Admas University

Kality TVET College

Accounts & Budget Support

Learning guide
Unit of Competence: Maintain Business Record
Module Title : Maintain Business Record
TTLM Code : EIS BCW3 17 0812

LO 1: Develop understanding of quality system

LO 2: Sort needed items from unneeded
LO 3: Set workplace in order
LO 4: Shine work area
LO 5: Standardize activities
Lo 6: Sustain 5S system
Occupational Standard: Basic Clerical Works Level I
Unit Title Apply 5S Procedures

Unit Code EIS BCW1 15 1012

Unit Descriptor This unit of competence covers the skills, attitudes and knowledge
required by an employee or worker to apply 5S procedures
(structured approach to housekeeping) to their own job and work area
and maintains the housekeeping and other standards set by 5S. The
unit assumes the employee or worker has a particular job and an
allocated work area and that processes in the work area are known
by the individual.

Elements Performance Criteria

1. Develop 1.1 Quality assurance procedures of the enterprise or

understanding of organization are discussed
quality system
1.2 The relationship of quality system and continuous
improvement in the workplace is understood
1.3 Workplace requirements the purpose and elements of
quality assurance (QA) system are identified and related
1.4 The 5S system is explained as part of the quality
assurance of the work organization
2. Sort needed items 2.1 All items in the work area are identified
from unneeded
2.2 Essential and non-essential items are distinguished
2.3 Items are sorted to achieve deliverables and value
expected by downstream and final customers
2.4 Items required for regulatory or other required purposes
are sorted
2.5 Any non-essential item is placed in an appropriate place
other than the workplace
2.6 Regularly check that only essential items are in the work
area
3. Set workplace in 3.1 The best location for each essential item is identified
order
3.2 Each essential item is placed in its assigned location
3.3 After use the item is immediately returned each essential
item to its assigned location
3.4 Each essential item is regularly checked in its assigned
location and order.
4. Shine work area 4.1 The work area is kept shine, clean and tidy at all times
4.2 Regular housekeeping activities are conducted during shift

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 4.3 The work area is ensured to be neat, clean and tidy at both
beginning and end of shift
5. Standardize 5.1 Procedures are followed
activities
5.2 Checklists are followed for activities, where available
5.3 The work area is kept to the specified standard
6. Sustain 5S system 6.1 After completion of job and before commencing next job or
end of shift are cleaned up
6.2 Situations are identified where compliance to standards is
unlikely and actions specified in procedures are taken
6.3 Work area is inspected regularly for compliance to
specified standard and sustainability of 5s system
6.4 Improvements are recommended to lift the level of
compliance in the workplace

Variable Range

Elements of QA May include but not limited to:

system
 corrective action
 mission statements
 monitoring procedures
 SOPs
 work instructions
 PDCA concept
5S system 5S is a system of work organization originally developed in Japan
based around housekeeping principles. A close translation of the five
stages in the housekeeping approach is:

 sort
 set in order
 shine
 standardize
 sustain
Japanese terms:

 seiri - eliminating everything not required for the work being

performed (sort)
 seiton - efficient placement and arrangement of equipment and
material (set in order)
 seison - tidiness and cleanliness (shine)
 seiketsu - ongoing, standardized, continually improving seiri,
 seiton, seison
 shitsuke - discipline with leadership
Items in the work area May include but not limited to:

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  tools
 jigs/fixtures
 materials/components
 plant and equipment
 manuals
 personal items (e.g. bags, lunch boxes and posters)
 safety equipment and personal protective equipment
 other items which happen to be in the work area
Sort Sort involves keeping only what is absolutely necessary for the
processes in the work area. Sort includes:
 clearing the work area of all non-essential equipment and
materials
 Non-essential items are those not required to either produce
product, conduct process or operations, or make required
adjustments to equipment during process or operations
Order After removing unnecessary materials, the remaining materials must
be those that are required immediately for either the machine or the
job at hand. All of these materials/change/parts etc must have an
assigned location on the production floor.

