Republic of the Philippines

Laguna State Polytechnic University

Province of Laguna

PROJECT PROPOSAL
I. Project Profile

a. Project Title
The 5S Methodology: The Los Banos Campus Way of Life

b. Type of Project
Campus Development Project

c. Project Proponent
Planning & Development Office – LB Campus
Human Resource Office

d. Location of the Project

LSPU – Los Banos Campus
Los Banos, Laguna

e. Project Beneficiaries
The LSPU – Los Banos Community and Stakeholders

f. Date of Implementation/Duration of the Project

First Semester AY 2016-2017

g. Budget Requirement
P56, 850.00

II. Background/Situation Analysis

The Laguna State Polytechnic University is nearing its first ten years of
existence as the only legitimate SUC, operating and catering to the higher
education needs of the Laguna province. There have been myriad of changes
within such period on its structure, offered programs, management and
operational capacity, decentralized function, relevant specific projects and
activities inherent for its mandate as one of the higher education institution in
the CALABARZON region.

In the university’s regular existence, like a basic family household are replete
with issues and problems such that in its operation the said constraints need
to be promptly attended to and the hitches preventing the smooth carrying of
its normal function must be given immediate attention by people mandated by
law or policy to lead, set direction and effect changes to the organization.

Problem(s) appear in numerous shapes and forms and the required solution
likewise varies. The approaches normally taken by the leadership passed
the scrutiny of the Administrative Council or the Academic Council and
deliberated upon in the regular meeting. Particularly on matters that concerns
policy-decision making, the issue(s) on hand must be carefully discuss,
reckoning every angle connecting the problem and the university Code, CSC
memorandums and CMO must always be consulted, serving as guide in
finalizing every decision made.

In the present effort of the university to comply with the requirement of ISO
9001:2008 that sets out the criteria for Quality Management System (QMS)
and requiring an internal auditing to check how it is working, several related
projects and activities must be put in place and simultaneously all offices need
to act in concert toward this concern. In response to this, one important
activity jointly proposed by the Human Resource Office and Planning and
Development Office is the 5S methodology.

The 5S system is a lean productivity tool that improves workplace efficiency

and eliminates waste. Managers and workers achieve greater organization,
standardization, and efficiency – all while reduce costs and boosting
productivity. The core principles of 5S involve creating and maintaining visual
order, organization, cleanliness and standardization. With these goals in
place, the workplace becomes organized, work is done efficiently and safely,
and problems are quickly found and eliminated (Graphic Products, 2016).

As part of the desire of the campus to track the path toward improvement, the
decision to follow the 5S workplace organizational and housekeeping
methodology was unanimously favoured and accepted by employees and
teachers. The 5 pillars of a visual workplace i.e., sorting, setting in place,
shine, standardize and sustain were completely disseminated to all.
Everybody believes with the mantra of 5S which says that “a place for
everything and everything in its place.” Implementing the 5S would mean a
serious application and internalization of its 5 pillars and seeing the workplace
to its expected configuration.
 5S will also be taken as a philosophy as far as waste reduction and
productivity optimization in the workplace are concerned. The complete
understanding of its application would pave the way for an appreciation of the
significant reduction of square footage of space needed to do one’s work. It
will also result to organized records and filing method and more colorful
coding and labelling of important documents.

The campus will embrace the 5S school system. Although some modification
will be observed during implementation, such variation cannot be avoided
since the implementation is normally dictate by the difference in the nature of
work and largely by the environment itself. Nevertheless, the campus will not
completely depart from the basic 5S system practice. The goal will go around
the intent of realizing the cleanliness and orderliness in all components of the
activities in school, inside classrooms, offices, laboratories and environs. With
this, the organizational methodology wishes to obtain the following:

 Ensure safety among employees, customers and stakeholders

 Improve the working environment and atmosphere
 Obtain the desired quality of teaching in all programs
 Enable efficient maintenance in all component activities
 Enhance the image of the school as the better campus
 Internalize and institutionalize the process as campus way of life

III. Project Details

a. Objectives

Espousing 5S methodology requires the complete conformity to 5S mantra and

achieving high level of quality, safety, and productivity in the workplace, thus
making the method the campus way of life.

