The Contribution of 5S Towards Total Quality Management in the Marine Industry

CHAPTER 1
INTRODUCTION
1.0 Introduction
This chapter covers the introduction research background, problem statements,

research objectives, research questions, significance and scope of research, limitation
and, definition of terms such as Total Quality Management, 5S and Marine
Company. The results are expected to show either it is positive, negative or no
change between the implementation of 5S towards TQM.
1.1 Research Background
The contribution of 5s towards the Total Quality Management Practice is the

most important practice in all the industries. It is used for the systematic and organize
structure of the industry to make sure all things are in order. As for the marine
company it is also importance to practice 5s especially for construction site, office,
store, shipyard and other facilities. It is to make in good condition and well maintain
among the employees and employers.
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Previously, the implementation of 5s toward Total Quality Management
(TQM) has been used in other sectors such as in Tanzania Hospital, hotel
management, warehousing, workplace and manufacture. After the implementation of
5S, these sectors have become completely new with the new look and well
organized.
The reason of the tittle has been chosen is to analyze the contribution of 5S
towards Total Quality Management can eliminate the waste control. (Hubbard, 1999)
showed that the orderliness which is one of the five pillar of the visual workplace,
intends to eliminate three types of waste: searching waste, difficulty of use waste and
waste returning item to their proper workplace.
Although the 5S is originated in the manufacturing environment, it is

translated into other work situation including hospitals, general office, and
telecommunication companies. 5S is the abbreviation of the Japanese words Seiri,
Seiton, Seiso, Seiketsu and Shitsuke. It also well known as Sort, Set- In Order, Shine,
Standardize and Sustain. It is the initial step forward to establish Total Quality
Management. (Ministry of Health and Social Welfare, 2009)
Many companies understand TQM is necessary to remain competitive,

retaining market share and able to respond to competitive demands in today business
world. (Vot 71663, 2003) . The researcher choose the use of 5S factors and Total
Quality Management because it is the better way to improve the workmanship,
discipline and follow all the rules and regulations. It will result the workplace, office
and other place becomes clean and tidy most of the time. This research focuses on
the contribution of 5s toward Total Quality Management practices at one of the
marine companies located at the Johor Bharu, Malaysia.
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1.2 Definition of Terms
1.2.1 Definition of 5S
(Osada, 1991) 5S is originated from the Japanese Concept of Workplace

organization. It represents 5 disciplines for maintaining systematically visual
workplace like visual control and the information system. It has been adopted
into the foundational and manufacturing strategy based in Lean Manufacturing
concepts. The meanings of 5S are as follows:
1. Seiri Sort :
Meaning: To distinguish between necessary and unnecessary items and to

eliminate the unnecessary items.
Activity: Need to establish a criteria to eliminate the unwanted items when do not
use. Next to eliminate the unwanted items either by disposing or by relocating the
items.
Success Indicator: It will ensure that the area are saved or increase the
percentage of space availability.
2. Seition Set in Order
Meaning: To make sure the type of storage and layout are easy accessible for
everyone.
Activity: When a functional storage has been created all things will be placed at
its place.
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Success Indicator: Time save in searching and also in the material handling.
3. Seiso Shine
Meaning: To clean trash, dust and other foreign matters. Cleaning is the form of
inspection.
Activity: Indeed the workplace must be cleaned. Next an inspection will be run
while cleaning and finding minor problems with cleaning inspection.
Success Indicator: The reduction in machine down time and reduction in numbers
of accidents at workplace.
4. Seiketsu Standardization
Meaning: To set up standard / norms for a neat, clean, workplace and details of
how to maintain the norm (procedure).
Activity: An innovative visual management need to be implemented followed by.

a color coding and early detection of problem and early action need to be made.
Success Indicator: Increase in the 5S indicators.
5. Shitsuke Sustain
Meaning: Everyone sticks to the rule and make it as a good habit.
Activity: When the participation of everyone is involved in developing good

habit and regular audit and aim for higher level implementation for everyone
Success Indicator: All employees need high morale and involvement from
everyone in any activities that have been conducted.
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1.2.2 Definition of Total Quality Management (TQM)
There are numerous meanings that have been given to Total Quality
Management (TQM) by quality guru, practitioners and academicians.
Besterfield (1995), defined TQM as both philosophy and set of guiding
principles that represents the foundation of a continuously improving
organization. It integrates fundamental management technique, existing
improvement effort and technical tools under a disciplined approach.
Using a three-words definition, Wilkinson and Wither (1990) defines TQM as

(Ho, 1999):
Total : Every person is involved (its customers and suppliers)
Quality : Customer requirements are met exactly
Management : Senior executives are fully committed
Berry (1991), defined TQM process as a total corporate on meeting

and exceeding customers expectation and significantly reducing costs
resulting from poor quality adopting a new management system and
corporate culture (Yusof, 1999). Wolkins (1996), outlined TQM as a tool
integrate fundamental management techniques, existing improvement efforts
and technical tools under a disciplined approach focused on continuous
improvement.
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1.2.3 Definition of Marine Company
(American Associate of Port Authorities, 2012) Defined Maritime to

be located on or near the sea, Commerce or navigation by the sea. It include
people working for transportation (ship, rail, truck, and towboat or barge)
companies, freight forwarder and customs brokers; labor union; chandlers;
warehouse; shipbuilding and repair firm, import or exporters, and pilot
associates.
1.3 Problem Statements
Focuses on 5S practices towards TQM in maritime industry. It is also to

concentrate on the awareness and contribution of 5S practices toward TQM. Then to
analyze the effectiveness of 5S towards TQM in maritime industry. Lastly, to
identify the efficiency of 5S practices towards TQM in maritime industry
1.4 Research Objectives
The objectives of the research are:
1. To determine the awareness of 5S practices at MMHE

2. To analyze the effectiveness of 5S practices at MMHE.
3. To identify the efficiency of 5S practices towards Total Quality Management

(TQM) at MMHE
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1.5 Research Questions
1. Are there any awareness of 5S practices at MMHE ?

2. How effectiveness of the 5S practices at MMHE ?
3. What is the efficiency of 5S towards Total Quality Management at MMHE?
1.6 Significance of the research
The outcome of this research is used to improve the workplace and site
projects become clean and tidy. Then to ensure all the tools and equipments must
always keep in its place after using it. Practically, this research is intend to create the
awareness among employers and employees on awareness of 5S in the organization.
Furthermore, it is also help to improve the implementation of the 5s towards

Total Quality Management in maritime industry to become a great company and
achieved the target and being well managed.
1.7 Scope of the Research
This research is conduct at Johor Bharu which focuses on maritime industries

area. This research cannot be implemented in all department because, only one
department was selected which is the ship building department. At MMHE there are
four departments that are important in the production process especially to produce
ship such as ship repair and service , warehouse, engineering department and ship
building department
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This research focuses on the contribution of 5S towards Total Quality
Management(TQM) , the awareness of 5S practices among employees and employer
towards Total Quality Management (TQM), the efficiency and effectiveness of 5S
practices towards Total Quality Management (TQM will lead to implement and
improve of the maritime industry. It will also explain about the relationship of 5S
towards Total Quality Management (TQM).
1.8 Limitation Of Research
Problems that have been faced in this research are the limitation of
knowledge gained and required about 5s and Total Quality Management. The level
of Malaysian maritime industry cannot challenge the other countries like Korean,
Japanese and China cause Malaysian is still the stage of developing country
meanwhile the others develop countries. The resource such as journals which is
related to the 5S towards Total Quality Management is also limited.
The time that had been given to find the resources from books and articles
need to consume from a conventional library which more time and efforts. The
limitation give lot of difficulties and obstacles to produce a good quality research.
1.9 Organization Of Chapter
This research is divided into five chapters; Chapter One covers the
introduction and which focus on the background of the research topic. Chapter Two
will focuses on the literature review of the research which explain on how previous
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researcher conducted researches and construct 5s towards Total Quality Management
and explanation of importance terms in 5S and Total Quality Management (TQM).
Next in Chapter Three covers on theoretical framework, data collection, type of
questions hypothesis and research methodology. The Chapter Four provides the data
collection and analysis questionnaire and interview or observation. Finally, Chapter
Five consists on the discussion, conclusion, implications, limitation and suggestion
for future research.
1.10 Conclusion
In this chapter it reviewed about the background of research that is a

contribution of 5S toward TQM, definition of terms such 5S, TQM and marine
company. The objectives, research questions, and the significance of research
contains scope of the research which focuses only in one department and lastly the
limitation of the research which are knowledge on the limitation
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CHAPTER 2
LITERATURE REVIEW
2.0 LITERATURE REVIEW
This chapter reviews on literature review that have been used on the contribution of
5S towards Total Quality Management (TQM).
2.1 Concept Of 5S
Literally 5S are method that have been established to make a workplace more
coordinate and clean all the time . The 5S is originated from the Japanese words such
as Seiri, Seiton, Seiso, Seiketsu and Shitsuke. In English term it is known as Sort,
Set- In Order, Shine, Standardize and Sustain. Many firms used this term in their
manufacturing especially in a big company like Toyota. The 5S becomes the starting
point for lean conversion and even companies interested in experimenting with
lean usually choose
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The 5S as a preferred entry point for getting on their feet. (Stewart Anderson,
2005) tell that Taiichi Ohno work as co-creator of the Toyota Production System
Companies like try on TPS and then find they are too fat for it. The fat can be
manifested as over production, excess inventories, and defect but usually many cases
happen in an inappropriate behaviors and ways of thinking.
(Stewart Anderson, 2005) The Five Ss :
Firstly is Sort it means that in any working place must be accumulates all the
junk. It also teach to identify the type of items and get rid of them at a specific place.
In an organization it can be apply into the highest level and been implement into
unsuccessful product line, policies and non-values adding activities. Sort ask that a
team of employees or employer must be responsibility for their own duties and work
areas.
The seconds method in 5S is Set. It means to organize all the order in an

organization. When Set is been overlooked it will no racks, no shadow board and no
shelves all the things will get mess up. If the implement not been used all the
management credibility will be lost . A company sometimes need to give some
amount of budget where they can use the creativity for their own internal sources
produce thing like tool holder and shadow board to make sure all the things look tidy
and clean all the time wither before or after work.
The third method is Shine. It is usually be estimated by cleaning work or

clean the factory. Actually Shine can mean by maintenance, cleaning machinery,
equipment and tools. It is the best way to find failure such as crack, leaks and etc. In
manufacturing machine reliability regularly happen such as failure occurs at the
worst possible time and it happen when it been needed or expected. While cleaning it
can also checking therefore it is the first step in preventive maintenance. At work
place certainly worker must aware of machine maintenance is more about just
keeping machine clean. It also depend on the professional behavior of the workers.
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The fourth method is Standardize. It means by setting up routine and precise
time for order and maintenance. While taking a break at every shift during work or
after, workers must set up a clean task in the same sequence, then it should become
automatic. Standardize can ensure that before or after work the workers can give
commitment to their limit in order the awareness of responsibility in their work
station.
The fifth method is Sustain. It mean mainly focus on the discipline. In all
organization discipline is the main cause of successful in any industry. Usually the
responsible for the discipline of the workers currently manage by the team leader, it
also driven support by the auditing system that being used to measure the
conformance. Other that discipline it also about the people learning. Through
discipline worker can learn to solve problems in the working environment. Then the
workers also can learn and do the work better and properly due to the instructions
that has been given
2.2 Total Quality Management Philosophy And Principle
2.2.1 Philosophy
(Vot 71663, 2003) In TQM philosophy covers all concept of

continuous improvement in any organization and industry. It focuses on the
systematic, integrated, consistent, organization-wide perceptive including
workers and other things. TQM primarily focuses on the total satisfaction for
internal and external of the customers within a management environment that
want continuous improvement in all systems and processes.
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Figure 1: Philosophy of TQM (Ciampa, 1992)
Figure 1 shows the step on how to achieve higher profit by

concentrate on the internal and external quality improvement. The internal
improvement provides more attention in the utilization of resources and
prevent defects and problems occur within the process. For the result in the
effectiveness of control and low the production cost where in turn yield into
higher profit. Same as the external improvement put more effort and idea in
the designing quality of the product, which it target to gain more profit by
remaining competitive with much bigger market share. All of this can be
achieved by the companies must be responded faster to the demand of their
customers and give them with a good service.
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2.2.2 TQM Principle
TQM needs to be established by use the cultural transformation that

requires all worker involve at all level and team work spirit among the
customers, suppliers, worker and the managers. Participation from the worker
involves and empowers forms the cornerstone of TQM (Saylor, 1992). There
are few certain important principles need to be implemented to encourage
more good market share, increasing the profit and low the cost. The six
principles to achieve the great success are as follows:
Management leadership and commitment

