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\title{Study on Implementation of 5S Concept for the Office Performance at Divisional Secretariat, Nintavur}
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             \author[1]{Mr. A.G. Imam Mohamed  Ithrees}

             \author[2]{Mr. Ibnu Suhood  Narsheeth}

             \author[3]{Ms. M.A.C.Fathima  Aroosiya}

             \affil[1]{  Hardy Advanced Technological Institute}

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\date{\small \em Received: 15 April 2021 Accepted: 1 May 2021 Published: 15 May 2021}

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\begin{abstract}
        


Divisional secretariats are the public service organization that provides core public services to the public. The public has a close relationship with Divisional secretariat offices since they are dealing with Divisional secretariat offices for obtaining most of the livelihood services. Also, educated and uneducated people are coming to Divisional secretariat offices to obtain their livelihood services. Therefore, the Divisional secretariat offices should maintain on-time, effective, efficient, and quality services to the public since the Divisional secretariat offices provide essential services to the public.It is essential to adopt the '5S' system in the Divisional secretariat to maintain the quality services within the office system such as filing, storage, cleaning, on-time service, etc. to improve the office performance.

\end{abstract}


\keywords{?5S? system, divisional secretariat, sort, set in order, shine, standardize, sustain.}

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\let\tabcellsep& 	 	 		 
\section[{Introduction}]{Introduction}\par
ivisional Secretariat are service organizations functioning under the Public Administrative rule and regulations of Sri Lanka. The divisional secretariat of Nintavur consists 25 Grama Niladhari sections. The Divisional Secretariat offers services such as civil registrations, issuing licenses, issuing certificates, land, providing social services, issuing tenders and implementing development projects. The divisions of Nintavur divisional secretariat are administrative division, social service division, planning division, land division, account division, registration division and pension division etc.\par
Becoming successful and pioneer organization in the complex, challenging and technological world is crucial at present. This movement can be achieved by applying best practices and benchmarking procedures. Every organization should select the best practices to achieve their goals and objectives energetically. Also judging and evaluating standards of performance is often important. Such evaluations are assisting to the organizations to consider the shortcomings in the performance and lead to enhance the performance. According to \hyperref[b0]{Albarico et al. (2016)}, an increasing number of companies and organizations that implement 5S practice, as one of the techniques adapted to achieve quality, has to be evaluated to identify the company's position on the implementation. Singh and Ahuja (2014) indicated that5S is a disciplined approach to keep the workplace clean and organized to improve productivity and quality. 
\section[{II.}]{II.} 
\section[{Research Problem}]{Research Problem}\par
Divisional secretariats are the public service organization that provides core public services to the public. The public has a close relationship with Divisional secretariat offices since they are dealing with Divisional secretariat offices for obtaining most of the livelihood services. Also, educated and uneducated people are coming to Divisional secretariat offices to obtain their livelihood services. Therefore, the Divisional secretariat offices should maintain on-time, effective, efficient, and quality services to the public since the Divisional secretariat offices provide essential services to the public. \hyperref[b5]{(Sati, 2019)} indicated that 5S is an integrated way to improve productivity. It is a complete culture that increases productivity, improves quality, reduces cost, makes on-time delivery, improves safety, and improves morale.\par
Therefore, it is essential to adopt the '5S' system in the Divisional secretariat to maintain the quality services within the office system such as filing, storage, cleaning, on-time service, etc. to improve the office performance. 
\section[{III.}]{III.} 
\section[{Literature Review}]{Literature Review}\par
5S can be seen as a set of rules for the workplace designed to create a healthy and productive work atmosphere and to carry out business activities morale, and improve the productivity of employees \hyperref[b7]{(Todorovic \& Cupic, 2017)}.\par
The five 5S pillars are usually referred to as (Sort, Set in order, Shine, Standardize, and Sustain). 5S systematically and steadily applying the workplace housekeeping process to preserve an organization's structure and standardization. A well-organized workplace motivates individuals to use diverse tools effectively and efficiently at all levels of management \hyperref[b4]{(Sanmuganathan et al., 2014)}.\par
Ghodrati and Zulkifli (2013) indicated that 5S is technique. Five Japanese terms are used by organizations to routinely use 5S; Seiri (sort), Seiton (set in order), Seiso (shine), Seiketsu (standardize), and Shitsuke (sustain). By controlling a structured environment, this system helps to coordinate a workplace for efficiency and minimize waste and maximize output and productivity Sanmuganathan et al. (2014) described the 5S concepts as follows;\par
? Sort -the first step in making things cleaned up and organized. ? Set in Order-organize, identify and arrange everything in a work area. ? Shine-regular cleaning and maintenance.\par
