1.0 INTRODUCTION
The changes of globalization are moving parallel with the time changing and make people force themselves to be more creative in order to make their lives better. In the changes of globalization, management also faced these changes and in the meantime all the managers do not have any choices but to follow and bring the organization to the right direction from time to time. The strength of a company depends on the strength of their management. Poor management will cause losses for the company whether they lose their profitability or lose their employees. As managers, they must hold basic responsibilities for the company and the organization. Otherwise, goals and objectives can not be achieved and can not furthers the company’s mission.
To maintain and achieve goals, organizations need a management that can handle, organize and coordinate the effort of staff. Management is used in various factors of production and holds a responsibility to create a condition as a conducive to maximum efforts to perform their task. Management is known as the backbone of successful organizations that work to solve problems, planning, organizing, leading and controlling the organization. A great management needs great managers to handle and control the situation, solve problems, manage the working environment and so on. However, managers themselves need to find a perfect management style which can help them to organize and achieve the company’s goals and can also help them to increase job satisfaction and reduce turnover. The employees will feel more assured, confident and stable while doing the task given by the upperhand.
5S is a Japanese method of organizing the workspace in order to achieve a productive work environment that is clean, efficient, and safe. The 5S is a good place to start for any company that wants to be known as a responsible producer deserving of world-class status. 5S is a simple yet effective quality practice that aids in the identification and elimination of waste in the workplace. It also aids in the establishment and maintenance of a productive and high-quality environment within an organization. It compels businesses to consider issues that are frequently overlooked.
In each phase, 5S describes the problem to solve management problems. The first ‘S’ stands for Seiri (sort). Sorting in 5S entails getting rid of unnecessary items and cleaning up the workspace. The second ‘S’ stands for Seiton (set in order). Set in order in 5S means neatly and methodically preparing the necessary items so that they can be easily taken and returned to their original location after use. The third ‘S’ stands for Seiso (shine). Shine in 5S means cleaning equipment and the workplace on a regular basis and identifying irregularities. Untidiness, indiscipline, inefficiency, faulty production, and work accidents are all caused by dust, dirt, and waste. The fourth ‘S’ stands for Seiketsu (standardize). In 5S, standardization means documenting and standardizing the method through the use of standard procedures. Standards should be highly communicative, clear, and simple to grasp. The fifth ‘S’ stands for Shitsuke (Sustain). In 5S, sustain means adhering to established procedures, auditing work methods, making 5S a habit, and incorporating it into culture.
The continuous implementation of the 5S Method in various companies has revealed several benefits, including improved product and service quality, clean and productive work environment, improved maintenance and safety, cost reduction, increased effectiveness and efficiency in processes, discipline and better engagement at work, improved sense of responsibility and teamwork, better equipment reliability, and reduced waste: less space for storage and disposal.
2.0 NEW ERA MANAGEMENT APPROACHES
2.1 Toyota Motor Corporation (MC)
2.1.1 Introduction
Toyota uses transformational leadership. Most of Toyota's success is due to its reputation for superior quality and efficient management and operation system known as Toyota Production System (TPS). This TPS started being developed from its foundation in the 1920's, and has its roots with its founders, the Toyoda Family. What is remarkable about this example of leadership is the exemplary consistency of transformational leadership and the philosophy of doing things with excellence.
Transformational leadership is defined as a leadership approach that brings about change in individuals and social systems. In its ideal form, it has the ultimate goal of making a positive change of value to its followers and evolving from followers to leaders. Transformational leadership, authentically realized, boosts motivation and morale, followers performance through various mechanisms. This includes connecting the feelings of your followers identity and self to organizational mission and collective identity. Become a role model for your followers and inspire them. Encourage followers to take more ownership of their work and understand their strengths and weaknesses. Weakening followers to allow leaders to target tasks that optimize follower performance
Toyota is a human-based management system. Tariichi Ohno was the man who realized that "production depends on people, not machines", and with that idea in mind, Toyota decided to stop a production line if an employee found a problem. Many companies follow Toyota's management model (de Bono & Heller, 2006). Toyota's management version is primarily based totally in teamwork, collaboration, and consensus. A leader at Toyota exists to serve the company is no longer an alternative way because that's the Toyota way of life, a pacesetter is allowed to cross over quickly if his obstacles or weaknesses harm the company in some way. The company, customers, and personnel usually come first.