Continuous improvement
Employee involvement
Training and education
Reward and recognition
Management Leadership and Commitment
The transformation to world class quality is not possible without committed

visionary, hands-on leadership. (Steven George, 2000)
Some of the principle and practices of TQM refers to among any

organization and industries, but there is unanimous agreement due to the
importance of leadership by the top management when the company
implemented the TQM. Leadership involving means need for changing,
establish new framework to create commitment to achieving visionary
framework for ideas about the strategy , structure and people (Aalbregtse,
1991).
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Continuous Improvement
It is only when management support, in both world and deed, the goal of
continuous improvement, that it will begin to see increase in both quality and
productivity. (Wheeler & Chamber, 2000)
Continuous improvement of the system and processing in any

organization and industry must be matched with TQM success. The change
and improvement system cannot be implanted straight but in must be
implemented step by step within the organization and industry. Disciplinary
been need in the improvement system where everyone needed to be trust to
each other.(Crosby, 1979).
Figure 2: The Stages of Continuous Improvement (Saylor, 1992)
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Total Customer Satisfaction
If TQM is aimed at anything; it is aimed at winning and keeping customers

keeping them delighted. (Berry, 2000)
Customer satisfaction is needed in an organization where the quality can be

measure by that the manufacturing and service can be achieved. The quality
or service of the products must meets the customer requirement such as
reasonable price, delivery on time, and outstanding service.
Employee Involvement
At the heart of TQM is the concept of intrinsic motivation. Empowerment

involvement in decision making is commonly viewed as essential for assuring
sustained results.(Healthcare Forum, 2000)
Employee involvement is a step for empowering member of an organization

or industry involving in the decision making and try to solve their problems
within their level in organization (Richardson, 1997). Empowerment usually
so effective in servicing industries, where sometimes customer perception
toward the quality can be maintain or fall based on the action taking by the
employee by having a good relationship with the customer.
Training and Education
World class companies realize that all firm have access to the same
equipment, technology, financing, and people. The half-life of any
academic degree is extremely short; therefore, the real difference among
companies is the degree to which employees are developed.(Ernest and
Young, 2000)
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Training and education provides a good skill and knowledge. These
two things make the ability to happen (Saylor, 1992). Based on Dahlagaard
et.al (1994) Japan, Estonia and India were given 65 and 85 hour per years in
education and training activities their employee. All this three nation believe
that satisfaction of workforce and high spirit motivation and ability are the
main part of continuous improvement depend on the education and training.
Specialize job skills must be given and doing it step by step to

improving the process. Often management encourage employees to getting
things right at the first time, to ensure of effectiveness in quality improvement
team and must be contributed in the never ending search for excellence.
Reward and Recognition
For workers to do quality work, they must be managed in a way that

convinces them that the work they are asked to do satisfies their needs. The
more it does, the harder they will work. (Glasser, 2000)
Reward and recognition should be appropriated to the situation by

being rank in order lot of achievement been done, the higher the reward. All
the prize can be done in lot of way such as bonus, salary increasing, and
change in promotion, theater tickets, or perhaps a pat on the back
(Besterfield, 1995).
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2.3 Total Quality Environment Management
The fundamental of TQEM has been recognized that pollution, irrespective

of its type and form is waste. Strategies method such as Just In Time (JIT), TQM,
time based competition (TBC), have defined waste as any activity or product which
consume resources or creating costs without generates any form of offsetting stream
of value (Porter,1991). By reducing the waste, any organization or industry can
minimize the disposal costs and permit requirements, for avoiding the environmental
fines, boost profits, discovering new business opportunity, rejuvenate employee
morale, protect and improve the state of environment (Hanna et al., 2000).
2.4 Lean Thinking
The word Lean can be found in the book called The Machine That Change
The World: The Story of Lean Production it introduce the term lean production
(Holweg, 2007). Originally the lean production were from the Toyota Production
System (TPS) particularly, but today many industry applied it such as Lean Design
and Lean Construction. The main objective of Lean is to eliminate the waste,
increasing the productivity and efficiency, add value, low the cost, ensure the
competitive performance increase. Lean can be achieved by few principles:
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Figure 3: Principle of Lean (Iva Gergova, 2010)
1. Identify the value investigating the step from customer perspective i.e.
define the needs of the customer out of the step. Rationally, it can be
achieved by using the tools such as value management, use of deployment
and simulation.
2. Map the value stream the consequence of the step need to make sure the
product known as value stream, and mapping of those step helps to
understand how the customer is built through the step.
3. Create flow of the step or processes the target is to create value stream and
one-piece flow, as well as to avoid or lower the batch and queue, if possible.
4. Establish Pull changing of the production to the customer want and

requirement i.e. produce when and what the customer need. The production
step should be covered by the JIT and standardization.
5. Seek perfection once the above listed action are been made, it must covered
by the continuous improvement, evaluation of changing step and eliminating
of waste in a repetitive manner follow to consolidate the changing step.
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The contribution of Lean Principles are as follow:
6. Implementation a plan-do-check-act (PDCA) improving the framework to get

the target as soon as possible.
7. Using the metrics and performance feedback for improving real-time decision
making and solve the problems.
8. Attach the improving activities at the edge of perspective in the whole

enterprise system.
The lean principle helps any organization or industry to improve the

competitiveness, low the cost, increase quality and to respond with the customer
want and need. The effectiveness of implementation of Lean can drives the business
become more strong, and achieve good implementation of Lean need the
collaboration of the organization or industry in culture and practices.
2.5 Toyota Production System
(Iva Gergova, 2010), in the 20th century Henry Ford established the
integration of production processes in continuous flow. The practiced were
benchmarked by the Kiichiro Toyoda, Taiichi Ohno and the other in Toyota and the
concept that use by them known as Toyota Production System (TPS). The production
were based on the optimization of production through complete elimination of waste,
which contribute to work efficiency and lower costs. The technique use by Japanese
Toyota Motor Corporation known as the Lean Manufacturing system or Just-In-
Time. It also known as Lean Thinking or Lean Philosophy in others term.
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Figure 4: The Toyota Production System (Ivica Veza, 2009)
Jidoka concept been refers as automation with human touch and refers as
visualization of the problems during production such as the ability of the machine to
recognize and stop the production in case defects occur, which ultimately lead to
improving quality in the production. Just-In-Time concept refer as the consistency
and reliability of the production in the flow of continuous flow with the elimination
of waste such as extra inventory and extra material handling .
2.6 Kaizen
(Iva Gergova, 2010), Kaizen originally from the Japanese word mean
improvement it been consider a mindset for the continuous improvement step in an
organization to solve problems and create a new idea, with the participating of the
managerial and the shop floor worker. It is not involved with any specific technique,
but it representing by the quality circles that providing changes for the workers to
participate in the step of improvement and maintain using the periodical team
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discussion where idea to solve the problems been given. In maintenance the building
need to establish standard operating procedures (SOPs), rules, regulation and need to
be achieving by disciplinary and human resource development need to be measured.
So improvement need to achieve by use the continuous revision standard and further
development into higher standard.
2.7 Juran Trilogy
(Dr.Moyassar I. Ahmed, 2011), Based on the Juran Triology, it was accepted

globally and been proven. The Trilogy provides a model on how an organization or
industry improving from tgw bottom line should be understanding the connection
between to process the plan, take in charge and improve quality and hence the
business results. The model were created in the 1950s, it means that managing for
quality have three basic quality-oriented, interrelated processes:
1. Quality Planning: The step for design the products, service and processes
must meet the new breakthrough goal. In this activity develop the products
and step must meet the customer need. The changes of series of procedure
can be achieve as follows:
Establish the quality goal

Identify the customers (those who will be impacted by an effort to meet the
goals)
Determine the customers needs.
Develop of product features that respond to customers need
Develop processes that are able to produce those product features.
Establish or produce processes control, and transfer the result plan to the
operating forces.
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2. Quality Control: The process for meeting goals during operation, it contain
the following steps or processes:
Evaluating actual quality performance

Comparing or differentiate the actual performance to quality goals
Act or take in charge on the differences.
3. Quality Improvement: The process for creating breakthrough to

unprecedented level of performing: This process define that it is raising
quality performance to unprecedented level (breakthrough). The methodology
consists of a series of step:
Establish infrastructure to secure annual quality improvement.

Identify the specific need for improvement (The improvement projects)
In each project, make a project team with clear responsibility.
Provide the resources, motivation, and training are need by the team to
analyze the factors.
In order to accomplish the quality improvement depicted in the Trilogy, Juran

suggesting the following:
Top manager are responsible for design or develop the quality by makes the
quality planning part of the business plan.
Quality goals or quality improvement project must be deployed down within the
hierarchy by dividing them into sub-goal bite-size.
In the cases of macro processes that have no ownership and cannot be brake into
pieces and deployed, top manager should form quality council that establish and
oversee project team in order to improve macro process.
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Figure 5: Juran Three Universal Process (Dr.Moyassar I. Ahmed, 2011)
Based on the Figure 5 the three universal process are interrelated in ways we
can depict in Juran Trilogy:
The starting point is Quality Planning also known as Sigma or Concurrent

Engineering
The following planning, show that the process turn over the operating forces. The
quality control been carried out to make sure that any level of chronic waste in the
process does not getting worst.
Maintaining control should not be guarantee in business successful. The processes

need to be challenge and continuous improve it. The Trilogy figure show that due to
the chronic waste fall to lower level, to change to a new zone of quality control. Such
reduction will not occur if its own accord. The resulting from purposeful Quality
Improvement or Breakthrough.
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2.8 ISO 9000:2000 System
(Sarvin, 2008) ISO 9000 is a Quality Management System or series of

international quality standard, it provides principle to prevent defects going through
planning and application by the best practicing in every level of business beginning
from the design then to the installation and service. It focus on identify the basic
disciplines and concentrating on the general characteristic by any organization
regarding whether manufacturing or servicing oriented, to ensure that the product
leave it facility meet the what the customer wants.
ISO 9000 term refers to a set of quality management standards involves three
quality standard: ISO 9000:2005, ISO 9001:2000, and ISO 9004:2000 present
guidelines. The purpose is to facilitate the international trade by giving single set of
standard that everywhere people will recognize it. ISO 9000:2000 standard have
been applied in all kind of field.
ISO has three standard : ISO 9001:1994, ISO 9002:1994 and ISO 9003:1994.
Nowadays, it only has one standard that is ISO 9001:2000. Use of 9001 quality
management standard is defined the organizational structure, processes,
responsibility and resource were using to assure minimum standard of quality.
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2.8.1 Previous ISO 9000
The ISO 9000 System series international standard:
a) ISO 8402 Quality management and quality assurance
b) ISO 9000 Guidelines for selection and use
c) ISO 9001 Model for quality assurance: design, development,

production, installation and servicing
d) ISO 9002 Model for quality assurance: production,

installation and servicing
e) ISO 9003 Model for quality assurance: final inspection and

test
f) ISO 9004 Quality Management and quality system elements
g) ISO 10011 Guidelines for auditing quality systems
h) ISO 10012 Requirements for measuring equipment
i) ISO 10013 Guidelines for quality manuals
This standard has been divided into two categories:

a) Requirements These standard mandatory should dictate what a
company shall do. The companies need to be registered or
complicating with the requirements standard that are:
i. IS0 9001
ii. ISO 9002
iii. ISO 9003
iv. ISO 10012
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b) Guidelines It helps a company on how to interpret the requirements
standard, suggests what company should do. The guidelines are :
i. ISO 8402
ii. ISO 9000
iii. ISO 9004
iv. ISO 10011
iv. ISO 10013
The ISO 9001 is very complicated one because it has been divided into 20
elements that covers area of an organization processes of the following.
(Sarvin, 2008):
a) Management Responsibility
b) Quality Planning
c) Contact Review
d) Design Control
e) Document and Data Control
f) Purchasing
g) Control of Customer-Supplied Product
h) Identification and Traceability
i) Process Control
j) Inspection and Testing
k) Control of Inspection, Measuring and Test Equipment
l) Inspection and Test Status
m) Control of Nonconforming Product
n) Corrective and Preventive Action
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o) Storage, Handling, Packaging, Preservation and Delivery
p) Control of Quality Records
q) Internal Quality Audit
r) Training
s) Servicing
t) Statistical Techniques
2.8.2 ISO 9001:2000 New Requirements
The new IS0 9001:2000 standard introduce some new requirement

and have been changed the previous standard. The new requirements are
listing as follows (Sarvin, 2008):
a) Communicate with customers

b) Identify customer requirements
c) Meet customer requirements
d) Monitor and measure customer satisfaction
e) Meet regulatory requirements
f) Meet statutory requirements
g) Support internal communicate
h) Provide quality infrastructure
i) Provide a quality environment
j) Evaluate the effectiveness of training
k) Monitor and measure processes
l) Evaluate the suitability of quality management system
m) Evaluate the effectiveness of quality managements system
n) Identify quality managements system improvements
o) Improve quality managements system
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2.9 Specificity of Lean Shipbuilding Industry
Originally the Lean construction from the automotive industry context, but
sharing the same principles of lean manufacturing. It refers to cost reduction with the
eliminating of waste, non-value adding processes and inventories for improvement of
the satisfaction of customers. By implementing the lean manufacturing principles in
shipbuilding industry the improvement should be at 50% and building time by 100%
(Lamb, 2001). In 1965 to 1995 Japanese shipbuilding show that productivity by
150% due to the implementation of Lean Manufacturing. According to TPS House
diagram Liker and Lamb create Lean Shipbuilding such as below:
Figure 6: Lean Shipbuilding Model (Liker and Lamb, 2000)
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Figure 7: Ulstein Verft AS Warehouse Improvement with 5S Lean
2.9.1 Shipbuilding In Japan
Implementation of lean principle in Japanese manufacturing

companies, shipyard, where it is in the position of role model, in meaning of
productivity, quality of the product and human resources utilization. Japanese
shipyard can be considering as the best example of shipbuilding that use Lean
thinking in their development (Sanidas, 2001;Koieng, Hitoshi, and Baba,
2002). Some of Japanese world class has conduct a research where the results
show that there are some shipyard did not applied Lean manufacturing due to
process time was to long and product delivery very slow.
The combination of Lean manufacturing and TQM makes shipyard in

