Professional Documents
Culture Documents
1. CHAPTER 1 - INTRODUCTION............................................................................................ 3
1.1. Organization Profile.............................................................................................................4
1.1.1. Key milestones................................................................................................................5
1.1.2. Quality System ...............................................................................................................6
1.1.3. Meridian Industries Limited merges with Precot............................................................6
1.1.4. Corporate / Central office................................................................................................6
1.1.5. A-Unit..............................................................................................................................7
1.1.6. B-Unit..............................................................................................................................7
1.1.7. C-Unit..............................................................................................................................7
1.1.8. D-Unit..............................................................................................................................7
1.1.9. About Precot C................................................................................................................8
1.1.10. About Precot D..............................................................................................................8
1.1.11. General Information.......................................................................................................9
1.2. Product Profile ......................................................................................................................10
1.2.1. Slub Yarn.........................................................................................................................10
1.2.2. Organic Yarn...................................................................................................................10
1.2.3. Compact Yarn.................................................................................................................11
1.2.4. Elitwist / Compact Yarn..................................................................................................11
1.2.5. Polyster Cotton Blend.....................................................................................................11
1.3. Production Process ...............................................................................................................12
1.4. Research Problem statement ...............................................................................................13
1.5. Objective of the project.........................................................................................................13
1.6. Research methodology .........................................................................................................13
1.6.1. Definition........................................................................................................................13
1.6.2. Research design..............................................................................................................13
1.6.3. Population ......................................................................................................................14
1.6.4. Sample size ....................................................................................................................14
1.6.5. Questionnaire design......................................................................................................14
1.7. Method of data collection......................................................................................................14
1.7.1 Primary data.....................................................................................................................14
1.7.2 Secondary data.................................................................................................................14
1
CHAPTER 1
INTRODUCTION
This research is on the topic A project on improving productivity through 5S system at Precot
Meridian LTD, Walayar In the present competitive market Precot Meridian is one of the pioneer
companies in the yarn manufacturing industry. It is one of the companies having implemented 5s which
reflects in their overall performance and quality of the product. This project is to find out the
effectiveness of 5s and its benefits in an organization like Precot Meridian ltd.
They have been practicing 5S in the organization for the last 5 years. And the production and
performance was in its peak when the 5S is in effect. This project is trying to find whether the 5S is
effective at present compared with the previous years.
The data collection of this project is done through observation and direct interview conducted in
production and operations department of the company. The other information available for this project
was the companys records and manuals. This project gives an insight to the companys present
situation of effective housekeeping through the implementation of 5S system.
The goal for this project is to let people realize about the importance of good housekeeping, especially
in manufacturing plan. Many people think that housekeeping should be done by housewives at home,
and cleaners at work. They do not realize that they, too, play an important part in keeping their
houses/workplaces clean. More importantly, they do not know how much they can gain for themselves
by just practicing good housekeeping. Whether work in an office, the factory, the warehouse, the
laboratory or any other place, housekeeping is relevant to every people.
Good housekeeping is important as it can create an environment in which even minor abnormalities
and mistakes will be obvious. Plus, it will produce an easily managed, safer and more pleasant
environment. In industry, a clean, well-ordered and attractive work environment will help to encourage
tidy work habits in employees. It helps reduce fatigue. It will promote good worker-management
relations. It also gives a lift to morale, which is reflected in the quality of production and overall
efficiency. It can stimulate efforts to improve productivity through better use of people, space,
3
the textile industry. With four decades of spinning experience and a diverse range of products that
include cotton yarns, knitting threads, fabrics and garments. Precot is one of the few total integrated
with a total turnover of 90 million US Dollars. The Group has state of the art infrastructure facilities
and skilled personnel to rise up to customer expectations. The group has been accorded the status of
Export House by The Cotton Textile Export Promotion Council of India (TEXPROCIL). Precot
exports its products to Belgium, China, Italy, Japan, Malaysia, Portugal, South Korea, Turkey and U.K.