2.1.2 Lean Production
The organizational culture of Toyota stresses continual improvement and the role of management and leadership is to model this behavior. The "Toyota Way" is toward lean production, but globally Toyota may be too provincial and not as open as Western businesses are and that may be why it took so long to admit fault with the accelerator problem (Ozawa, 2010). Globalization and Management.
2.1.3 5S Methodology
Toyota coined and popularized the 5S methodology. It is based on 5 principles starting with the letter "S". Toyota Industrial Equipment is one of North America's most efficient manufacturing facilities thanks to the implementation of 5S. The 5S principles can be applied to any business or manufacturing/factory setting. The Toyota Production System (TPS) Lean 5S methodology project aims to increase process efficiency and effectiveness by eliminating identified process waste such as defects, overproduction, waiting, confusion, motion/travel, excess inventory, overprocessing, and human potential.
Therefore, the organizational culture of Toyota is drastically different from the organizational culture of Western businesses and the public relations catastrophe caught this normally staid, unassuming organization by complete surprise. According to Ozawa (2010), the company "lacked a real feeling" about what was occurring and it "failed to sense" what the consequences would be for its foreign markets.
2.1.4 Knowledge Management
Toyota introduces knowledge management and is aware of the fact that the creation of knowledge is not only an aggregation of information but it is a distinctive human process that cannot be decreased or replicated easily. Wang and Ahmad (2005) said that management of Toyota is also aware that effective management of knowledge is essential that includes knowledge creation, sharing, security and abandonment. Toyota uses knowledge management as an information handling tool that can be done by managing different but associated stages. The company needs to develop systems that significantly capture and reassign internal knowledge into unique practices.
Toyota needs to improve its existing knowledge management practices and strategies. The company should adopt suggested interventions that are related to use knowledge management tools. Toyota should adopt interventions and should try to develop a new and effective knowledge management strategy.
2.2 Hewlett Packard Enterprise (HP)
2.2.1 Introduction Transactional Leadership
The vision of transactional leadership is based on transactions between leaders and followers. Relationships are nothing more than chains of transactions, according to the trading guide. The roots of this leadership style are "deals" such as rewards, punishments, financial exchanges, emotional and physical exchanges. A simple way to understand this style of leadership is to imagine that the leader is running an organization and simply tells his followers what their duties are because they will be rewarded. When adherents perform their duties efficiently, they are rewarded and punished for failure. This is how a transaction manager leads a group.
Transactional leadership is a leadership style that utilizies rewards and punishments to motivate and direct followers. This approach to leadership, sometimes called managerial leadership, emphasizes the importance of structure, organization, supervision, performance, and results. The goals and tasks for the group are highly structured, and members are rewarded when they achieve these goals and reprimanded if they miss deadlines.
2.2.2 Transactional Leadership
Hewlett Packard uses transactional leadership through use rewards and penalties affecting the performance of its workers. Workers on tribal stage 3 highly regard their place within the organization. Managers in the tribal stage use rewards and penalties to influence employees to achieve their goals, and, in turn, the goals of the organization. The company shall obey its rules, procedures and standards to ensure that employees achieve the goals they set. HP rewards employees who volunteer their extra time to benefit the company. It partnered with Network for good to reward employees who volunteer at least 10 hours each quarter. The company gives them a $50 gift card when they achieve the goals. Transactional leadership at HP affects both positive and negative employees. It also motivates employees to strive for excellence because they know there is a reward. Transactional leadership defines employee roles and the task, thus stimulating employee self-interest to the rewards that await them when they do well. Employees complete the amount of tasks assigned to them, meaning that they deliver quality and quantity based on set goals and ensure they are rewarded. Overall, this leadership style improves performance.
