Disclosure to Promote the Right To Information Whereas the Parliament of India has set out to provide a practical regime of right to information for citizens to secure access to information under the control of public authorities, in order to promote transparency and accountability in the working of every public authority, and whereas the attached publication of the Bureau of Indian Standards is of particular interest to the public, particularly disadvantaged communities and those engaged in the pursuit of education and knowledge, the attached public safety standard is made available to promote the timely dissemination of this information in an accurate manner to the public. इंटरनेट मानक “!ान $ एक न’ भारत का +नम-ण” Satyanarayan Gangaram Pitroda “Invent a New India Using Knowledge” “प0रा1 को छोड न’ 5 तरफ” Jawaharlal Nehru “Step Out From the Old to the New” “जान1 का अ+धकार, जी1 का अ+धकार” Mazdoor Kisan Shakti Sangathan “The Right to Information, The Right to Live” “!ान एक ऐसा खजाना > जो कभी च0राया नहB जा सकता ह ै” Bhartṛhari—Nītiśatakam “Knowledge is such a treasure which cannot be stolen” IS 15564 (2005): Benchmarking [MSD 3: Statistical Methods for Quality and Reliability]
Transcript
Disclosure to Promote the Right To Information
Whereas the Parliament of India has set out to provide a practical regime of right to information for citizens to secure access to information under the control of public authorities, in order to promote transparency and accountability in the working of every public authority, and whereas the attached publication of the Bureau of Indian Standards is of particular interest to the public, particularly disadvantaged communities and those engaged in the pursuit of education and knowledge, the attached public safety standard is made available to promote the timely dissemination of this information in an accurate manner to the public.
इंटरनेट मानक
“!ान $ एक न' भारत का +नम-ण”Satyanarayan Gangaram Pitroda
“Invent a New India Using Knowledge”
“प0रा1 को छोड न' 5 तरफ”Jawaharlal Nehru
“Step Out From the Old to the New”
“जान1 का अ+धकार, जी1 का अ+धकार”Mazdoor Kisan Shakti Sangathan
“The Right to Information, The Right to Live”
“!ान एक ऐसा खजाना > जो कभी च0राया नहB जा सकता है”Bhartṛhari—Nītiśatakam
“Knowledge is such a treasure which cannot be stolen”
“Invent a New India Using Knowledge”
है”ह”ह
IS 15564 (2005): Benchmarking [MSD 3: Statistical Methodsfor Quality and Reliability]
IS 15564:2005
Indian Standard
BENCHMARKING
ICS 03.120.30
0 BIS 2005
BUREAU OF INDIAN STANDARDSMANAK BHAVAN, 9 BAHADUR SHAH ZAFAR MARG
NEW DELHI 110002
July 2005 Price Group 6
,
M..,,,,Statistical Methods for Quality and Reliability Sectional Committee, MSD 3
FOREWORD
This Indian Standard was adopted by the Bureau of Indian Standards, after the draft finalized by the StatisticalMethods for Quality and Reliability Sectional Committee had been approved by the Management and SystemsDivision Council.
Benchmarking is simply the process of measuring the performance of one’s company against the best in the sameor another industry. It is often stated that those who benchmark do not have to reinvent the wheel. By followingothers one can make improvements and not focus on stale ideas. The knowledge that is available for comparingoperations and processes are vast. An organization’s ability to evaluate its practices against specific businessstrategies and objectives is critical to leveraging its knowledge capital. It is the process of using all of theknowledge and experience of others to develop new and fresh ideas. This is basic teamwork, which is the wayprogressive organizations are migrating. Many organizations are realizing how much more can be achieved, ifthere is more collaboration between leaders in an industry.
The composition of the Committee responsible for the formulation of this standard is given in Annex E.
This standard has been prepared to provide guidance in circumstances where a study is necessary to comparea process against those of recognized leaders to provide opportunities for improvement. It is a way of measuringa firm’s strategies and performance against top firms, both inside and outside the industry.
.
IS 15564:2005
Indian Standard
BENCHMARKING
1 SCOPE
This standard prescribes the steps to be taken forconducting benchmarking studies for processes deployedin industry. It also highlights the types of benchmarkingstudies that might be performed.
