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Is 15171:2002

Indian StandardGUIDELINES FOR ESTABLISHING AND

IMPLEMENTING 5-S CONCEPT

ICS 03.120.10

0 BIS 2002BUREAU OF INDIAN STANDARDSMANAK BHAVAN, 9 BAHADUR SHAH ZAFAR MARG

NEW DELHI 110002

July 2002 PticeCoup 7

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Is 15171:2002Indian Standard

GUIDELINES FOR ESTABLISHING ANDIMPLEMENTING 5-S CONCEPT1 SCOPE

This standard helps in understanding and imple-menting philosophy, concepts and practices of 5-S tobring excellence all areas of an organization. Themethodology for implementing 5-S has been illustratedwith examples.2 WHAT IS 5-SThe 5-S is a concept, which forms the basis of allactivities being undertaken during daily operations inthe workplace. The 5-S are:

1. SEIRI SEGREGATION2. SEITON SYSTEMATIC

ARRANGEMENT3. SEISO CLEANING4. SEIKETSU CLEANLINESS5. SHITSUKE DISCIPLINE

2.1 Seiri-Segregation2.1.1 Look around your work place and scrutinize eachand every thing and ask the question, Is this thingreally needed?.2.1.2 Separate items, which are not necessary anddispose them off.2.1.3 Items, which are needed, should be clearlydistinguished from those, which are not needed. Theitems, which are not required, should be immediatelydisposed off by following two ways:

a) Shift to other department/sections whereneeded, andb) Scrap.

2.2 Seiton-Systematic Arrangement2.2.1 All the items, which are necessary, should bekept according to a fixed arrangement tlom where theycan be most conveniently retrieved and used. All theuseful things should be kept in proper order.A PLACE FOR EVERYTHING& EVERYTHINGIN ITS PLACE SHOULD BE THE MOTTO.2.2.2 Decide where every necessary item is to beplaced, so that they are easily accessible. The followingpoints should be considered:

a) Items frequently reqtiired should be kept at

designated locations, nearest possible to andat a safe distance from actual work place;

b) Items, which are not required frequently,should be kept at a distance from actualworkplace;

c) Heavy and large items should be kept on thefloo~ andd) All items should be easily identifiable, forexample by labels, markings, boards, etc.

2.3 Seise-Cleaning2.3.1 This means cleaning the work area includingall the equipment/facilities thoroughly, and keepingthe floors sparkling clean.2.3.2 As a general rule, all the cleaning work shouldbe done by those who work in that area. However,cleaning has meaning only if Seiri and Seiton arestrictly adhered to by all the concerned. Cleaningshould be done not only on the floor but also in offices.toilets, canteen, etc.2.4 Seiketsu-CleanlinessSeiketsu is a state of cleanliness where the smallestvariation becomes easily visible to all. It is themaintenance of Seiri, Seiton and Seiso constantly. Itemphasizes that these activities should become a partof life. Even a clean work place with proper segrega-tion (Seiri) and systematic arrangement (Seiton) willsoon become dirty and untidy if the above three arenot maintained.2.5 Shitsuke-Discipline2.5.1 Shitsuke is to install work practices that willensure and enable the implementation of all the aspectsof 5-S. Everyone should be self disciplined to strictlyfollow the rules and standards while working. Allthe set rules like punctuality should be strictlyfollowed. In addition to these, simple things likewishing colleagues in the morning, submittingworking reports and wearing proper uniform andsafety gear should be strictly observed.2.5.2 The main attribute for becoming disciplined isto be punctual. Punctuality does not only meanreaching work place in time, but also following timeschedules.ofthe organization. What has been decidedmust be followed as per standard.

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IS 15171:20022.5.3 Example Attendance2.5.3.1 Attendance should be made an important thrustpoint in any organization. Everyone should understandthe importance of attendance. When the attendance ispoor and there is a shortage of manpower, there willbe many problems, such as:

a) imbalance/line/work flow will stop;b) quality of productiservice will be bad;c) other operators/employees will be over-burdened; andd) because of slow work if employees are pushedhard, there may be accidents.