The vision of transactional leadership is based on transactions between leaders and followers. Relationships are nothing more than chains of transactions, according to the trading guide. The roots of this leadership style are "deals" such as rewards, punishments, financial exchanges, emotional and physical exchanges. A simple way to understand this style of leadership is to imagine that the leader is running an organization and simply tells his followers what their duties are because they will be rewarded. When adherents perform their duties efficiently, they are rewarded and punished for failure. This is how a transaction manager leads a group.
Furthermore, it is a leadership style that utilizes rewards and punishments to motivate and direct followers. This approach to leadership, sometimes called managerial leadership, emphasizes the importance of structure, organization, supervision, performance, and results. The goals and tasks for the group are highly structured, and members are rewarded when they achieve these goals and reprimanded if they miss deadlines.
2.2.3 Knowledge Management
Prem Mano (2013) said HP avoided traditional approaches such as data, information, knowledge, and wisdom in favor of focusing on business outcomes such as data, information, knowledge, decisions, and actions. HP created a programme with three main goals: balance reuse and innovation, promote pervasive knowledge leverage and sharing, and integrate explicit and tacit knowledge processes into the core work of the organization. HP prioritized three processes: learning communities, knowledge mapping, and project snapshots. HP established process foundations and planned a systematic implementation of process, people, and infrastructure.
2.3 Harley-Davidson
2.3.1 Introduction of Harley-Davidson
Harley-Davidson was founded in Milwaukee, Wisconsin in 1903 and was officially
incorporated in 1907, with Walter Davidson serving as the first president. Arthur Davidson was appointed as the first general sales manager and secretary, while William Davidson was appointed as the first works manager.
2.3.2 Lean Manufacturing
CEO of Harley-Davison (2021) said Harley-Davidson employs lean manufacturing and smart manufacturing techniques in its day-to-day operations for its nearly 1,000 employees who manufacture Harley-Davidson powertrains. The manufacturing facility at Harley-Davidson is based on standardization, continuous improvement, built-in quality, just-in-time inventory management, and employee involvement. Every factory leader is part of a well-trained help chain that supports front-line employees. The foundational tools for system stabilization at Harley-Davidson are 5S, total productive maintenance, and standard work.
2.3.3 Kaizen
Harley-Davidson is focusing on improving employee skills and knowledge in key tools, as well as shifting mindsets, in order to build the knowledge and culture required for a lean system. Lean tools are used by employees at all levels to solve problems. For example, a few frontline employees may collaborate to bring a process back up to standard. In a kaizen burst, a cross-functional group may brainstorm how to solve a complex problem.
2.3.4 Leadership
The leadership of Harley-Davidson built a more effective organisation based on three primary principles: focusing on people, challenging norms, and continuing to fundamentally change. Every employee at Harley has the opportunity to participate in leadership decisions. In its organisational structure, Harley-Davidson employs centralization. A central command system is involved in this feature. For example, Harley-headquarter Davidson's serve as the primary command and control center for the company's global operations.
2.3.5 Knowledge Management
According to Sid Bali (2016), Harley-Davidson employs an external branding strategy. Harley-Davidson manufactures premium motorcycles for men aged 35 and up, and the Harley Owners Group serves as a marketing tool to promote customer product and lifestyle. One of the factors that will have a significant impact on the implementation of a knowledge management process is organizational design. Employees are less likely to innovate in organizations with a high hierarchy and a bureaucratic structure. Typically, the structure is command-and-control, with little room for employees to express themselves. Employee engagement in the organization is one of the factors influencing the success of the Knowledge Management initiative. Employees will be encouraged to share their knowledge and actively participate in the company's business strategy if they believe the organization belongs to them and their contribution is recognised by the company. High employee turnover is one of the most serious issues in any organization. Without a proper knowledge management system, knowledge and employees may both walk out the door.
