5s in Tabung Haji Malaysia

1.0 Introduction

1.1 Background of Tabung Haji Malaysia

Tabung Haji (TH) is associated with the concept of Islam as “Addeen” that is religion of “here and after”, all worship that is make by Allah s.w.t give benefit here and after. For increasing more on services and facilities for future pilgrim. In 1969 Tabung Haji was established under act 8, act of Lembaga Urusan and Tabung Haji 1969 for proposed of enable Muslim to save gradually to meet the expenses so that they can perform pilgrimage, or other useful expenditure, enable Muslim through their saving to take part more effectively of investment by way of lawful in Islam, to provide protection, control and welfare of the pilgrims who perform pilgrimage with various facilities and services.

Besides that, at Tabung Haji also have their vision and mission. Vision at Tabung Haji is pillars of the economic success of the “ummah”; management famous pilgrimage. The mission at Tabung Haji is achieving the vision of TH, that committed to the strengthening the “ummah” economy, actively seeking global and regional strategic investment for sustainable growth, mobilizing and enriching the depositor capital, providing continued excellent service, facilitated and improved towards “haji mabrur”, and provide returns, “halal” and “toyyiban”.

2. Background of Tabung Haji Malacca

Tabung Haji open its first branch in Malacca on 1st Jun 1973 at business lot building in Bangunan Guru-Guru Melayu at Jalan Hang Tuah with only two employees. In Mei 1980 TH was construct a building three storey with the total expenses RM4, 163, 836.00. TH Malacca was officially opened on 28 October 1981 by Y.A.B Encik Mohd bin Haji Mohd Adam Chief Minister of Malacca that time. Until now TH Malacca has three offices (including TH state office) and three TH mini offices all over Malacca.

1.3 Quality Philosophy of Tabung Haji Malacca

At TH Malacca, they has philosophy that their practices. It is M.I.M. For word M stand for “Mesra” that is establish ties with a sincere and effective intimacy. Word I stand for “Iltizam” that the accurate determination continuously to meet customer needs in a transparent manner, and word M stand for “Mulia” that improving and continuing the work in glorious quality to customer.

4. Understanding 5S

The 5S Process, or simply "5S", is a structured program to systematically achieve total organization, cleanliness, and standardization in the workplace. A well-organized workplace results in a safer, more efficient, and more productive operation. It boosts the morale of the workers, promoting a sense of pride in their work and ownership of their responsibilities. "5S" was invented in Japan, and stands for five (5) Japanese words that start with the letter 'S ' that is Seiri, Seiton, Seiso, Seiketsu, and Shitsuke. Seiri is the first step of the "5S" process, seiri, refers to the act of throwing away all unwanted, unnecessary, and unrelated materials in the workplace. People involved in Seiri must not feel sorry about having to throw away things. The idea is to ensure that everything left in the workplace is related to work. Even the number of necessary items in the workplace must be kept to its absolute minimum. Because of seiri, simplification of tasks, effective use of space, and careful purchase of items follow. Seiton, or orderliness, is all about efficiency. This step consists of putting everything in an assigned place so that it can be accessed or retrieved quickly, as well as returned in that same place quickly. If everyone has quick access to an item or materials, work flow becomes efficient, and the worker becomes productive. The correct place, position, or holder for every tool, item, or material must be chosen carefully in relation to how the work will be performed and who will use them. Every single item must be allocated its own place for safekeeping, and each location must be labeled for easy identification of what it 's for. Seiso, the third step in "5S", says that 'everyone is a janitor. ' Seiso consists of cleaning up the workplace and giving it a 'shine '. Cleaning must be done by everyone in the organization, from operators to managers. It would be a good idea to have every area of the workplace assigned to a person or group of persons for cleaning. No area should be left unclean. Everyone should see the 'workplace ' through the eyes of a visitor - always thinking if it is clean enough to make a good impression. Seiketsu is the fourth step of "5S", or seiketsu, more or less translates to 'standardized clean-up '. It consists of defining the standards by which personnel must measure and maintain 'cleanliness '. Seiketsu encompasses both personal and environmental cleanliness. Personnel must therefore practice 'seiketsu ' starting with their personal tidiness. Visual management is an important ingredient of seiketsu. Color-coding and standardized coloration of surroundings are used for easier visual identification of anomalies in the surroundings. Personnel are trained to detect abnormalities using their five senses and to correct such abnormalities immediately. Shitsuke is the last step of "5S", Shitsuke, means 'Discipline. ' It denotes commitment to maintain orderliness and to practice the first 4 S as a way of life. The emphasis of shitsuke is elimination of bad habits and constant practice of good ones. Once true shitsuke is achieved, personnel voluntarily observe cleanliness and orderliness at all times, without having to be reminded by management.

