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The Story Told by Expert
The use of techniques to promote a culture of quality, developed by Japanese companies in the 1970s and widely adopted in the West during the 1980s and 1990s, led to numerous improvements in the business world and eventually extended to all sectors of society. According to Valentina S. Genova, a 10S expert in Campo Grande – MS, “the technique developed by Kaoru Ishikawa in 1950 in Japan, called 5S (Seiri, Seiton, Seisoh, Seiketsu, and Shitsuke), was the first step toward organizational improvement in companies. It was inspired by the need to bring order to the chaos that had taken over the country after World War II. The method proved so effective in reorganizing companies and the Japanese economy itself that it is still considered one of the main tools for quality and productivity management in that country. When it began to be used in Brazilian organizations starting in 1991, it was translated into Portuguese so that its meanings could be understood. To preserve the concept of the “S,” the word “Senso” (Sense) was added at the beginning of each translation, resulting in the following definitions: Sense of Use, Sense of Organization, Sense of Cleanliness, Sense of Health, and Sense of Self-Discipline Today, the 5S practice is widely used in Brazilian companies, and in most of them, the implementation of a Quality Management System begins with this program, with proven results in many organizations. Studies conducted by the aforementioned expert show that.“Some time later, the Japanese introduced three more Senses, expanding the original five to eight:
6th – Shikari Yaro – Sense of Determination and Unity
7th – Shido – Sense of Training
8th – Setsuyaku – Sense of Economy and Waste Reduction.”
(There is a book by José Abrantes titled Programa 8S – From Top Management to the Production Line, which discusses the three additional Senses. An article—unfortunately now lost—suggested a ninth S:
Shisei Rinri – Sense of Moral and Ethical Principles. To further enrich the practice of these concepts being implemented in organizations and to promote a highly relevant system, engineer José Ailton Baptista da Silva from the company TQM – Técnicas de Qualidade e Marketing Ltda, added the Sense of Social Responsibility, defined as the 10th S. A study with Japanese speakers found that Social Responsibility translates to Sekinin Shakai (Okinawan dialect).
Thus, we have the 10 SENSES:
SEIRI – Sense of Use
SEITON – Sense of Organization
SEISOH – Sense of Cleanliness
SEIKETSU – Sense of Health and Hygiene
SHITSUKE – Sense of Self-Discipline
SHIKARI YARO – Sense of Determination and Unity
SHIDO – Sense of Training
SETSUYAKU – Sense of Economy and Waste Reduction
SHISEI RINRI – Sense of Moral and Ethical Principles
SEKININ SHAKAI – Sense of Social Responsibility
WHY 5S. (Prof. João Martins)
HUMAN WELL-BEING
QUALITY IMPROVEMENT
ACCIDENT PREVENTION
INCREASED PRODUCTIVITY
COST REDUCTION
ENERGY CONSERVATION
PREVENTION OF BREAKDOWNS
ENCOURAGEMENT OF CREATIVITY
IMPROVEMENT OF THE WORK ENVIRONMENT
BOOSTING EMPLOYEE MORALE
MENTAL HYGIENE OF THE COMPANY
DEVELOPMENT OF BASIC ELEMENTS OF TQM (Total Quality Management)
NEWS ABOUT THE 10S PROGRAM
The Japanese 5S Program has evolved into the Brazilian 10S Program.
10S PROGRAM
SEIRI – Sense of Use
SEITON – Sense of Organization
SEISOH – Sense of Cleanliness
SEIKETSU – Sense of Health
SHITSUKE – Sense of Self-Discipline
SHIKARI YARO – Sense of Determination and Unity
SHIDO – Sense of Training
SETSUYAKU – Sense of Economy and Waste Reduction
SHISEI RINRI – Sense of Moral and Ethical Principles
SEKININ SHAKAI – Sense of Social Responsibility
The 10S Program was first published in Banas Qualidade magazine, issue no. 149, in October 2004 (the “Who’s Who in Quality in Brazil” edition), and began to be implemented in Brazil.