Locations should be clearly marked and labeled to show what

belongs where. assigning required equipment and materials
appropriate locations in the work area

Shine May include but not limited to:

 keeping the work area clean at all times

 this should be carried out to a regular daily schedule against
allowed time and, on most occasions, at the end of a job
Procedures May include but not limited to:

 work instructions
 standard operating procedures
 formulas/recipes
 batch sheets
 temporary instructions and similar instructions provided for
the operation of the plant
 good operating practice as may be defined by industry
codes of practice (e.g. good manufacturing practice (GMP)
and responsible care) and government regulations
Procedures may be:
 written, verbal, computer based or in some other format
Standard Once 5S is established, standardizing activities help maintain
the order and the housekeeping standards. Standardizing may
use procedures and checklists developed from a procedure.
Standardizing includes:
 activities that help maintain the order and the housekeeping
standards
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  using procedures and checklists developed from a
procedure
 OHS measures such as signage, symbols / coding and
labeling of work area and equipment
May include but not limited to:
Sustainability of 5s
system  making sure that daily activities are completed every day
regardless of circumstance
 cleaning up after a job
 undertaking inspections, including:
 informal inspections carried out often, at least weekly
 formal inspections carried out at least monthly
 generating continuous improvement actions from daily
activities
 following up specific actions to generate continuous
improvement

Evidence Guide

Critical Aspects of Demonstrates skills and knowledge in:

Competence
 identify own tasks and responsibilities and relate them to
organization and customer requirements
 identify and explain the stages of 5S
 implement 5S in own work area
 identify waste (MUDA) in the work area
 routine practice of 5S as part of their job
Underpinning Demonstrates knowledge of:
Knowledge and
Attitudes  operations and processes relevant to own job
 basic principle of quality assurance system and its elements
 quality procedures and continuous improvement (kaizen)
 meaning and application of 5S steps to own job and work area
 principles of efficient workplace organization
 purposes of 5S
 methods of making/recommending improvements
Underpinning Skills Demonstrates skills to:

 communicate with others to clarify issues during 5S

implementation, communicate results and contribute
suggestions for improvement
 visualize operations in terms of flow and contribution to
customer outcomes
 plan own tasks in implementation of 5S
 implement 5S in own work area according to instructions
 identify waste (MUDA)
 organize and prioritize activities and items
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  read and interpret documents describing procedures
 record activities and results against templates and other
prescribed formats
 work with others
 solve problems
Resources Access is required to real or appropriately simulated situations,
Implication including work areas, materials and equipment, and to information on
workplace practices and OHS practices.

Methods of Competence may be assessed through:

Assessment
 Interview / Written Test
 Observation / Demonstration with Oral Questioning
Context of Competence may be assessed in the work place or in a simulated work
Assessment place setting.

Promise for Change

①　do not say it cannot be done.
②　do not fear a failure.
③　do not deny opinions of others.

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 Lo – 1 Develop understanding of quality system
Quality Assurance (QA)

Quality assurance (QA) is a process-centered approach to ensuring that a company or

organization is providing the best possible products or services. It is related to quality control,
which focuses on the end result, such as testing a sample of items from a batch after production.
Although these terms are sometimes used interchangeably, quality assurance focuses on
enhancing and improving the process that is used to create the end result, rather than focusing on
the result itself. Among the parts of the process that are considered in QA are planning, design,
development, production and service.

Good QA requires good social skills, communication skills, and unilateral thinking and acting on
the QA person's part; it also requires a company willing to embrace people with such an
approach. Good QA requires gathering and implementing semantics from the customer, not just
heartless specifications.

Quality Assurance Plan

 In many cases, it is important that you choose a technician who has earned necessary
professional certification. A pharmaceutical quality assurance technician, for example,
should have certification from an organization such as the Food and Drug Administration
(FDA) in the United States.

They learn about how different practices affect production. A person who wants to become a
quality assurance supervisor should plan on working a few years in this kind of position and
learning about how his or her organization structured and which kinds of tools, such as software
and machines, are used in processes.

Quality Assurance Systems

 Deciding on the best courses will depend greatly on what needs to be optimized, which
can be anything from internal tasks to products or customer relationships. Quality
assurance is an organized way in which systems and procedures are tested and
maintained for the highest possible production and efficiency.

 While similar in scope to a systems analyst, who develops computer systems, a quality
control analyst focuses more on quality assurance through the testing of systems. His or
her main purpose is to make sure that all computer systems work efficiently and are
functioning properly.

Quality Control and Assurance

 This is especially important for service-oriented companies, because the employees are
the product that they provide to customers. Often, quality control is confused with
quality assurance. Though the two are similar, but there are some basic differences.
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  Here, the goal is to work within the established order so the company realizes its goals of
turning out quality products, a move that essentially completes the overall task that both
quality assurance and quality control are designed to accomplish. One of the reasons
that many people use quality assurance and quality control interchangeably is that there
is often a great deal of overlap in terms of the personnel that engage in each phase.