? Standardize -make it easy to maintain-simplify and standardize. ? Sustain-maintaining what has been accomplished. The 5S concept is easy for understand because: It does not require the understanding of difficult terminologies. It is simple, driven by logic and natural to human behavior. It is within the reach of all types and sizes of industries or organizations. \hyperref[b6]{(Singh \& Ahuja, 2014}).\par
5S will be needed if the workplace is messy and unorganized. It will also be needed if employees spend extra time in searching tools, papers, information, etc. \hyperref[b1]{(Ennin et al., 2012)}.\par
Marshettiwar and Sang ode (2018) indicated the followings are benefits of "5S" system.\par
? Discarding the unnecessary items from the necessary items reduces wastage of time due to waiting time and motion. ? Ensures that components, equipment, tools, machines, people etc. are located in the most ergonomic and thus efficient safe positions. ? Ensures that the workplace remains neat and clean thereby helping the operators to identify major faults and reasons for the breakdown in the machine. ? Assures that the work of the organization is done in a standard way that implements the most efficient work method with clear standards. ? Ensures that the 5S methodology is implemented for the long run thereby making improvements for the organization through the constant involvement of the staff.\par
IV. 
\section[{Objectives of the Study}]{Objectives of the Study}\par
The objective of the study is to examine the level of 5S system in Divisional Secretariat, Nintavur.\par
V. 
\section[{Methodology a) Population and Sampling Design}]{Methodology a) Population and Sampling Design}\par
The Divisional Secretariat includes 262 staff in different categories such as Staff Offices -6, Public Management Assistant -24, Grama Niladhari -18, Field Staff -26, Development Officer -82, Samurdhi Staff -46, Office Employee Servant -7, Watcher -3, Driver -1, Graduate Trainees -49. 
\section[{b) Description of Sample}]{b) Description of Sample}\par
The study was conducted among the employees in Divisional secretariat in Nintavur. One hundred employees were selected as the sample population using random sampling method. 
\section[{c) Description of the Tool Used}]{c) Description of the Tool Used}\par
The major tool of data collection of this study was the modified questionnaire of Asphipaoloye and Menez (2013) as cited in \hyperref[b0]{Albarico et al (2016)}. It consists of25 statements about 5S system. Three statements were on the demographic details of the respondents namely sex, department or branch and type of position of respondent. The responses for each question were provided scores ranging from 1-5 (1-Strongly disagree, 2-disagree, 3-Neutral, 4-Agree, 5-Strongly agree). 
\section[{d) Data Collection}]{d) Data Collection}\par
The questionnaire was distributed to the employees of Divisional secretariat in Nintavur. A total of 100 questionnaires were distributed and 100 filled questionnaires were collected giving an overall response rate of 100 percent. 
\section[{e) Scope}]{e) Scope}\par
The scope of the study was limited to the employees from the divisional secretariat, Nintavur. 
\section[{VI. NALYSIS}]{VI. NALYSIS}\par
As soon as the data collection was completed through questionnaire survey, each questionnaire was carefully scrutinized and confirmed that all the questionnaires received back had been filled properly. All returned questionnaires were transferred to worksheets by assigning scores. In coding data, response categories of the Likert Scale provided in the questionnaire were organized in the following way:     VII. 
\section[{Findings}]{Findings}\par
According to the above table-5, the statement "Office supplies, equipment and other items are properly sorted and stored" (Q1) is found to have a mean score of 4.13. This value falls under the highest level of the above continuum.\par
The statement "Items not frequently used are appropriately stored" (Q2) is found to have a mean score of 4.03. This value falls under the highest level in continuum.\par
The statement "Frequently used items are properly stored" (Q3) is found to have a mean score of 4.13. This value falls under the highest level in continuum.\par
The statement "Only necessary items are found in the workplace" (Q4) is found to have a mean score of 4.20. This value falls under the highest level in continuum.\par
The statement "Both items needed and not needed are clearly distinguished in the workplace" (Q5) is found to have a mean score of 3.93. This value falls under the moderate level in continuum.\par
The statement "There are safety signs showing possible hazards in the workplace" (Q6) is found to have a mean score of 3.09. This value falls under the moderate level in continuum.\par
The statement "Color coding and other visual controls are used to set documents and files in order" (Q7) is found to have a mean score of 4.10. This value falls under the highest level in continuum.\par
The statement "The use of visual control such as labeling is very visible in the workplace" (Q8) is found to have a mean score of 3.84. This value falls under the moderate level in continuum.\par
The statement "There are good storage Facilities" (Q9) is found to have a mean score of 3.62. This value falls under the moderate level in continuum.\par
The statement "Important files are well documented, identified and stored correctly" (Q10) is found to have a mean score of 4.39. This value falls under the high level in continuum.\par
The statement "There are schedules for cleaning the workplace" (Q11) is found to have a mean score of 3.07. This value falls under the moderate level in continuum.\par
The statement "Cleaning materials are sufficient enough to clean the work area" (Q12) is found to have a mean score of 3.51. This value falls under the moderate level in continuum.\par
The statement "Each employee has his or her own cleaning schedules" (Q13) is found to have a mean score of 2.79. This value falls under the lowest level in continuum.\par
