Bbgo410 630414115358 organisational_behaviour

BBGO4103

ORGANISATIONAL BEHAVIOUR

NAME: WAN RABWAH BINTI WAN HASSAN

MATRIC No: 630414115358001

COURSE: BIM

SEMESTER: JANUARY 2011

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TABLE OF CONTENT

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PARTICULARS PAGES

1 1.0 Introduction

1.1.1 Background Training Centre UiTM

1.1.2 Objective Training Centre UiTM

1.1.3 Mission Training Centre UiTM

1.1.4 Insights Training Center UiTM

1.2 Background of 5S Group

1.3 Explanation of 5S Group

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2 2.0 Group Behavior Model

2.1 External Conditions Imposed on The Group

2.1.1 The 5S Group Strategy

2.1.2 Group Selection Process

2.1.3 Performance Appraisal and Reward System for 5S

group

2.2 5S Group Structure

2.2.1 Formal Leadership

2.2.2 Group Roles and responsibilities of 5S Group

2.1.1 Group Status

2.3 5S Group task

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3 3.0 Standard Evaluation of 5S Group 15

4 4.0 Findings

4.1 The 5S group regarding workgroup performance and satisfaction.

4.1.1 Key Performance Indicators (KPI) 4.1.2 5S Cultural Strengths

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5 5.0 Conclusions and Recommendations

5.1 Conclusion

5.2 Recommendations

5.2.1 Remove Barriers to Team Productivity

5.2.2 Dramatically Increase Focus, group work and

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Satisfaction

5.2.3 Effective Communications and work habits

6 6.0 References 18

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1.0

Introduction

1.1 Background Training Centre UiTM

Registrar's Office has been established by the UiTM to perform duties of the Registrar in

accordance with the provisions of Section 21, Act 173 and amendments. The

implementation of this capacity is to realize its vision, mission and objectives through the

achievement of the objectives of UiTM Registrar's Office as follows:

    * To provide qualified staff UiTM based service schemes that are effective;

    * Improve staff competence through training and program UiTM Human resource

development;

    * To manage the affairs of the service staff in line with UiTM UiTM policies and

regulations and the Government of Malaysia

    * Maintain records of students & graduates from UiTM accurate and updated;

    * Maintain records are easily refer UiTM;

    * Implement the security of life and property in UiTM

    * Provide support services UiTM Shah Alam is customer friendly

1.1.1 Objective Training Centre UiTM

    * The first public training center providing training and preparing projects that meet

the needs of organizations and customers with the most minimal cost.

    * Human resource development through projects on integrated training.

    * Trying to help the organization through appropriate training projects through internal

expertise.

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1.1.2 Mission Training Centre UiTM

Build and develop a more skilled management through systematic training and projects to

meet the needs of organizations and customers.

1.1.3 Insights Training Center UiTM

Making a Human Resource Development Centre UiTM and meet customer needs.

1.2 Background of 5S Group

5S Group was established on July 27, 2010 with the appointment of Ms. Salina Jaafar as the

coordinator and assisted by Mr.. Rosly Md. Desa as an Assistant Coordinator. 5S Committee also

comprises a total of eight staff members who represent the units in the Training Centre UiTM.

First meeting was held on August 10, 2010.

5S Training Centre UiTM movement was launched on February 3, 2010 by the Registrar of the

Honorable Dr. UiTM. Hajah Zahrah Bt. Mokhtar. At that time, UiTM Training Center is divided

into five zones as follows:

1. Diamond Zone - General Zone: Adam Ahmad Bin Rusli

2. Gold Zone - General Zone: Azahari Bin Ahmad

3. Crystal Zone - General Zone: Bin Mohd Zahid Mohd Zaiafzanizam

4. Topaz Zone - General Zone: Shahrul Nizam Bin Mohd Azba

5. Emerald Zone - General Zone: Roslan Bin Abdul Hamid

Initially, the Quality Movement 5S Training Centre UiTM has been guided by Mr.. Bin Ehsan

Amin of the Registry Unit Office of Quality . A total of two courses were held with him as

follows:

1. 5S Course Series 1 to 11 to 12 December 2010

2. 5S Course Series 2 to 28 to 30 December 2010

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1.3 Explanation of 5S Group

5S Group is a management approach that was pioneered by the Japanese industries to create a

workplace environment that is comfortable, clean and safe. 5S aims to create a quality work

environment in a systematic and practical. 5S practice is effective to improve the quality of

service, reduce costs and simplify work processes. 5S practice is efficient, effective and

consistent will add value to the corporate image department / agency as a whole.