Japan achieving their productivity, but they also used other applicable
principle such as one piece flow, Just-In-Time, and 5S to some level.
Furthermore, some quality built based on the resources inspecting it, highly
standard process and timing, the raw material must be brought in time, all the
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worker must work according to the schedule and carrying the responsibilities
to following up the processes.(Liker and Lamb, 2000).
2.10 5S-Continuous Quality Improvement-Total Quality Management

Implementation Phase In Tanzania Hospital
(Tanzania Ministry of Health and Social Welfare, 2009) This sector usually
5S need one or two years period of time to implement the 5S. It shows the
implementation level and duration of each level were recommending for
effectiveness and efficiency of the implementing of 5S-CQI activities. Firstly is the
Preparatory level where need three month of duration, the introducing about
Introductory level within six months. Secondly is the Implementation level that takes
two years of duration. Lastly is the Maintenance level is ongoing indefinitely.
Figure 8 Level or phase of 5S implementation
Implementing of the level or phase must be handled according the flow that
have been organize, during the time the development of action planning must be
taken. Including to many activities will delay the two phase. Selecting of few target
place and ensuring each of the activity will be the priority.
31
Figure 9: 5S-CQI-TQM Implementation phases or level
During the implementing of 5S-CQI-TQM phase or level all the health worker
following all the workplace rules and habit.
32
Figure 10: 5S Implementation Flow Chart
33
2.11 Implementation Of 5S and TQM In Indonesian Small and Medium-sized
Business (SMESS)
For Indonesian small enterprise or business been growth rapidly in the private
sectors. About 35 percent in the manufacturing sector. In this sector it providing
about 13.6 percent equal to 7,592,510 man power for employment referring the
Ministry Of Industry Republic Indonesia which more higher than the major economy
sector. Usually the implementation and growth only happen in a certain area and
cluster. Because of the small enterprise growing the productivity of labor increase
rapidly by 700 item been produce for the capital good. The implementing of TQM in
the Indonesian SMEs has been appearing in the implementation of ISO 9000 two
decade ago. Series of ISO 9000 quality standard had been introduce since 1980s but
there were not enough of Indonesian company involvement uses still low different
with other develop countries (JICA, 2005).
Table 1: Company Criteria Based on Technology Applied Source( JICA, 2005)

Score Rating criteria for Sub-Items International Comparison
(Mark)
5 Equipment and technology appropriate Average level of original
from the viewpoint of quality product Equipment Manufacturing
requirement (OEM) part industries in
Industrialized Countries
4 Most appropriate equipment and Top level in ASEAN part
Technology are used though some of industries except companies
them need improvement with foreign capital
3 In appropriate equipment and Average level ASEAN part
technology are used at considerably high industries expect companies
rate. with foreign capital
2 In appropriate equipment and Lower level ASEAN part
technology are used at causing poor industries expect companies
quality of products with foreign capital
1 Obsolete and out-of-date equipment and Lower level in ASEAN part
technology are used Cottage industry industries
level
34
Table 2: 5S Implementation at SME Company at Indonesia
Types of 5S Scores
Company 1 2 3 4 5
Medium Scale - 1 (2.8%) 15 (41.7%) 3 (8.3%) 3 (8.3%)
Small Scale 1 (2.8%) 6 (16.7% ) 6 (16.7%) 1 (2.8%) -
Total 1 (2.8%) 7 (19.5%) 21 (58.4%) 4 (11.1%) 3 (8.3%)
2.12 Implementation of 5S System in Hong Kong Baptist University Library
In 2001 Hong Kong Baptist University library had decided to implement 5S

system. It been made to all staff in the library. The librarian also make it as a policy
statement to make sure their determination toward the policy been achieve. Five
attendance had been selecting for the 5S steering committee responsible for
launching the series of 5S activities in the library. A workshop also been provided to
all staff member with the purpose by giving them basic concept of the 5S system.
Implementation Plan
A project plan
Before the implementation running a project plan was been developed and
submitted to the senior management for approving. It contain the objective and
mission need to be achieved in the 5S program , with provide with a good work
environment, improve quality service, promote the library image in developing the
5S
35
Figure 11: 5S Organization Chart
Figure 10 shows the set up for effectiveness implementation and

communication. It have four organizational layers in the 5S hierarchical structure.
The university and associate librarian were in the top of the hierarchy, while the 5S
steering committee was the second level. For the section leader and floor leader and
supervisor will occupying the third tier, but the other library staff locate in the base
of the hierarchy
In this organization chart the university and librarian take to lead the roles in
5S structure in the library. Then the steering committee will make the regular report
progress of the 5S activities. The 5s steering committee responsible in the 5S relate
programs such as policy setting, implementation, monitor, review and evaluate the
program. Committee member will also include the one professional staff, one
executive officer and three supporting staff. The section leader will be assigned as
the section head and bee the head role of practicing and lead other library member.
36
Floor leader will take in charge of the public area of the library. Supporting
staff will divide into group and maintain the shelf rad every thirty minutes every
morning. Any problems or defect will be report to Administrate Office in the Library
public area such as lighting and weak leakage need to fix.
Promotion
To make the 5S implementation and program interesting, a poster was been

make and provide with all copies been distribute to all section for posting in the
prominent area. A briefing session had been organized and conducted for all the staff
before the implementation been made. In the briefing cover up the 5S concept, 5S
organization structure, name of the leader section and floor leader, step for reporting
the defects or problems were found in the Library public areas.
2.13 Conclusion
This chapter covers on the literature review of 5S and Total Quality

Management concept, theories and industries or field which used the similar concept
of 5S and Total Quality Management. 5S is a work procedure or a system such as
Sort, Set in Order, Shine, Standardization, and Sustain. It also covers on the
philosophy and principle of TQM. 5S and Total Quality Management are also
connected to other theories such as Lean Thinking, Toyota Production System,
Kaizen, Juran Trilogy and ISO 9000. Lastly it is also include the different of field
that use the Specificity of Lean Shipbuilding Industry, 5S-Continuous Quality
Improvement-Total Quality Management Implementation Phase, Implementation of
5S and TQM In Indonesian Small and Medium-Sized Business and Implementation
of 5S System in Hong Kong Baptist University Library.
37
CHAPTER 3
METHODOLOGY
3.1 METHODOLOGY
Introduction
This chapter consists of type of methods used in this research. It covers on

the research framework, development of hypothesis, type of variables, respondents
population and sample, types of questionnaire, design of questionnaires, flow of
activities, title of selection, information searching, information gathering, data
collection, method selection, data analysis, financial implication and its conclusion.
38
3.2 Development of Hypothesis
A research hypothesis is a statement that gives explanation and making the

generalization consist a set of facts or principles. Usually it is a currently forming a
basis for possible experiments to confirm viability. It sometimes can be simply as an
educating guess or hunch that can be supporting by the theory. (Calmorin, 1999) It
can be known as a wise guessing is formula and temporarily adopted to explain the
observation fact that study cover. Furthermore, it can be a declarative statement or
opinion that is tentative in the nature environment. In any research hypothesis is
important for guiding. Some researcher may refer the hypothesis direct to their
though processing toward their solution in the research problem or sub problems.
(Leedy and Ormrod, 2001), Some investigator or researcher used the hypothesis to
locate the information being needed to resolve the research problem or sub-problems.
To meet the research objectives, thus the research hypothesis are:
H1: The higher the awareness of 5S and TQM, the higher of contribution
of 5S towards Total Quality Management.
H2: The more efficient of 5S and TQM, the higher of 5S towards Total
Quality Management.
H3: The higher the effectiveness of 5S and TQM, the greater of 5S

towards Total Quality Management.
39
3.3 Unit of Analysis
The unit analysis of this research is one of the maritime organization which is
located at Pasir Gudang, Johor. The person may be hold the top or middle position in
the company such as General Manager, meanwhile for the middle manager such as
Manager Department. But it is also can be represented by the front line manager such
as the supervisor, assistant supervisor and others.
3.4 Software Analysis Data
SPSS refers to Statistical Package for Social Sciences and it is use for
comprehensive system to analyze data. This program is available for personnel and
multiuser computer. It contains a set of software tools for entry data, data
management, statistical analysis and presentation. Furthermore, it is also integrating
with the complex data and file management, statistical analysis and reporting
function. SPSS takes any data from any types of file and use the data to construct
report, chart, and plots of distribution and trend, descriptive and complex statistical
analysis. (Seema Jaggi and P.K.Batra, 2012).
40
The results obtain from the questionnaire are analyze by using Statistical Package
for The Science Social (SPSS) version 20.0. The data from the SPSS is used to
describe the basic study of features. The data about sample and population are used
to get the best solution to achieve the objectives of this research.
The data has been analyzed by using:
Z - Test It is used for difference in mean between sample and hypothesis

mean, if the population standard deviation been known. The two
requirements of the test that is sample measure on a continuous scale from
the population with normal distribution and unknown population standard
deviation.
41
3.5 Population
(Richland, 2008), Population can be defined as the larger group which

individual are being selected to participate in a study. It is also a collection of data
whose properties to be analyzed. The population to be studied and It contain all
subjects of interest.
The population for this research was selected marine company located at
Pasir, Gudang, Johor Bharu. The total numbers of staff is 650 staff
Table 3: List of population

Company Total Number of Staff
Malaysian Marine and Heavy Engineering Sdn. Bhd 650
Total 650
3.6 Respondent and Sample
Sampling is the process of selecting number of individual for a study.

(W.H.Freeman, 2010), The individual represents the larger group which have been
selected A sample consists of random selection object or person in the population as
possible and it is called sampling frame.
The target questionnaires were submitted to the 80 staff. Only 69 staff

answered the questionnaire.
42
Table 4: The list of sample
Company Total
Malaysian Marine and Heavy Engineering Sdn. Bhd. 69
Total 69
Sampling for the staff are : 69/650 x 100% = 10.62%

The failure rate is 13.75% and the respondents rate is 86.25%
Then, the sample that have been selected is represented by10.62% from the
population.
43
3.7 Types of Questionnaire
(Ellen Taylor-Powell, 1998) A questionnaire provides a tool for eliciting

information where a question been made and tabulate. It serves as a major source of
information to collect some data in a research. The questionnaire are divided into two
types that are Open Format Questionnaire and Close Format Questionnaire This
research a Close Format Questionnaire will be used to conduct the questionnaire. The
Close Format Questionnaire is divided into eight parts.
1. Leading Question
2. Importance Question
3. Likert -Scale Question
4. Dichotomous Question
5. Bipolar Question
Closed Format 6. Rating Scale Question
Questionnaire 7. Buying Propensity Question
8. Close Ended Question
Figure 12 Types of Questionnaire
44
3.7.1 Open Format Questions
(Wai Ching Leung, 2001) It allow the exploration of the range of

possible themes arise from the issue and can be used as a comprehensive
range of alternative choices cannot be complied together. Opening question
sometimes it should be easy to answer however sometimes gives threat to the
respondents.
3.7.2 Closed Format Question
(Wai Ching Leung, 2001) Closed format question is easy and quick to
be filled in. It is also minimize the discrimination against the less literate (in
self administrated questionnaire) or less articulate (in interview
questionnaire). Other than that it easy to be coded, recorded, analyze results
quantitatively and easy to report the results.
It is a natural act where the respondents become increasingly different

from other to the questionnaire as it near the end. Sometime because of the
impatience or fatigue, the respondents may give careless answer. So the
questionnaire that have been develop must be straight forward as possible.
(S.Sudman and Bradburn, 1973).
Example Question:
Very Poor Poor Fare Good Very Good