2.5.3.2 If in place of skilled employees, apprenticesor casual workers are used, the quality and productivitywill be less than the normal.2.6 By thoroughly institutionalizing each of the 5-S,the work place can be managed properly resulting inimproved levels of safety, quality and productivity, thatis:

a)

b)c)

d)e)

9

work/operations can be performed withouterror, proceeding in a well regulated manner,resulting in fewer non-conforming items;operations can be performed safely andcomfortably reducing thechancesof accidents;machinery and equipment can be maintainedproperly, reducing the number of breakdowns,thus increasing available productive time;operations can proceed effectively andefficiently, eliminating waste;customers using the service will be moresatisfied leading to growth in revenue andprofits; andindividuals managing the operations will becomfortable as the operational area is wellorganized.

3 ADVANTAGES OF IMPLEMENTING 5-S3.1 To Individuals (Employees)

a)b)c)d)e)8g)h)

Positive change in attitude;Improvement in effectiveness and efficiency;Stress reduction;Better time management;Prevention of mistakes;Developing ability to think and analyzeeffectively;Improvement in Quality of Work Life; andEasy access to things to reduce fatigue.

3.2 To Organization (Employer)a) Avoidance of unproductive and non-valueadded activities;

2

b)c)d)e)f)g)h)j)

Availability and retrieval of importantdocuments in time;Better utilization of space, equipment andother resour~es;Reduction of wastage of materials, time andmoney;Cost reduction;Improvement insafety andwork environment;Improvement in quality and productivity;Improve awareness about standards and workcuiture; andImprovement in punctuality, commitmentand discipline.

4 METHODOLOGY4.1 Seiri (Segregation)4.1.1 ObjectiveTo distinguish between necessary and unnecessaryitems/activities and get rid of unnecessary items/activities.4.1.2 Planning

a)b)

c)

Establish criteria for necessary andunnecessary;Establish criteria for classification of items/activities on the basis of, for example,consumable/non-consumable, value addin~non-value adding, and frequency of usage;Take photographs of the location (using thetechnique of Fixed Position Photography) anddisplay the same on a 5-S chart. Details ofchart are given in Annex A.

4.1.3 Activitya)b)c)

d)

Decide necessary and unnecessary items/activities;Identify unnecessary items/activities bysuitable means;Gift unnecessary items if there are any takers.If no takers, dispose them as per regulatorynorms; andDeal with the causes of unnecessary itemdactivities.

4.1.4 ChecklistThe checklist for Seiri is given in Annex B.4.2 Seiton (Systematic Arrangement)4.2.1 ObjectiveTo establish a neat layout so that one can always getwhat one needs and when one needs.

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4.2.2 Planninga) Establish criteria for classification of itemsinto different groups:

i) Frequency of usage,ii) Type of item,iii) Type of storage required, andiv) Regulatory requirements.

b) Decide storage location and type usingconcept of visual control, depending uponearlier classification; andc) Decide for time for retrieval of items.

4.2.3 Activitya)b)c)d)e)o

i%)

h)

j)

Create storage;Identify items;Identify storage area;Store items on the basis of decided storagelocation;Use the concept of visual control whiledesigning and making storage location;All moving parts, components, items whichare dust prone should be visible as far aspossible;Storage space should be such that when itemsare removed, empty space is visible anddifferent items cannot be put into the sameplace;Display lists communicating what is storedin what quantity, where and by whom, whenand how?; andRandomly check if the items are retrievablewithin the preset time limit.

4.2.4 ChecklistThe checklist for Seiton is given in Annex C.4.3 Seiso (Cleaning)4.3.1 ObjectiveTo eliminate trash, filth and foreign matter for acleaner work place.4.3.2 Planning

a) Identify various type of trash, filth and foreignmatter around the operator and workplace;b) Brainstorm on causes of generation andpresence of trash, filth and foreign matter atdifferent locations; and

c) Identify special cleaning tools, material andprocesses, if required.4.3.3 Activity

a) Clean trash, filth or foreign matter;

b)Is 15171:2002

inspect while cleaning to validate potentialcauses identified by cause and effect analysis.Try and locate causes. Evolve and implementaction plan in the following steps:i)ii)iii)

Prevent dust, filth, trash and foreignmaterial to reach the area;Prevent generation of the above in thefirst place; andEvolve an appropriate monitoring systemto check the extent of trash, filth andforeign matter being generated/exists inthe specified area.

