory leads to high financial costs, storage costs, and defect rates.
- Defective products/services: The production of products that do not meet customers' requirements resulting in
the reduction on prices, repair or replacement. Besides, defects include paper errors, misleading product
information, late delivery, improper production, excessive use of raw materials or unnecessary scraps.
- Over-processing: this means conducting more processing work than customers’ requirements in the form of
the quality or performance of the product. For example, polishing some details of the products that customers do
not require and are not interested in.
- Excess of operation: this includes any unnecessary physical movement of workers that not associated with
processing the product. For example, traveling around the factory looking for work tools or even useless or
inconvenient body movements due to poorly designed operating procedures slows down workers' working speed.
- Unnecessary motion: any change of materials that do not create added value for the product, such as the
movement of materials between production stages. Movement between processing stages prolongs the production
cycle time, resulting in inefficient labor use and space use, and production bottlenecks.
- Waiting: idle time of workers or machines due to bottlenecks or inefficient production flow in the factory.
Waiting increases labor costs and the depreciation per unit.
2.2 5S Model
5S is derived from 5 Japanese words including: “Seiri, Seiton, Seiso, Seiketsu, and Shitsuke”. In different
countries, 5S is translated into different words, but basically, its meaning does not change. In English, 5S is
translated into the corresponding words “Sort, Straighten, Shine, Systemise and Sustain”. In Vietnamese, 5S
includes "Sang Loc, Sap Xep, Sach Se, San soc, and San sang" (Nguyen Dang Minh et al., 2013; Phan Chi Anh,
2008).
Seiri (Sort): this means sorting, organizing items in an order. One of the most common ways to do "Sort" is to
use a "red card". Any items that are not used for the job will be tagged. At the end of the process, the head of each
department considers why reg-tagged items are still in their working space, then decides to remove or continue to
keep them. Therefore, it helps reducing waste as well as creating a safer and more scientific working environment.
Seiton (Straighten): After removing unnecessary items, the next step is to organize the remaining items
effectively according to the criteria of easy to find, easy to see, easy to take and easy to return. In this step,
details need to be located most conveniently, according to the visual management principle, "one position for
each item, each item has only one position". One thing to keep in mind when doing Seiton is that items should
be numbered or labeled so that people can quickly identify and search them.
Seiso (Shine): Shine is done through the general hygiene and daily hygiene for machines, facilities, and
work areas. Seiso aims to improve the working environment, minimize risks and accidents, as well as improve
the accuracy of machinery and equipment. Seiso is not only to keep the working environment clean in the
organization but also to inspect machinery and equipment, detect problems such as damage or dirt. As a result, it
helps find solutions to problems and improve equipment productivity, thereby ensuring a safe working
environment.
Seiketsu (Systemise): Seiketsu's goal is to maintain long-term 3S activities instead of a temporary
movement. Therefore, identifying processes to ensure the accuracy is essential to maintain the efficiency of
previous actions. A necessary point in Seiketsu is that the inspection and evaluation activities carried out by the
3. Application of Lean Management Tool to Improve Working Efficiency of Tay Do University’s
International Journal of Business Marketing and Management (IJBMM) Page 51
organization helps raise employees’ awareness in 5S practice. By developing Seiketsu, 3S operations will be
gradually improved based on the standards to enhance the 5S model in the organization.
Shitsuke (Sustain): Shitsuke is the last activity of 5S, which is known as training and creating habits,
disciplines, and manners for employees. That an organization performs Seiri, Seiton, Seiso, Seiketsu activities
regularly and conclusively shows that the organization is maintaining 5S well. However, the 5S system will go
down and not valid without upgrading. For everyone to be ready to practice 5S, the organization needs to
develop regular training and practice programs for employees. Besides, it is necessary to have policies to
encourage and reward units or individuals that perform 5S effectively.
To successfully implement 5S, organizations ought to have a specific and suitable plan for their
circumstances (Phan Chi Anh, 2008). This model requires a long-term run to see the effect. The process
includes several steps such as preparation; official notice of the leader; daily Seiri (Sort), Seiton (Straighten),
and Seiso (Shine) implementation, and 5S periodic assessment.
Implementing the 5S Model is not too difficult but maintaining and developing it in the long term is a
problem for organizations in Vietnam. In most organizations, the discipline of employees is quite low.
Therefore, regular evaluation in the early stages can help 5S implementation becomes a habit. Also, depending
on the size of the organization, different scales of inspections can be set up to evaluate the 5S performance.
Once 5S implementation becomes employees' habit, the evaluation needs to be done only twice a year to
improve the model. Besides, the experience exchanges with units that have applied the model will contribute to
promoting employees' morale in the long-term 5S model development.