2 REFERENCE
The following standard contains provisions, whichthrough reference in this text constitute provisions ofthis standard. At the time of publication, the editionindicated was valid. All standards are subject torevision and parties to agreements based on thisstandard are encouraged to investigate the possibilityof applying the most recent edition of the standardindicated below.
1S No.
10645:2004
Title
Methods of estimation of processcapability and process performance(second revision)
3 TERMINOLOGY
3.1 Benchmark — A measured, best-in-classachievement; a reference or measurement standard forcomparison; this performance level is recognized asthe standard of excellence for a specific businessprocess.
3.2 Benchmarking — The process of identifying,learning, and adapting outstanding practices, methodsand processes from any organization, anywhere in theworld, to help an organization improve its performance.
3.3 Best Practice — There is no single best practicebecause best is neither best for everyone nor for alltimes. Every organization is different in some way—different missions, cultures, environments andtechnologies. What is meant by best are those practicesthat have been shown to produce superior results:selected by a systematic process, and judged as exemplary,good or successfully demonstrated. Best practices arethen adapted to fit a particular organization.
3.4 Functional — Process benchmarking that comparesa particular business benchmarking function at two ormore companies. It is a process of comparison ofspecific functions like distribution, logistics, etc, withbest in class organizations which are not in the sameindustry. Teams from process areas usually conduct it.Resource requirement is high.
Examples:1) Benchmarking of customer complaint handling
process of two different organizations.
2) Inventory management systems of twoorganizations.
3.5 Generic Benchmarking — Process benchmarkingthat compares a particular business fimction or processat two or more companies independent of their industries.It is similar to tlmctionai benchmarking except that itfocuses on comparison of generic business processesof other companies who are judged to have innovativeprocesses. It is the latest evolutionary stage ofbenchmarking.
Examples:
1) Remington division benchmarking its surface
S1 No. Inventory Management Vehicle Manufacturing Unit Versus
Watch Manufacturing Unit
(1) (2) (3)
i) Advantages a] High potential for discovering innovative practices
b) Development of professional network
c) Access to relevant database
ii) Disadvantages a) Difficulty in transferring practices
b) Some information not transferable
c) Time consuming
1
.,$,,
‘ i
IS 15564:2005
finish of ammunition shells with a lipstickcompany
2) Material collection system with milk distributionby milk vendor.
3.6 Global Benchmarking — The extension of strategicbenchmarking to a global scale.
3.7 Internal Benchmarking —-Process benchmarkingthat is performed within an organization by comparingsimilar business units or business processes. It is aprocess of site-to-site learning for an organization havingmore than one unit.
Examples: -+
1) Maintenance practices of two different units ofvehicle manufacturing unit.
2) Productivity of foundry and contract processingsystem of two different units of vehiclemanufacturing unit.
S1 No. Advantages Disadvantages
(1) (2) (3)
i) Data easy to collect Limited focus
ii) Good results for Internal biasdiversified company
3.8 Competitive Benchmarking — This type ofbenchmarking involves specific competitor-to-competitorcomparisons for processes of interest.
Examples:
1) Benchmarking of the processes of two differentsteel producing organizations.
2) Benchmarking of manufacturing productivity oftwo car plant.
S1 No. Advantages Disadvantages
(1) (2) (3)
i) Information relevant Data collectionto business results diftlculties
3.9 Co-operative and Collaborative Benchmarking —It is most widely used type of benchmarking because itis relatively easy to practice. It is a more accommodatingway of getting information. In co-operative benchmarkinginformation flows one way. In collaborative benchmarkinginformation is shared between groups of firms. Not allcollaborative efforts are considered benchmarking. Datasharing results do not focus on the process but only onthe end results, while benchmarking focuses on theprocesses of the organizations.
3.10 Key Business Process — Those processes thatinfluence the customer’s perception of your business.
3.11 Process — A series of inter related activities thatconvert input into results (outputs); processes consumeresources and require standards for repeatableperformance; proce$ses respond to control systemsthat direct the quality, rate, and cost of performance. Itcan also be seen as a repeatable sequence of steps usedto transform an input into an output that has value toan internal or external customer.
Examples:
Lawn mowing process:
1) mower prepared,
2) lawn mowed,
3) grass clippings disposed, and
4) mower stored.
3.12 Practice — A method or technique used to performa process step. Practices describe how we perform astep within a work process.
