Performance analysis of 5‐S teams using quality circle financial accounting system

Purpose – The purpose of this paper is to explore the practical feasibility of adopting a Quality Circle Financial Accounting System (QCFAS) for analyzing the performance of 5‐S teams. Design/methodology/approach – First the literature was surveyed to study the state of the art of 5‐S. This study revealed the importance of analyzing the financial performance of 5‐S. Since, 5‐S contains tangible and intangible activities, it was decided to adopt the QCFAS to financially account it. The practical validity of this preposition was tested by conducting an implementation study in a unit of a multinational abrasive manufacturing company operating in India Findings – The literature review led to the finding that 5‐S could be used as an interweaving device for conglomerating world class paradigms such as total quality management (TQM) and quality circles (QCs). The practical implementation study revealed the compatibility of employing QCFAS for financially accounting 5‐S teams. Research limitations/implications – The implementation study was conducted in a Indian Company. This limited study threatens the general validity of QCFAS in financially accounting 5‐S. However, this threat is not expected to be severe because the company is a multinational company and the working atmospheres prevailing in it mimic those of companies situated in various parts of the world. Originality/value – Though 5‐S has been popular for some time, the research on it has been minimal. Further no research has examined the financial accountability of 5‐S. Hence, the contributions of this paper are original and valuable in helping to overcome a general reluctance to implement 5‐S.