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1 – 10 of over 379000Galal H. Elgemeie, Maher H. Helal, Emam M. Abbas and Ebtissam A. Abdel Mowla
Several new pyridine‐2(1H)‐thione and thieno[2,3‐b]pyridine derivatives containing an arylazo function were obtained. The application and characteristics for the synthesised dyes…
Abstract
Several new pyridine‐2(1H)‐thione and thieno[2,3‐b]pyridine derivatives containing an arylazo function were obtained. The application and characteristics for the synthesised dyes are demonstrated.
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Sam Ho, Abdul Ghani Bin Mohd Hashim and Mohd Azman Mohd Idris
Based on the TQM Model developed in a previous paper published at the TQMJ, the authors have a chance to test out the model in a number of firms in Malaysia through Standards and…
Abstract
Purpose
Based on the TQM Model developed in a previous paper published at the TQMJ, the authors have a chance to test out the model in a number of firms in Malaysia through Standards and Industrial Research Institute of Malaysia (SIRIM). Furthermore, riding on the success, SIRIM has named it as the SIRIM Green 5-S Model. As a result, the purpose of this paper is to share the experience of the “SIRIM Green 5-S Model for business sustainability and organisational development”.
Design/methodology/approach
Based on questionnaire survey of 81 organisations cutting across different industries in Malaysia (+2 in-depth interview), this research is to study three research questions relating to 5-S and Lean Management. RQ1: is the 5-S Practices a necessary and sufficient condition for Organisational Productivity (OP)?; RQ2: is the L5S Practices a necessary and sufficient condition for Business Growth (BG)?; and RQ3: is the SIRIM Green 5-S applicable and effective for OP and BG?
Findings
There is a ranking of effectiveness of the 5-S and L5S criteria in quality improvement. There is a strong correlation of the 5-S and L5S functions in quality improvement. How to use Green 5-S Model to improve productivity, increase sales and reduced cost. How to use Green 5-S Model to establish and maintain quality environment for OP and BG in order to provide competitiveness for business and industries of Malaysia.
Originality/value
Since 1993, the authors used the proprietary 5-S Checklist for training and consultancy in no less than ten countries with over 50,000 persons from around 2,000 organisatioins world-wide. On the other hand, HKSAR takes the lead in the global oil energy consumption/GPD. The experience will be shared in this paper.
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It has been recognised that Japanese firms are clean and orderly. The same is true for high quality western firms. Over the last two decades, the Japanese have formalised the…
Abstract
It has been recognised that Japanese firms are clean and orderly. The same is true for high quality western firms. Over the last two decades, the Japanese have formalised the technique and named it 5‐S practice. As the name is new to most western societies, the objective of this paper is to explain the intricacy of the 5‐S so that it can be understood easily and adopted readily by those who may find the tool useful. Based on the Japanese experience, the author has developed the world’s first 5‐S audit checklist. Apparently, spearheaded by the ISO 9000 auditing, the 5‐S auditing approach has been easily and readily accepted by businesses and industries. As a result of the success, the Hong Kong Government invited the author to commission a 5‐S Practice Workbook with ten successful case studies from the manufacturing, services and public sectors. Further, a grant has been given to the author to train up 2,500 5‐S lead auditors, the first of its kind in the world. The experience will also be shared in this article.
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It has been recognised that Japanese firms are clean and orderly. The same is true for high quality western firms. Over the last two decades, the Japanese have formalised the…
Abstract
It has been recognised that Japanese firms are clean and orderly. The same is true for high quality western firms. Over the last two decades, the Japanese have formalised the technique and name it as 5‐S practice. The author has developed the world’s first 5‐S audit worksheet and used it for training in Hong Kong, Malaysia and the UK since 1994. As the name is new to most western societies, the objective of this paper is to explain the intricacy of the 5‐S so that it can be understood easily and adopted readily by those who may find the tool useful. 5‐S is also an important tool for action learning and the corner stone of a new paradigm for quality culture. In 1994, the Hong Kong Government Industry Department started promoting the 5‐S practice in Hong Kong. Many seminars and workshops have been conducted and they were all very popular and well‐received by the business community. As a result of the success, the Department commissioned a “5‐S practice workbook” with ten successful case studies from the manufacturing, services and public sectors. Further, a grant has been given to the authors to train up 2,500 5‐S lead auditors, the first of its kind in the world. The experience will also be shared in this article.
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Low Sui‐PPheng and Sarah Danielle Khoo
Explains 5‐S, the acronym for five Japanese words: seiri, seiton, seiso, seiketsu and shitsuke which, when translated, mean organisation, neatness, cleanliness, standardisation…
Abstract
Explains 5‐S, the acronym for five Japanese words: seiri, seiton, seiso, seiketsu and shitsuke which, when translated, mean organisation, neatness, cleanliness, standardisation and discipline respectively. They have been referred to as the five keys to a total quality environment. This article introduces the 5‐S principles and shows how they can be applied to enhance team performance by drawing management and staff to a common set of organisational objectives. Proposes the implementation of a formal 5‐S system in organisations to facilitate employee participation for the generation of ideas. This system helps an organisation to produce consistently good quality products and services.
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The rationale behind the 5‐S practice is that organization, neatness, cleanliness, standardization and discipline at the workplace are basic requirements for producing high…
Abstract
The rationale behind the 5‐S practice is that organization, neatness, cleanliness, standardization and discipline at the workplace are basic requirements for producing high quality products and services, with little or no waste, while maintaining high levels of productivity. It has been recognized that Japanese factories and service organizations are clean and orderly. The same is true for good quality Western firms. Aims to review the 5‐S technique and explore the reasons why it has been widely used in Japan as the foundation towards TQM in both the manufacturing and services industries. Also discusses the implementation of the 5‐S using a proprietary 5‐S Audit Worksheet, followed by an implementation plan based on the author’s experience.
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It has been recognised that Japanese firms are clean and orderly. The same is true for high quality Western firms. Over the last two decades, the Japanese have formalised the…
Abstract
It has been recognised that Japanese firms are clean and orderly. The same is true for high quality Western firms. Over the last two decades, the Japanese have formalised the technique and named it as 5‐S practice. They believe that it is the base‐line for industrial management. As the name is new to most Western societies, the objective of this paper is to explain the intricacy of the 5‐S so that it can be understood easily and adopted readily by those who may find the tool useful. In Hong Kong, the government industry department has promoted the 5‐S practice since 1994. Many seminars and workshops have been conducted and they were all very well received by the business community. As a result of the success, the department invited the author to commission a 5‐S practice workbook with ten successful case studies from the manufacturing, services and public sectors. The experience will also be shared in this article.
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Whereas the Minister of Labour (hereafter in this Order referred to as “the Minister”) has received from the Rope, Twine and Net Wages Council (Great Britain) the wages regulation…
Abstract
Whereas the Minister of Labour (hereafter in this Order referred to as “the Minister”) has received from the Rope, Twine and Net Wages Council (Great Britain) the wages regulation proposals set out in Schedules 1 and 2 hereof;