III. RESEARCH METHODS
3.1 Approach
The approach of the study was based on the situation analysis, refer to the types of waste of Ngo My Tran
and Vo Minh Tri (2018). This study considered lean management tools and philosophy such as Seven wastes,
5S Model, and Kaizen. They are used to identify premises and scientific basis for the action plans which will be
applied in Tay Do University’s units.
3.2 Data collection and analysis method
The topic "Lean management" is quite sensitive, so it is difficult to reach the survey subjects. The
survey was conducted using a questionnaire and used convenient sampling to interview 172 officials, lecturers,
and employees of the faculties, departments, and centers of Tay Do University. According to Vo Thi Thanh Loc
and Nguyen Huu Tho (2015), with small and medium-sized researches, a sample size greater than 40 can be
considered as a large sample and can be extrapolated to the whole. Therefore, the study’s sample size is suitable
for further analysis.
Descriptive statistics with criteria such as frequency, ratio, mean, standard deviation, etc. were used to
analyze and classify waste types. Besides, the principle of “extended 7 waste types” was applied to identify
types of waste. After that, the 5S model was used to propose an action plan to eliminate intangible wastes.
IV. RESULTS AND DISCUSSIONS
The survey was conducted on lecturers and employees working in faculties, departments, and centers in Tay
Do University. The interview rate of lecturers at 9 faculties is 73.24%, employees at centers accounted for
6.40%, and officials at functional departments accounted for 20.36%. This shows that the research data is
representative for Tay Do University employee.
4.1 Identify ten common types of waste at Tay Do University’s units
The survey results on ten types of wastes existing at Tay Do University’s units obtained are as follows:
- Facility and equipment waste: The whole university has only two halls used for conferences, seminars,
forums, learning, etc. The capacity of the building is large while the number of staff and students using it is
small. The analysis results showed that about 64.53% of the respondents claimed that employees and students
using air conditioners, lights, fans ineffectively due to the large capacity and the small number of users. Also,
the respondents said that opening computers without using them for the job but personal purposes, or using air
conditioners with the doors opened are the causes of facility and equipment waste.
4. Application of Lean Management Tool to Improve Working Efficiency of Tay Do University’s
International Journal of Business Marketing and Management (IJBMM) Page 52
In school buildings, it is common that small groups of students use all electrical equipment in the classroom;
about 85.47% of the respondents agreed with this waste type. Besides that, the preservation of the University's
assets is limited due to the students' lack of awareness. On the other hand, sometimes one switch is used for
many different electrical devices, and there is no specific usage instruction. This makes it difficult for students
and lecturers to use.
In the laboratory area, the most common waste is learning management software for students is not exploited
its full capacity; about 79.17% of respondents agree on this issue. Due to infrequent use, the software's capacity
has not been well exploited. Also, the respondents indicated that there is no specialized cabinet to store the
laboratory equipment. Most equipment is modern and high-priced, so it is necessary to have a dedicated office
for them to avoid theft and damage which cause the equipment waste.
In the library area, that some software applications which are inaccessible or employees have difficulty in
accessing is the most common waste (75.88%). Besides, about 73.53% of respondents agree on the waste of
buying management and training software without using effectively. Moreover, the study and reading areas are
large, while the number of students using them is still low. Also, broken computers have not been repaired is also a
waste. Another waste is using public property for personal purposes such as watching movies or using the social
network.
- Labor waste: This is reflected in the faculties of the university when there is an unequal teaching time
assigned for lecturers in a whole school year. Besides, not exploiting the labor productivity is also a waste. It
can be mentioned as administrators do not preserve the school's assets well and security guards do not ensure
security in the campus.
- Time waste: Being late for work and leaving early, chatting with colleagues, spending time checking
phones, and reading newspapers in working time are proof of wasting time. It becomes a habit, gradually they
depend on it and do not follow the working time, leading to a decrease in work progress and productivity. Also,
the information flow among units is not smooth enough. Assigning jobs or informing a notification from the
manager takes a lot of time due to going through many different levels. Besides, that the staff do not spend time
checking emails leads to the behindhand in their work. Another type of time waste identified is waiting for the
manager to sign a project or research/budget plan as well as waiting for colleagues to complete the previous
tasks.
- Excess of motions: Approximately 61.63% of the staff confirmed that they organized extracurricular and
vocational activities, while not many students participated in. It is because the activities are not interesting to
attract students; moreover, the marketing activity is not strong enough to approach a larger number of students,
resulting in the excess of activities. Sending the staff for attending training and short-term courses without
applying the knowledge into their job is also considered as a waste due to excess activities. It is time-consuming
while the results are not as expected.