Quality Assurance Jobs

 Training department managers to locate and correct potential problems before they occur
is a huge aspect of quality assurance, not only from a profit standpoint, but also from a
safety standpoint. In some industries, quality assurance directors also work alongside
the staff to create new products or improve existing ones, meaning that they have to be
extremely organized and very flexible within their daily operations.

The analyst validates the phone staff is friendly and personable during interactions with the
customers. Quality assurance jobs typically require a strong knowledge of the business
processes of an organization.

5S system

The heart and soul of visual management is 5S. It is systematic approach to workplace
organization and cleaning that will transform a disorganized workplace into an efficient running
machine.
The 5Ss are: listed by English & Japanese language
• Sort (Seiri) – The first step in 5S is to eliminate all the things in the workspace that are
not being used and store them away. If a tool are material is not used on a daily basis,
eliminate it from the workstation.
• Set in Order (Systematize / Stabilize / Straighten)(Seiton) – The second step is to
arrange the items used on a daily basis so that they can be easily accessed and quickly
stored. Your goal is to make eliminate any unnecessary movements and actions by the
worker to make his process as efficient as possible.
• Shine/Sweep/Clean (Seiso) – Next is to get everything cleaned and functioning
properly. The goal is to remove all the dirt and the grime and to keep it that way on daily
basis. You want to get it clean and keep it clean.
• Standardize/Sanitize (Seiketsu) – The fourth step is to develop a routine for sorting,
setting and shining. Standardize creates a system of tasks and procedures that will ensure
that the principles of 5S are performed on a daily basis.
• Sustain/Self-discipline (Shitsuke) – In the last step, you want to create a culture that
will follow the steps on a daily basis. The chief objective of sustain is to give your staff
the commitment and motivation to follow each step, day in and day out.

What is 5S?

5S is a systematized approach to:

* organize work areas
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 * keep rules and standards
* maintain discipline

5S utilizes:
* workplace organization
* work simplification techniques
5S practice:
* develops positive attitude among workers cultivates an environment of efficiency,
effectiveness and economy

What can you gain from 5S?

Practicing 5S brings benefit not only to the company’s business but also to the people who
practice it.
• 5S makes your workplace more pleasant
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 • 5S makes you work more efficiently
• 5S improves your safety
What can a company gain from 5S?

P 5S increases PRODUCTIVITY.
Q 5S improves QUALITY.
C 5S reduces COST.
D 5S makes DELIVERY on time.
S 5S improves SAFETY.
M 5S improves MORALE.

Why 5S brings such benefits?

• 5S improves CREATIVITY of people.

• 5S improves COMMUNICATION among people.
• 5S improves HUMAN RELATIONS among people.
• 5S improves TEAMWORK among people.
• 5S improves CAMARADERIE among people.
• 5S gives VITALITY to people.
5S in WORK STATIONS

VISIBLE RESULTS:
• Decrease in the number of accidents and close calls
• Proper storage
• Improved productivity
• Greater people involvement in improvement activities
• Better use of floor space
• Early detection of problems
• High product quality
• Decreases delay
• Low employee turnover
• Low machine breakdown rates
• Detection system
• Zero breakdown
INVISIBLE RESULTS:
• Happier employees with high morale.
• Happier customers.
5S PHILOSOPHY

 Productivity comes from the elimination of waste

 It is necessary to attack the root cause of a problem, not just the symptoms
 Participation of everybody is required


Lo – 2 Sort needed items from unneeded

SEIRE (SORT)

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Sorting is a step that involves selecting what you need to complete the job and removing
everything else from your work area.
 Taking out and disposing unnecessary items.
 Sort/classify the items that you “need” from the items that you “want or not
needed”.
 Dispose the items that you do not need and regroup the items that you need..
Clearly distinguish needed (frequently used) items from unneeded items and eliminate the later.

PROCESS/PROCEDURE:

Step 1: - Look around your workplace with your colleagues.

- Decide and identify which items are unnecessary for you.
- Dispose of unnecessary items.
Step 2: - If you and your colleagues cannot decide if an item is unnecessary, place a Disposal
Notice on the item, indicate the date and set the item aside.

Step 3: - After a certain period, check if the item is still needed or not.
- If no one needs the item after 3 months, it only means that the item is no longer needed
hence, dispose the item right away.
NOTE:
• It is recommended that this approach be used company-wide, involving people
from different departments.
• Never keep anything which is unnecessary to your work.
• While looking around for unnecessary items in your workplace, look at every
nook and corner like when you are looking for cockroaches.

