Tahap pelaksanaan amalan 5s dan prestasi jabatan di Majlis Bandaraya Alor Setar

Malaysia's municipal system is currently undergoing a transformation of governance toward efficient and competitive in performing its functions in order to improve the quality of service. Alor Setar City Council (MBAS) needs continuous quality improvement and be recognised with a five-star rating according to the criteria by the Ministry of Housing and Local Government. In improving quality efficiency, the 5S concept has been selected to be implemented in MBAS. The motivation of this study was the outcome of previous studies on successful 5S in other service sectors such as healthcare. Therefore, the objectives of this study were to determine the level of implementation of the 5S, ascertain the dimensions of departmental performance which are most affected and identify the profile of departments that could easily and difficult to implement the 5S. Purposive sampling was used to collect the census data. The respondents for this study consisted of 40 top management personnel and professionals representing each 5S zone. They received the questionnaires online and returned them upon completion. The Resource-Based View Theory supported this study by looking at all the resources available in implementing the 5S. The Rasch Winsteps Version 3.81.0 model was used to analyse the data. This study found that the level of 5S implementation is at an excellent level of 94%. The most impressive departmental performance dimensions are quality and productivity. The profiles of departments that are easy and difficult in implementing 5S practices in MBAS are the One Stop Center Division and the Legal Division. The contributions of this study can provide benefits and understanding to the top management that the implementation of 5S impacts the department's performance in terms of quality and productivity and as a reference to other local authorities. This study also prove the findings of previous studies where the implementation of 5S can positively impact the departmental performance.