Specifically, the proposal intends to realize the following objectives:

1. Structured offices, classrooms, laboratories, library and reading rooms

and other work area according to 5S tenets;

2. Work conscientiously toward standardization and sustainability of 5S

practices;

3. Advocate and foster the culture of 5S methodology.

Objectives above were properly structured according to what are exactly

expected to develop and emerge resulting from the immersion and
internalization of individual employees and faculty to the tenets of 5S
methodology. These are deliberately arranged based on the simple observation
and maintenance of cleanliness and orderliness in any part and section of
identified working area, to standardization and sustainability and eventually the
total adoption as part of the culture in the school.

Details pertinent to the specific strategies to be utilized in order to realize the set
objectives are provided in the subsequent detailed description of the 5S
methodology.

b. Mechanism for Implementation

The initial implementation of 5S methodology and the actual auditing of the

performance will be initiated during the midyear summer break (June and July
2016). The first month will be the testing period characterized by simple
monitoring and mentoring process. Those faculty and personnel belonging to
vacation and sick leave need to observe 5S in their own work area.

However, for effective implementation, it is important that a consultation and

careful planning for 5S implementation be made beforehand. The most
important aspect need to do before the implementation made in full scale, the
group including the key officials of the campus be sensitize regarding the
importance and benefits of 5S and as much as possible secure their real
commitment.

The 5S implementation plan necessitates the involvement of all concerned who

will have the actual participation in the 5S methodology. The plan should
identify all the people involved, the composition of 5S Internal Auditing Team
and the managing team who will oversee the actual implementation of the plan.
Also, the plan in consultation with the management and employees concerned
has to delineate the expectation, the time frame, the clear responsibilities of
everybody and whenever applicable, the deadline for selected activities.

In the implementation process, it is important that a photograph of the first

condition of each offices involved in the 5S methodology be taken and noted the
difference with the photograph taken after the implementation. A photograph
between auditing is encouraged so as to have a document of the gradual
transformation engendered by the successful implementation of 5S methodology.

To provide simple guidance and information regarding the activities associated

with the implementation of 5S methodology in every area identified in the
administration, a 5S Roadmap has been appended in the proposal. Also, an
applicable Diagnostic Checklist will be provided for a ready reference of those
concerned which will enhanced their knowledge with the specific area the 5S
methodology will measure. Based on the agreement, the first month of
implementation will be utilized for simple monitoring of the status of conformity
to 5S methodology and the succeeding month will start the formal auditing and
measure of the level of conformity among offices.

IV. Desired Outcome and Impact of the Project

Advantages of the application of 5S cannot be underestimated because of its

obvious simplicity. Once implemented, 5S system can be the stabilizing force
underlying the campus exclusive strategy. The expected outcome and possible
impact of the project will be measured in terms of its economic benefits, social
spillover benefits, institutional advantage, environmental positive contribution,
technical contribution, among others. Each of the benefits are briefly elaborated
in the succeeding paragraph.

In order to become competitive and match the requirements of the ASEAN

integration, the practice and observation of 5S methodology would economically
contribute for the campus to reduce unwanted costs, improve service and
increase productivity among employees and faculty.

The 5S implementation are expected to bring about harmony and cooperation

among employees and faculty in the campus. The methodology followed in its
implementation improve social relationship and strengthen camaraderie among
groups, hence solidify their pursuit toward a common organizational objectives.

Relating the benefits of the implementation of 5S to the institutional character of

the campus, it is quite obvious that the university will be able to galvanize its
position to the community as the distinct higher education institution responding
to their needs not only in terms of instruction but more on reaching and
extending to the community every piece of matured technology the university
able to develop through relevant and quality research, allowing them to feel their
importance as part of the beneficiaries of the services of the university.