2. Implementation of 5S at Tabung Haji Malacca

2.1 5S Policies In ensuring the accomplishment of the organization objectives, Tabung Haji has come up with the strong policies. These policies are said to strengthen the work environment to become more conducive, comfortable and suit with the organization’s goals. The policies are focus in extracting energy and mind globally, towards harmony environment that will bring to the increase in productivity. These policies have been made as a principle or rule to guide decisions and achieve rational outcome to employees at Tabung Haji. These policies are designed and adopted by the Chairman of 5S, Haji Abd Shukor Bin Jangga where as procedures or protocols would be developed and adopted by all employees.

2.2 Objective of 5S Practices in Tabung Haji

Tabung Haji’s 5S objectives is mainly focus on maintaining the organization’s core competencies.

The first objective of 5S practices in Tabung Haji is creating a clean, beautiful, and comfortable work environment. Clean, beautiful and comfortable work environment can be defined as having the tidiness of the workplace, whereby all chairs, desks and other facilities that will be used by the employees are in the proper places and zero dusts if can be achieved. This clean, beautiful and comfortable workplace environment will benefits and motivate employees to work harder and feel happy to come to work. This new environment will increase the productivity of the company.

The second objective of 5S practices in Tabung Haji is creating an employee appreciate the excellent work culture and values of work ethics in Islam. As we all know Islam conscious on the cleanliness, tidiness, and standardization and so forth, so with the 5S implementation, Tabung Haji is said to be on the right track to transcend their work environment following the value in Islam. In addition, the Islamic view of work and ethical considerations are fair and justice in action.

The third objective of 5S practices in Tabung Haji is practicing on the concept of hygiene and practice of discipline and good morals among the members of Tabung Haji. The concept of hygiene is a must in ensuring the cleanliness of the workplace and the employees. Other than that, 5S can really develop discipline and good moral of employees because they have to practice the daily routine and information on the progress of implementation from time to time. For instance, 30 minutes before the office hours every employee is required to do 5S practices at their own workplace.

The forth objective of 5S practices in Tabung Haji is changing the qualitative nature of human thought and behavior to increase productivity and develop good work habits. The nature of human thought must be changed in order to create excellent employees. For instance, from the bad to better, from lazy to hardworking, from late to fast and so on so forth. With the conscious of the best practices and the discipline routine, employees can be developed into the high level of job performance.

2.3 5S Practices at Tabung Haji

This concept of hygiene practices refer to the tidy and clean work environment based on the following principal “TEMPAT UNTUK SEMUA DAN SEMUANYA DI TEMPATNYA “. It means that there should be a place for everything and everything should be in its place. The place for each item should be clearly labeled or demarcated. Items should be arranged in a manner that promotes efficient work flow. Workers should not have to repetitively bend to access materials.

2.4 Implementation 2.4.1 Organization Chart

Organization chart of 5S is led by the Deputy Director of State which is Haji Abd Shukor Bin Jangga .It comprises of 37 employees from 64 employees of Tabung Haji Melaka as a whole.

3 5S (Seiri, Seiton, seiso, Seiketsu, Shitsuke)

Sorting (Seiri)

Eliminate all unnecessary tools, parts, instructions. Go through all tools or materials in the plant and work area. Keep only essential items. Everything else is stored or discarded. For example, they discard all the unnecessary things such as unuseful boxes, plastic bags, and keep just the necessary needs.

Straightening or Setting in Order / stabilize (Seiton) There should be a place for everything and everything should be in its place. Items should be arranged in a manner that promotes efficient work flow. Workers should not have to repetitively bend to access materials. Each tool, part, supply, piece of equipment, is kept close to where it will be used. Seiton is one of the features that distinguish 5S from "standardized cleanup". This phase can also be referred to as simplifying. In Tabung Haji, they label the lamp and switch lamp. They are also label the wheelchair place for disabled person. They label their files and usually the time to get the files is within 1 minute but the file must be recognized first.