The statement "There are staff assigned to clean particular areas of the workplace" (Q14) is found to have a mean score of 3.79. This value falls under the moderate level in continuum.\par
The statement "There is a staff assigned to oversee the cleanliness of the work area" (Q15) is found to have a mean score of 3.25. This value falls under the moderate level in continuum.\par
The statement "Rules and responsibilities are clearly spelt out by the management" (Q16) is found to have a mean score of 4.15. This value falls under the highest level in continuum.\par
The statement "The different areas of the workplace are distinctly labeled" (Q17) is found to have a mean score of 4.66. This value falls under the highest level in continuum.\par
The statement "All staff are conversant with 5S program" (Q18) is found to have a mean score of 4.07. This value falls under the highest level in continuum.\par
The statement "Standardization procedures are being introduced from time to time" (Q19) is found to have a mean score of 3.77. This value falls under the moderate level in continuum.\par
The statement "Staff are encouraged to maintain a high level of standard in the workplace" (Q20) is found to have a mean score of 3.71. This value falls under the moderate level in continuum.\par
The statement "Areas for improvement and noted and acted upon" (Q21) is found to have a mean score of 3.93. This value falls under the moderate level in continuum.\par
The statement "5S checklist is provided during the implementation of the 5S" (Q22) is found to have a mean score of 3.41. This value falls under the moderate level in continuum.\par
The statement "There a regular auditing of the department to ensure compliance to 5S" (Q23) is found to have a mean score of 3.69. This value falls under the moderate level in continuum.\par
The statement "There are seminars and trainings conducted from time to time" (Q24) is found to have a mean score of 3.98. This value falls under the moderate level in continuum.\par
The statement "A staff is assigned to oversee the Compliance" (Q25) is found to have a mean score of 3.74. This value falls under the moderate level in continuum.\par
To measure 5S system, twenty-five questions were used. Based on the responses of 100 respondents, nine questions (Q1, Q2, Q3, Q4 Q7, Q10, Q16, Q17, Q18) recorded mean score under the high level, fifteen questions (Q5, Q6, Q8, Q9, Q11, Q12, Q14, Q15, Q19 Q20, Q21, Q22, Q23, Q24, Q25) recorded mean score under the moderate level and others (Q13) have fallen under lower level.\par
The overall mean score for 5S system is 3.5144. It's meant that level of 5S system implementation is at moderate level at Divisional Secretariat, Nintavur. 
\section[{VIII.}]{VIII.} 
\section[{Recommendations}]{Recommendations}\par
Based on the views of divisional secretariat employees, the following recommendations are suggested to strengthen the 5S concept for office performance.\par
? Conducting the 5S system awareness program for employees ? Progress of the 5S system execution should be continuously observed. IX. 
\section[{Conclusion}]{Conclusion}\par
This study aimed to measure the level of the 5S system in the Divisional Secretariat, Nintavur. Since the Divisional secretariat office is the government office, the employees have to adapt the 5S system to eliminate wasted time, wasted space, and wasted inventory raises product quality, and improves work productivity, resulting in lower costs and higher efficiencies. Adopting the proper 5S strategy allows the Divisional Secretariat, Nintavur to function at peak capacity with minimal interruptions in service.  \begin{figure}[htbp]
\noindent\textbf{1} \par 
\begin{longtable}{P{0.4963595839524517\textwidth}P{0.031575037147102525\textwidth}P{0.03915304606240713\textwidth}P{0.02904903417533432\textwidth}P{0.047994056463595836\textwidth}P{0.008841010401188707\textwidth}P{0.17682020802377416\textwidth}P{0.020208023774145614\textwidth}}
Response Category\tabcellsep \multicolumn{2}{l}{Very High Extent}\tabcellsep High extent\tabcellsep \multicolumn{2}{l}{Moderate extent}\tabcellsep Low extent\tabcellsep Very Low Extent\\
Scores\tabcellsep 5\tabcellsep \tabcellsep 4\tabcellsep 3\tabcellsep \tabcellsep 2\tabcellsep 1\\
\multicolumn{7}{l}{Each question with numerical values were transferred to worksheets of computer for analyzing with}\\
\multicolumn{5}{l}{Statistical Package for Social Science (SPSS) version 20.}\tabcellsep \\
1. Personal Information\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\multicolumn{3}{l}{Figure 1: Type of position}\tabcellsep \tabcellsep \multicolumn{2}{l}{Frequency}\tabcellsep Percentage\\
\multicolumn{4}{l}{Development Officer at Divisional Secretariat}\tabcellsep \tabcellsep 72\tabcellsep 72\%\\
\multicolumn{5}{l}{Management Assistant at Divisional Secretariat}\tabcellsep 10\tabcellsep 10\%\\
\multicolumn{4}{l}{Staff Officer at Divisional Secretariat}\tabcellsep \tabcellsep 6\tabcellsep 6\%\\
\multicolumn{4}{l}{Other staff at Divisional Secretariat}\tabcellsep \tabcellsep 12\tabcellsep 12\%\\
\tabcellsep \multicolumn{2}{l}{Total}\tabcellsep \tabcellsep \multicolumn{2}{l}{100}\tabcellsep 100\%\\
\tabcellsep \tabcellsep \multicolumn{4}{l}{Department/Branch}\\
\tabcellsep \tabcellsep \multicolumn{2}{l}{6\% 3\%}\tabcellsep \tabcellsep \tabcellsep ADMIN ADR\\
\tabcellsep \tabcellsep \tabcellsep 11\%\tabcellsep 4\% 5\%\tabcellsep \tabcellsep AGRI LAND NIC\\
\tabcellsep \tabcellsep 25\%\tabcellsep \multicolumn{2}{l}{9\%}\tabcellsep \tabcellsep PLANNING PRODUCTIVITY\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep RDO\\
\tabcellsep 4\%\tabcellsep 1\%\tabcellsep 28\%\tabcellsep 4\%\tabcellsep \tabcellsep SAMURDHI SOCIAL SERVICE VIDATHA\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep © 2021 Global Journals\end{longtable} \par
 