Examples:
1) self-propelled lawn mower and rectangular mowingpattern, or
2) hand-pushed mower.
3.13 Metric — A metric qualifies the effect of installingand using one or more practices.
Examples:
Assuming you are concerned with fuel use, you maymeasure:
1) cost per gallon, and
2) number of tanks filled per lawn.
3.14 Enabler — Any condition or factor that influencesthe effectiveness of a practice is called enabler.
Examples:
Condition of lawn, trai~ing and experience of mower,instructions on mower operation.
3.15 Performance Benchmarking — The analysis ofrelative business performance among competitors isperformance benchmarking. Uses open-literature analysisor conducted as blind studies with third party assistance.The resource requirement is low. Can use trained companypersonnel or consultants.
3.16 Engineering — The radical redesign of business
processes, organizational structures, managementsystems, and values of an organization to achievebreakthroughs in business performance.
3.17 Reverse Engineering — A comparison of the
2
product characteristics, functionality, and performancewith similar products made by competitors is reverseengineering.
3.18 Strategic Benchmarking — A systematic businessprocess for evaluating alternatives, implementingstrategies, and improving performance by understandingand adapting successful strategies from external partnerswho participate in an on-going strategic alliance. Strategicbenchmarking deals with top management. It deals withlong-term results. It focuses on how companies compete.It involves analysis of world class companies in non-competitive industries to determine opportunities forstrategic change initiatives in core business processes.Usually is performed by trained benchmarking personnel.Resource requirement is medium-low.
3.19 World Class - Leading performance in a processindependent of industry, function, or location in world.World class manufacturers are those that demonstrateindustry best practice, To achieve this, companies shouldattempt to be best in the field at each of the competitivepriorities (quality, price, delivery speed, reliability andflexibility).Organizations should therefore aim to maximizeperformance in these areas in order to maximizecompetitiveness. However, as resources are unlikely toallow improvement in all areas, organizations shouldconcentrate on maintaining performance in quali~ingfactors and improving competitive edge factors. Thepriorities will change over time and must therefore bereviewed,
4 APPLICATION
Benchmarking is used to compare a process againstthose of recognized leaders to identi$ opportunities forimprovement. Understanding best practices identifieswhat we must change in order to delight customers. Allprocess improvement efforts require a sound methodologyand implementation, and benchmarking is no different.For this one needs to:
a)
b)
c)
d)
e)
f)
!3)
h)
j)
Set objectives and define the scope of yourefforts;
Gain support from your organization;
Select a benchmarking approach;
Identi@ benchmarking partners;
Gather information (research, surveys,benchmarking visits);
Distill the learning;
Select ideas to implement;
Pilot; and
Implement.
IS 15564:2005
5 DESCRIPTION
5.1 Benchmarking is a continuous process of measuringyour outputs (products and services) and processes(practices) against the toughest competitors or thosecompanies recognized as market leaders. It allows theidentification of targets and the establishment of prioritiesfor preparation of plans that will lead to competitiveadvantages in the marketplace.
5.2 Types of Benchmarking Approaches
a)
b)
c)
d)
e)
Internal — Comparison of processes andpractices inside the organization.
Competitive — Specific competitor comparisonof product, process, service or function.
Functional — Comparison of functions,processes and practices within the samebroadindustry and industry leaders.
Generic — Comparison of processes andpractices that are same regardless of industry.
Externa/ — Comparison of institutionsperforming similar functional activity.
I
5.3 Procedure,,
5.3.1 Phase I — Planning (This is the most important +‘1,.+
step)
a)
b)
c)
d)
e)
*
Who and what to benchmark? How to collect‘,
data?
Identify work / process to be benchmarked. (It I
may be key process or directly related tocustomer needs.) ,,
Select and prepare benchmark team.
Identify whom to benchmark (Market leaders).
Plan and conduct the study. (Data may be.
obtained by such means as direct contact,surveys, interviews, personal/professional ‘4
contact and technical journals.)
5.3.2 Phase It — Analysis
a) Are others better? Why and how? What areour opportunities for improvement?
b) Analyze current competitive gap — Where weare today versus best in function.
5.3.3 Phase III — Integration ‘
a) How can we incorporate improvements andimprovement goals into action plans?
b) Set targets to achieve best in practice.
