The Moderating Role of Safety Management Practices on the Relationship of 5s Implementation and the Operational Performance of Automotive Repair Shops in Philippines
DOI:
https://doi.org/10.65150/EP-jmrr/V2E4/2026-03Keywords:
5S implementation, safety management practices, operational performance, automotive repair shops, lean managementAbstract
Background: Operational performance in small and medium automotive repair enterprises is influenced by workplace organization and safety systems, yet the interplay between lean 5S practices and safety management remains insufficiently examined in developing country contexts.
Objective: This study assessed the effect of 5S implementation on operational performance and examined whether safety management practices moderate this relationship in automotive repair shops in selected cities of Cavite, Philippines.
Methods: A cross-sectional quantitative survey design was employed among 133 owners, managers, and employees of automotive repair facilities. Data were collected using validated Likert-scale instruments and analyzed using descriptive statistics, Spearman correlation, and regression-based moderation analysis with mean-centred interaction terms. IBM SPSS Statistics version 29 was used for all analyses, with significance set at p < 0.05.
Results: 5S implementation showed a moderate positive association with safety management practices (r = 0.325, p < 0.001), indicating that higher workplace organization is linked with stronger safety practices. Safety management was also moderately and positively associated with operational performance (r = 0.364, p < 0.001). Regression analysis confirmed that 5S implementation significantly predicted operational performance (β = 0.264, p < 0.001), demonstrating that improved workplace organization enhances speed, flexibility, and service efficiency. However, safety management practices did not significantly moderate the relationship between 5S and operational performance (p > 0.05), indicating that the effect of 5S on performance remains stable regardless of safety management levels.
Conclusion: 5S implementation is a significant independent driver of operational performance in automotive repair shops, while safety management contributes positively but independently. The absence of a moderating effect suggests that lean workplace organization improves performance outcomes regardless of safety management intensity.
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Copyright (c) 2026 Paul M. Monata, Jules Jordan Kwizera (Author)
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