(Sangat Lemah) (Lemah) (Wajar) (Bagus) (Sangat Bagus)
1 2 3 4 5
Do the employer and employees have the 5S knowledge / Understanding/

Awareness of 5S sytem ?
45
3.8 Closed Format Question Used In The Research
In this research one type of closed format questions will be used that is
Likert-Scale Questions.
3.8.1 Likert Scale Questions
A Likert-Scale is a psychometric response type scale often use in the

questionnaire. Usually it has been widely used in the survey research. When
the respondent o the Likert questionnaire item, it will be respond in a specific
level of agreement to the statement. It sometimes used to measure the
attitude, knowledge, perception, values and behavioral scale.
A Likert type scale also involve in a series of statement that the

respondents may choose from in order to rate their response to evaluate
questions (Vogt,1999). Most of the Likert -Scale questionnaire been given a
scale from 1 until 5. For this research it will start scale from Very Poor -1,
Poor 2, Fair 3, Good 4 and Very Good 5.
46
3.9 Design of Questionnaire
A set of questionnaire is made and design. Then it was distributed to the

target respondent, finding out the information needed and related with to objective of
the research. The questions are used to make the connection of between efficiency
and effectiveness of 5S towards TQM at Pasir Gudang, Johor. The questionnaire
were sent to Malaysian Marine Heavy and Engineering Sdn. Bhd. The questionnaire
consists four parts and has been divided into four sections:
a) Section A: Personal General Information
Consists of personal general information about the respondent such as

position, age, gender, education and how many year has been working with
the company.
b) Section B: Company General Information
Consists of year of company established, category of company, number of

employees, and company scope.
c) Section C: Independent Variable
In this section consists of one independent variable which is the Awareness of

5S at MMHE.
47
d) Section D: Independent Variable
This section consist of the independent variable which is Effectiveness of 5S

Practices.
e) Section E: Dependent Variable

This section consist of dependent variable which is Efficiency of 5S towards
Total Quality Management (TQM).
3.10 Theoretical Framework
Independent Variables Dependent Variables
1. Effectiveness of 5S
Practices.
1. Awareness of 5S Practice at
MMHE. 2. Efficiency of 5S Towards
Quality Management (TQM).
Figure 13: Theoretical Framework

After finish of defined the problems and literature review, the next stage is to
focus on the theoretical framework must be done. It is a structure show the
relationship between the independent variable and dependent variable used in the
research.
48
3.11 Flow Chart of The Final Year Project 1 and 2
Week 1:
Find the FYP Title.
Week 2:
Meet the supervisor and discuss the

title for Final Year Project 1.
Week 3 to 4:
Complete the Chapter 1 and search for Literature review

for Chapter 2 from the related journal.
Week 5 to 8:
Complete the Chapter 2 on Literature Review and to

make correction it any.
Week 9 to 12:
Continue with Chapter 3 on Methodology
Week 13
Final submission to supervisor
49
3.12 Final Year Project Schedule
This research has been conducted in two phase which covers Final Year
Project 1 (FYP 1) and Final Year Project 2 (FYP 2). FYP 1 was conducted last
semester September 2013 within duration of 14 weeks. It covered all the proposal
which has been selected for this research. Meanwhile for FYP 2 it is conducted in
semester January 2014 and the duration is 14 weeks. The FYP 2 covers on the
collection of data, process the raw data, method that has been used, and the result
from the analysis. The schedule for FYP 1 and FYP 2 and as follows:
Table 5: FYP 1 Schedule
SEMESTER 5 (SEPTEMBER 2013) (WEEK)

NO ACTIVITIES
1 2 3 4 5 6 7 8 9 10 11 12 13 14
BRIEF ON THE NEW PROJECT
1
TITLE
2 GATHER INFORMATION
CHAPTER 1: INTRODUCTION
3
FOR WRITING
SEARCH FOR ARTICLE &
4 JOURNAL RELATED TO THE
PROJECT TITLE
CHAPTER 2: LITERATURE
5
REVIEW
6 SUBMIT DRAFT REPORT
7 CHAPTER 3 : METHODOLOGY
8 SUBMISSION OF PROPOSAL
50
Table 6: The FYP 2 Schedule
SEMESTER 6 (JANUARY 2014) (WEEK)

NO ACTIVITIES
1 2 3 4 5 6 7 8 9 10 11 12 13 14
1 PREPARE THE QUESTIONNAIRE
2 COLLEC THE DATA
3 PROCESS THE RAW DATA
4 RUN METHODOLOGY
5 RESULTS FROM THE ANALYSIS
6 RESULTS PROPOSED
7 REPORT WRITING
8 FINAL PRESENTATION
9 SUBMISSION OF REPORT
51
3.13 The Financial Implication From Final Year Project
Table 7: Financial Implication

Items Costing
Transportation RM 100
Documentations RM 100
Food & Beverage RM 50
Total RM 250
Table 7 shows the total costing of financial implication for Final Year
Project. The amount budget provided by the UniKL MIMET is at RM250. The cost
for the transportation is about RM100. The researcher need to send out the
questionnaire and collect the questionnaire in order to complete the research. So, it
involved on the transportation cost and fuel cost to distribute and collect
questionnaires from the respondents at MMHE, Pasir Gudang, Johor.
For the documentation cost at RM100 used for printing, photocopy the
questionnaires, A4 paper and other stationaries for the purpose of report writing, and
the log book.
52
3.14 Conclusion
The 5s and the Total Quality Management are set of working procedure that
need to be implemented at MMHE. It is because many develop country such as Japan
use this system to make sure the management, building, production and servicing the
maritime industries are systematic and the product that are produce completed in the
specific time.
Furthermore, 5S also has been used in many sectors in the world. It creates
the workplace tidy and most of time. For Total Quality Management to make sure all
the work procedure and processing product follows all the rules and regulation with
regards to the ISO standard. It is to make sure that all the work has been done to
follow the standard and requirements of the customer need. Besides that the use of
5S and Total Quality Management helps to eliminate waste which have been used
and save the cost of production.
5S and Total Quality Management are also help the employees and employers
in any different level such as Top Management, Middle Management, and Front Line
Manager to become more discipline while working. It is also creates more
productivity and proficiency in producing the service and product that has been
distributed to the customer. Finally, it is also provides satisfaction at work place.
53
CHAPTER 4
RESULTS AND DISCUSSION
4.1 Introduction
The data must be analyzed in a correct way in order to answer all research
questions. In this chapter, it explains based on the analysis of the questions that have
been produced, the data that been received from the survey questionnaire that have
been conducted and collected. The data has been processed by using the Statistical
Package for the Social Sciences (SPSS),.with version 20.0.
4.2. Purpose
The purpose of this research is to find the relationship between the

contribution of 5S towards Total Quality Management(TQM) Practices : A Case
Study In Malaysian Marine and Heavy Engineering (MMHE) Sdn. Bhd., Pasir
Gudang, Johor.
54
4.3 Data Analysis Statistical Package for Social Sciences (SPSS)
Collecting and processing the data is the most suitable process or steps in the
scientific processes. The data analysis required a high focus and right techniques to
achieved the results for these research. To get the required data and analyzed it, a
process by using the respondents to answer the questionnaire is needed. The data
collected must be valid, so the results of the data is accurate and has the
characteristic acquired by the SPSS.
SPSS ensures that the statistical analysis is accessible for casual user and
suitable for the experienced user. It helps to collect and gather the data for the
analysis on the contribution of 5S towards Total Quality Management in Marine
industry.
It is a correct and suitable tool to analyze any types of statistical sample and it
is use to evaluate the statistical data collected. By using statistical research it is a
proper way to overcome the results of the questionnaire which has been collected.
SPSS is an analysis that describes the specific variable characteristics of the research.
It has been used to create a conclusion by the using numerical data.
Likert Scales Series
Table 8: Mean analysis, Likert - Scale Analysis

1 2 3 4 5
From the table 8 shows the mean analysis or average set of the data values is
taken from the sum of all the data values , then it is divided by the number of data
values. These likert scale are commonly used for surveys. The respondent used ranks
rating from the questionnaire that are Very Poor (1), Poor(2), Fare (3), Good (4)
and Very Good (5).
55
4.4 Method Used
Method that has been used in this research is by using distribution of the
questionnaires. 80 set of questionnaires have been distributed to the selected
company. However, only 69 set of questionnaires from the respondents succeed to be
collected and analyzed.
This chapter included the results and finding of the descriptive and analysis,
interpret of demographic participants information, data preliminary analysis, and the
statistical analysis used to answer the research questions. In this chapter , there are
three sections which is divided into : (1) respondents characteristic, (2) descriptive of
analyze and (3)interferential analysis.
4.5 Purpose of The Method Used
The questionnaire method was used because of budget effective to distribute

to the targeted respondents. These questionnaires were distributed by many ways of
method such by e-mail, interviewing by the phone and using the courier. It is the
most efficient and manageable to get the feedback form the respondents
56
4.6 Questions Analysis
69 questionnaires was receives from the respondents out of 80 questionnaires,

which have been distributed. The details respondents were received form 25
respondents from Ship Building, Construction, Maintenance and Repair department,
23 respondents from Marine Fabrication department and 21 respondents from other
department.
4.7 Characteristic of The Respondents
The characteristic of the respondents is depend on the types of gender, age,

job position, educational qualification and duration workers working in the company.
Table 9: Characteristic of Respondents

SEGMENT CATEGORIES FREQUENCY PERCENTAGE
Gender Male 57 82.6
Female 12 17.4
Age 20 - 29 29 42
30 39 15 21.8
40 49 12 17.4
50 59 7 10.1
60 and Above 6 8.7
Educational PhD 2 2.8
Background Master 3 4.4
Bachelor 7 10.2
Diploma 23 33.4
SPM, STPM 24 34.8
Other Certificate 10 14.4
Job Position Top Management 5 7.2
Middle Management 7 10.2
First Line Management: 57 82.6
Supervisor, Executive,
Others
57
According to the table 9 it shows the proportion of Male respondents were at
82.6% and for Female respondents at 17.4%. The numbers of Male respondents were
57 individuals and Female were 12 individuals. The majority of the respondents were
Male than Female.
The Age of the respondents who answered the questionnaire indicated

respondents (42%) between 20 29 years old with 29 individuals, (21.8%) between
30 39 years old with 15 individuals, and (17.4%) between 40 49 years old with
12 individuals. Lastly, the age (10.1%) between 50 59 years old with seven
individuals and (8.7%) 60 years old above with six individuals. The highest age for
the respondents was age between 20 29 years old and the lowest age was 60 years
old above.
The Educational Qualification shows that for PhD holders about (2.8%) that
were only two respondents, Master holders at (4.4%) show the total respondents
were three respondents, and Bachelor holders (10.2%) were seven respondents. For
the Diploma holder it has (33.4%) about 23 respondents, STPM/SPM holders
(34.8%) and the total respondents were 24 respondents. Lastly is the respondents
that held others certificate was (14.4%) about 10 persons. The SPM/STPM holder
has the most highest educational qualification among the respondents and the lowest
is for PhD holders.
From the Job Position, it shown that Top Management were the lowest
respondents with five respondents (7.2%), and Middle Managements was seven
respondents (10.2%). The highest respondents were First Line Management such as
Supervisor, Executive, and Others were 57 respondents (82.6%).
58
4.8 Descriptive Statistics and Frequency Data
Descriptive statistics is a set of brief descriptive coefficients. It is use to

summarize data that have been given, which it can be either represents as population
or a sample. Descriptive is used to calculate that summarize the values of variable
like measures of central tendency, measure of dispersion, skewness, kurtosis etc.
Frequencies data give an information about the relative frequency of the occurrence
of each category of variable. It is a summary statistics that describe the typical value
and spread of the observation.
The term of mean define that the compute summary for a variable when a
case been subdivided group on their values for other variables. The standard
deviation shows the various examples are clustered around the mean in a set of data.
59
4.8.1 Results From Section C
RO 1: To determine the awareness of 5S practices at MMHE

RQ 1: Are there awareness of 5S practices at MMHE ?
Below are the results from questionnaire Section C Question No.1
5S LEADERSHIP OF CEO AND MANAGEMENT
Table 10: Descriptive Statistics Section C Question No.1
N Mean Std. Deviation

Does the employer and
employees have the 5S
knowledge/understanding 69 4.06 .662
/awareness of 5S system?
Valid N (listwise) 69
Table 11: Frequency of Section C Question No.1
Does the employer and employees have the 5S

knowledge/understanding/awareness of 5S system?
Frequency Percent Valid Percent Cumulative Percent