3.0 ACHIEVEMENT IN THE ORGANIZATION
3.1 Toyota
Toyota popularized the 5S approach. It is built on 5 concepts starting with the letter "S". It is based on 5 principles starting with the letter “S”. In Japanese, Seiri (Sort), Seiton (Systematize), Seiso (Shine), Seiketsu (Standardize), and Shitsuke (Sustain). Toyota Industrial Equipment is one of North America's most efficient assembly plants thanks to the introduction of 5S.
3.1.1 Sort
The first stage of 5S is to sort. To eliminate clutter, sift through everything and decide what is required and what is not. Clutter reduction leads to safer, more secure settings. It may be tough to discard needless objects, but it is critical to maximize space and efficiency. Sorting also pushes you to consider how goods are used in people's daily lives. If you are unclear about a specific item, create an "unknown category" and track its use for a week or a month to see if it is essential in that specific place. If the goods are not utilized within the time frame you choose, they are unneeded. Employers are frequently surprised by the number of unnecessary things in workplaces that cause spatial or productive inefficiencies.
3.1.2 Systematize
Continuing sorting, systematizing, or straightening is the following phase in our lean process. This basically implies developing a system for a certain place. Make sure that everything has a place and that everything stays in its place. Labeling places with things and the number of objects helps to arrange your storage and also assists later on (standardize). During Seiton, it is also critical to consider the flow of a workstation. What things are the most often used, and when are they used? Who enters and departs this area? When systematizing, it is critical to remember and analyze the purpose.
3.1.3 Shine
Every day, clean everything. This keeps items ready to use as needed. A tidy workstation is a productive workspace, and the word Seiso literally translates to "to clean or shine." Clean the floors, walls, and equipment, and make certain that all objects are returned to their proper locations. Ascertain that the workstation is well-lit. This should be part of your everyday routine and not put off till you have some free time.
3.1.4 Standardize
Ensure that the work environment does not revert to its former, disorderly state. Make the preceding three S's a part of your daily routine. Use signs, banners, shadow boards, tool holders, and other visual aids to put them into action. Ensure that all employees understand their roles and have the authority to complete all duties.
3.1.5 Sustain
The final phase in the 5S process is genuinely never-ending. Sustaining is a critical phase that may also be the most challenging. The procedure must adhere to the rules established in the 5S. Along the same lines, sustaining implies a constant quest for progress. Just because a procedure or guideline is in existence does not exclude employees from discussing how to improve or evolve. Keeping up with the times and maintaining a space necessitates that the 5S process never stops. Because we take pleasure in our efficiency, we have made a commitment in our manufacturing facilities and work spaces to maximize safety and output through Toyota Lean Management and the 5S method.
5S practice is the most successful strategy for fostering a culture of continuous improvement, often known as "Kaizen" in Japanese. Kaizen is a technique of incremental improvement, particularly in human and process-oriented operations. High engagement and dedication from all levels of the organization's members are essential for success. In reality, each facility's implementation of the 5S system is unique, based on its needs, processes, and workplace culture. The advantages, however, remain the same.
Since it creates a quality and productive working environment, 5S practice is the foundation of effective quality and productivity improvement. Actual outcomes of cleanliness, tidiness, and safety. Employees provide more creative and imaginative problem-solving and improvement suggestions. To improve job performance, all employees will be more disciplined and ethical. Workplace operations are simpler, quicker, and safer. Create a positive work environment with common ideals. Be the pride of all employees and help to strengthen the organization's image.
Though 5s delivers many advantages to an organization, particularly the Toyota Industry organization, it also has drawbacks, chief among them being overproduction. As a result, the organization suffers significant losses because overproduction might result in excess inventory and all other sorts of waste. Thus, it is evident that 5s leads to overproduction inside the organization. Additionally, 5s has led to unneeded transportation. Reduce the cost of transportation by employing more effective strategies because moving resources from one place to another does not add value to the finished product. The waste created by unprocessed inventory is referred to as excess inventory or inventory waste. Thus, it is evident that 5s leads to overproduction inside the organization.