It was also approved at the 12th World Congress for Total Quality Management, held this year in Edinburgh, thus gaining international recognition.
Implementation becomes much easier for those already practicing the 5S or 8S Programs and allows for significant differentiation for organizations. It also provides valuable support for both paid and spontaneous media coverage, due to the positive impact of the last two S's on clients.
The proposal is that each organization adopts the implementation order that best suits its needs and realities....
Presentation of the 5S Program
The 10S program is a proposal aimed at reeducating people, recovering values, improving environments, increasing productivity, maintaining health and safety, modernizing organizations, and above all, raising awareness of citizenship practices. With proven results from organizations that initially adopted the 5S practices, the program strengthens team spirit, widely promoted in the pursuit of results. It encourages individuals to take initiative and participate more actively in the organization’s daily operations, fostering continuous improvement in its processes. The proposal to expand from 5 to 10 Senses is precisely to raise awareness that everyone can contribute through various actions to build a more dignified and just society. This is the Sense of Social Responsibility, where individual commitment is essential for success—not only professionally, but also personally and humanely. Organizations interested in improving their work environment in all the aspects mentioned above may start with the 5S, which is like tidying up the house. Once people are adapted to the system, the other Senses can be added. Alternatively, they may choose to implement all 10S from the beginning. For organizations where the program has already started, there is the option to expand it by adding the new Senses. Any option is valid, as long as top management commits to providing the necessary support for the program’s success. To determine whether the program is effective, an evaluation must be conducted based on the criteria defined for each Sense. In the 10S evaluation, around 50 items are assessed, with scores ranging from 0 to 10, carried out by two evaluators—one from the area being assessed and another external to that work environment. Both must be trained to perform the evaluation. It can be conducted every three months, every six months, or once a year. The result of each Sense is displayed through a “10S Radar” chart, which should be posted on the bulletin board of the evaluated area. The purpose of displaying the evaluation is to ensure everyone knows the status of the 10S in that work environment—a transparent way to promote quality. These recommendations are based on work already conducted by Valentina Gênova.
Practice of the 10S Program
1st – Sense of Use (SEIRI)
The meaning of SEIRI is “to separate by grade, type, or size.”
The starting point of the 1st Sense is to identify what is essential in the workplace, eliminating everything that does not add value. It involves using available resources according to needs and suitability, avoiding excess, waste, and misuse. Knowing how to use means, above all, knowing how to organize—separating useful items from those no longer needed, always remembering that what is no longer useful to you may be useful to others.
Benefits:
Greater sense of organization and economy by reusing available resources (desks, machines, and equipment that may serve others)
Freeing up space for various purposes
Increased productivity of those involved
Reduced risk of workplace accidents
Avoidance of unnecessary purchases
Reduction of bureaucracy
2nd – Sense of Organization (SEITON)
The 2nd Sense means determining a place where documents, materials, or equipment can be easily found. Organizing is the natural consequence of arranging what is used, by labeling with white or colored tags, keywords, etc. It’s about having what is needed, in the right quantity, at the right time and place. It’s essential to find ways for everyone to easily locate, use, and return items to their proper places.
Benefits:
Reduces time spent searching for items
Decreases the need for inventory control
Facilitates internal movement
Prevents unnecessary purchases and damage to stored items
Increases productivity, streamlines work, and reduces physical and mental fatigue
Enables quick evacuation in case of danger
3rd – Sense of Cleanliness (SEISOH)
The 3rd Sense means keeping everything clean—not just sweeping for the sake of sweeping or dusting for the sake of dusting. The best interpretation of this Sense is: it’s not enough to remove dust and dirt; it’s important that each person, after using a measuring instrument, vehicle, machine, or tool, leaves it clean and in the best possible condition for use.
Practicing the Sense of Cleanliness means caring for the items we use: not forcing equipment, not wasting materials—in short, it means preserving everything under our responsibility. It’s also important to encourage colleagues to keep the environment clean, tidy, and organized.
