Application of Kaizen 5S Culture to Increase Work Productivity in Indonesia

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Yeni Nuraeni, Suryadi, Faizal Amir Nasution , Zusfarlian Maulana


Starting in 2013, the Minister of Manpower of the Republic of Indonesia intensively invited companies in Indonesia to campaign and disseminated the productivity improvement program of Kaizen Seiri, Seiton, Seiso, Seiketsu, Shitsuke (5S). By adopting the Kaizen 5S culture, which comes from Japanese culture and has been widely adopted in various countries, the government of the Republic of Indonesia is optimistic that it will impact increasing work productivity and increasing worker welfare. To support the widespread and massive implementation of Kaizen 5S culture, the Indonesian government provides a stimulus through productivity improvement training programs that focus more on Kaizen 5S culture. This study aims to analyze how Kaizen 5S culture can be adopted and implemented in Indonesia and its impact on companies and workers. This study's primary data collection was conducted by filling out questionnaires and in-depth interviews with respondents selected by the intended method of sampling. The selected respondents came from the company's management and company employees. The data analysis process included qualitative analysis and quantitative descriptive analysis with multiple regressions. The results show that, in general, companies that have implemented Kaizen 5S culture show an impact on increasing productivity; this is reinforced by the results of multiple regression analysis, which offers a positive relationship between Kaizen 5S culture variables and productivity. The adoption of the Kaizen 5S culture inside the organization experienced constraints include the need for supervision and efforts to increase awareness regarding the importance of the continued performance of Kaizen 5S culture. The most effective approach taken by the company to implement Kaizen culture is a family approach according to the characteristics of the Indonesian people. For companies where most employees are from the millennial generation, the Kaizen 5S culture, which requires high discipline and regularity, is felt to be less than optimal to implement considering the characteristics of millennial workers who prioritize innovation and achieve results quickly. The role and support of the government are very much needed to increase awareness and implementation of Kaizen 5S culture in the company to increase productivity, especially for companies that do not yet have their productivity improvement unit.

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