- Excess of inputs: About 53.85% of the respondents stated that using printed documents instead of scanned
copies is a waste of redundant inputs. Using the scanned copies helps save the data easily, compared to paper
ones. However, employees still use printed paper. It causes the input waste of paper and ink. Besides,
unreasonable positions of lights and fans in the office/school buildings are also wastes.
- Excess of operation: Many respondents confirmed that this waste exists in the positions such as desks,
drawers, or personal shelves. That papers and records are arranged untidily wastes time to seek in most cases.
Employees leave unnecessary stuff at the workplace; fail to return documents to correct positions after use;
arrange records or mutual documents unreasonably, etc. This type of waste can be completely reduced if
employees are more aware of managing personal document and mutual assets of the unit.
- Not exploiting the creativity of employees: In the field of higher education, scientific research and
curriculum development are featured activities. The majority of respondents (84.80%) claimed that there is a
lack of policies to encourage the employee with ideas to improve teaching and administration methods. This
type of waste is also acknowledged through scientific studies; there are few kinds of research published in
prestigious journals (84.21% of respondents agreed on this issue). Prestigious journals accept that scientific
researches motivates the lecturers and helps them feel that their attempt is recognized. This, on the other hand,
enhances the university's prestige. The waste also shows that researches providing theories only but have not
been applied much in reality (84.21%). Currently, some lecturers do not focus on doing scientific research and
curriculum development, partly because they are not interested in this task. Besides, according to the university's
rules, only lecturers with doctorate degrees can write textbooks or books, this partly limits the creativity of
lecturers and staff.
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- Discrete information: Inadequate information in the university results in ineffective coordination among
affiliated units. About 76.61% of respondents said that employees lack an accurate source of information about
processes and methods to solve problems between faculties, departments, and centers. In some cases, inconsistent
processes and procedures lead to errors or redo. The dissemination of new working procedures is still limited is
also one of the reasons leading to discrete information. Therefore, the management board needs to develop
consistent procedures applied in the whole university. New processes need to be regularly notified and quickly
updated.
- Defect: The respondents pointed out that this waste type is mainly due to the waste of wrong printed
documents (69.01%); inadequate document management leads to the loss of records or documents (56.40%).
Some employees do not know how to use printers, fax machines, air conditioners, etc. cause damage to
machinery and equipment. However, this type of waste does not significantly affect the units in the university. It
can be eliminated through training and improving the document management process.
- Excess of transportation: It is reflected through the repeatedly traveling between departments to exchange
jobs, do the payments, and submit documents (57.31%). It takes time to move to school buildings because they
are far away from the departments or faculties (52.94%). The campus is large so moving to the next class is
time-consuming. However, the Training Department has tried to arrange teaching schedules to reduce the
distance for students and lecturers.
4.2 The priority order to eliminate types of waste
The study’s objective is to identify types of waste and their levels of impact in the university's units.
Therefore, the priority order for eliminating types of waste is mentioned in the staff survey at the university's
units. The results are presented in Table 1.
Table 1: The priority order to eliminate types of waste
No. Types of waste The ratio of the
answer "Yes" (%)
The average level
of agreement
1 Not exploiting the creativity of employees 99.42 3.67
2 Discrete information 99.42 3.60
3 Facility and equipment waste 99.42 3.58
4 Time waste 99.42 3.54
5 Defect 99.42 3.45
6 Excess of operation 98.83 3.31
7 Excess of transportation 98.83 3.19
8 Excess of motions 99.42 3.15
9 Excess of inputs 98.84 3.09
10 Labor waste 99.42 3.07
Source: Survey data, 2018
According to the survey results, wastefulness in the units of the university is quite common. Based on the
above table, the order for eliminating types of waste is as follows: Not exploiting the creativity of employees,
Time waste, Facility and equipment waste, Defect, etc. In particular, facility and equipment waste is a tangible
waste. The study proposes to apply the 5S model of lean management method. Other types such as defect; time
waste, and not exploiting the creativity of employees are considered intangible wastes. These wastes have great
influences and last in the long run. It is recommended to apply the Kaizen method - Continuous improvement
because this method helps bring out better ideas, suitable for eliminating invisible wastes.
4.3 Steps to eliminate types of waste according to the 5S model
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To successfully practice 5S model to reduce wastes by the priority order, Tay Do University needs to have
specific and appropriate plans for each unit. 5S is not a short-term program or a movement, so it cannot be
implemented in a short time to get immediate results. The 5S model implementation can be conducted through 3
stages, including 5 steps. The first stage is Preparation, including Preparation and Official announcement from
the leader. The second stage is Implementation, including Seiri (Sort), Seiton (Straighten) and Seiso (Shine).
The final stage is the Periodic evaluation.
