An empirical study of 5s in Philippine manufacturing companies: The link to product quality and efficiency

Date of Publication

1998

Document Type

Dissertation

Degree Name

Doctor of Business Administration

Subject Categories

Manufacturing

College

Ramon V. Del Rosario College of Business

Department/Unit

Management and Organization

Thesis Adviser

Pablo F. Mangaran, Jr.

Defense Panel Chair

Herminia R. Fajardo

Defense Panel Member

Antonio V. Concepcion
Samuel R. Wiley
Patricia L. Lontoc

Abstract/Summary

This study seeks to examine whether the 5s program implemented in the local manufacturing companies results in the attainment of increased product quality and production efficiency.This study used the survey method of research. In-depth surveys using questionnaires were conducted in 35 manufacturing companies practicing the 5S program, from the initial 84 companies identified allegedly practicing 5S. This was followed by personal interviews with key individuals who played significant roles in the implementation of 5S representing a particular company.Respondents were grouped according to industry classification. Responses to questionnaires were consolidated, processed and analyzed. Descriptive statistics as percentage, frequency, quantitative distribution, and statistical tests as test of proportions and binomial tests, factor analysis, cluster analysis, and discriminant analysis were utilized to facilitate interpretation and analysis of the results of the study.From the findings, the following conclusions were drawn: 1) The implementation of the 5S program in local manufacturing companies has resulted in an improvement in productivity and product quality. Product quality is more a function of the Shitsuke level of difficulty and the Seiton accomplishment level. 2) Total quality management (TQM) and 5S are closely-linked and complimentary techniques. While 86 percent of the respondents practiced TQM, the companies who did not still specified that 5S was the necessary foundation for TQM.

3) Work culture and attitude, sustaining the program, and getting employee cooperation and participation were the most common problems encountered in 5S implementation. The 5S program becomes more difficult as a company progresses from one step to the next. 4) The success factors in 5S implementation are management support, grass roots/employee participation, education and training, open communication, full-time leadership, and formal structure. As seen in the discriminant analysis results, Seiketsu and Shitsuke steps are crucial factors for success in increasing product quality. 5) There exists a Filipino adaptation of the 5S program, with 60 percent of the respondents acknowledging Filipino characteristics in their programs. It also appears that the absence of a Filipino adaptation in a 5S program may result in failure, since 75 percent of the companies who indicated the ineffectiveness of their 5S program did not have a Filipino version. 6) Being ISO-certified or being in the process of ISO certification enhances the chances for success for a company implementing the 5S program. Five of the six cases where 5S proved ineffective in either product quality or efficiency increases were companies who were either not ISO-certified or were in the process of ISO certification. Furthermore, over 90 percent of companies with ISO connections exhibited effectiveness results in both product quality and efficiency indicators.

Abstract Format

html

Language

English

Format

Print

Accession Number

TG02784

Shelf Location

Archives, The Learning Commons, 12F Henry Sy Sr. Hall

Physical Description

170 leaves ; Computer print-out

Keywords

Quality of products; Quality circles; Management--Japan; Industrial efficiency; Manufacturing processes

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