4.3.4 ChecklistThe checklist for Seiso is given in Annex D.4.4 Seiketsu (Cleanliness)4.4.1 ObjectiveTo maintain a state of cleanliness that ensures imme-diate identification of minor variations. Keepingthings clean in work area, pollution prone area, andeven in our own personal area.4.4.2 Planning

a)

b)c)

d)

e)o

g)

Confirm all appropriate measurements havebeen identified while implementing third S,that is Seise;Find out innovative ways to institutionalizevisual management;Evolve checkpoints on the basis of specificstorage process evolved at second S, that is,systematic arrangement or Seiton;Finalize checkpoints for measuring storage,cleaning points. These check points shouldbe unique to specific area. Check points alsoneed to be developed for common area likepassages, toilets, canteen and reception;Decide a frequency for measuring differentstorage, cleaning points:Evolve check sheets combining all points,which need to be measured simultaneouslylike hourly, daily, weekly, monthly checksheets; andCheck sheet should also describe if aspecific process or tool is to be adopted formeasurement.

4.4.3 Activi ya) Decide a schedule for measurement anddisplay the same in the work area. The chartdisplayed in the work area should be as giveninAnnex A. Photograph should be taken afierperiodic intervals and status also updated byteam responsible for internal audit; and

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Is 15171:2002b) Conduct audit periodically and writecomments aswell as give awards asper policyof the organization,

4.4.4 ChecklistThe checklist for Seiketsu is given in Annex E.4.5 Shitsuke (Discipline)4.5.1 ObjectiveTo internalize the practice of first four S of segregation,systematic arrangement, cleaning, and cleanliness.Internalization of habit should be to the extent thatthere is proaction and it becomes a way of life.4.S.2 Planning

a) Evolve management policy to recognize,understand and spread the concept of 5-S.b) Develop training modules and recognitionschemes.

4.5.3 Activitya)b)

c)d)e)~@

Provide education of 5-S to all employees;Involve those who have internalized theconcept of 5-S in all areas to conduct trainingsession;Publish cases of 5-S success in all areas;Recognize those teams and individuals whohave adopted the concept of 5-S for successof self and the organization;Recognize those who have helped each otherto internalize 5-S;Recognize sustained contributions on 5-S tomake it a habit; andDisplay overall benefits in common areas sothat others can see it.

5 PDCA OF 5-S5.1 Appoint a Steering Committee. It is a group ofsenior management of an organization. Thiscommittee is chaired by the head of organization, andHeads of key functions are the members. In additionkey individuals at middle management level, who arepracticing 5-S and fully convinced with the conceptare also included.5.2 Conduct 5-S workshop for Steering Committee.5.3 Appoint a 5-S Coordinator for each Unit/Office/Sub-area. He should be a part of the supervisory staff,working in the area and should be a go-getter as wellas practitioner,5.4 If the office has more than 12 employees, divideoffice into various sub areas. Each sub-area shouldcomprise of around 12members sitting together.

5.5 Prepare 5-S cascade plan including internal auditteam and recognition process.5.6 Provide basic awareness session with livedemonstration of the actual of Unit/Office/Sub-area.5.7 Develop a plan for first 3-S by respective Unit./Office/Sub-area. A separate plan should be preparedfor each sub-area. Decide a fortnightly meeting dayfor each sub-area to review progress.5.8 Formally announce the launch of programme inUnit/Office/Sub-area by using various communicationmeans.5.9 Photograph the as is state of the area.5.10 Prepare a check sheet for self audit by eachsub-area. Decide audit frequency 2-S and 3-S actionplan.5.11 Conduct self assessment.5.12 5-S internal audits to conduct audits once in aquarter and give rating to each area.5.13 Areas achieving highest rating should berecognized. Others should be motivated/supported toachieve highest rating.5.14 Coordinate Quarterly 5-S presentation andrecognize individuals and teams who contributetowards 5-S implementation. Prepare criteria for workplace organization award. The following aspects maybe considered in this regard:

a) Space utilised;b) Ease of retrieval;c) Innovative storing methods;d) Waste elimination; ande) Aesthetics.