Benefits:
A more pleasant and healthy environment
Helps prevent accidents
Improves and preserves equipment, extending its lifespan
Reduces waste
Prevents pollution
Enhances the company’s internal and external image
4th – Sense of Health and Hygiene (SEIKETSU)
The 4th Sense means checking whether the mindset and spirit of the program are being absorbed—that is, verifying the partial results throughout the company up to this stage. It involves checking the condition of restrooms, cafeterias, workshops, operational areas, etc. If all these areas are in perfect order, the program is being satisfactorily implemented. This Sense also addresses mental hygiene: a good working atmosphere is necessary, with comfort, safety, and healthy relationships among all sectors of the organization to fully develop the program. In addition to practicing and maintaining the first three Senses to continuously improve the physical work environment, we must be fully aware of the factors that affect our health and act upon them.
Benefits:
Accident prevention
Increased levels of personal satisfaction and motivation
Stress prevention and control
Improved quality of life
Cost savings through disease prevention
5th – Sense of Self-Discipline (SHITSUKE)
The 5th Sense means following operational procedures, ethics, and standards established by the company. This is the most complex Sense, as it requires employees to perform tasks habitually—not assuming everything is already perfect or that there’s nothing left to improve. On the contrary, self-discipline demands constant improvement: if it’s good, it can be even better. Creating a disciplined work environment is the most important measure to ensure quality.
Benefits:
Awareness of responsibility in all tasks, no matter how simple
Compliance with established rules and procedures
Services performed according to quality requirements
Personal and professional development
Greater likelihood of achieving planned results
Overall improvement in service quality and interpersonal relationships
Presentation of the 10S Program
The 10S program is a proposal aimed at reeducating people, restoring values, improving environments, increasing productivity, maintaining health and safety, modernizing organizations, and above all, raising awareness of citizenship practices. With proven results from organizations that initially adopted the 5S practices, the program strengthens team spirit, widely promoted in the pursuit of results. It encourages individuals to take initiative and participate more actively in the organization’s daily operations, fostering continuous improvement in its processes. The proposal to expand from 5 to 10 Senses is precisely to raise awareness that everyone can contribute through various actions to build a more dignified and just society. This is the Sense of Social Responsibility, where individual commitment is essential for success—not only professionally, but also personally and humanely. Organizations interested in improving their work environment in all the aspects mentioned above may start with the 5S, which is like tidying up the house. Once people are adapted to the system, the other Senses can be added. Alternatively, they may choose to implement all 10S from the beginning. For organizations where the program has already started, there is the option to expand it by adding the new Senses. Any option is valid, as long as top management commits to providing the necessary support for the program’s success. To determine whether the program is effective, an evaluation must be conducted based on the criteria defined for each Sense. In the 10S evaluation, around 50 items are assessed, with scores ranging from 0 to 10, carried out by two evaluators—one from the area being assessed and another external to that work environment. Both must be trained to perform the evaluation. It can be conducted every three months, every six months, or once a year.. The result of each Sense is displayed through a “10S Radar” chart, which should be posted on the bulletin board of the evaluated area. The purpose of displaying the evaluation is to ensure everyone knows the status of the 10S in that work environment—a transparent way to promote quality. These recommendations are based on work already conducted by Valentina Gênova.
6th – Sense of Determination and Unity (SHIKARI YARO)
Promotes the determined participation of managers in partnership with the unity of all employees. Leadership starts at the top. Motivation, leadership, and communication are the keys to this Sense. In a quality-focused environment, transparency in management is essential to foster teamwork and ensure everyone’s commitment to achieving desired results. Managers must define strategies to engage everyone in the process, encouraging and motivating people to follow established practices. Developing teamwork across all levels of the organization is the true meaning of the 6th Sense.
Benefits:
Increased employee trust in the organization
Greater employee commitment to achieving results
Improved interpersonal relationships
Talent retention
7th – Sense of Training (SHIDO)
Promotes professional training and human education. These actions enhance professional skills and elevate the individual, increasing employability—essential in today’s landscape. In modern management practices, human beings must be considered the greatest asset, as results are achieved through them. Today, it’s not just repetitive task training that matters; organizations must develop people so they become employable and competitive, offering continuous professional development. Creating a knowledge-driven environment and nurturing talent is one of the goals of the 7th Sense.