5.3.4 Phase IV— Action
a) How can we implement the plan and monitorprogress?
IS 15564:2005
b) Develop functional action plans.
c) Implement specific action plans.
d) Audit-report progress.
e) Recalibrate benchmarks.
5.3.5 Phase V—Maturi@
a)
b)
c)
d)
e)
Have we attained a leadership position in thisarea?
Leadership position attained.
Practices fully integrated into processes.
Monitor environment/continuously.
Benchmarking process steps are given inAnnex A.
5.4 Common Benchmarking Watch Outs
a)
b)
c)
d)
e)
9
!3)h)
J
k)
m)
n)
P)
Internal process is not understood.
Focus is not on the process.
Questions and goals are vague.
Benchmarking process not included in annualoperating plan.
No follow up action taken.
Establishing improvement targets too quickly.
Failingto look beyond direct product competitors.
Focusing only on result measures.
Cultural difficulties in transfeming best practicein multinational firms.
Exposure of weaknesses.
On-going process is not a one-time project.
Difficult to benchmark services.
Difficult to obtain useful information aboutcompetitors.
5.5 Ways to Conduct Benchmarking
5.5.1 In-house Research
This usually occurs when the organization is onlyseeking information about performance results.
5.5.2 Third Party Research
It is usually needed for obtaining hard to get informationabout direct competitors or for conducting forums(focus /panel groups) of multiple institutions convenedto gather a wide range of input.
5.5.3 Direct Exchange
A direct exchange of information such as a questionnaireor a telephone conference is an important step prior toconducting a direct site visit.
5.5.4 Direct Site Visits
One or more face-to-face sessions between benchmarking
teams to provide interactive discussion, exchange andelaboration on benchmarking information. Direct sitevisits are the most interesting and effective way toconduct benchmarking.
5.6 Approach to Benchmarking
5.6.1 It will depend on the resources available andhow quickly information is required as described below:
How Soon You Benchmarking Alternatives
Need Results
Within a week a)b)c)
One to two weeks a)
b)
Three to six weeks a)b)
Reading library researchSurfing the webTelephone interviews
Research by a professionallibrarianHire a consultant
Rapid benchmarkingTraditional site visit(2 or 3 sites only)
Two to three months Traditional benchmarking
5.6.2 Benchmark data for total man hours per vehicleis shown in Annex B and benchmarking process forprocess capability index (see IS 10645) is shown inAnnex C. Checklists of questions for different phasesfor benchmarking process is enclosed in Annex D.
5.7 Different Type of Benchmarking
a) Competitive,
b) Product,
c) Process,
d) Performance,
e) Best practices,
i) Strategic, and
g) Parameter.
6 CODE OF CONDUCT
6.1 General
Benchmarking can be fraught with potential problems,ranging from simple misunderstandings to seriouslegal problems. To minimize the likelihood of thesetypes of difficulties the teams should follow the simplecode of conduct scripted by the InternationalBenchmarking Clearinghouse.
6.2 Legality
Don’t enter into discussions or act in any way thatcould be construed as illegal, either for you or yourpartner. Potential illegal activities include, for example,
s‘,,.*‘#,,
.
4
such simple actions as discussing costs or prices, ifthat discussion could lead to allegations of price fixingor market rigging. The process of how you arrive atprices may be acceptable, while discussion of actualcosts and prices may not.
6.3 Exchange
Don’t ask questions of your benchmarking partnerthat you are not willing to answer yourself to the samelevel of detail. It helps to fully disclose your level ofexpectations with regard to the exchange early on inyour discussion.
6.4 Confidentiality
Treat the information you receive from your partnerswith the same degree of care that you would for theinformation that is proprietary to your organization.Many organizations may not even want you to disclosethat you have had such discussions with them. In thisregard, you may want to consider entering a non-disclosure agreement with your benchmarking partner;consult your legal staff.
6.5 Use of Information
Don’t use the benchmarking information you receivefrom a partner for any other purpose other than towhich you have agreed.
6.6 Contact
Don ‘t go beyond the mutually agreed-on proceduresthat govern whom you will interact with in your partner’sorganization. Comply with their wishes and culture.
6.7 Preparation
Be prepared for your meetings and exchanges. Doingso increases your efficiency and effectiveness, andthat of your partners as well. It promotes an air ofprofessionalism.