6 EVALUATION6.1 The purpose of evaluation is to determine of theeffectiveness of the 5-S programme with respect tothe objectives set by Steering Committee.6.2 The following are evaluated.6.2.1 Promotional Activi~

a)b)c)d)e)og)h)

Organization to drive the movement;Education and training;Promotional meeting;Continuous monitoring and supervision;Posters calling for participation;Monthly review;Awards; andAllocation of funds.

6.2.2 5-S Deploymenta) Zone allocation;

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b) Finalization ofchecklisCc) Time bound plan;d) Target setting;e) Tracking benefits; and~ Responsibility identification,

6.2.3 Kaizen Improvemenfl Projectsa) Awareness on how to identify problems;b) Awareness on how to deal with causes;c) Implementation of Kaizen projects; andd) Interdepartmental and team participation.

6.2.4 Technical Traininga) Maintenance;b) Improvement; andc) How to generate Kaizen ideas.

6.2.5 Evaluation Plana) Schedules;b) Defined criteria for level identification;c) Decide formats and grades; andd) Trained evaluators.

6.3 Levels of 5-S6.3.1 Level 1

a) Macro level cleaning: Major house cleaning;

Is 15171:2002b) Decision to throw away what is not required;

andc) Decision to implement 3 rein 5-S.

6.3.2 Level 2a) Design appropriate storage method: Special shelves Special racks/standsb) Have placement diagram; andc) Have instructional labels.

6.3.3 Level 3a) Preventive steps identified and implemented;b) Prevent leakage;c) Prevent spillage; andd) Implement Kaizens.

6.3.4 Level 4a)b)c)

Repair/overhaul defective machinery;Change layout; andPrevent causes of problems/dirt (throughinteraction with other departments).

6.3.5 Level 5Equipment 5-S (Cleaning is inspecting).

6.3.6 Evaluation criteria for each of the above fivelevels is given in Annex F.

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Is 15171:2002

ANNEX AClauses 4.1.2 and 4 4 3

CHART DISPLAY IN WORK AREA

AREA :5-S TEAM :

PHOTOGRAPH PHOTOGRAPH PHOTOGRAPH PHOTOGRAPHDAY 1 AFTER 30 DAYS AFTER 60 DAYS AFTER 90 DAYS

CRITICAL FREQUENCY STATUS STATUS STATUSPOINTS OF CHECK

Remarks bySteeringCommittee

AWARD

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Is 15171:2002

Check Points

ANNEX BClause 4.1 ,4

CHECKLIST FOR SEIRI

Standardized frequency ofsegregation.9 Disposal and segregation, withrespect to repairable, irreparable,potentially useful, special, done. Retention period for records. Scrap sortedlcategorized.s Records of things thrown away(Quantified).* Out of date noticeslcalendarsldisplays. Records available of specificbenefits achieved.

System Result MaximumMarks

ANNEX CClause 4.2.4

CHECKLIST FOR SEITONCheck Point

B Prefixed number of itemsP Prefixed location for itemsB Items have location namesb Accessibility of itemsb Proper stacking systemsB Shelf stratificationb Categorization of filesB Storage based on flequency of usea Storage of sensitive, delicate items8 Placement of posters fnoticesl

calendars/displays Boxes shelves filled to 80 percentcapacity Functional layoutB Visual management

Colour coding Arrowmarks Visual displays Ear marked danger zone- Inventory management Space saved due to indigenousstorage methods9 Display of preventive maintenancesteps. schedules