Benefits:
Greater employability
Talent development
Increased productivity and results
8th – Sense of Economy and Waste Reduction (SETSUYAKU)
Improvements and changes that fight waste, reduce costs, and increase productivity. Combating waste in the workplace is essential to support company results. Employees should be encouraged to create alternatives for reducing material and service losses, raising awareness about performing quality work, and promoting recycling practices to help reduce environmental degradation.
Benefits:
Cost savings through reduced material and service waste
Reduction in overtime hours
Reeducation of material acquisition practices
Environmental preservation
9th – Sense of Moral and Ethical Principles (SHISEI RINRI)
Being ethical means, among other things, directing management efforts toward noble goals such as increasing productivity, efficiency, and the quality of products or services.. The company must define standards of conduct for its employees, fostering accountability in their attitudes and behavior. Each employee must know how to evaluate what they can or cannot do in their role, always striving to be loyal to both clients and the company.
Benefits:
Employees more committed to company results, with ethical behavior toward clients, shareholders, suppliers, and their teams
10th – Sense of Social Responsibility (SEKININ SHAKAI)
A commitment that the organization and its members must have toward society. Any action that contributes to improving the quality of life in society. The 10th Sense aims to spread the importance of Social Responsibility within the organization—not only as a corporate obligation to develop social initiatives, but also to encourage and motivate employees to engage in volunteer work to address societal needs. Social Responsibility practices go beyond paying taxes and complying with labor and environmental laws.
Benefits:
Improved public image with society and government agencies
Increased employee productivity
Transparency in actions with clients, employees, shareholders, suppliers, and society
Contribution to socioeconomic development
Environmental preservation
Promoting Change Through 5S
Implementing 5S is a great way to begin improving your Routine Management.
5S enhances your Routine Management
5S fosters a culture of economy, organization, cleanliness, hygiene, and discipline—fundamental factors for high productivity.
5S belongs to everyone
You should make every effort to ensure 5S is highly successful in your area. Learn more by reading a book on 5S.
Falconi’s 5S Program
Unlike a housekeeping program, the 5S program aims to change people’s mindset toward better lifelong behavior. 5S is not just a one-time cleaning event, but a new way of running a company with real productivity gains.
5S is a program for everyone in the company—from the president to the operators, across administrative, service, maintenance, and manufacturing areas. The program must be endorsed by top management and is based on education, training, and group practice.
From Japanese 5S to Brazilian 10S – A Summary
The use of management tools and methods originating from Japan was once much more widespread than it is today, both in Brazil and around the world.
This shift is due to the evolution of management methodologies, which, through new approaches, yield better results.
In academia, professors often conduct research on management methods for their master’s or doctoral theses, contributing to the expansion of knowledge. Consultants, in their work, encounter new situations that require methodological adaptations. Executives and entrepreneurs seek practical combinations of tools and techniques to optimize the results they need to ensure their organizations’ survival.. Domenico de Masi, the Italian thinker known for his ideas on creative leisure and productivity, once stated that management is the field of knowledge that has most contributed to humanity’s progress in recent years.
Businessman Jorge Gerdau—undoubtedly one of the most knowledgeable and vocal advocates of management methods—spoke at the launch of Compete-ES in the grand hall of Palácio Anchieta in Vitória, ES, to an audience of politicians, businesspeople, professors, and executives. He emphasized the need for proper use of methodologies to ensure organizational growth. It is wise to heed the advice of someone who leads a business group that has grown significantly and now ranks seventh in the world in its sector. Studies and research have been conducted on the Balanced Scorecard (BSC), a management methodology from Harvard that brought fame to professors and consultants Robert Kaplan and David Norton. A strong correlation was identified between BSC and Policy Deployment, known in Japan as “Hoshin Kanri.”