Sweeping or Shining or Cleanliness / Systematic Cleaning (Seiso)

They also keep the workplace tidy and organized. At the end of each shift, clean the work area and be sure everything is restored to its place. This makes it easy to know what goes where and ensures that everything is where it belongs. The key point is that maintaining cleanliness should be part of the daily work and not an occasional activity initiated when things get too messy. For example, usually the employees clean their own place. Before they get to work, 30 minutes before the office hours the employees are required to do the 5S practices in their own workplace.

Standardizing (Seiketsu)

Everyone know exactly what his or her responsibilities are for adhering to the first 3 S 's. Maintain and review standards. Once the previous 4 S 's have been established, they become the new way to operate. Maintain focus on this new way and do not allow a gradual decline back to the old ways. While thinking about the new way, also be thinking about yet better ways. When an issue arises such as a suggested improvement, a new way of working, a new tool or a new output requirement, review the first 4 S 's and make changes as appropriate. In Tabung Haji, they standardize the system of name tag whereby all employees have their own name tag on the desks. In addition, all desks are facing to the doors, so that the employees will be alert to the incoming customers and will always be ready.

Sustaining the discipline (Shitsuke)

Their staff also maintain the discipline and review standards an around their organization. Maintain the discipline focus on this new way and do not allow a gradual decline back to the old ways. When an issue arises such as a suggested improvement, a new way of working, a new tool or a new output requirement, review the first 4 S 's and make changes as appropriate. For example, they held a meeting 1 time in 3 months. They also do the 5S auditing I time in 3 months.

2.4.3 Training, activity and regular checking

Before the implementation of this program, every employees are given the training about 5S, from time to time and Tabung Haji provides the further training and practices at the office as the training ground. This training will motivate the team members of 5S to implement this in the organization so that the team members are encourage and can be adopted with their daily life. They have a regular checking once in 3 month. Tabung Haji also does the 5S auditing whereby the internal members will do the auditing session once in 3 months. This will ensure that the 5S is progressing and consistently practised in Tabung Haji. They also has done the recent activity such as gotong royong and spring cleaning in the middle of July, 2010. With this activity Tabung Haji continues to improve from time to time in adopting 5S.

3. S.W.O.T Analysis at Tabung Haji

SWOT analysis is a strategic planning method to evaluate Strengths, Weaknesses, Opportunities and Threats. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieve that objective. The technique is credited to Albert Humprey, who led a convention at Stanford University in the 1960s and 1970s using data from Fortune 500 companies.

3.1 Strength At Tabung Haji, the strength that has been identified is the:

a) Willingness of the staff to change. According to Zul Bin Omar(Head of the Training Group), the staff of Tabung Haji are willing to co-operate with the management in order to implement the 5S practices. For example, the staffs are willing to spend 30 minutes before and after work to clean up their desk according to the 5S specifications (Seiton).

b) Good management system from the management. The management seems to know what they are doing and can motivate the worker to works towards achieving the 5S standards. For example, the 5S corner is created in order to spread the info about the 5S.

c) Have a good relationship with other organization that implemented 5S. According to Haji Zul, he has done a survey and research on how an organization implements their 5S that is Tenaga Nasional Berhad, Bandar Melaka. Tabung Haji also had sent their staff for training and thus creates a knowledgeable staff about 5S.

1. Weaknesses a) Paperwork and bureaucracy. It is because in the pilgrim seasons, lot of paperwork that need to be checked manually due to lack of technology filing system. Thus, it will be a little mess up to the staff.

b) Work Cycle

The other weaknesses are that many of their staff has been transferred. Thus, Tabung Haji has lost some of their knowledgeable and skillful workers.

3.3 Opportunity a) Support from the state government. The governments are supporting Tabung Haji in training and providing their department as a role model to them.

3.4 Threats a) Competitors many competitors that are also providing the same service to the pilgrims such as Muhammadiyah travel and tour, Macro One international or Wira Saujana Travel and Tour.

4.0 Findings

The findings that we have discovered is that at Tabung Haji, the work environment are cleaner, tidier and are in order. The use of the office space is also more efficient. It is because the office equipments are organized and intelligently used of space. The pathways are also cleaner and spacious.

By implementing 5S, Tabung Haji save its time on files searching. According to Haji Abd Shukor(Chairman of 5S practices), they took about 1 minute to get a file from the file room. The labelling in their file room makes them easier to search for files.