\caption{\label{tab_0}Table 1 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{2} \par 
\begin{longtable}{}
\end{longtable} \par
 
\caption{\label{tab_1}Table 2 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{3} \par 
\begin{longtable}{P{0.6894136807817589\textwidth}P{0.047068403908794784\textwidth}P{0.11351791530944626\textwidth}}
\multicolumn{3}{l}{Department/Branch Frequency Percentage}\\
Administration\tabcellsep 11\tabcellsep 11.0\\
Assistant District Registrar Division\tabcellsep 4\tabcellsep 4.0\\
Agriculture Division\tabcellsep 5\tabcellsep 5.0\\
Land Division\tabcellsep 9\tabcellsep 9.0\\
NIC Division\tabcellsep 4\tabcellsep 4.0\\
Planning Division\tabcellsep 28\tabcellsep 28.0\\
Productivity\tabcellsep 1\tabcellsep 1.0\\
Rural Development Officer Division\tabcellsep 4\tabcellsep 4.0\\
Samurdhi Division\tabcellsep 25\tabcellsep 25.0\\
Social Service Division\tabcellsep 6\tabcellsep 6.0\\
Vidatha\tabcellsep 3\tabcellsep 3.0\\
Total\tabcellsep 100\tabcellsep 100.0\end{longtable} \par
 