Reengineering, once widely discussed, is essentially the “Kaikaku” (innovation) technique used by the Japanese alongside “Kaizen” (improvement without investment) and “Kairyo” (improvement with investment).. “Benchmark” can be understood as the scoreboard of top business results, and “Benchmarking” as the process used to become the best of the best—what the Japanese call “Dantotsu,” the essence of their competitive advantage strategy.
A complementary concept used in Japan is the temporary transfer of employees to other industries to learn, called “shukko.”. William Conway, with his Total Quality Management (TQM) approach, perhaps unknowingly refined the concept of the 3 Mu: Muda (waste), Muri (overburden), and Mura (unevenness).
In Brazil, we have also successfully adopted several Japanese management techniques. Two notable examples are “Shimboku” and “Nomiai.”
“Shimboku” refers to informal gatherings where managers take the opportunity to discuss topics with employees that wouldn’t normally come up at work—similar to our weekend barbecues with colleagues and their families.. “Nomiai” is even more widespread in Brazil—it’s the well-known “Happy Hour,” where employees may feel comfortable saying things to their bosses they wouldn’t say at work.. “Housekeeping” is certainly related to Japanese 5S, but 5S goes far beyond what a superficial reading might suggest.
Professor Falconi recounts that he once asked Master Ishikawa the famous question: “How do you begin implementing Total Quality Management?” (TQC in Japan and TQM in English-speaking countries). Kaoru Ishikawa’s answer: “Sometimes, by sweeping!”. According to Professor Falconi, the famous Japanese 5S aims to change the way people think and act toward better lifelong behavior. Naturally, it should evolve and adapt to the culture of the organization or country where it is applied. 5S is a broad program for everyone in all organizations. In Portuguese, we use the word “Senso” (Sense) to preserve the original identification.
Thus, we had:
1st S – Seiri (Sense of Use)
2nd S – Seiton (Sense of Organization)
3rd S – Seisoh (Sense of Cleanliness)
4th S – Seiketsu (Sense of Health and Hygiene)
5th S – Shitsuke (Sense of Self-Discipline)
In the spirit of improvement and expansion, the following were added:
6th S – Shikari Yaro (Sense of Determination and Unity)
7th S – Shido (Sense of Training)
8th S – Setsuyaku (Sense of Economy and Waste Reduction)
These have been widely discussed in books and magazines.
In an interesting and original article, a highly relevant theme for our times was proposed. 9th S – Shisei Rinri (Sense of Ethics and Morality. The Senses can be interpreted as a conceptual set that, when properly applied, yields great results. The standard implementation sequence leads to quick improvements. Maintenance, with its rituals and tools, is a bit more challenging. Upon reviewing the full set of themes, TQM – Técnicas de Qualidade e Marketing Ltda – identified one more element that could be added, in light of the current state of management practices. It concluded that a very important and timely theme could become the 10th S:
Sense of Social Responsibility.. In Portuguese, this completed the 10S Program. But in Japanese, a word starting with “S” still needed to be found. After many attempts, the answer was discovered:. The suggested words for the 10th S were: Sekinin Shakai.