Lo – 3 Set workplace in order

SEITON (SYSTEMATIZE / SET IN ORDER / STRAIGHTEN)

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This step customizes your workstation and surrounding area to meet your work area needs.
Arrange remaining items so they are easy to select, use, and to return to their proper location.
 Arrangement / organization of necessary items in good order for use.
Keep needed items in correct place and sequence of use to allow easy and quick retrieval.
PROCESS/PROCEDURE:
Step 1: - Make sure that all unnecessary items are eliminated from your workplace.
- Decide where you can place necessary items.
- Take into consideration the flow of your work.
- Take into account the movement of carts or even people passing your desk from this
point of view to ensure safe and efficient operation.
Step 2: - Place frequently needed items close to the user to minimize effort and time wastage.
- Things that are not used often could be places slightly farther away.
- Make a plan on these principles and locate/store things accordingly.

Placement of Materials/Equipment Based on Frequency of Use

Priority Frequency of Use How to Store

Low Less than once a year Throw away
Once a year or so Store in distant place
Once every 2-6 months
Average Once a month Store together some-
Once a week where in the office
High Once a day Carry or keep at
Once an hour your workplace

STEP 3: - It is necessary to make sure that everyone in your workplace knows where things are
kept for efficient use.
- Make a list of things with their locations.
- Label each drawer and cabinet to show what is kept inside.
STEP 4: - Apply the same principles as in Step 3.
- Indicate the places where fire extinguishers are located as well as passages for carts.
- Place warning signs for safety precautions.

NOTE:
Three Rules for Storage Space
• Get rid of all unnecessary items
• Decide proper storage layout/classification
• Standardize names
Arrange necessary items in good order
 prevent loss and waste of time
 easy to find and pick up necessary items
 ensure first-come-first-served basis
 make production flow smooth and work easy
SEITON PRACTICES
 Don’t place goods in frontage along passages
 Store goods for first-in-first-out retrieval
 Everything must have its location
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  Label items and their location systematically, mark everything
 Separate special tools from common ones
 Frequently used items nearer to the user
 Make things visible to reduce searching time, organize by color
 Keep space for safety equipment and evacuation passages clear

Things used constantly Place as close

as possible

Things Things used occasionally Place a little

needed Further away

Seldom used, Enclose in a separate,

but still needed Designated place
Classification
Immediate disposal
No potential use

Things Consider where

Potentially useful Useful and move
not or valuable
needed

Arrange responsible,
Requiring special disposal
Inexpensive disposal

Lo – 4 Shine work area

SEISO (SHINE / SWEEP)

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This step is powerful because its purpose is to find the reason why things become dirty.
Emphasis is on the removal of dust, dirt and grime to reveal the source and eliminate it.
 Cleaning of the workplace, including tools and equipment
Clean it so that defects are so easy to spot and eliminate.

PROCESS/PROCEDURE:

Step 1: - Determine the subject of clean up (what to clean)

e.g, location (storage, shelves, etc.), equipment,space (passageway, room, etc.)
Step 2: - Assign persons responsible for cleanup (who, where).
Step 3: - Determine the method of clean up (how to do it).
- Target the ff areas for cleaning (storage, equipment and surroundings)
- Draw up a cleaning responsibility map
- Create a cleaning schedule.
Step 4: - Implement cleaning.
Step 5: - Make a daily 5-minute cleaning habit before going home (Keep it simple and easy to
understand.)
NOTE:

• Do not wait until things get dirty.

• Clean your workplace; machines and equipment, tools and furniture regularly.
• Put aside 3-minute of seiso per day.
• Be responsible for your own work area.
• Never throw anything and make it your habit.
• Cleaning is also checking.
Clean your workplace completely
 keep environmental condition as clean as the level necessary for the products
 prevent deterioration of machinery and equipment and make checking of
abnormalities easy
 Keep workplace safe and work easy
SEISO PRACTICES
 Big Seiso ( Clean-Up Day )
 3-5 minute cleaning daily
 Assign owner to each machine
 Combine cleaning with inspection
 Make daily maintenance points clear by providing visible instructions
 Prevent causes of dust and dirt

Lo – 5 Standardize activities
SEIKETSU (SANITIZE / STANDARDIZE)
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This step creates a work area free of checklists; if good standards are put in place it will be easier
to maintain and continue improving.
 Maintaining the workplace in high standard of housekeeping and organization.
Set easy-to-follow standards and develop a structure to support the three first (S’s) pillars.

PROCESS/PROCEDURE:

Step 1: - Establish standards for maintaining compliancewith 3S.

