Quality Steering Committee JKPNM
The EKSA Steering Committee of the Melaka State Finance and Treasury Department consists of the State Financial Officer as Patron, the Deputy State Financial Officer and the State Treasurer as Chairperson 1 and Chairperson 2 respectively, and the Zone Heads who are responsible for formulating EKSA implementation policies. All parties involved continuously evaluate improvement proposals submitted by each EKSA zone. This committee is assisted by a coordinator, a secretary and three subcommittees: the Training Subcommittee, the Audit Subcommittee and the Promotion Subcommittee. Each of these committees is led by an officer/staff member to facilitate monitoring processes.Â
EKSA stands for the Conducive Ecosystem for the Public Sector (EKSA).
It is led by MAMPU (the Malaysian Administrative Modernisation and Management Planning Unit), and is a rebranding of the Implementation of EKSA Practices in the Public Sector (2010). It aims to enhance an organizational culture of excellence with a more corporate image and to foster creativity and innovation activities and ideas.
S1. SEIRI (SORT) - Remove unnecessary items and dispose of them.
Sorting Methods:
| MATERIALS/ITEMS | SORT | ACTION |
|---|---|---|
| Identify materials/items that are not needed in the workplace | Easy to dispose | Discard |
| Has value | Find a buyer and sell | |
| High disposal cost | Find ways to save costs |
S2. SEITON (ARRANGE) - Arrange the required items neatly so they are easy to pick up for use.
Arranging Methods:
| MATERIALS/ITEMS | SORT | ACTION |
|---|---|---|
| Only materials/items required should be present in the workplace | Frequently used materials | Must be placed near the main work area |
| Occasionally used materials | Placed a little farther away | |
| Rarely used materials | Stored in a storeroom with clear labels | |
S3. SEISO (CLEAN) - Clean your workplace thoroughly so there is no dust or dirt on the floor, desks, machines and equipment.
Cleaning Methods:
| MATERIALS/ITEMS | ACTION | |
|---|---|---|
| Floor & Machines | 5 minutes a day | |
| Tools/Equipment | 30 minutes weekly | |
| Hardware | Once a month | |
| Walls & Ceiling | Once every 6 months | |
| Environment | Once a year (Community Clean-up) | |
S4. SEIKETSU (STANDARDIZE) - Maintain a high standard of cleanliness and workplace organization at all times.
Standardization Methods:
| STANDARDS / REGULATIONS | ACTION | |
|---|---|---|
| Establish standards or care for the workplace, machines, hardware and equipment used by employees | Ensure these rules or standards are easy to see and understand | |
| Post them in easily readable locations | ||
| Comply with those standards | ||
S5. SHITSUKE (PRACTICE CONSISTENTLY) - Train employees to comply with the rules/standards that have been set so that cleanliness improves and becomes a culture.
Methods for Consistent Practice:
| CONSISTENT PRACTICE | ACTION | |
|---|---|---|
| All standards have been established | Understand the standards | |
| Comply | ||
| Make it part of the work culture | ||
| Follow-up needed | ||
Support and commitment from top management can create an environment that energizes the implementation of EKSA Practices and can have a lasting impact. Top management will provide direction and decisions to ensure EKSA Practices are implemented effectively within the organization by its members.
Provide appropriate infrastructure. It is important to first identify the aspects or areas suitable for implementing 5S Practices in the organization. Systematic actions are necessary by creating several committees for EKSA Practice implementation and clear terms of reference.
Provide and roll out an appropriate communication system or method. This is important to explain the needs, importance and benefits of EKSA within the organization to other members. For this, several methods can be used, for example:
Provide training to groups involved in EKSA Practices and other members within the organization. Basic EKSA Practice training should be planned for every member. This enables all members of the organization to know the roles they should perform in EKSA Practices.
Start with an EKSA pilot project. Choose areas where many members show signs of low motivation to work, possibly due to overcrowding, poor organization, and so on. The chosen area should also have a positive visual impact once EKSA Practices are implemented. The experience from this pilot project can later be used to plan a more comprehensive EKSA implementation across the organization. After implementing the EKSA pilot project, it is important to conduct evaluation and review. Obtain feedback and ideas from project team members for improvement input into the organization's EKSA implementation plan.
Establish and share best practices. This includes visits to companies or agencies that are EKSA practice models for continuous improvement. Prepare and use a database of best practices and share it with other members.
Prepare a comprehensive EKSA implementation plan by designing a systematic approach using the P-D-C-A Cycle (Plan - Do - Check - Action). Continuously evaluate and make modifications. In implementing EKSA Practices, every problem encountered should be used as a lesson and improvements must be made. Modify or choose approaches and implementation methods to ensure EKSA Practices in the organization are more effective.
Internal EKSA Practice audits within the organization are the best method for evaluating EKSA performance. These evaluations can be followed by a reward system that offers awards to each team that succeeds in various organized categories.