IMAGE CRISIS AND THE 10S PROGRAM
Image crises are intrinsically linked to the values cultivated by individuals within a society. Cultural, moral, ethical, and other values form a prism that decisively influences how an image is perceived by the public, especially during crises. Establishing a culture of image crisis prevention is one way for organizations and leaders to anticipate problems. Image crises occur frequently in the daily lives of people and organizations—much more than one can assess from a distance, that is, unless we are directly involved.. Organizations must be prepared to face a wide range of crises in their daily operations. Human errors cause crises due to actions—or the lack thereof. If, in theory, all human errors can be avoided, then crises can be too. An image crisis is a set of events that can affect the most valuable asset of any organization: credibility, trust, and reputation. Crises can affect organizations or individuals, directly or indirectly. Today, image crises are characterized by a climate of commotion and widespread dissemination of information through media channels. Major image crises exist because the world is interconnected, and a problem that initially concerns only one company can grow in scale and affect an entire organization or sector.. A key characteristic of image crises is their symbolic nature. It is this symbolism that helps transform localized crises into large-scale ones. Often, the event itself may be distant, but the concern it generates feels close. This is what allows it to transcend its local context and take on a much greater dimension. These insights from consultant Mario Rosa are highly relevant to the challenges currently faced by various sectors. The food sector, in particular, is especially vulnerable due to its breadth.. From our perspective, implementing the 10S Program can help—not to instantly resolve a crisis—but to prevent its occurrence in the future, which would be catastrophic for the sector as a whole.. The 10S Program is a proposal aimed at reeducating people, restoring values, improving environments, increasing productivity, fostering team spirit, ensuring health and safety, and above all, raising awareness of citizenship practices.. The purpose of implementing the 10S is precisely to make everyone aware that it is possible to contribute through various actions to build a more dignified and just society, where personal commitment is essential for success—not only professionally, but also personally and humanely.. The 10S Program has been applied in various industrial, commercial, and service organizations, and more recently adopted by Embrapa and other agribusiness organizations, on which the food industry is entirely dependent.. For this reason, we suggest distributing the program to your members with a recommendation for its implementation. It is a motivating activity for teams and delivers results in the short, medium, and long term.. In the interest of promoting the 10S Program, we are making this suggestion at no cost to the Association.. Members can implement the program without external assistance, based on the materials we can provide. If any company feels it needs external consulting, several organizations can offer it, including TQM – Técnicas de Qualidade e Marketing Ltda.
SUMMARY OF THE 10S PROGRAM
The use of techniques to stimulate a quality culture developed in Japan has led to several changes in Brazilian organizations. The 5S Program was one of the first tools used to improve management. To ensure the meaning was well understood and to preserve the concept of the “S,” the word “Senso” (Sense) was placed at the beginning of each Portuguese translation, resulting in:
Seiri – Sense of Use
Seiton – Sense of Organization
Seisoh – Sense of Cleanliness
Seiketsu – Sense of Health
Shitsuke – Sense of Self-Discipline
Later, three more senses were introduced:
Shikari Yaro – Sense of Determination and Unity
Shido – Sense of Learning and Training
Setsuyaku – Sense of Economy and Waste Reduction
In a magazine article (original lost), the suggestion was made to adopt a Sense of Moral and Ethical Principles, which TQM – Técnicas de Qualidade e Marketing Ltda. began using in its consulting work as the 9th S – Shisei Rinri.
Engineer José Ailton Baptista da Silva, founder and senior consultant of TQM, proposed the 10th S – Sekinin Shakai (Sense of Social Responsibility), thus consolidating the 10S Program.
10S PROGRAM
SEIRI – Sense of Use
SEITON – Sense of Organization
SEISOH – Sense of Cleanliness
SEIKETSU – Sense of Health
SHITSUKE – Sense of Self-Discipline
SHIKARI YARO – Sense of Determination and Unity
SHIDO – Sense of Training
SETSUYAKU – Sense of Economy and Waste Reduction
SHISEI RINRI – Sense of Moral and Ethical Principles
SEKININ SHAKAI – Sense of Social Responsibility
An article summarizing the program was published in Banas Qualidade Magazine No. 149, in October 2004, in the edition subtitled “Who’s Who in Quality in Brazil,” and received significant national attention.
It was approved for presentation at the 12th World Congress of Total Quality Management, held in September 2007 in Edinburgh, Scotland.
Eng. José Ailton Baptista da Silva
Founder and Senior Consultant at
TQM – Técnicas de Qualidade e Marketing Ltda.
ASSET CONNECT – Startup incubated at INCIT UNIFEI
BENEFÍCIOS DO PROGRAMA 10S
ISSN: 1679-3765
Vol. 1 | Nº. 09 | Ano 2011. Adriana Gomes Menegolo. Formada em Administração pela Unibrasil.. Antonia Percegona. Formada em Administração pela Unibrasil.. Barbara Washington Nichols. Formada em Administração pela Unibrasil.. Sônia Maria dos Santos. Formada em Matemática pela PUC-PR, com Mestrado em Engenharia Civil – ênfase em transportes – pela UNICAMP-SP em 2001. Desde 2003 é professora do Ensino Superior nos cursos de Administração e Secretariado Executivo das Faculdades Integradas do Brasil - UNIBRASIL e de Administração da FACEL – Faculdade de Administração, Ciências, Educação e letras em Curitiba-PR.