IS 15564:2005
6.8 Completion
Don’t make commitments you can’t or don’t keep.Complete your work to every one’s satisfaction, includingthat of your partner.
6,9 Understanding
Benchmarking’s Golden Rule; treat your partner andtheir information the way you would like them to treatyou and yours.
7 BENCHMARKING ESSENTIALS
a)
b)
c)
d)
e)
o
g)
h)
J~
k)
m)
n)
P)
q)
r)
s)
t)
Clearly defined purpose,
Continual analysis and re-assessment,
Objective results,
Benchmarking methodology must beappropriate,
Significance of results must be clear,
Conclusions must be justified by the data,
Never compromise integrity for the sake offindings,
Investigation must be systematic,
A high code of ethics is essential,
Requires senior management commitment,
Must establish and enforce milestones,
Must report findings to senior management,
Internal training for company personnel,
Access to a benchmarking database,
Use of a good management information system,
Cadre of professional BM analysts, and
Networks to facilitate studies (internal andexternal).
P:.’
,.
t.
‘1
ANNEX A(Clause 5.3.5)
BENCHMARKING PROCESS STEPS..
Planning
m
Analysis
Integration
Action
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Identi& work process to be benchmarked +-
Select and prepare benchmark team
Identify whom to benchmark
Plan and conduct the study
I Analyzecurrentcompetitivega~wherewearetodayvs.`bestinfunction' I
I Set targets to achieve ‘best in function’
I Develop functional action plans
I Implement specific action plans
I Audit – report progress J30?40
[
* Leadership position attained* Practices fully integrated into processes* Monitor environment/continuously improved
BENCHMARKING WORKSHEETI Area of Emphasis: Process Capability Index (C,,)
Process Questions Our Process Their Process Recommendations
Whether CP~ is We have no capability for They use a cyber optics a) Establish method folcalculated for paste measuring or monitoring laser system for evaluation measuring printedvolume printed printed paste height or of printed paste height. They paste height.
volume plan to use an in-line vision b) Use more computelinspection system for aided real-time SPC,monitoring the printed pastevolume. Currently they use
c) Develop automatedSPC distribution.
the cyber optics laserinspection system formachine set up only, nostatistical data is collected
How are the We have set specifications They actively use and defined Develop more internalspecification limits on all critical performance specification limits on the specifications foldefined for CP~ parameters of all following parameters: machine operations.calculation? manufacturing processes a) Component placement,
as well as on the key aspectsb) Assembly cleanliness,
of the assembly itself. Allof our specifications are c) Overal Iconnector height,
derived through one or more and
of the following: d) Paste viscosity.
a) Experimentation, The component placement,
b) Manufacturers assembly cleanliness, and
specifications, overall connector height
c) Customers specifications,specifications were decidedand or derived internally.
d) Military specifications, The paste viscosityand specification was taken from
e) Other specification. the manufacturer. They noWe use the established doubt have set specifications
specifications in determining on other key aspects of the
process capabilities assembly and criticalmanufacturing parameters,however these were the onlyfactors discussed
Who calculates CP~ Engineers perform the They have taken great efforts Promote employeevalues (operators/ calculations off-line, once to impart ownership of all ownership.supervisors/ per quarter. We have in place processes to the individualengineers)? procedures for collecting a employees. In turn most ofOff-line or on-line? considerable amount of data the statistical data collectedFrequency of for process control, however, is analyzed and used bycalculations? the employees responsible the person responsible for
for controlling the process controlling that process, bedo not use most of the data it manufacturing orcollected, be itmanufacturing administrationor administration.
“ /
I
,< +
,.
%
/,
9
1S 15564:2005
ANNEX D(Clause 5.6.2)
CHECKLIST OF QUESTION
D-1 PLANNING PHASE
a) What will be benchmarked – operations ormanagement process?
b) Who is the best practice company?
c) How will the data be collected?
D-2 ANALYSIS PHASE
a) Is the competitor better? If so, how much?
b) Why are they better?
c) What can we learn from them?
d) How can we apply what we have learned toour process?
D-3 1NTEGRATION PHASE
a) Have you gained your management’sacceptanceof the results of your benchmarking analysisand their commitment to support your actionplans?
b) Have action plans been identified?
c) Are specific measurable goals and targetsclearly established?
d) Is the benchmarking process an integral partof your SOP and quality planning process?
e) Have you clearly communicated yourbenchmarking needs throughout yourorganization?