Implementation of 5S had a big impact the departments and staff. 5S is not only affecting the

office environment but also to other quality aspects such as quality of work and personal

qualities staff. The impact of this 5S broken down into four main categories:

i) a conducive environment, quality and safety. 5S have made a better office environment

conducive, comfortable, fun and interesting. This will be give encouragement to members feel

UiTM excited and eager to work. In addition, customers and visitors that the department would

deal feel comfortable and calm when in office. 5S also been made in the office environment

better quality and safety for staff and customers. This happens when all the equipment and

machines are in place organized and orderly besides maintenance of related equipment security

is maintained with the schedule.

ii) Accelerate the task. Improving the quality of this work covers all aspects of staff work,

particularly to achieve a file and equipment. This access time reduction has been successful

improve productivity and quality of staff work and departments, especially in terms of file

management / docket and access to equipment / supplies. By using 5S concept in the whole

family (Sort) file and docket management is more efficient, systematic and safe.

iii) To reduce wastage. The 5S done a lot of waste managed in departments such as reducing the

wastage of time and reduce wastage of money by the Department of implementing 5S in the File

Management System Department. It also can reduce waste seek time and cost of replacing the

file / device stationery / equipment that cannot be detected or lost.

iv) The staff of quality, creativity and excellence. Effects in before this, a conducive

environment, quality and secure, and accelerate tasks to reduce waste also contribute

significantly to staff. 5S managed to grow and increasing positive values in the self-employee as

responsible, creative and innovative, disciplined, teamwork, pride and affection department to

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the department. This is because the 5S involving all staff and this practice is always should be

practiced.

There is significant moderate relationship between 5S practice and work achievement among

staffs. Generally, if the 5S practice is concentrate therefore the work achievement will increase.

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2.0

Group Behaviour Model

2.1 External Conditions Imposed on The Group

Groups are a subset of a larger workplace consisting of the following:

2.1.2 The 5S Group Strategy is as follows:

5S is a manufacturing philosophy that focuses on workplace organization, cleanliness and

standardization of work procedures. It is usually applied in conjunction with lean

manufacturing strategies. 5S is a simple set of techniques that remove waste from a work

environment through better workplace organization, visual communication, and general

cleanliness. The elements of 5S are defined as:

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Sort

Set in Order

Shine

Standardize

Sustain.

5S is intended to simplify the work environment, reduce waste, and reduce non-value

activity while improving quality efficiency and safety.  Because each of the five pillars

begins with S, this method was named 5S.

(a) Sort (Seiri)

The first S focuses on eliminating unnecessary items from the workplace. An effective

visual method to identify these unneeded items is called red tagging. A red tag is placed

on all items not required to complete your job. These items are then moved to a central

holding area. This process is for evaluation of the red tag items. Occasionally used items

are moved to a more organized storage location outside of the work area while unneeded

items are discarded. Sorting is an excellent way to free up valuable floor space and

eliminate such things as broken tools, obsolete jigs and fixtures, scrap and excess raw

material.

(b) Set In Order (Seiton)

This is the second S and focuses on efficient and effective storage methods. This includes

painting floors, outlining work areas and locations, using shadow boards, and modular

shelving and cabinets for needed items such as trash cans, brooms, mop and buckets. This

step improves the appearance of the work environment and improves morale.

(c) Shine(Seiso)

The next step is to thoroughly clean the work area. Daily follow-up cleaning is necessary

in order to maintain a  clutter-free workplace and desirable environment. Workers take

pride in a clean and clutter-free work area and the effort helps create ownership in the

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equipment and facility. It is much easier to identify potential problems when the area is

clean.  Workers begin to notice changes in equipment and facility location such as air, oil

and coolant leaks, repeat contamination and vibration, broken, fatigue, breakage, and

misalignment. These changes, if left unattended, could lead to equipment failure and loss

of production.