Poor 1 1.4 1.4 1.4
Fare 10 14.5 14.5 15.9
Valid Good 42 60.9 60.9 76.8
Very Good 16 23.2 23.2 100.0
Total 69 100.0 100.0
60
Figure 14: Bar Chart for Section C Question No.1
From Table 10, 11 and Figure 14 shows that the Descriptive Statistic,
Frequency and Bar Chart for Section C Question No.1. The 69 (N) sample, mean
4.06 and it standard deviation is 0.662. Then, from Table 11 most of respondents
prefer to answer Good with it indicate by 60.9% cover over 42 respondents from
sample. Although, there are respondents answer Very Good indicated by 23.2%
over 16 respondents, Fare indicated by 14.5% about 10 respondents. Lastly Poor
indicated by 1.4% at least 1 respondent answered it.
61
Below are the results from Section C Question No.2
SEIRI (SORT)
Table 12: Descriptive Statistics of Section C Question No.2

Does all the unwanted
item been removed from
69 3.80 .608
the premise, office.
workplace etc ?
Does all the unwanted item been removed from the premise, office. workplace
etc ?
Poor 1 1.4 1.4 1.4
Fare 18 26.1 26.1 27.5
Valid Good 44 63.8 63.8 91.3
Very Good 6 8.7 8.7 100.0
Total 69 100.0 100.0
62
From Table 12, 13 and Figure 15 shows that the Descriptive Statistics,
3.80 and it standard deviation is 0.608. Then, from the Table 13 and Figure 15 shown
that the respondents mostly like to answered Good that indicated by 63.8% cover
over 44 respondents and Fare indicated by 26.1% cover about 18 respondents.
Lastly about 6 respondents answered Very Good indicated by 8.7% and Poor
indicated by 1.4% cover up about 1 respondent.
63
SEITO (SET IN ORDER)

Does all the defects
products such as rework,
& file been prevent from 69 3.91 .562
the mix up together ?
Does all the defects products such as rework, & file been prevent from the mix
up together ?
Poor 1 1.4 1.4 1.4
Fare 11 15.9 15.9 17.4
Valid Good 50 72.5 72.5 89.9
Very Good 7 10.1 10.1 100.0
Total 69 100.0 100.0
64
3.91 and it standard deviation is 0.562. From Table 14 and figure 16 shows that
Good indicated by 72.5% cover over 50 respondents and Fare indicated about
15.9% over 11 respondents. Then for Very Good it indicated by 10.1% over 7
respondents and lastly is Poor indicated by only 1.4% cover over respondents.
65
Below are the results from Section C Question No.4
SEISO (SHINE/ CLEANLINESS)

Does all floor, wall,
window, toilet or change
room in working order 69 3.87 .705
and clean ?
Does all floor,wall,window, toilet or change room in working order and clean ?
Poor 3 4.3 4.3 4.3
Fare 13 18.8 18.8 23.2
Valid Good 43 62.3 62.3 85.5
Very Good 10 14.5 14.5 100.0
Total 69 100.0 100.0
66
3.87 and it standard deviation is 0.705. The Table 17 and Figure 17 shows that
Good indicated about 62.3% over 43 respondents and Fare indicated by 18.8%
over 13 respondents. For Very Good it indicate about 14.5% over 10 respondents
and Poor indicated by 4.3% cover up about 3 respondents only.
67
SEIKETSU (STANDARDIZATION)

Does all the tools and
equipments been
Standardization/Orderlin
69 3.88 .582
ess in the place that have
been provide ?
Does all the tools and equipments been Standardization/Orderliness in the place
that have been provide ?
Poor 1 1.4 1.4 1.4
Fare 13 18.8 18.8 20.3
Valid Good 48 69.6 69.6 89.9
Very Good 7 10.1 10.1 100.0
Total 69 100.0 100.0
68
From Table 18, 19 and Figure 18 show the Descriptive Statistics, Frequency
and for Section C Question No.5. The 69 (N) sample, mean 3.88 and the standard
deviation is 0.582. The Table 19 and Figure 18 shows that Good indicated about
69.6% over 48 respondents and Fare indicated by 18.8% over 13 respondents. For
Very Good it indicate about 10.1% over 7 respondents and lastly Poor indicated
by 1.4% cover up about 1 respondent only.
69
SHISUKE (SUSTAIN/SELF DISCIPLINE)

Does the Self-
Discipline awareness
being use among the 69 3.88 .582
workforce ?
Does the Self- Discipline awareness being use among the workforce ?
Poor 1 1.4 1.4 1.4
Fare 13 18.8 18.8 20.3
Valid Good 48 69.6 69.6 89.9
Very Good 7 10.1 10.1 100.0
Total 69 100.0 100.0
70
From Table 20, 21 and Figure 19 shows the Descriptive Statistics, Frequency
and Bar Chart for Section C Question No.6. The 69 (N) sample, mean 3.88 and it
standard deviation is 0.582. The Table 21 and Figure 19 shown that Good
indicated by 69.6% cover up about 48 respondents and Fare indicated by 18.8%
over 13 respondents. For Very Good indicated by 10.1% over 7 respondents and
Poor indicated by 1.4% cover up about 1 respondent only.
71
Table 22 : Mean for Section C Question 1 - 6
Question N Mean
1. Do the employer and employees have the 5S knowledge / 69 4.06
Understanding/ Awareness of 5S system ?
2. Does all the unwanted item been removed from the 69 3.08
premise, office, workplace etc ?
3. Does all defects Product such as Rework, & Files been 69 3.91
prevent from mix up together ?
4. Does all the floor, wall, windows, toilet, or Change Rooms 69 3.87
in working order and clean ?
5. Does all the tools and equipment been Standardization/ 69 3.88
Orderliness in the place that have been provide ?
6. Does the Self- discipline awareness being use among the 69 3.88
workforce?
Valid N (listwise) 69 -
Total (Mean) - 3.90
From Section C ,Question 1 until 6 shows the mean in the scale in is 3.90.
This shows that most of the respondents who worked in Malaysian Marine and
Heavy Engineering Sdn Bhd (MMHE) have Good awareness of 5S system at
MMHE work places. The employees are also agreed and satisfied with the question
that has been provided. Furthermore, it has an evidence where the knowledge of 5S,
understanding and awareness of 5S system among the employer and employees
shows the mean of 4.06 and other information shows that all defects products such as
rework and files has been prevent form mix up together and the means is 3.91, shows
the employees mostly are aware of the 5S practices.
72
4.8.2 Results From Section D
RO 2: To analyze the effectiveness of 5S practices

RQ 2: Are there any effectiveness of 5S practices ?
Below are the results from questionnaire Section D Question No.1
5S LEADERSHIP OF CEO AND MANAGEMENT
Table 23: Descriptive Statistics of Section D Question No.1

Does the employers held
a meeting once a month
to make sure the
effectiveness of 5S 69 3.39 .958
system in every
department ?
Table 24: Frequency of Section D Question No.1

Does the employers held a meeting once a month to make sure the effectiveness
of 5S system in every department ?
Very Poor 5 7.2 7.2 7.2
Poor 6 8.7 8.7 15.9
Fare 17 24.6 24.6 40.6
Valid
Good 39 56.5 56.5 97.1
Very Good 2 2.9 2.9 100.0
Total 69 100.0 100.0
73
Figure 20: Bar Chart for Section D Question No.1
and Bar Chart for Section D Question No.1. The 69 (N) sample, mean 3.39 and it
standard deviation is 0.958. The Table 24 and Figure 20 shows that Good indicated
by 56.5% cover up about 39 respondents and Fare indicated by 24.6% over
17respondents. For Poor indicated about 8.7% over 6 respondents, Very poor
indicated by 7.2% over 5 respondents and Very Good indicated by 2.9% cover up
about 2 respondents only.
74
SEIRI (SORT)

Does the red tag activity
been easy to used to
disposal unwanted item 69 3.61 .844
?
Does the red tag activity been easy to used to disposal unwanted item ?
Very Poor 2 2.9 2.9 2.9
Poor 2 2.9 2.9 5.8
Fare 25 36.2 36.2 42.0
Valid
Good 32 46.4 46.4 88.4
Very Good 8 11.6 11.6 100.0
Total 69 100.0 100.0
75
Figure 21: Bar for Chart Section D Question No.2
by 46.4% cover up about 32 respondents and Fare indicated by 36.3% over 25
respondents. For Very Good indicated about 11.6% over 8 respondents, Poor
indicated by 2.9% over 2 respondents and Very Poor indicated by 2.9% cover up
about 2 respondents only.
76
SEITO (SET IN ORDER)

Does the photographic
evidence been displayed
as an evidence of 5S
69 4.16 .678
system before and after
in each pf activity ?
Does the photographic evidence been displayed as an evidence of 5S system

before and after in each of activity ?
Very Poor 1 1.4 1.4 1.4
Fare 5 7.2 7.2 8.7
Valid Good 44 63.8 63.8 72.5
Very Good 19 27.5 27.5 100.0
Total 69 100.0 100.0
77
by 63.8% cover up about 44 respondents and Very Good indicated by 27.5% over
19 respondents. Meanwhile, for Fare indicated by 7.2% about 5 respondents and
Very Poor indicated about 1.4% cover only 1 respondent.
78
SEISO (SHINE/ CLEANLINESS)

Does the storage of
cleanliness equipments
been restored to it place 69 4.07 .524
before and after work ?
Table 30 : Frequency of Section D Question No.4
Does the storage of cleanliness equipments been restored to it place before and
after work ?
Fare 7 10.1 10.1 10.1
Good 50 72.5 72.5 82.6
Valid
Very Good 12 17.4 17.4 100.0
Total 69 100.0 100.0
79
and Bar Chart for Section D Question No.4.The 69 (N) sample, it mean is 4.07 and
standard deviation is 0.524 The Table 30 and Figure 23 shown that Good indicated
by 72.4% over 50 respondents, Very Good indicated by 17.4% cover 12
respondents and lastly is Fare indicated by 10.1% covered 7 respondents.
80
SEIKETSU (STANDARDIZATION)

Does all the signboard
being labelled at
dangerous and hazardous
69 4.12 .557
place according to 5S
system ?
Does all the signboard being labelled at dangerous and hazardous place
according to 5S system ?

Fare 7 10.1 10.1 10.1
Good 47 68.1 68.1 78.3
Valid
Very Good 15 21.7 21.7 100.0
Total 69 100.0 100.0
81
From Table 31, 32 and Figure 24 shows Descriptive Statistics, Frequency and
Bar Chart for Section D Question No.5.The 69 (N) sample, the mean is 4.12 and
standard deviation 0.557. Table 32 and Figure 24 shows that Good indicated by
68.1% over 47 respondents, Very Good indicated by 21.7% cover up to 15
respondents and Fare indicated for 10.1% cover about 7 respondents.
82
SHISUKE (SUSTAIN/SELF DISCIPLINE)

Does there were an
evidence of regular
training programme for
all categories of
employees following the 69 3.94 .616
5S system before and
after it been
implemented ?
Does there were an evidence of regular training programme for all categories of
employees following the 5S system before and after it been implemented ?
Very Poor 1 1.4 1.4 1.4
Fare 9 13.0 13.0 14.5
Valid Good 51 73.9 73.9 88.4
Very Good 8 11.6 11.6 100.0
Total 69 100.0 100.0
83
Bar Chart for Section D Question No.5.The 69 (N) sample, the mean is 3.94 and
73.9% over 51 respondents, Very Good indicated by 13% cover about 9
respondents and Very Good indicated by 11.6% cover 8 respondents. Lastly,
Very Poor indicated by 1.4% about only 1 respondent.
84
Table 35: Mean for Section D Question 1 - 6
Question N Mean
1.Does the employers held a meeting once a month to make 69 3.39
sure the effectiveness of 5S system in every department ?
2. Does the red tag activity been easy to used to disposed 69 3.61
unwanted item ?
3. Does the photographic evidence been display as an 69 4.16
evidence of 5S system before and after in each activity
4. Does the storage of cleanliness equipments been restored to 69 4.07
it place before and after work ?
5. Does all the signboard being labeled at dangerous and 69 4.12
hazardous places according to 5S system ?
6. Does there were an evidence of regular training 69 3.94
Programmes for all categories of Employees following the 5S
system before and after it been implemented ?
Total (Mean) - 3.88
From Section D Question 1 until 6 shows the mean is 3.88. This shows that
most of the respondents. who worked in Malaysian Marine and Heavy Engineering
Sdn Bhd (MMHE) have Good effectiveness of 5S practices in the workplace. From
the information that have been collected shows that MMHE have done a good
photographic evidence that have been display, all equipment of cleanliness been
restored before and after being use and in every workplace that are dangerous and
hazardous being labeled. This shows that the effectiveness of 5S practices are being
standardize from the Top Management until First Line Management including their
workers at the workplace.
85
4.8.3 Results From Section E
RO 3: To identify the efficiency of 5S towards Total Quality Management

(TQM).
RQ 3: Are there any efficiency of 5S toward Total Quality Management ?
Below are the results from questionnaire Section E Question No.1
Table 36: Descriptive Statistics of Section E Question No.1

Does the number of
product/ service, defect,
errors or failure found
69 3.68 .717
by the customer been
decreased ?
Table 37: Frequency of Section E Question No.1