4.3.1 Step 1: Preparation
- The Management Board and the heads of units of Tay Do University need to have a thorough
understanding of the philosophy and benefits of the 5S model through visits to typical universities that have
applied this model. It is necessary to ask for a consultancy from the Japan International Cooperation Agency
(JICA) or Vietnam - Japan Human Resource Cooperation Center. It helps propose 5S training plan for key staff
and guide the whole organization. This is a practical approach to achieve success in 5S model implementation.
- The establishment of the steering committee and functional departments to ensure the participation of all
employees in a consistent system, towards the 5S's goals. There should be an assignment for the person to be in
charge of 5S activities, including developing plans and training staff.
4.3.2 Step 2: The official announcement from the Management Board of Tay Do University.
The Management Board, the School Board, officially announce the 5S program implementation expected in
2 years:
- University's policies and objectives: a safe and effective learning and working environment, and a high-
quality teaching method.
- Make an organizational chart for 5S implementation.
- Make a step by step plan for 5S implementation.
- Make a group map for 5S implementation and assign tasks.
- Hang pictures about clean workplaces (visual goals).
- Issue reward and punishment policies (if any).
4.3.3 Step 3: Seiri (Sort) implementation
Total sanitation throughout the school
5S steering committee selects a day in the semester to be the Total Sanitation Day for all lecturers, staff,
and students. In daily Seiri activities, employees try to eliminate unnecessary things and avoid the accumulation
of waste. The steering committee evaluates the performance by checking the workplace and remind everyone to
get rid of unnecessary items.
Next, the following objects should be considered to be removed:
- Papers and documents that are not used in 12 months; old or unused papers and documents; redundant
documents, obsolete documents, and books; unusable stationery; unnecessary materials and packages.
- Experimental machinery, tools, and office equipment that have been damaged or unable to be repaired;
expired experimental chemicals.
- Different types of bottles need to be classified; cartons can be reused as a dustbin; and one-sided papers can
be made use of the other side for printing.
4.3.4 Step 4: Seiri (Sort), Seiton (Straighten), and Seiso (Shine) daily implementation
Essential things are kept instead of unnecessary ones, but those things will become useless without being
arranged. Therefore, the 5S steering committee should encourage employees to improve storage methods to
minimize searching time and create a favorable working environment.
After Seiri is Seiton implementation. Seiton means rearranging items according to the following principles:
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+ One place for each item/file: files are placed in the right order with label tags to identify which unit the
files belong to and the staff can return them to the correct position.
+ Arrange items so that they are easy to find to save time, avoid using same locks and keys for different
drawers. Therefore, marking keys and locks with the same color helps unlock drawers easily and save time.
+ The letters on shelves and cabinets are large and clear enough to be read from a distance; eliminates
unnecessary documents, rearrange necessary documents, store rarely used documents.
+ Spend 5 to 10 minutes doing total sanitation and checking every day. It is accepted when not seeing dust or
smudges by naked eyes or touching objects; develop workplace hygiene rules before starting to work.
4.3.5 Step 5: Periodical 5S audit
Establish an audit committee that understands all rules, criteria, and methods of the university’s 5S model.
The audit committee observes the actual situation during the audit process, evaluate 5S performance according
to established rules. After that, the auditors report the result, propose recommendations, and support the units’
leaders.
Make an audit plan including the purposes and scopes of the audit, auditors’ area of audit and
responsibilities, time and place of the audit.
Conducting the audit: evaluate the level of performance, and the criteria have been done well. The auditors
have to immediately explain inappropriate points so that the staff knows how to improve. It is recommended to
use different color stickers such as Seiri (red), Seiton (green), Seiso (blue) to mark the items that need to be
fixed.
Reporting audit results: The audit team prepares a summary report of audit results, scores, classification and
recommendations for rewards or punishments.
Awarding: To achieve better results and psychological effect, the steering committee needs to encourage
staff of faculties, departments, and centers with appropriate awards.
In general, the implementation of the 5S model at the University will reduce wastes existing in units,
especially the tangible wastes such as facility and equipment waste by optimizing the use of equipment. The
necessary documents, stationery, electrical equipment will be sorted and arranged reasonably. Also, unnecessary
equipment will be eliminated or changed the purpose of use to exploit its capacity and gradually eliminate
tangible wastes.
V. CONCLUSION
The research results have shown that types of waste existing in Tay Do University's units are facility and
equipment waste, discrete information, not exploiting the creativity of employees, time waste. The study has
identified the priority order to eliminate types of waste by expert interviews and staff surveys. Therefore, action
plans are proposed by applying the 5S model for tangible wastes (facility and equipment waste) and Kaizen -
Continuous improvement for intangible wastes (not exploiting the creativity of employees, discrete
information). Besides, the study also proposes several recommendations for personnel and lean management
training to support action plans and contribute to cost savings, improve productivity at Tay Do University’s
units.
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