(d) Standardize: (Seiketso)

Once the first three 5S's have been implemented, next step is  to concentrate on

standardizing best practices in the  work area.

(e) Sustain: (Sitsuke)

Sustain focuses on sustaining a new workplace paradigm and standard of work place

organization.

2.1.3 Group Selection Process

The 5S group of five was formed in Uitm Training Centre where each group is headed by

a coordinator of a group and each group is driven by a team leader and team members

who are appointed by management.

2.1.4 Performance Appraisal and Reward System for 5S group

The third key is to measure 5S performance in each work area and set up a reward system

to reward teams that achieve 5S success.  Organizations that have successful 5S programs

measure their performance through weekly audits using checklists and score sheets. 

Results of the audits are posted in public areas.  This creates an atmosphere of friendly

competition and will help to instill pride in the teams you’ve set up.  This measurement

and competition should be combined with a reward system; most successful

organizations offer monthly or quarterly rewards for their teams in various 5S categories. 

The rewards can range from movie tickets to cash bonuses.

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2.2 5S Group Structure

From the above group structure shows its respective structure that shapes the behavior of their

members and makes it possible to explain and predict a large portion of individual behavior

within the group as well as the performance of the group itself. Group structure includes:

2.2.1 Formal Leadership

Nearly all work group have a formal leader. In the 5S group above it is headed by

Advisor. He plays an important role in the success of the group.

2.2.2 Group Roles and responsibilities of 5S Group is as follows:

a) The Committee Parent Guide.

Determining the goals and direction for implementation of 5S.

- Ensure the implementation plan.

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- Determine budget or financial resources.

- Establish policies, regulations, guidelines implementation.

- Setting the system of awards and rewards.

- Monitor / evaluate the progress of implementation.

- Monitor progress of program

b) Admin.

- Scheduling of meetings of the Steering Committee.

- Coordinate the 5S program.

- Report on progress and status of implementation of 5S.

- Disseminate the latest information in the course of the 5S program

c) Organization.

- Keep records and minutes of meetings of major.

- To assist the management of promotional activities, training and audit.

d) Facilitate (6 men, one from each unit).

- Coordinate / monitor the 5S team under his supervision.

- Assist the Implementing Committee as job promotion, training and audit.

- Getting the support and recognition from his superiors for the good of 5S.

- To help provide the data or information about the practice of 5S.

- Assess / update the 5S program during the course of time.

- Monitor / discussions as well as give encouragement to the 5S every time.

e) 5S Group - General Group (17 persons, one from each group).

- Provide training to members / employees.

- Conduct a short meeting (15-30 minutes) once a week, talking about the

performance practice of 5S.

- To encourage members to provide ideas in meetings.

- Establish rules / discipline groups to be observed by all members of the

group.

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f) Members of the Group (all employees)

- Attend meetings and provide an ongoing commitment to be held.

- Participate 5S active all the time.

- Cooperation and always gives an idea of the group.

- Responsible for improving the work place all the time.

- Establish harmony among the members.

 - Understanding of all actions and is able to make a presentation about the

achievement of group activities 5S practices.

g) Training Committee (Chairman and Members of the Committee).

- Provide planning and execution of training activities on an annual basis.

- To be the secretariat to all the 5S training session.

- Ensure that all staff receives adequate training.

h) Promotion Committee (Chairman and Members of the Committee).

- Provide planning and execution of promotional activities 5S.

- Identify activities and promotional campaigns to promote awareness and

participation of members.

- Analyze the effectiveness of promotional activities have been

implemented.

- Provide incentives to the team that reached the level of excellence.

i) Audit Committee (Chairman of the Audit and Auditors).

- Provide internal audit criteria 5S.

- Determining the frequency of internal audit activities 5S.

- Provide reports and analysis, internal audit results 5S.

- Review the internal audit criteria from time to time as necessary.

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2.2.3 Group Status

Group status is socially defined position or rank given to groups or group members by

others. Awarding of status can influence the behavior of groups. Whenever there is

inequality in status among members of the group, the productivity and an individual’s

desire to continue staying with the group will be affected. Groups usually reach a

consensual agreement on the status and the position of individuals in a group.