System Result

MarksObtained

MaximumMarks

Remarks

MarksObtained

Remarks

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IS 15171:2002ANNEX D

Clause 4.3.4CHECKLIST FOR SEISO

Check Point System Result Maximum Marks RemarksMarks Obtained

All items covered under cleaningschedulesCleaning responsibilities knownSystem of proper drainage

, Equipment/Machinery cleanlinessI Around/Behind machines) Passageways clean) Aisle makingB Under the stairsB Against the wallD Beside and behind pillarsB Nooks and corners8 Scrap yards Under trolleys/stands/ racks Floor cleanliness Wall cleanliness Ceiling cleanliness Windows and door cleanliness Fan, A/C, Light, Notice boards Drainage pipes (blockage, etc)

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ANNEX FClause 6.3.6

5-S EVALUATION CRITERIA ..

Level 1 Level 2 Level 3 Level 4 Level 51 5-S promotion Have 5-S promotion 5-s promotion Committee plans Problems explicated, plan Results are visible to all, and allat the work- chart and plans, and is committee meets implemented with drawn up for making objectives are ingmet.place working on 5-s regularly and is full participation. improvements, and pkmeducation. aware of problems going according to schedule.

(keeps minutes).2 Cleaning (of Have cleaning plans Cleaning of lubri- Cleaning of peri- Cleaning of main equipment Able to detect problems in themain equip- with delineation of cation parts and pheral equipment completed. making as well as abnormalment) individual responsi- around equipment completed. noises, temperature levels,bilities and layout, and completed. vibrations, etc.education has reachedeveryone.3 Dealing with Education completed Have checklist of Implementation Implementation plan 80 Working to modify (improve)causes and everyone able to causes and plan for plan 50 percent or percent or more completed. equipment, and full planidenti~ causes of dealing with them. more completed. implementation making itproblems. possible to do quick cleaning.4 Hard-to-clean Education completed Have checklist of Implementation Implementation plan 80 Able to improve cleaning equip-places and everyone able to causes and plan for plan 50 percent or percent or more completed. ment, covers, etc, and full planidenti~ hard-to-clean dealing with them. more completed. implementation making itplaces. possible to do quick cleaning.5 30-second put Able to distinguish Have clearly desi- Storage places Things put away for easy Can access and put away in 30away and get- between necessary and gnated places for clearly Iabelled. access. seconds for better effectivenessout unnecessary items. everything. and efficiency.6 Safety Know where to check Able to make all Able to identi~ All safe~ plans Educated on safety and able toequipment and what to safety checks for problems and implemented. make safety improvements for acheck for. all equipment formulate plans. safer workplace.

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7

8

9

10

.11

12

I3--

Level 2 Level 3 Level 5evel 1 Level 4All pipes painted andlabelled.Visual controls(l): Showingflow directions

Education completed,and know how manyare needed.50-70 percent ofpipes painted andIabelled.

70-90 percent ofpipes painted andIabelled.Have equipment ledger andcheckl ist. Regular inspec-tions to ensure work is error-free and safety is assured.Have equipment ledger andchecklist. Regular inspec-tions to ensure work is error-fiee and safety is assured.

Visual controls(2):Valveinstructions50-70 percent ofvalves labelled. 70-90 percent ofvalves labelled.

All valves Iabelled andcheck at least twice daily.Education completedand know how manyof what kinds of labelsare needed.Visual controls(3):Wires andropes

Education, includingpoints on safety,completed and knowhow many of what arethere.

All wires and ropescolour coded.

Have equipment ledger andcare for wires and ropeswhen returned to inventoryaswell aswhen in use.

All wires and ropes takencare of so they are in topshape all the time.

All wires and ropesmeasured andcared for.

Visual controls~): Fire-fightingequipment

70 percent clearlymarked and peopleresponsible,designated.

100 percent clearlymarked and peopleresponsible,designated.

Education completed,and know how manyof what are there.Have equipment ledger anddo regular inspections. Have checklist and everyoneknows how to use equip-ment. Able to relate respon-sibilities, change markers,and maintain things intoshape.

Visual controls(~): Tempera-tur~ labelsEducation completed,and know how manyof what are there.