5S eliminates hidden waste in the plant, improves quality and safety, reduces lead time and cost, and increases profit. One of the most important reasons to reduce waste is to save space in our landfills and avoid the need to build more landfills, which take up valuable space and pollute the air and water. We are conserving resources by reducing our waste. 5S is intended to aid in the creation of a high-quality work environment, both physically and mentally. 5S encourages a clean working environment to help reduce workplace injuries and ensure workplace safety.
Additionally, 5s has led to unneeded transportation. Reduce the cost of transportation by employing more effective strategies because moving resources from one place to another does not add value to the finished product. The waste created by unprocessed inventory is referred to as excess inventory or inventory waste. Additionally, a product that deviates from the standards of its design or the expectations of the consumer is said to have a defect. The term "over-processing" is then used to describe any superfluous steps taken during the manufacturing process. Time lost while waiting also refers to lost time as a result of slowed or stopped output in one stage of the production chain while a preceding stage is finished. Lastly, inefficient employee moves, Wasteful Motion is any movement that could be decreased, whether it is made by a person or a machine.
3.2 Hewlett Packard Enterprise (HP)
The achievement that 5s gives to the company Hewlett-Packard is that the company has optimized its storage spaces by organizing storage areas similar to supermarket shelves. So that the employees can find parts faster and therefore build products with more efficiency. Hewlett-Packard began using the 5S's to help keep storage areas of parts needed to be stacked and organized for easy access. With the 5s, Hewlett-Packard can manage storage space better. This is because the 5s teach and apply sort, systematize, shine, standardize and sustain. Although 5S was originally developed to be applied in a Manufacturing environment, it can easily be adapted to meet the needs of knowledge-work and project teams as well. Therefore, it is clear that 5s has brought changes to Hewlett-Packard Enterprise by making it easier for them to store and manage their storage items. With this, their room becomes more comfortable and their employees' business to find things becomes more systematic and fast.
3.3 Harley-Davidson
Among the accomplishments attained by Harley-Davidson is the continuing support and dedication of senior management. Top management's support and dedication may create an environment that energizes the deployment of 5S practises while also having a long-term impact. Upper management will offer direction and make choices to guarantee that 5S practises are properly implemented by the organization's members. Creating an Effective Infrastructure creates the necessary infrastructure. It is critical to first select the right component or place in which to apply 5S principles in the company. Systematic action is required by establishing multiple committees for the implementation of 5S practices with specific terms of reference.
4.0 CONCLUSION
In conclusion, this report has discussed the main key of 5S within a certain organization such as Toyota Motor Corporation, Hewlett Packard Enterprise (HP) and Harley-Davidson. The results show that the 5S framework is effective and efficient for process design and improvement. 5S is often used in manufacturing to make information workflows more efficient and allows knowledge workers to make better decisions and execute tasks.
5S creates visual logic in the workplaces and puts things in order so waste can easily be identified. 5S are needed in a certain organization to keep everything in order to identify and prevent the problems from occurring in the organization. Visual tools allow business to communicate the information with the workers without needing to say anything. To achieve goals and maintain management style, employee involvement is a must especially for successful 5S implementation within the organization. Employees throughout the organization must contribute to the system by performing routine tasks throughout the day.
Applying the 5S system in the management can make a certain achievement for the organization such as eliminating hidden waste in the plant, improves quality and safety, reduces lead time and cost, and increases profit. Not only that, 5S also encourages a clean working environment to help reduce workplace injuries and ensure workplace safety and reduce the cost of transportation. Any company that implements the 5S system will benefit a great deal and will bring profit to the company.
To make the 5S system work, employees and managers should work together in the same path. As managers, they should monitor their substitute because they are the engine to sustainment. However, employees should continue to maintain achievements and responsibility in managing the progress and sustainment. The joint hand between the employer and employee will make the management system a great work to their company and also will bring an advantage in productivity along with profitability.
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