- Remember the 3 “NO” principles:
 No unnecessary items
 No mess
 No dirt

Step 2: - Make a schedule for cleaning your workplace.

Step 3: - Interdepartmental competition and cooperation is avery effective means of sustaining
and enhancingpeople’s interest in 5S
Maintain a high standard of housekeeping and workplace organization at all times.

 Maintain cleanliness and orderliness

 Prevent miss-operation
 Make it easy to find out abnormality
 Standardize good practices

SEIKETSU PRACTICES
 Visual control signs
 Color coding
 Maintenance labels
 Fixed-point photography

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 Lo – 6 Sustain 5S system
SHITSUKE (SUSTAIN/SELF-DISICPLINE)
Sustaining is the end result of how well we have performed the previous four S’s. In the
sustainability stage, think of ways to eliminate effort in maintaining an area.
 Doing things spontaneously without being told.
Educate people so that 5S expands beyond initial limits and turns into natural standard behavior.

PROCESS/PROCEDURE:
Step 1: - Create reasonable rules.
 Create reasonable rules of behavior in the workplace. Engage everyone concerned
in the creation of rules not just the department heads or supervisors.
 Discuss the rules with everyone concerned. This will result to a feeling of
involvement.
 Show rules and standards clearly and attractively using illustrations, photographs
and color-coding.
Step 2: - Exhibit before and after 5S photos where everyone will see them.
Step 3: - Recognize good practices and good performance.
Train people to follow good housekeeping rules autonomously.
• Enhance autonomous management activities
• Maintain the discipline needed to do a good job
• Upgrade productivity and quality consciousness
 Wash hands after going to the toilet
 Wash hands before and after meals
 Eat and smoke at designated places
 Keep workplace always clean and tidy
 Wear clean uniform and shoes
 Follow safety rules
 Put things back in their proper places
 Work according to standards
 Observe proper office decorum

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 Self-check
I. Write the correct answer on the blank space.
1. ____________ is a process-centered approach to ensuring that a company or organization is
providing the best possible products or services.
2. _____________typically require a strong knowledge of the business processes of an
organization.
3. Write the 5S in Japanese and English terms.
1. ____________________
2. ____________________
3. ____________________
4. ____________________
5. ____________________

4. What is 5S?
5. 5S is a systematized approach to:
1. _____________________
2. _____________________
3. _____________________
6. What can a company gain from 5S?
P. __________________
Q. __________________
C. ___________________
D. ___________________
S. ___________________
M. ___________________
7. What are the benefits of 5S?
A. _______________
B. _______________
C. ________________
D. ________________
E. ________________
F. ________________
8. __________is a step that involves selecting what you need to complete the job and removing
everything else from your work area.
9. ___________ is Arrangement / organization of necessary items in good order for use.
10. What is the use of arranging necessary items in good order in implementing the 5S?
i. _______________________
ii. _______________________
iii. _______________________
iv. _______________________
11. _______________is powerful because its purpose is to find the reason why things become
dirty.
12. _______________a work area free of checklists; if good standards are put in place it will be
easier to maintain and continue improving.
13. _______________ is the end result of how well we have performed the previous four S’s.

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 Answer key
1. Quality assurance
2. Qualityassurancejobs
3. 5S:-
1. SEIRE (Sort)
2. SEITON (Systematize / Stabilize / Straighten)
3. SEISO (Sweep / Shine)
4. SEIKETSU (Sanitize / Standardize)
5. SHITSUKE (Self-discipline / Sustain)
4. 5S means good housekeeping and workplace organization
5.
1. organize work areas
2. keep rules and standards
3. maintain discipline
6.
a. P. 5S increases PRODUCTIVITY.
b. Q. 5S improves QUALITY.
c. S. 5S improves SAFETY.
d. D. 5S makes DELIVERY on time.
e. C. 5S reduces COST.
f. M. 5S improves MORALE.
7.
• 5S improves CREATIVITY of people.
• 5S improves COMMUNICATION among people.
• 5S improves HUMAN RELATIONS among people.
• 5S improves TEAMWORK among people.
• 5S improves CAMARADERIE among people.
• 5S gives VITALITY to people.
8. Sorting
9. Systematize
10.
 prevent loss and waste of time
 easy to find and pick up necessary items
 ensure first-come-first-served basis
 make production flow smooth and work easy
11. SEISO (SHINE / SWEEP)
12. SEIKETSU (SANITIZE / STANDARDIZE)
13. Sustaining

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