50-70 percent ofequipment Iabelled. 70-99 percent ofequipment labelled. All equipment labelled andlabels checked daily. Have equipment ledger andcheck for label discoloration,etc. Improvements made andrecorded.Visual controls(6); okay marks

70-99 percent ofequipment labelled. All equipment labelled.ducation completed,have action plan, andknow what needsattention.

50-70 percent ofequipment Iabelled. Have equipment ledger, con-duct regular inspections, andprevent problems.70-99 percent ofplaces taped. All places taped.isual controls(7): Cooling

fansEducation completed,and places needingtape identified.

50-70 percent ofplaces taped. Have equipment ledger,check fans daily, and preventproblems. m-4. .Ido0N

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Is 15171:2002ANNEX GForeword

COMMITTEE COMPOSITIONQuality Management Sectional Committee, MSD 2

OrganizationFederation of IndianChambers of CommerceandIndustry(FICC1),NewDelhi.ASSOCHAM,NewDelhiBajaj Auto Ltd, PuneBharat HeavyElectrical Ltd,New DelhiConfederationof IndianIndustry (CI1),NewDelhiDepartmentof IndustrialDevelopment,MinistryofIndustry,Government of India,, NewDelhiDevelopmentCommissioner,SmallScaleIndustries,New DelhiDirectorateGeneralof Health Services,NewDelhiDkectorate General ofOrdnance Factory,NewDelhiDirectorateGeneral of Quality Assurance,NewDelhiDirectorateGeneral of Supplies andDisposals,NewDelhiDirectorateof Standardization,MinistryofDefence,NewDelhiEngineers IndiaLtd, New DelhiEscorts Ltd, FaridabadExport InspectionCouncil oflndi% NewDelhiFederationof IndianChambersof CommerceandIndustry(FICCI),New DelhiHindustanAeronautics Ltd, BangalorelIospital ServicesConsultancyCorporation (India)Ltd, NewDelhiIn personal capacity (20/1,KrishanNagar, Safdarjung.Knclave,NewDelhi-110021)

In personal capacity (B-109,A4alviyaNagar,New Delhi-110017)IndianStatistical Institute, KolkataITILtd, BangaloreInstitutionof Engineers (India),KolkataKirloskarElectricCompany Ltd,BangaloreLarsen& Toubm Ltd,MumbaiMaruti UdyogLtd, Gurgaon

Representative s)LIEUTGm H.LAL,PVSM (RmD),Cllairrrrarr)SHNAvrKMrmMSHFUA. ROYAlternate)SHRIV.M.MAtWLSHRIM.A. KULKARNIA1/ernate)Mu A.R.SHOKLAStnuB.P. SIN~HAlternate)DRSARITAAGPALSrrruPGFIUSHA/ternate)SHIUS.N.NANDt1NxXTRL4LADVtSERELscr)SHRIA.BANDHOPADHVAAlternate)SHRIAsm KOMARSFRIA.K. SrNGHSmrrR.SINGHHOUWANAlternate)BRIGGURDASARMASW S.KFUSHNASHIUA.K.VERMAAlternate). u G.L.CHOPRA

Smr R.L.WADHWAAlternate)SHRT. RAMANSruuV.K.GOPTAAlternate)

SHIUC.S.V.NARENDRAMsSHASmAREENStrrrrM. L.GUPTAAlternate)1mm GENH.LALPVSM (Retd)

SHRIS. C.ARORAAhernate)SHRIG.S.JAMADAGWSHSU.D.JANAKIRAMANAlterna/e)SHRIY.P.KHULLARDRUDAYRAVIA1/erna/e)SHRID.R. SENPROFA.N.NANKANAPROFARw SmsrPROFS. S. HANOAAlferrrafe)SHNA.K.RENGARISmuS.NAGARtANAllernate)LIEOTGeNJ. S.AHLOWAr-MRSTO)SHRIM.S.ARUNKOMARSHIUP,M. BENDREAlternate)SHRIN.SATHYAN