It can also increase the life time of the office hardware. For example, 5S practices discourage dust build up at the office hardware such as computer and printer. It is because dust built up can harm the internal part of the computers

5. Recommendation

Our recommendation to the Tabung Haji is to clarify more clearly about the staff task about the 5S by creating manual book. The book can be as guidance to the employee to practice the 5S. Another recommendation is to make more collaborative events so that the employees are exposing to the 5S practices. It can also increase their motivation and their spirit of teamwork.

6. Conclusion

The 5S practices have increased the quality of service and more efficient to the customer. The 5S practices also have create a better work environment that are cleaner, tidier, organized and comfortable and also set the employee heart and mind at ease. Besides, it is parallel with Islam teachings that encourage us to be tidy and clean, all the time.

References

Book: Evans/Lindsay(2008).The Management and control of quality.(7th ed), international student edition, South Western, USA.

Websites: http://en.wikipedia.org/wiki/SWOT_analysis http://en.wikipedia.org/wiki/5S_(methodology) http://www.docstoc.com/docs/4134475/What-are-the-5s-implemented-steps http://www.systems2win.com/solutions/5S.htm http://www.docstoc.com/docs/6522039/5S-Audit-Checklist http://www.docstoc.com/docs/6522039/5S-Audit-Checklist http://www.implement-lean-manufacturing.com/5S-audit.html

Interviewee: Haji Abd Shukor Bin Jangga (Deputy Director of Tabung Haji, Chairman of 5S Practices) Haji Zul Bin Omar (Leader of Training Group)

Appendix

Seiri/ Sort
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Seiton/ Set in order
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Seiso/ Shine
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Seiketsu/ Standardise
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Shitsuke/ Sustain
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KUMPULAN AMALAN 5S

PENAUNG
HAJI SHARIFF BIN HAJI ENDUT

PENGERUSI AMALAN 5S
HAJI ABD SHUKOR BIN JANGGA

KUMPULAN PROMOSI
HAJI ISNIN BIN AMAN (KETUA)
HAJI MUHAMAD RAHMAD BIN OMAR
HJ MOHAMAD RAZIQ B. OTHMAN

CARTA ORGANISASI AMALAN 5S
TH NEGERI MELAKA

KETUA PASUKAN KERJA
HAJI ZUL BIN OMAR

SETIAUSAHA
ENCIK RIWAN BIN SALIM

KUMPULAN AUDIT
HAJI MOHD SHARIF BIN MAHAD (KETUA)
HAJAH NORMALA BINTI HUSAIN
HAJI RAMDAN BIN SAHAT

KUMPULAN LATIHAN
HAJI ZUL BIN OMAR (KETUA)
HJH SHAMSURIAH BT HASIM
HAJAH SUFLY ERIYANTY BINTI HARON

KUMPULAN SEMANGAT

HJ AMINNUDEEN B. HUSEIN (KETUA)
PN. NORHAMI AYU BT MOHD SAAD
HJ MOHAMAD RAZIQ B. OTHMAN
HJH SHAMSURIAH BT HASIM
ENCIK RIWAN B. SALIM
HJ. Y.NURHISAM B. ABU BAKAR
ENCIK MOHD ZAKI B. ABD RAHMAN

KUMPULAN ILTIZAM

HAJI HANIFF B. SULAIMAN (KETUA)
HAJAH ASPAYA BT HARON
HJ MOHAMAD ZALEHAN B. ABD MANAN
HAJAH SUFLY ERIYANTY BT HARON
HAJI BASIRON BIN BABA
ENCIK SHAMSUDDIN B. CHE’MAT

KUMPULAN CERGAS

HJ. RAMDAN B. SAHAT (KETUA)
ENCIK ROHAIZAT BIN HAMZAH
ENCIK ABDUL HADI B. NORHAN
SARJAN ZAINAL BIN ISA
ENCIK MD YUNUS B. ZAKARIA

KUMPULAN USAHA

HAJI MOHD SHARIF BIN MAHAD (KETUA)
HJH NORMALA BT HUSSIN
HJH SAFIAH BT HASIM
HJ MUHAMAD RAHMAD B. OMAR
KPL HAJI HAMZAH B. RIBAH

References: Book: Evans/Lindsay(2008).The Management and control of quality.(7th ed), international student edition, South Western, USA.