O Have you discovered someone with whomyou would like to enter into strategiccollaboration?
D-4 ACTION PHASE
a) What are we accomplishing as a result of ourimprovement plan?
b) What are our competitor’s current and projectedstrengths and weakness?
D-5 MATURITY PHASE
a) Have you attained a leadership position?
b) Is benchmarking an essential ongoing elementof your management process?
c) Have you established long-term strategiccollaboration partnerships with benchmarkpartners?
d) What parts of our plan need to be readjusted?
e) Is there a recalibration process in place?
10
!!,’..
IS 15564:2005
ANNEX E(Foreword)
COMMITTEE COMPOSITION
Statistical Methods for Quality and Reliability Sectional Committee, MSD 3
Organ lzaflon
Indian Statlstlcal Institute, New Delhi
Bharat Heavy Electrical Ltd, New Delhi
Birla Cellulosic, Bharuch
Continental Devices India Ltd, New Delhi
Defence Research & Development Organization, Laser Science
and Technology Centre, Delhi
DI,.. :orate General Quality Assurance, Kanpur
Electronics Regional Test Laboratory (North), New Delhi.
Indian Agricultural Statistics Research Institute, New Delhi
Indian Association for Productivity Quality and Reliability,
Kolkata
Indian Institute of Management, Lucknow
Indian Institute of Management, Kozhikode
Maruti Udyog Limited, Gurgaon
Newage Electrical India Ltd, Pune
National Institution for Quality and Reliability (NIQR),
New Delhi
Polyutrusions Private Limited, Kilpauk
POWERGRID Corporation of India Ltd, New Delhi
Rellance Industries Limited, Surat
Samtel Colour Ltd, New Delhi
Sona Koyo Steering Systems Ltd, Gurgaon
SRF Limited, Manali
Tata Motors Ltd, .lamshedpur
in personal capacity (B-109, Malviya Nagar, New Delh! 110017)
In personal capacity (20/1 Krishna Nagar, SajdarJung Enclave,
New Delhi 110029)
BIS Directorate General
Representative(s)
DR ARVIND SETH (Chairman)PROF S. R. MOHAN (Alternate)
SHRI S. N. JHA
SHRI A. V. KRISHNAN (Alrernafe)
SHRIVAIDYANATHAN
SHRI SANJEEVSADAVARTI(Ahernafe)
SHRI NAVIN KAPUR
SHRI VIPUL GUPTA (Akernafe)
DR ASHOK KUMAR
SHRI S. K. SRIVASTAVA
LT COL C. P. VIJAYAN (A1/ernafe)
SHRI S. K. KIMOTHI
SHRI R. P. SONDHI (Alfernare)
DR V. K. GUPTA
SHRI V K. BHATIA (Alternate)
DR BISWANATHDAS
DR DEBABRATARAY (Alternate)
PROF S. CHAKRABORTY
DR R. P. SURESH
SHRI R. B. MADHEKAR
SHRI NITIN GHAMANDI
SHRI G. W. DATEY
SHRI Y. K. BHAT (A/fernafe)
SHRI R. PATTABI
SHRI SAI VENKAT PRASAD (Al[ernate)
SHRI K. K. AGARWAL
SHRI DHANANJAY CHAKRABORTY(Alternafe)
DR. S. ARVINDANATH
SHRI A. K. BHATNACAR (Allernate)
SHRI S. R. PRASAO
SHRI KIRAN DESHMUKH
SHRI DINESH K. SHARMA (Alternate)
SHRI C. DESIGAN
SHRI SHANTI SARUP
SHRI A. KUMAR (Alternate)
PROF A. N. NANKANA
SHRI D. R. SEN
DR U. C, SRIVASTAVA,Director & Head (MSD)
[Representing Director General (.Ex-ojTicio Member)]
Member Secretary
SHRJMATISNEHLATA
Joint Director (MSD)
11
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Review of Indian Standards
Amendments 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 of‘BIS Catalogue’ and’ Standards: Monthly Additions’.
This Indian Standard has been developed from Dot: No. MSD 3(167).
Amendments Issued Since Publication
Amend No. Date of Issue Text Affected
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