%u N.V.WAGLEAlternate)SHRIR.B.MADHEKARSHSUHOBHIT~AL Alternate)

ontinoed on page 13)

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ls 15171 :2002Contirruedfiom page 12)

OrganisationNationalInstitutionforQualityandReliaMity, ChennaiNational Thermal PowerCorporationLtd,NewDelhiPowergridCorporationof IndiaLtd,NewDelhiQuality Circle Forumof Indi%SecunderabadSiemensLtd,MumbaiStandardization,Testing andQualityCertificationDkectorate,NewDelhiSteel AuthorityofIndia Ltd,NewDelhiTelecom Regulato~ AuthorityofIndiZ NewDelhiUniversityof KolkatAKolkataVOICE,NewDelhi

Representative s)SHRIA.SELVARAJSHRJM.JAGANNATHANAlferno/e)SHRI S kkISHN MURTtlY

SHRJ NIL GUPT Alternate)DRS.K.AORAWAL

SmuANJLAGRAWALAlternate)SHRJK.GANAPA_IHYSHRJK.K.MurHu Alternate)SHIIIS. Y. GHARS

SHRJU. R. SARNOBATAlternate)SHIUB.J. SRINATHW-auG. C. SAKENAAkernafe)SHRIAsHJsDAS

SHRIM.M.SJNGHAlternate)SsauMANDJARORASHRJAWCISHNARAYANAhernate)

PROF S P.MURHERJSEDRU.MWWOPADHVAYAlternate)DRK.L. MADHOK

SmuH.WADHWAAlternate)

Member-. cretarySHRJP.K.G.AMBHJR

. Dkector &Head (MSD), BIS

Panel for Preparation of Indian Standard on Guidelines for Establishing andImplementing 5-S Concept (MSD 2/P-4)

Quality Circle Forumof IndiajNew DelhiCII, NewDelhiEscotelMobile CommunicationsLtd,NewDelhiFICCI,New DelhiIIT,NewDelhiIITM,NewDelhiMarutiUdyogLt~ GurgaonNationalProductivityCouncil, NewDelhiOrdnanceFactoriesStaffCollege,NagpurQualityCircle Fomm of India,Hyderabad91S,NewDelhi

SHJUK.K.MrrnrrJConvener)SHRJSNEHSLKUMARSmuARUNMAUKSHJUA.N. SJNGHDRKrRANKUMAROMAYADILV.K.GIJPTASHRJR.B.MADHSKARSmJ K.G. VARSHNSVDRD. M. PURISJCUD. K. SRIVASJAVASHJUP. K. GAMBHIRSecrefa~)

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Bureau of Indian StandardsBIS is a statutory institution established under the Bureau oflndiun Standards Act, 1986 to promoteharmonious development of the activities of standardization, marking and quality certification of goodsand attending to connected matters in the country.CopyrightBJS has the copyright of all its publications. No part of these publications may be reproduced in any formwithout the prior permission in writing of BIS. This does not preclude the free use, in the course ofimplementing the standard, of necessary details, such as symbols and sizes, type or grade designations.Enquiries relating to copyright be addressed to the Director (Publications), BIS.Review of Indian StandardsAmendments are issued to standards as the need arises on the basis of comments. Standards are also reviewedperiodically; a standard along with amendments is reaffirmed when such review indicates that no changes areneeded; if the review indicates that changes are needed, it is taken up for revision. Users of Indian Standardsshould ascertain that they are in possession of the latest amendments or edition by referring to the latest issue ofBIS Catalogue and Standards: Monthly Additions.This Indian Standard has been developed from Doc : No, MSD 2 (254).

Amendments Issued Since PublicationAmend No. Date of Issue Text Affected

BUREAU OF INDIAN STANDARDSHeadquarters :Manak Bhavan, 9 Bahadur Shah Zafar Marg, New Delhi 110002 Telegrams : ManaksansthaTelephones :3230131, 3233375, 3239402 (Common to all offices)Regional Offices : TelephoneCentral : Manak Bhavan, 9 Bahadur Shah Zafar Marg

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