V. Risk Management Plan

In all forms of projects and activities conceptualize by man, the probability of

occurrence and dawning of risk and other uncertainties is high. Risk may appear
in various shapes and come in various sources including uncertainty in direction,
threat from failures, non-participation and cooperation among its members, or
any of its unpredictable causes. However, in all cases, risk management
objective is to see that uncertainty will not sway the effort toward its most
desirable expected goals.

In the implementation of 5S methodology, the only possible source of risks are

identified and categorize as human factor variables, the mental states and
decision-making as well as infrastructural or technological assets and tangible
variables. Based on this, it is perceived that the interaction between human
factors and tangible aspects of risk highlights the need to focus closely on human
factor alone as the most critical drivers for risk management.

The member lack of commitment and interest to dip their fingers into the tenet
and requirements of 5S methodology is the expected constraints that will
possibly pull down the realization of the goals toward the most organized and
optimization of productivity in the workplace. From the description made by
Trevisani (2007), it is extremely difficult to apply any project and activities when
human factor do not blend positively and instead stand firm with the aim of not
seeing its successful track. Risk management is actually an effort not only to
control the probability and/or impact of undesirable events but to maximize
every opportunities that will goes to it.

Ideally, the proponent of the project together with all the employees and faculty
of the campus will seriously consider the appropriate process in going through
with this identified risks. Since human variables are factors seen to be the
source of risk, the associated human problem which has the high probability of
occurring will be handled first and the risks having the lower chance of
occurrence and lower loss will be observed and preventing them to grow in
uncontrollable scale. What is important in this process is the identification ability
of the degree of occurrence of risk according to magnitude.

For example, the lack of knowledge to the tenet of 5S methodology signifies a

knowledge risk which may prohibit others to have an active part in the project.
A typical relationship risk can easily be identified when ineffective collaboration is
absent in every section or college. The “I don’t care” attitude risk is common
among individual members when each failed to show any form of initiative in
whatever task accompanying the observation of 5S methodology. All of these
perceived human-related risk has the bigger probability of becoming the problem
and their occurrence redound to the type and degree of leadership exercise by
those in position.

There are lot of available measures appropriate to use to eliminate or lessen the
adverse effects of common risk most likely to happen in the implementation of
5S methodology. Since the nature of the risk clustered into human factor or
something that can solely be attributed to the act of individual member in the
campus, the best measure to adopt are those that will touch the sanity, the
interest, the mental makeup of those employee and faculty who caused the
occurrence of the problem. Making a constant reminder, a simple appreciation
of their small accomplishment by their immediate supervisor, always tapping
their participation by urging them to work using their most specialized skill and
talent, giving them special responsibility in the office. Giving the most deserving
recognition to individual employees and faculty is the most welcome support that
the leader can offer that will best effect changes to unyielding attitude of
stubborn member of the college or unit in the campus. The expected desirable
result cannot immediately be realized, however, no opinionated person will not
succumb to the morale boosting action of a leader in the organization.

VI. Project Organization

a. Management
The full implementation of the 5S methodology would largely depend on the
dynamic participation and shared vision of individual employees, both faculty and
non-teaching personnel with the strong focus on execution by guided students
paving the way in creating sustained institution of 5S culture.

The President as represented by the Campus Director will act as the overseer in
the implementation and development of the 5S project. The senior officials of
the campus which include the Deputy Campus Director, the Deans of the College
and heads of the different operating units will assist the Campus Director.

The Dean of the College is expected to work hand in hand with their faculty in
the effective implementation of the project. The option is with them as to the
manner and nature of the participation of students under their respective
college.