Does the number of product/ service, defect, errors or failure found by the
customer been decreased ?
Very Poor 2 2.9 2.9 2.9
Poor 1 1.4 1.4 4.3
Fare 17 24.6 24.6 29.0
Valid
Good 46 66.7 66.7 95.7
Very Good 3 4.3 4.3 100.0
Total 69 100.0 100.0
86
Figure 26: Bar Chart for Section E Question No.1
Bar Chart for Section E Question No.1.The 69 (N) sample, mean is 3.68 and standard
deviation 0.717. Table 37 and Figure 26 shows that Good indicated by 66.7% over
46 respondents, Fare indicated by 24.6% cover 17 respondents and Very Good
indicated by 4.3% cover over 3 respondents. Lastly Very Poor indicated by 2.9%
over 2 respondents and Poor indicated by 1.4% over 1 respondent only.
87
Below are the results from questionnaire Section E Question No.2
Table 38: Descriptive Statistic of Section E Question No.2

Does the customer
satisfy with the product
or service that have been 69 4.01 .581
provide to them ?
Does the customer satisfy with the product or service that have been provide to
them ?
Fare 11 15.9 15.9 15.9
Good 46 66.7 66.7 82.6
Valid
Very Good 12 17.4 17.4 100.0
Total 69 100.0 100.0
88
Bar Chart for Section E Question No.2. The 69 (N) sample, mean is 4.01 and
66.7% over 46 respondents, Very Good indicated by 17.4% over 12 respondents
and Fare indicated by 15.9% cover over 11 respondents.
89
Below are the result from Questionnaire Section E Question No.3

Does the continuous
improvement been made
if any defect being
69 4.04 .716
found in the product or
service ?
Table 41: Frequency of Section E No.3
Does the continuous improvement been made if any defect being found in the
product or service ?
Poor 1 1.4 1.4 1.4
Fare 13 18.8 18.8 20.3
Valid Good 37 53.6 53.6 73.9
Very Good 18 26.1 26.1 100.0
Total 69 100.0 100.0
90
Figure 28: Bart Chart for Section E Question No.3
Bar Chart for Section E Question No3. The 69 (N) sample, means is 4.04 and
standard deviation 0.716. Table 41and Figure 28 shows that Good indicated 53.6%
over 37 respondents, Very Good indicated by 26.1% over 18 respondents and
Fare indicated by 18.8% over 13 respondents. Then, Poor indicated by 1.4%
only 1 respondent.
91
Below are the result from Questionnaire Section E Question No.4

Does the quality program
make some improvement
in the company business 69 4.09 .680
performance in general ?
Does the quality program make some improvement in the company business
performance in general ?
Very Poor 1 1.4 1.4 1.4
Fare 7 10.1 10.1 11.6
Valid Good 45 65.2 65.2 76.8
Very Good 16 23.2 23.2 100.0
Total 69 100.0 100.0
92
standard deviation 0.680. Table 43 and Figure 29 shows that Good indicated
65.2% over 45 respondents, Very Good indicated by 23.2% over 16 respondents,
Fare indicated by 10.1% over 7 respondents. Lastly, Very Poor indicated by
1.4% over 1 respondent only.
93
Below are the results from Questionnaire Section E Question No.5

Does the company
develop a culture that
emphasizes the quality of 69 4.00 .786
the product or service ?
Does the company develop a culture that emphasizes the quality of the product
or service ?
Very Poor 1 1.4 1.4 1.4
Poor 3 4.3 4.3 5.8
Fare 6 8.7 8.7 14.5
Valid
Good 44 63.8 63.8 78.3
Very Good 15 21.7 21.7 100.0
Total 69 100.0 100.0
94
63.8% over 44 respondents, Very Good indicated by 21.7% about 15 respondents
and Fare indicated by 8.7% over 6 respondents. Then, Poor indicated by 4.3%
over 3 respondents and Very Poor indicated by 1.4% over only 1 respondent.
95

Does the employees
satisfaction increased
due to the recognition
69 3.71 .972
and reward that have
been given to them ?
Does the employees satisfaction increased due to the recognition and reward that
have been given to them ?
Very Poor 3 4.3 4.3 4.3
Poor 4 5.8 5.8 10.1
Fare 15 21.7 21.7 31.9
Valid
Good 35 50.7 50.7 82.6
Very Good 12 17.4 17.4 100.0
Total 69 100.0 100.0
96
From Table 46, 47 and Figure 31 shows Descriptive Statistics,

Frequency and Bar Chart for Section E Question No.6. The 69 (N) sample, mean is
3.71 and standard deviation 0.972. Table 47 and Figure 31 shows that Good
indicated by 50.7% over 35 respondents, Fare indicated by 21.7% over 15
respondents and Very Good indicated about 17.4% by 12 respondents. For Poor
indicated by 5.8% over 4 respondents and Very Poor indicated by 4.3% about 3
respondents.
97
Below are the results from Questionnaire Section E No.7

Does the employees and
employer increase when
the quality improvement 69 3.91 .722
increases ?
Does the employees and employer increase when the quality improvement
increases ?
Very Poor 1 1.4 1.4 1.4
Poor 2 2.9 2.9 4.3
Fare 9 13.0 13.0 17.4
Valid
Good 47 68.1 68.1 85.5
Very Good 10 14.5 14.5 100.0
Total 69 100.0 100.0
98
68.1% over 47 respondents, Very Good indicated by 14.5% about 10 respondents
and Fare indicated by 13% over 9 respondents. For Poor indicated by 2.9% over
2 respondents only and Very Poor indicated by 1.4% for 1 respondent only.
99

Does the purchasing
process from the supplier
improve after the quality 69 3.83 .923
improvement ?
Does the purchasing process from the supplier improve after the quality
improvement ?
Very Poor 3 4.3 4.3 4.3
Poor 3 4.3 4.3 8.7
Fare 9 13.0 13.0 21.7
Valid
Good 42 60.9 60.9 82.6
Very Good 12 17.4 17.4 100.0
Total 69 100.0 100.0
100
60.9% over, Very Good indicated by 17.4% over 12 respondents and Fare
indicated by 13% over 9 respondents. For Poor and Very Poor each indicated by
4.3% over 3 respondents each statement.
101
Table 52: Mean for Section E Question 1 - 8
Question N Mean
1. Does the number of product/service defect, errors or failure 69 3.68
found by the customer been decreased ?
2. Does the customer satisfy with product or service that have 69 4.01
been provide to them ?
3. Does continuous improvement been made if any defect 69 4.04
being found in the product or service ?
4 Does the quality program make some improvement in the 69 4.09
company business performance in general ?
5. Does the company develop a culture that emphasizes the 69 4.00
quality of the product or service ?
6. Does the employees satisfaction increase due to the 69 3.71
recognition and reward that have been given to the them ?
7.Does the employees and employer increase when the quality 69 3.91
improvement increases?
8 .Does the purchasing process from the supplier improve 69 3.83
after the quality improvement ?
Total (Mean) - 3.91
From Section E Question 1 until 8 shows the mean is 3.91. This shows that
most of the respondents who worked at Malaysian Marine and Heavy Engineering
Sdn Bhd (MMHE) shows the efficiency of 5S toward Total Quality Management in
the everyday task that relate the Quality Management whether at the office,
construction site, warehouse, handling purchasing, between employees and
employers, culture and others. From the information and evidence that had been
collected most of the employees and employers make the task refer to the 5S system
and total quality management.
102
4.9 Correlation Analysis
For this research calculation is used by Correlation types. The coefficient is

determined by range between -1 and +1. It also shows the relationship between sets
of data is to measure the relationship of two variables. For this research it uses
Pearson Correlation. The formula is:
Figure 34: Pearson Correlation Formula
Usually the results from the correlation is between -1 and +1. It is rarely the
results is 0.-1 or 1.The number is somewhere between those value. The closer the
value of r get to zero, the greater the variation the data point around the line of best
fit :
Table 53 crude estimates for interpreting strengths of correlations using

Pearsons Correlation:
r value = Relationship
+0.70 or higher Very Strong Positive Relationship
+ 0.40 to + 0.69 Strong Positive Relationship
+ 0.30 to + 0.39 Moderate Positive Relationship
+ 0.20 to + 0.29 Weak Positive relationship
+ 0.10 to + 0.19 No or Negligible Relationship
0 No relationship
-0.10 to -0.19 No or Negligible Relationship
-0.20 to -0.29 Weak Negative Relationship
-0.30 to -0.39 Moderate Negative Relationship
-0.40 to -0.69 Strong Negative Relationship
-0.70 or higher Very Strong Negative Relationship
(Andrew, 2008)
103
4.9.1. Properties of Correlation
Correlation requires that both variables be quantitative (numerical).

Positive r indicates positive association between the variables, and
negative r indicates negative association.
The correlation coefficient (r) is always a number between -1 and +1.
The correlation coefficient (r) is a pure number without units
The correlation coefficient measures clustering about a line, but only
relative to the SDs.
The correlation can be misleading in the presence of outliers or nonlinear
association.
Ecological correlations based on rates or averages tend to overstate the
strength of associations.
Correlation measures association. But association does not necessarily
show causation.
104
4.9.2 Correlation Between Awareness of 5S Practices in MMHE(x) and
Efficiency of 5S Towards Total Quality Management (Y)
Table 54: Correlation of awareness and efficiency

awarenss_5s efficiency_tqm
Pearson
1 .518**
Correlation
awarenss_5s
Sig. (1-tailed) .000
N 69 69
Pearson
.518** 1
efficiency_tq Correlation
m Sig. (1-tailed) .000
N 69 69
Table 55: Descriptive Statistics of correlation awareness and efficiency

N Minimum Maximum Mean Std. Deviation
3.9009
awarenss_5s 69 2.667 5.000 .436600
7
3.9094
efficiency_tqm 69 2.375 4.875 .474479
2
Valid N
69
(listwise)
According to the test, Pearsons r is 0.518, where it is close to 0 rather than 1.

Thus it shows a Strong Positive Relationship between the variable between The
Effectiveness of 5S Practice and Efficiency of 5S towards Total Quality
Management (TQM), as a conclusion the variable are very strongly correlated.
This result shows that awareness of 5S and efficiency of 5S towards TQM

are collaborate to one another. It is a very strong evidence most of the workers and
aware of the 5S practices and implementation of Total Quality Management in the
daily work even before and after work.
105
4.9.3 Correlation Between Effectiveness of 5S Practice(x) and
Efficiency of 5S Toward Total Quality Management (Y)
Table 56: Correlations of effectiveness and efficiency
effectiveness efficiency_tqm
_5s
Pearson
1 .500**
effectiveness_5 Correlation
s Sig. (1-tailed) .000
N 69 69
Pearson
.500** 1
Correlation
efficiency_tqm
Sig. (1-tailed) .000
N 69 69
Table 57: Descriptive Statistics of correlation effectiveness and efficiency

N Minimum Maximum Mean Std. Deviation
effectiveness_5s 69 1.667 4.833 3.88164 .497626
efficiency_tqm 69 2.38 4.88 3.9094 .47448
Valid N
69
(listwise)
According to the test, Pearsons r is 0.5, where it is close to 0 rather than 1.