\caption{\label{tab_2}Table 3 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{4} \par 
\begin{longtable}{P{0.4864779874213836\textwidth}P{0.07484276729559748\textwidth}P{0.02138364779874214\textwidth}P{0.11761006289308175\textwidth}P{0.14968553459119496\textwidth}}
Year 2021\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
4\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
Volume XXI Issue I Version I\tabcellsep \tabcellsep \tabcellsep Sex\tabcellsep \\
( )\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
Global Journal of Management and Business Research\tabcellsep Sex Female\tabcellsep 41\%\tabcellsep Frequency 59 59\%\tabcellsep Percent 59.0 Female Male\\
\tabcellsep Male\tabcellsep \tabcellsep 41\tabcellsep 41.0\end{longtable} \par
  {\small\itshape [Note: G© 2021 Global Journals]} 
\caption{\label{tab_3}Table 4 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{5} \par 
\begin{longtable}{P{0.03243243243243243\textwidth}P{0.6806306306306307\textwidth}P{0.03423423423423423\textwidth}P{0.04954954954954955\textwidth}P{0.053153153153153145\textwidth}}
S. No.\tabcellsep Statements\tabcellsep N\tabcellsep Mean\tabcellsep S.D\\
Q1\tabcellsep Office supplies, equipment and other items are properly sorted and stored\tabcellsep 100\tabcellsep 4.13\tabcellsep .734\\
Q2\tabcellsep Items not frequently used are appropriately stored\tabcellsep 100\tabcellsep 4.03\tabcellsep .926\\
Q3\tabcellsep Frequently used items are properly stored\tabcellsep 100\tabcellsep 4.13\tabcellsep .928\\
Q4\tabcellsep Only necessary items are found in the workplace\tabcellsep 100\tabcellsep 4.20\tabcellsep .865\\
Q5\tabcellsep Both items needed and not needed are clearly distinguished in the workplace\tabcellsep 100\tabcellsep 3.93\tabcellsep .714\\
Q6\tabcellsep There are safety signs showing possible hazards in the workplace\tabcellsep 100\tabcellsep 3.09\tabcellsep 1.006\\
Q7\tabcellsep Color coding and other visual controls are used to set documents and files in order\tabcellsep 100\tabcellsep 4.10\tabcellsep .823\\
Q8\tabcellsep The use of visual control such as labeling is very visible in the workplace\tabcellsep 100\tabcellsep 3.84\tabcellsep .884\\
Q9\tabcellsep There are good storage Facilities\tabcellsep 100\tabcellsep 3.62\tabcellsep .940\\
Q10\tabcellsep Important files are well documented, identified and stored correctly\tabcellsep 100\tabcellsep 4.39\tabcellsep .803\\
Q11\tabcellsep There are schedules for cleaning the workplace\tabcellsep 100\tabcellsep 3.07\tabcellsep 1.066\\
Q12\tabcellsep Cleaning materials are sufficient enough to clean the work area\tabcellsep 100\tabcellsep 3.51\tabcellsep .835\\
Q13\tabcellsep Each employee has his or her own cleaning schedules\tabcellsep 100\tabcellsep 2.79\tabcellsep 1.297\\
Q14\tabcellsep There are staff assigned to clean particular areas of the workplace\tabcellsep 100\tabcellsep 3.79\tabcellsep 1.266\\
Q15\tabcellsep There is a staff assigned to oversee the cleanliness of the work area\tabcellsep 100\tabcellsep 3.25\tabcellsep 1.445\\
Q16\tabcellsep Rules and responsibilities are clearly spelt out by the management\tabcellsep 100\tabcellsep 4.15\tabcellsep 1.167\\
Q17\tabcellsep The different areas of the workplace are distinctly labeled\tabcellsep 100\tabcellsep 4.66\tabcellsep .670\\
Q18\tabcellsep All staff are conversant with 5S program\tabcellsep 100\tabcellsep 4.07\tabcellsep .756\\
Q19\tabcellsep Standardization procedures are being introduced from time to time\tabcellsep 100\tabcellsep 3.77\tabcellsep .664\\
Q20\tabcellsep Staff are encouraged to maintain a high level of standard in the workplace\tabcellsep 100\tabcellsep 3.71\tabcellsep .891\\
Q21\tabcellsep Areas for improvement and noted and acted Upon\tabcellsep 100\tabcellsep 3.93\tabcellsep .769\\
Q22\tabcellsep 5S checklist is provided during the implementation of the 5S\tabcellsep 100\tabcellsep 3.41\tabcellsep 1.026\\
Q23\tabcellsep There a regular auditing of the department to ensure compliance to 5S\tabcellsep 100\tabcellsep 3.69\tabcellsep 1.116\\
Q24\tabcellsep There are seminars and trainings conducted from time to time\tabcellsep 100\tabcellsep 3.98\tabcellsep .910\\
Q25\tabcellsep A staff is assigned to oversee the Compliance\tabcellsep 100\tabcellsep 3.74\tabcellsep 1.107\\
\tabcellsep 5 'S' System\tabcellsep \tabcellsep 3.5144\tabcellsep .45826\end{longtable} \par
 
\caption{\label{tab_4}Table 5 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{} \par 
\begin{longtable}{}
\end{longtable} \par
 
\caption{\label{tab_5}}\end{figure}
 			\footnote{© 2021 Global Journals} 			\footnote{( )GStudy on Implementation of 5S concept for t he Office Performance at Divisional Secretariat, Nintavur} 			\footnote{( )G © 2021 Global JournalsStudy on Implementation of 5S concept for t he Office Performance at Divisional Secretariat, Nintavur} 		 		\backmatter  			  				\begin{bibitemlist}{1}
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\end{document}