2.3 Group Task

The 5S is a group of 5-10 workers who worked at the place, time, type of work, the same

products and services. They can interact with ease while performing daily work without

any restrictions and problems.

(a) The 5S group tasks Committee is the formation of the following purposes:

Provide guidance and coordinate all activities 5S.

To increase the participation of all levels of the Uitm Training Centre.

Develop a continuous improvement program.

(b) Responsibility for implementing these practices is comprehensive and each member

must carry out their respective roles. The Structure of 5S Implementation of UiTM

Training Centre of the Steering Committee on the Management and Executive

Committee comprising the project coordinator, Facilitators, Group Head, Group

Member, Campaign Committee, Training Committee and the Audit Committee.

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3.0

Evaluation

3.1 UiTM Training Centre officers are appointed by top management for carrying out the tasks of planning, perform the audit and report all the audits finding and is independent of the team activities being audited.

3.2 Audit of the organization is the best method to assess the performance of 5S. This assessment may be followed by a reward system that offers rewards on every team that successfully organized in various categories. It means that the overall audit documentation and records organized. Of course, it is necessary to the practice of 5S. Audit or Review is a verifications process to determine Quality Management System of 5S is implemented.

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4.0

Findings

4.1 The 5S group regarding workgroup performance and satisfaction.

4.1.1 Key Performance Indicators (KPI)

(i) Quantitative Indicators – Defects, “Rejects”, The Search, Delays Process, Damage to machinery, maintenance costs, late delivery, Customer complaints, accidents, etc,.

(ii) Productivity Indicators – Labor, Capital, Process and Profit

(iii) Culture Tips – Absence, Employee Participation in Improvement activities, timely, Proposals/ workers Ideas

(iv) Environment Indicators - Aspects of security, cleaning, etc.

(v) Overall Performance Indicators – Sales, Market, Costs and Profit

4.1.2 5S Cultural Strengths

(i) Building a Culture Kaizen in the workplace

(ii) Build teamwork

(iii) Train Workers more disciplined

(iv) Contribute creative and innovative ideas

(v) Build employee high morale

(iv) Ready to implement programs to increase Product and Quality more challenging

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5.0

Conclusions and Recommendations

5.1 Conclusion

In conclusion based on 5S workgroup there is strong relationship between the group members involved to achieve the 5S objectives. In the overall activities of the 5S practice is really testing the seriousness of the group members realize UiTM Training Centre is able to target the practice of 5S certification.

5.2 Recommendations

5.2.1. Remove Barriers to Team Productivity

The need for group communication, clear objectives, and focus, managing meetings and “finding the time” to complete tasks; and dealing with the interruptions and phone calls.

5.2.2 Dramatically Increase Focus, group work and Satisfaction

With mission control’s organizational performance and productivity principles tool, and practices, group members are able to consistently focus on what’s important to the organization and reliably produce results that fulfill what’s important.

Accountability and ownership within the group are fostered and become internally driven instead of imposed.

Project status is known and easily available to team members and management.

Coordinated action, collaboration, and partnership are generated.

Work practices are established and agreed upon, significantly elevating group

productivity and performance.

Stress is reduced and job satisfaction is increased, reducing turnover and sick

days.

5.2.3 Effective Communications and work habits

Meetings become purposeful, communications (including email) produce the desired

action and results, and individual work habits that impede the productivity of the

group are replaced with new, more effective practices.

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6.0 References

1. http://www.articlesbase.com/writing-articles/5s-one-of-suns-formulae-to-greater-success-1920273.html#ixzz1FfhMfyIL

2. http://pendaftar.uitm.edu.my/latihan/images/stories/5S/Audit/laporan_audit_siri_7.pdf

3. http://www.pendaftar. uitm .edu.my/ latihan /images/stories/ 5S /.../laporan_audit_siri_7.pdf

4. http://catatan.norhesham.com/2011/01/07/kesimpulan-5s-2/

5. http://www.eurofound.europa.eu/ewco/reports/TN0507TR01/TN0507TR01_11.htm

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