Thus it shows a Strong Positive Relationship between the variable between The
Effectiveness of 5S Practices and Efficiency of 5S towards Total Quality
Management (TQM), as a conclusion the variable are strongly correlated. This result
shows that effectiveness of 5S and efficiency of 5S toward TQM are collaborate to
one another. Thus, the evidence shows that the effectiveness of 5S from the Top
Management, Middle Management and First Line Management been established in
every departments. Then for the 5S toward Total Quality Management all worker
whether from upper or below management must make sure all the product or service
been given to the customer must follow the customer specification.
106
4.10 Z- TEST ANALYSIS
The one sample Z-Test is used to compare a single sample to be expecting as

norm. Norm is a test that come from the hypothetical values or an observations in
certain studies and it will collect from a current data. An additional, when a
population standard deviation is known from prior source. Lastly, the data
collected represents the Simple Random Sampling, a measurement can be made then
the data are comprise and assume it to be accurate and meaningful.
The formula used for Z-score is
Figure 35: Z - Score
It mean Z = value - mean

Standard deviation
Figure 36: Population Standard Deviation
107
4.10.1 Hypothesis Testing: One Sample Z Test
Step 1: Formulate a null hypothesis and an alternative hypothesis
Null hypothesis: The population a parameter is a particular value and

any observed sample can be explained by chance variation.
Alternative Hypothesis: The is some other reason besides change that
explains sample data.
H0: and H: >
Step 2: Set up a box under the null hypothesis
Significance level, = 0.05 ,the test is right tailed test, the critical
value is +1.65
Step 3: Find Mean and Standard Deviation
(Refer Figure 35 : Mean )
(Refer figure 36: Standard Deviation)
Step 4: Make decision to reject or not the null hypothesis
Step 5: Summarize the results
108
4.10.2 Z-Test Research Question 1
RQ 1: Are there awareness practices at MMHE ?
Hypothesis
H0: 3, most of the respondents are not agree with awareness practices at
MMHE.
H: > 3, most of the respondents are agree with awareness practices at
MMHE. (Claim)
Rejection Region
Reject the null hypothesis if Z > +1.65

Or
Reject the null hypothesis if p-value > 0.05.
Table 58 :One-Sample Statistics

N Mean Std. Deviation Std. Error Mean
Mean_Section C 69 3.90 .437 .053
Table 59: One-Sample Test

Test Value = 3
z df Sig. (1-tailed) Mean 95% Confidence
Difference Interval of the
Difference
Lower Upper
Mean_
17.142 68 .000 .901 .80 1.01
Section C
109
Since z- value (17.142) is greater than the critical value (1.65), 17.142>1.65 the
decision is to reject the null hypothesis. There is enough evidence to support
Awareness of 5S Practices at MMHE.
4.10.3 Z- Test Research Question 2
RQ 2: How effectiveness of the 5S practices at MMHE ?
Hypothesis
H0: 3, most of the respondents are not agree with effectiveness of 5S

practices.
H: > 3, most of the respondents are agree with effectiveness of 5S practices
(Claim)
Rejection Region

Or
Table 60: One-Sample Statistics

N Mean Std. Deviation Std. Error Mean
Mean_section D 69 3.88 .498 .060
110
Test Value = 3
Difference
Lower Upper
Mean_
14.717 68 .000 .882 .76 1.00
Section D
Effectiveness of 5S Practices.
4.10.4 Z- Test Research Question 3
RQ 3: What is the efficiency of 5S towards Total Quality Management
Hypothesis
H0: 3, most of the respondents are not agree with efficiency of 5S towards
TQM
H: > 3, most of the respondents are agree with efficiency of 5S towards
TQM (Claim)
Rejection Region

Or
111
Table 62: One-Sample Statistics
N Mean Std. Std. Error Mean

Deviation
Mean_
69 3.9094 .47448 .05712
Section E
Test Value = 3
Difference
Lower Upper
Mean_
15.921 68 .000 .90942 .7954 1.0234
Section E
Efficiency of 5S towards Total Quality Management (TQM).
112
CHAPTER 5
CONCLUSION
5.1 Introduction
The objectives for this chapter is to make the conclusion from the results
finding. The data has been collected, analyzed and gathered in this report. The
summary in the scope is to provide an overview and accomplishment that have been
achieved in this report. It also provides a few recommendations for the improvement
and upgrading for the present. The purpose of this research and report is to determine
the awareness of 5S practice, analyzed effectiveness of 5S practices, and to identify
the efficiency of 5S towards TQM. Then to get the results about The Contribution
of 5S towards Total Quality Management (TQM) Practices at MMHE, Pasir Gudang,
Johor.
113
5.2 Conclusion
The 5S practices is a method or procedure to make sure the workplace such

as office, warehouses, construction site and others always in a proper way, clean and
tidy before and after work. It also teaches to workers either from the top management
until fist line management and their employees in a discipline position. After
effectiveness of implementing 5S, Total Quality Management (TQM) should be
taken part to ensure efficiency of contribution of 5S toward TQM could be achieved
by measure the competency of the workers while task in progress, satisfaction of
products or service that been produce toward the customer requirements and follow
the international standard.
The data that have been collected from the respondents at Malaysia Marine
and Heavy Engineering Sdn. Bhd. (MMHE) employers and employees from certain
departments by using the questionnaires. A few samples has been spread out and
been chosen for the use of this research. Each of research questions had been
conclude and analyzed as follows:
5.2.1 Research Question 1:

Are there any awareness of 5S practices in MMHE ?
The results shows that most of the respondents are aware on the
knowledge and understand about the 5S system up to 69% with a Very
Good review. Then for the Seiri(Sort) about 63.8% review shows a Good
respondents and aware that all unwanted items been removed from the
workplace and premise. For Seito(Set In Order) indicated about 72.5%
Good review shows that the respondents are aware to ensure that all the
defects products and rework been prevent from mix up together with other
important materials.
114
Furthermore, for Seiso(Shine) about 62.3% Good review shows by
the respondents are aware that all things such as wall, toilet, windows and
changing room must be always clean and tidy.
For the Seiketsu (Standardization) most of respondents up to 69.6%

Good review aware that all the equipment and tool must be in order by the
place or storage that been provided. Lastly for Shisuke (Self-Discipline)
about 69.9% shown Good review shows that the respondent are aware that
each of them must have self-discipline in the workforce.
5.2.2 Research Question 2:

How effectiveness of 5S practices at MMHE ?
The results of effectiveness of 5S practices shows in 5S leadership of

CEO and management respondents at 56.5% Good review by held a
meeting once a month to ensure the 5S is effective in any department. Then
Seiri (Sort) effectiveness up to 46.6% Good review indicated by the
respondents that the use of red tag activity was used to dispose the unwanted
items. For Seito (Set In Order) effectiveness at 63.8% Good shown review
by respondents that a photographic technic been use to display as an
evidences before and after 5S been implementation.
In Seiso(Shine) shows that the effectiveness by 72.5% Good review

indicated by the respondents that the cleanliness equipment be restored to it
place before and after the work. For Seiketsu (Standardization) show that the
effectiveness of labeling the dangerous and hazardous place according to the
5S system indicated by 68.1%Good review of respondents.
115
It ensures that any incident or accidents would not occurs at the dangerous
and hazardous place. Lastly, for the effectiveness of Shisuke (Self-Discipline)
shows 73.9% Good review most of respondents have attended the 5S
regular training programme.
5.2.3 Research Question 3

What is the efficiency of 5S toward Total Quality Management ?
The results from the efficiency of 5S towards TQM shows that about
66.7% Good review by the respondents state that most of the number of
product/service, defect, errors or failure founded by the customer been
decreased. Then up to 66.7%Good review from most of the respondents
make a statement ,most of the customer satisfy with products or services that
been provided. About 53.6% Good review from the respondents said that a
direct continuous improvement have been made if any defect been founded in
the product or service,
The implementation of quality programme make some improvements

in general business performance indicated about 65.2% Good review stated
by the respondents. The company develop a culture emphasizes the quality in
product and service about 63.8% Good review by the respondents.
Satisfaction of the employees toward the rewards and recognition been given
to the respondents about 50.7% Good review .
Lastly, about 68.1% Good review by the respondents stated the

most of the employers and employees performance increase by the quality
improvements implementations. About 60.9% Good review by the
respondents stated that, while purchasing occur between the supplier and
116
them, the purchased of materials, equipment, tools and other things made by
intend to see quality of the product not quantity.
5.3 Recommendation
The elements that need to be issued and address are the awareness of 5S from
top management until the first line management and the workers above, ensure the
effectiveness implementation of 5S among the employer and employees and lastly to
contribute on the efficiency of 5S towards Total Quality Management. All of these
elements will make sure that all tasks and assignments in any department to succeed
in the industry either in the documentation, production or service and others.
For the future recommendation from this research to ensure that the company
must complied with international standard and it productivity will be equally to
Japanese or others country that use the 5S system and Total Quality Management
implementation . Firstly for the awareness of 5S practices must be height to make
sure to working area always in tidy and clean all days during the working period. The
company should provide training or short course about the awareness of 5S practice
in each level of workers. This training need to be attends because it will provide and
give a solid knowledge about the 5S system what means by Seiri, Seito, Seiso,
Seiketsu and Shisuke. For the learning of 5S they can make an agreement with the 5S
expertise such as Toyota. This agreement will give more advantage for 5S system
implementation to succesfully.
Then for the effectiveness of 5S practices, each of workers needs to attend

meeting how to ensure that 5S systems have been used in any department or work
place. To ensure the efficiency the leader of every department needs to make an
inspection at least three times in one week or two times in a month. The management
should provides a schedule to ensure each of workers must be responsible in their
own work place.
117
Sometimes, the workers need to work in a group to complete the cleaning
task that need in large area such as warehouse, construction site and other place. The
company can make a score sheet in order to achieve the effectiveness of 5s practice
and judge by the 5S expertise as required.
Then, related with the efficiency of 5S towards Total Quality Management,

implementation of 5S automatically will give a good result towards Total Quality
Management. When the working place is in order all the task can be done in a short
period because all the materials, tools and equipments are placed accordingly. In
production or service, employers can produce a good product or service that require
by the customer wants and needs. The continuous improvement need to be updated
because to fix any error, defect and failure in production or service occurs. Finally,
when 5S system has been achieved, an recognition and reward need to be given to
the fellow workers where this method can measure and analyze the successfulness
attitude and hardworking attitude towards the 5S awareness on the quality of work
task in time due to the company goal and achievement.
118
REFERENCES
1. Ahmed, Moyassar I (1986). A Comparative Study Of Demings and Jurans

Trilogy Total Work : Changing The Quality Culture Toward Total Quality
Management: 101, 1, University of Mosul. Available at: http://www.iasj.net
[accessed 9 September 2013]
2. Anderson, Steawrt & Mitchell, Paul (2005). What Is 5S Really All About.
Point Of View, Kaizen Solution Inc. Available at:
http://www.kaizenimprovement.ca. [accessed 9 September 2013]
3. Gergova, Iva (2010). Warehouse Improvement With Lean 5S A case of

study Ulstein Verft As. LOG 950 Logistic, Master Degree Thesis.
Available at http://brage.bibsysmo//hsm. [accessed 10 September 2013]
4. Hernadevita, Ab. Rahman, Mohd Nizam & Md Deros, Baba (2012).

Implementation Of 5S and Total Quality Management (TQM) In Indonesian
In Indonesian SMEs. Jurnal Teknik Mesin, 6, 2. Availabe at:
http://ojs,polindg.ac.id/index.php/JTM. [accessed 10 September 2013]
5. Liu, Maggie L.Y. (2006). Library As Place: Implementation Of 5S System.

Journal Of East Asian Libraries, 139 , P.p.1 8
6. Ministry Of Health & Social Welfare (2009). Implementation Guideline For

5S-CQI-TQM Approaches In Tanzania. Foundation Of All Quality
Improvement Programme. Available at: http://ihi.eprints.org/id/eprint/1471
[accessed 11 September 2013]
119
7. Salem, Samira (2008). Continuous Improvement In Central American Work
Place (CIWCAW), Final Report. United State Agency International
Development (USAID). Available at: http://oecd.org.
[accessed 2 October 2013]
8. Silvarajo, Sarvin (2008). Quality Improvement Using 5S Concept In

Manufacturing Industry: Manufacturing Management. Faculty Of
Manufacturing Engineering, UTEM. Available at: http://library.utem.edu.my.
9. Total Quality Environment Management (TQEM) Framework Sustainability

(UK Novated & Principal Contractor). Thesis. Nottingham Trent University.
Available at: http://irep.ntu.ac.uk. [Accessed 4 October 2013]
10. Vot 71663 (2003). Total Quality Management (TQM) Advancement And
Critical Success Factor For Implementation In Manufacturing Small And
Medium Sized Enterprise (SMEs). Final Report For RMC, Short Term
Research Grant. Available at: http://eprint.utm.my//2626.
120
APPENDIX A: FINAL YEAR PROJECT POSTER
Figure 38: FYP Poster
121
APPENDIX B: EXAMPLE OF. QUESTIONNAIRE
FINAL YEAR PROJECT
UNIVERSITI KUALA LUMPUR
MALAYSIAN INSTITUTE OF MARINE ENGINEERING TECHNOLOGY
JALAN PANTAI REMIS ,
32200 LUMUT,
PERAK
The Contribution of 5 "S" towards Total Quality Management (TQM) Practices:
A case of study in MMHE, Pasir Gudang, Johor
Dear respected Sir/Madam/ Miss
This questionnaires is design to be applied for Final Year Project (FYP) research concerning three
level of management in your marine organization cover from Top Management, Middle Management
and Front Line Management. This questionnaires consist of fiver sections: Respondents General
Information, Company Information, Awareness of 5S Practices, Effectiveness of 5s in Practices and
Efficiency of Total Quality Management (TQM). It is appreciated to have your cooperation to
participate in this FYP research Questionnaire. The purpose of this research is to analyze The
Contribution of 5 "S" towards Total Quality Management (TQM) practices : A Case Study In MMHE
Thank you,
.. .
Al Majid B. Mohd Zain Ms. Ismila Che Ishak
Student: Final Year Project 2 Supervior/Lecture: Unikl MIMET
H/P: 014-7120670 / 018-2839036 H/P: 012-5906218
Email:jidkninne@yahoo.com Email: ismila@mimet.unikl.edu.my
122
SECTION A: PERSONAL GENERAL INFORMATION
(BAHAGIAN A : MAKLUMAT PERIBADI)
Instruction: (Arahan)
Please read carefully and CIRCLE or TICK the answer been provided that represent your
information.
(Sila baca dengan teliti dan BULATKAN atau TANDAKAN jawapannya telah disediakan yang
mewakili maklumat anda)
1. What is your current position in the company?