The implementation of 5S project in other operating units, the officers who will
hold responsible on its supervision is upon the discretion of the Campus Director.
Since the 5S project was part of the initiative of the Human Resource Unit of the
campus in coordination with the Civil Service Commission (CSC) Region IV-A, the
guidelines which will define the implementation and the conflict and
disagreement that may possibly arise during the process, the applicable policies
and administrative rules of the CSC will automatically govern and posed solution
to any problem. For this purpose, the Administrative Officer of the campus will
assume the leadership pertaining to such concern.

b. Project Component

5S Campus Structure

The project will religiously adhere to the fundamentals of the 5S methodology,

emphasizing the correct action and condition supposed to observe in the five (5)
pillars of visual workplace. The first three (3) pillars prescribed an ACTION to:

 identify and eliminate all unnecessary items in your own workplace

(SORT)
 put every necessary items in good order (SET IN ORDER), and
 clean the workplace thoroughly (SWEEP)

The remaining two (2) pillars obligingly set a CONDITION where:

 high standard of good housekeeping is maintained so that there is no dust

and rubbish scattered around (SANITIZE)
 all members practice the above 4S spontaneously and willing to accept it
as a way of life. (SELF-DISCIPLINE)

With reference to the rules to be devised and implemented for the recognition to
be accorded to those who will conscientiously conform and practice the 5S
methodology in their own workplace and for those who will digress to the policy,
the campus will be divided into two clusters: The first cluster will compose of
the faculty and the second cluster will be the administration group.

For the first cluster, they will further be subdivided into colleges to be identified
and represented by the faculty and students enrolled under them. Further,
faculty maintaining separate offices by virtue of their designation and special
assignment will still be classified under the faculty group and are expected to
observe 5S in their own workplace.

Similarly, the administration group will be subdivided by section, based on their

job description such as CD’s office, administrative, procurement and supply,
accounting, cashiering, guidance and student admission, registrarship,
motorpool, and specific field work area.

VII. Project Work Plan

Activities Expected Output OVI Resources

Needed
Conduct of Familiarization to the Attendance to Projected
orientation for 5S methodology the orientation visuals and
methodology Discussant
Complete information Separate Photograph of
Full-scale seminar of the 5S including meetings individual
and workshop the evaluation carried out by area, office
process individual and classroom
cluster
An evaluation team A signed Individual
Organization of the with equal memo memo
evaluation team representation from acknowledging Complete
each college and their inclusion forms and
office to the team guide for
evaluation
One-day seminar- Familiarization to the Checked and Reproduced
workshop for the evaluation process verified forms and
members of the evaluation guidelines
evaluation team sheet
Sorted unnecessary Absent of Cleaning
Completing the items in field, offices clutters materials
ACTION for the first 3 and classrooms Organized and Table
pillars of 5S Set in order all clean offices organizer
unorganized items and
Thoroughly sweep classrooms
and free the area
from dirt
Evaluation of A complete A mark and Evaluation
conformity to 5S subscription to 5S signed form for
methodology by the requirements evaluation individual
designated team sheet team member
Signature of An evaluation
the head sheet with
Post-conference for Clarified result for signifying indicated
the concluded first individual offices submission to notes of
evaluation process the evaluation correction and
result verification of
the result
 Constant meeting, Resolved hitches and Resolution and Assembly area
definition and other accompanying minutes of the and time
clarification of the problems meeting allotted for
problems met toward this meeting
internalization of the
methodology

VIII. Detailed Budget Requirement

Expense Items Description Amount

Provision for Food Allowance Meals and snacks (during P 12,500.00

the conduct of the series of
meeting)

Printing of Forms Reproduction of forms for 2,350.00

distribution and
dissemination of information
re: 5S Methodology
Provisions for Sorting, Setting 42,000.00
Specific items applicable to
and Sweeping effect Sorting of items,
(implementation proper) Setting up and Sweeping of
the whole area.
Total P 56,850.00

IX. Attachments

To facilitate understanding and implementation of 5S methodology, the following

forms are supplied and every offices who will be subjected for an evaluation
process will be provided a copy.