ABSTRACT
This article, elaborated from bibliographical research had as objective to demonstrate the benefits of the program 10S. The elements for understanding of the subject registered the grounding in studies directed to the planning in the search of the quality, that started to be one of the organizations lines of direc-tion that objective goals to be reached for organizations that practice it. So that it is accomplished successfully, a flexible culture becomes necessary. Culture that has for objective to determine the attitudes of the people to a consensus of a new reality, understood as something dynamic and changeable whenever necessary. Already as form of reach of the quality, the organizations need new models of management, aiming at better aiming of the resources. The program 10S, object of the study, had beginning in Japan, after-Second War with the known Program 5S that it brought the concept of behavior and cultural chang-es, in order to promote the organizational development as well as of the indi-viduals.
Key-Words: 5S; 10S; quality; culture of the quality....texto aqui...
Implementation of 10S as a Quality Management Tool in a Hospital
November 2017
The implementation began in February 2011 and ended in February 2012. A management group was created whose basic function, either as the program manager or as a central committee, is to promote 10S activities throughout the company. The first action was to carry out a general cleaning (D-Day), a prerequisite for the implementation of the 10S Program. In the implementation of 10S, six quality tools were used: Cause-and-effect diagram, Scatter diagram, 5W1H, Charts, PDCA, and Kanban. The 10S improved the organization’s image before society and government agencies. The program spread within the hospital the importance of practicing social responsibility, not only as an obligation of the hospital to develop social actions, but also as an incentive and motivation for its own employees to carry out volunteer work to meet society’s needs.
PROPOSAL FOR IMPLEMENTATION OF THE 10S PROGRAM IN THE WAREHOUSE SECTOR OF A PUBLIC TRANSPORT COMPANY
Authors. AIRTON GARCIA DA SILVA. UNISC. LEDIANE APARECIDA DOSSENA. UNISC.
Abstract
Competitiveness and customer demands are constantly increasing, and companies need to survive in a market of continuous innovation. According to Degen (1989), competitiveness is the guiding factor for changes in company activities, as well as for product differentiation. Within this context, the 10S Program results from the evolution of the 5S concept, which originated in Japan in the 1950s, intended to support the reconstruction of Japan after the devastation of World War II. In 1998, José Abrantes proposed three new senses with the release of the book “The 8S Program for Combating Waste in Companies and Institutions”, focused on changing habits and on the qualification and training of human resources. Later, in 2007, Embrapa published a booklet, “10S Program: Guidelines for Implementation”, the work environment.. The term 10S in Portuguese can be understood as ten senses: sense of utilization, sense of organization, sense of cleanliness, sense of health, sense of self-discipline, sense of determination and unity, sense of training, sense of economy and waste reduction, sense of moral and ethical principles, and sense of social responsibility.. The objective of this study is to develop a proposal for the implementation of the 10S Program in the warehouse of the company Expresso Sinimbu, since the need for improvements was identified in the organization of physical space, enhancement of information standardization, reduction of costs related to wasted time and raw materials, and increased productivity. It is also necessary to create good habits, develop talents, and value respect and unity among employees, directors, and society, thereby fostering better citizens and professionals.. The specific objectives are: to map the quality practices adopted in the warehouse; to analyze which practices are desired by the users of this environment; and to propose improvements in accordance with the 10S Program. For the development of this work, qualitative, exploratory research and a case study will be used. Data collection will be carried out through semi-structured interviews with employees and managers, as well as participant observation. Based on this, the 10S Program theme will bring benefits that can be obtained both in terms of knowledge and in the re-education and recovery of values in the workplace, along with greater employee commitment..