(Apakah kedudukan semasa anda dalam syarikat?)
a) Top Management: Managing Director, General Manager, Director

(Pengurusan Tertinggi: Pengarah Urusan, Pengurus Besar, Pengarah)
b) Middle Management: Sales Manager, Marketing Manager, Human Resources Manager,

Accounting Manage etc.
(Pengurusan Tengah: Pengurus Jualan, Pengurus Pemasaran, Pengurus Sumber Manusia,
Pengurus Perakaunan )
c) Front Line Management: Supervisor, Executive. Other..

(Barisan Hadapan Pengurusan: Penyelia, Eksekutif. lain-lain.)
2. What group of age are you in?

(Berapakah umur anda?)
a) 20 to 29 years old b) 30 to 39 years old c) 40 to 49 years old

(20 hingga 29 tahun) (30 hingga 39 tahun) (40 hingga 49 tahun)
d) 50 to 59 years old e) More than 60 years old

(50 hingga 59 tahun) (60 tahun ke atas)
3. What is your Gender?
a) Male b) Female
(Lelaki) (Perempuan)
4. Which is your highest education?

(Yang manakah merupakan pendidikan tertinggi anda?)
a) Phd b) Master c) Bachelor d)Diploma e) STPM, SPM Certificate
e) Other Certificate:...................
123
5. How many years you have been working with this company?
(Berapa lamakah anda sudah berkerja di syarikat ini?)
a) Less than 1 years old b) 2 to 4 years old c) 5 to 7 years old d) 8 to 10 years old
(Kurang dari 1 tahun) (2 hingga 4 tahun) (5 hingga 7 tahun) (8 hingga 10 tahun)
e ) More than 11 years old:
(11 tahun ke atas)
124
SECTION B: COMPANY GENERAL INFORMATION
(BAHAGIAN B: MAKLUMAT AM SYARIKAT)
information.
mewakili maklumat anda.)
1. How long is your company been established?

(Berapa lamakah syarikat ini telah beroperasi?)
(Kuramg dari 2 tahun) (3 hingga 5 tahun) (6 hingga 8 tahun) (9 hingga 11 tahun)
e ) More than 12 years old:
(Lebih dari 12 tahun)
2. What category of your company in?

(Kategori manakah syarikat anda?)
a) Private Company b) Government link company

(Syarikat Swasta) (Syarikat berkaitan dengan kerajaan)
3. How much employees this department have?

(Berapakah jumlah pekerja dalam jabatan ini?)
a) Less than 20 employees b) 21 to 50 employees c) 51 to 80 employees

(Kurang dari 20 pekerja) (21 hingga 50 pekerja) (51 hingga 80 pekerja)
d) 81 to 110 employees e) More than 110 employees
(81 hingga 110 pekerja) (Lebih dari 110 pekerja)
4. What is your company scope?

(Apakah skop syarikat anda?)
a) Shipbuildings Building, Construction, Maintenance and Repair

(Pembinaan Kapal Bangunan, Pembinaan, Penyelenggaraan dan Pembaikan)
b) Marine Fabrication c) Other:..

(Fabrikasi Marin) (Lain-lain..)
125
5. How long has the company implement 5S system in any department in the company?
(Berapa lama syarikat itu melaksanakan sistem 5S di mana-mana jabatan dalam syarikat?)
(Kurang dari 2 tahun) (3 hingga 5 tahun) (6 hingga 8 tahun) (9 hingga 11 tahun)
b) More than 12 years old:..

(12 tahun ke atas)
126
SECTION C: AWARENESS OF 5S PRACTICES AT MMHE
(BAHAGIAN C: KESEDARAN AMALAN 5S DI MMHE)
information.
mewakili maklumat anda.

1 2 3 4 5
1. 5S LEADERSHIP OF CEO AND MANAGEMENT (KEPIMPINAN & PEGURUSAN

DALAM 5S)
- Do the employer and employees have the 5S knowledge / Understanding/ Awareness of 5S

sytem ?
(Adakah pihak majikan dan perkerja mempunyai Pengetahuan/ Kefahaman / Kesedaran

Eksekutif dalam sistem 5S ?)
1 2 3 4 5
2. SEIRI (SORT/SISIH)
- Does all the unwanted item been removed from the premise, office, workplace etc ?
(Adakah barang-barang yang tidak digunakan mestilah dibuang dari pejabat atau tempat
kerja?)
1 2 3 4 5
3. SEITO (SET IN ORDER/SUSUN)
- Does all defects Product such as Rework, & Files been prevent from mix up together ?
(Adakah semua barang yang cacat seperti kerja semula dan fail di asingkan untuk
mengelakkan dari bercampur ?)
1 2 3 4 5
127
4. SEISO (SHINE/ CLEANLINESS/ SAPU)
- Does all the floor, wall, windows, toilet, or Change Rooms in working order and clean ?
(Adakah semua lantai, dinding, tingkap, atau bilik persalinan berada dalama keadaan teratur
& bersih ?)
1 2 3 4 5
5. SEIKETSU (STANDARDIZATION/SERAGAM)
- Does all the tools and equipment been Standardization/ Orderliness in the place that have
been provide ?
(Adakah pihak pekerja memyeragamkan penyimpanan alat-alatan di tempat yang ditetapkan

?)
1 2 3 4 5
6. SHISUKE (SUSTAIN/SELF DISCIPLINE/SENTIASA AMAL/DISPLIN DIRI)
- Does the Self- discipline awareness being use among the workforce?
(Adakah Displin diri diamalkan dikalangan tenaga kerja ?)
1 2 3 4 5
128
SECTION D: EFFECTIVENESS OF 5S PRACTICES
(BAHAGIAN D: KEBERKESANAN AMALAN 5S)
information.

1 2 3 4 5
1. 5S LEADERSHIP OF CEO AND MANAGEMENT (KEPIMPINAN & PEGURUSAN

DALAM 5S)
- Does the employers held a meeting once a month to make sure the effectiveness of 5S system
in every department ?
(Adakan pihak majikan mengadakan mesyuarat sebulan sekali mengenai penambahbaikan

system 5S dalam setiap jabatan ? )
1 2 3 4 5
2. SEIRI (SORT/SISIH)
- Does the red tag activity been easy to used to disposed unwanted item ?
(Adakah pengunaan tag merah mudah digunakam semasa mengasingkan atau melupuskan
barang-barang atau kerja-kerja lain ?)
1 2 3 4 5
3. SEITO (SET IN ORDER/SUSUN)
- Does the photographic evidence been display as an evidence of 5S system before and after in
each activity
(Adakah fotografik ditujukan sebagai bukti pelaksanaan dalam system 5S sebelum dan
selepas ?)
1 2 3 4 5
129
4. SEISO (SHINE/ CLEANLINESS/ SAPU)
- Does the storage of cleanliness equipments been restored to it place before and after work ?
(Adakah penyimpanan alatan pembersihan di simpan ditempat asalnya sebelum dan selepas
bekerja ?)
1 2 3 4 5
5. SEIKETSU (STANDARDIZATION/SERAGAM)
- Does all the signboard being labeled at dangerous and hazardous places according to 5S
system ?
(Adakah semua papan tanda ditempat berbahaya dilabelkan merujuk kepada sistem 5S ?)
1 2 3 4 5
6. SHISUKE (SUSTAIN/SELF DISCIPLINE/SENTIASA AMAL/DISPLIN DIRI)
- Does there were an evidence of regular training Programmes for all categories of Employees
following the 5S system before and after it been implemented ?
( Adakah semua bukti latihan ke atas semua kategori pekerja selepas dan sebelum sistem 5S di
perkenalkan ?)
1 2 3 4 5
130
SECTION E: EFFICIENCY OF 5S TOWARD TOTAL QUALITY MANAGEMENT
BAHAGIAN E: KECEKAPAN 5S TERHADAP PENGURUSAN KUALITI MENYELURUH
information.

1 2 3 4 5
1. Does the number of product/service defect, errors or failure

found by the customer been decreased ?
1 2 3 4 5
(Adakah bilangan produk yang cacat, silap atau gagal yang
dijumpai oleh pelanggan telah menurun?)
2. Does the customer satisfy with product or service that have
been provide to them ?
1 2 3 4 5
(Adakah pelanggan berpuas hati dengan produk atau servis
yang telah diberikan kepada mereka ?)
3. Does continuous improvement been made if any defect being
found in the product or service ?
1 2 3 4 5
(Adakah penambah baikan kepada produk ataupun service
dibuat sekiranya sebarang kesilapan atau kecacatan dijumpai ? )
4. Does the quality program make some improvement in the
company business performance in general ?
1 2 3 4 5
(Adakah program kualiti meningkatkan pencapaian syarikat
dalam perniagaan secara umumnya? )
5. Does the company develop a culture that emphasizes the
quality of the product or service ?
1 2 3 4 5
(Adakah pihak syarikat menekankan kualiti dalam penghasilan
produk ataupun servis yang diberikan ? )
6. Does the employees satisfaction increase due to the recognition
and reward that have been given to the them ?
1 2 3 4 5
(Adakah pekerja berpuas hati dengan pengiktirafan dan
ganjaran yang diberikan kepada mereka ?)
7. Does the employees and employer increase when the quality
improvement increases?
1 2 3 4 5
(Adakah kecekapan pihak majikan dan pekerja meningkat
selepas berlakunya penambahbaikan dalam kualiti ? )
8. Does the purchasing process from the supplier improve after the
quality improvement ?
1 2 3 4 5
(Adakah proses pembelian bahan dari pihak pembekal
bertambah baik selepas penambah baikan kualiti dibuat? )
131

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CHAPTER 1

This chapter covers the introduction research background, problem statements,

1.1 Research Background

The contribution of 5s towards the Total Quality Management Practice is the

Although the 5S is originated in the manufacturing environment, it is

Many companies understand TQM is necessary to remain competitive,

(Osada, 1991) 5S is originated from the Japanese Concept of Workplace

Meaning: To distinguish between necessary and unnecessary items and to

2. Seition Set in Order

Activity: An innovative visual management need to be implemented followed by.

Success Indicator: Increase in the 5S indicators.

Meaning: Everyone sticks to the rule and make it as a good habit.

Activity: When the participation of everyone is involved in developing good

Using a three-words definition, Wilkinson and Wither (1990) defines TQM as

Berry (1991), defined TQM process as a total corporate on meeting

(American Associate of Port Authorities, 2012) Defined Maritime to

1.3 Problem Statements

Focuses on 5S practices towards TQM in maritime industry. It is also to

1.4 Research Objectives

The objectives of the research are:

1. To determine the awareness of 5S practices at MMHE

3. To identify the efficiency of 5S practices towards Total Quality Management

1. Are there any awareness of 5S practices at MMHE ?

1.6 Significance of the research

Furthermore, it is also help to improve the implementation of the 5s towards

1.7 Scope of the Research

This research is conduct at Johor Bharu which focuses on maritime industries

1.8 Limitation Of Research

1.9 Organization Of Chapter

In this chapter it reviewed about the background of research that is a

2.0 LITERATURE REVIEW

(Stewart Anderson, 2005) The Five Ss :

The seconds method in 5S is Set. It means to organize all the order in an

The third method is Shine. It is usually be estimated by cleaning work or

2.2 Total Quality Management Philosophy And Principle

(Vot 71663, 2003) In TQM philosophy covers all concept of

Figure 1 shows the step on how to achieve higher profit by

TQM needs to be established by use the cultural transformation that

Management leadership and commitment

Management Leadership and Commitment

The transformation to world class quality is not possible without committed

Some of the principle and practices of TQM refers to among any

Continuous improvement of the system and processing in any

Figure 2: The Stages of Continuous Improvement (Saylor, 1992)

If TQM is aimed at anything; it is aimed at winning and keeping customers

Customer satisfaction is needed in an organization where the quality can be

At the heart of TQM is the concept of intrinsic motivation. Empowerment

Employee involvement is a step for empowering member of an organization

Training and Education

Specialize job skills must be given and doing it step by step to

Reward and Recognition

For workers to do quality work, they must be managed in a way that

Reward and recognition should be appropriated to the situation by

The fundamental of TQEM has been recognized that pollution, irrespective

2.4 Lean Thinking

4. Establish Pull changing of the production to the customer want and

6. Implementation a plan-do-check-act (PDCA) improving the framework to get

8. Attach the improving activities at the edge of perspective in the whole

The lean principle helps any organization or industry to improve the

2.5 Toyota Production System

2.7 Juran Trilogy

(Dr.Moyassar I. Ahmed, 2011), Based on the Juran Triology, it was accepted