a) 5S Road Map
b) Sample Diagnostic Checklist for 5S
c) Assessment Report
d) 5S Levels of Achievement Matrix
 THE 5S ROADMAP
1. Identify your work area
1 SORT 2. Take picture of actual state
3. Remove anything not needed for the
current work

1. Arrange things so that they are easy

2 SET IN ORDER to find, use and put away
2. Use visual controls
3. Determine best locations
4. Create the future 5S map

1. Determine cleanliness target

3 SWEEP/SHINE 2. Determine cleanliness assignment
3. Determine the cleanliness method
4. Prepare cleaning tools and
equipment
5. Implement cleanliness inspection

1. Define the standard document

4 STANDARDIZE 2. Standardize and implement visual
control
3. Standardize and implement
cleanliness program

1. Implement weekly audit

5 SUSTAIN 2. Implement monthly audit
3. Standard reporting for all areas
4. Promote the 5S culture
 SAMPLE DIAGNOSTIC CHECKLIST FOR 5S

Use the scoring table below to rate your progress with 5S Methodology. Total
your score and check against the Assessment Report table at the end.
Scoring Table
Score Stage of Readiness
0 Not at All
1 Little Done in that Respect
2 It is Done but not Systematically
3 This is being Complied with More Systematically
4 There is an Ability to Maintain it

Sort Out
Requirement Score Remarks
[Link] the floor area free of unwanted items?
2. Are tops and insides of all shelves, tables,
etc. free of unwanted items?
[Link] items stored according to frequency of
use?
[Link] walls free of old posters, calendars,
pictures, notices, etc. ?
[Link] there a general clutter free appearance?
Total Score

Set in Order
Requirement Score Remarks
[Link] direction indications available to all
facilities from the entrance onwards?
2. Do all items of equipment have
identification labels?
[Link] all rooms, cubicles and similar areas
clearly numbered or named?
[Link] specific areas demarcated for
garbage/rejects/waste, etc ?
[Link] switches, fan regulators, controls, etc.
labeled?
[Link] color coding used effectively for easy
identification?
[Link] all cables, wires, pipes, etc. neat and
straight?
[Link] ther a general appearance of orderliness?
[Link] it easy to find any itme/document without
delay?
Total Score

Shine
Requirement Score Remarks
[Link] cleaning schedules available and
displayed?
2. Are floors, walls, windows, doors, etc.
maintained at a high level of cleanliness?
[Link] use of adequate cleaning tools evident?
[Link] machines, equipment, tools, furniture
maintained at a high level of cleanliness and
their maintenance schedules displayed ?
[Link] there a general appearance of cleanliness
all round?
Total Score

Standardize
Requirement Score Remarks
[Link] all 5S procedure standardized?
2. Are standard check lists used to regularly
inspect 5S?
[Link] lables, notices, etc. standardized?
[Link] isles/gangways/porch have a standard
size and color ?
[Link] pipes, cables,etc. color-coded?
Total Score

Sustain
Requirement Score Remarks
1Is there as system for how and when the 5S
activities will be implemented?
2. Does management provide support to 5S
program by recognition, resources and
leadership?
[Link] first 3S become part of the daily work?
4Do employees/faculty show positive interest
in 5S activities ?
[Link] 5S posters and 5S points of work
reminders displayed?
Total Score
 ASSESSMENT REPORT
Score Percentage Maturity Level Assessment
You are not aware about
Less than Less than 25% Lack of Awareness the usefulness of 5S
30
More than
30 and less More than 25% No formal You are randomly
than 60 and less than approach practicing
50%
You are in the right track.
More than More than 50% Formal approach If your score is close to
60 and less and less than 90 then you have fully
than 90 75% implemented first 4S.
Your management is
More than More than 75% Sustaining committed to maintain
90 and up and up to 100% approach 5S and employees are
to 120 showing positive interest
in 5S activities