1.1.1. Key milestones:
- From an initial capacity of 12,096 Spindles at Kanjikode, Kerala (A-Unit) in 1964, now the capacity
of the unit is 57,600 spindles.
- In 1983, the second unit (B-Unit) was set up at Hindupur, Andhra Pradesh with an initial capacity of
28,800 Spindles and the current capacity is 69,120 spindles.
-In 1992, the third unit (C-Unit) was set up at Walayar, Kerala as a 100% Export Oriented Unit with a
capacity of 12,096 Spindles and the current capacity is 25,344 spindles.
In
1995, an OE Unit (D Unit) was set up at Walayar adjacent to its third Unit with a capacity of 1344
Rotors.
In
1998, a yarn dyeing Unit (K Unit) was set up at Kolar, Karnataka to manufacture polyester knitting
January 2004, yarn dyeing operations were started at Perundurai, which caters to the needs of the
Sethumadai unit.
In
2006, Meridian Industries merged with Precot Mills and the name was changed to Precot Meridian
Meridian is looking towards green power generation and has invested in 17 Windmills. These
windmills cater 50% of the power requirements of units located in Tamil Nadu.
is 2 Hectors surrounded by 15 Hectors of its own land. Present Spendlage of the Factory is
57600,working 24 hours in a day and 7 days in a week and Spinning Hosiery yarns, warp and weft
yarns and doubled yarns counts ranging from 30s to 100s combed and cradle varieties. All are ring
spun yarns only.
1.1.5. B-Unit
B unit is at Kodigerahalli, H.S.Mandir, Hindupur (post), Andra Pradesh and won established in the year
1983.Mill is located in an area of around 5 Hectars. Present installed capacity of the mill is 72000
spindles engaged in manufacturing of ring spun yarn and working 24 hours a day and 7 days a week
continuously.
1.1.6. C-Unit
C-Unit is at Chandrapuram, Walayar Dam (post), Palghat (Dist), Kerala. Unit was established in the
year 1992.Factory is build up in an area of 9600 square meter. Present spindlage of the unit is 24720
company produces yarn ranging between 20s Ne to 40s Ne in both 100% Cotton Combed varieties to
suit different end uses. At present the yarn produced from the mil is being widely used for knitting
(Banyans and Knitwear).
1.1.7. D-Unit
D-Unit is situated at Chandrapuram, Walayar Dam (post), Palghat (Dist), Kerala and was established in
the year 1995. This is located in an area of around 5.3 Hectors. Present capacity of the factory is 1344
roller; manufacturing yarn ranging between 60s Ne in both 100% Cotton and Processed wastes in
carded and combed varieties to suit different end uses. At present the yarn produced from the mill is
being widely used for Industrial fabrics and bed sheets.
Exporting countries: U.K, Germany, Isreil ,Mauritius, Singapore, Malaysia and Portugal
When an employee enters the mill we has to collect the card from the security main gate and
handover the same at gate while leaving.
Dormitory is provided for ladies inside the mill promises with mess facility.
First aid boxes are provided with required medicines inside the department and HRD department to
meet any accidents on work.
9
Precot Meridian has introduced a Marel way of reducing the extra hairiness that characterizes
conventional yarn. Conventional yarn spinning techniques result in low strength and irregular
appearance. This is overcome by the world class SUESSAN COMPACT which uses the compact
spinning technique. This ensures that the yarn produced has quality characteristics such as evenness,
tensile strength and lowered hairiness.
1.2.4. Elitwist / Compact Yarn
Elitwist / Compact yarn is used in specialist applications. The technology used has the tendency to
reduce the twisting triangle in the spinning machine. Elitwist yarn can withstand heavy loads because
of its increased strength and elongation. It maintains a good luster as the hairiness is fairly low.
The enhanced strength of Elitwist yarn makes it a favored product with customers. Warping breaks are
reduced a great deal and sizes can be changed without too many cost implications. It also lends itself to
extensive dyeing possibilities. Precot Meridian as one of the most well known manufacturers of
polyester knitting thread, produces a wide range that suit the varied needs of end users. Both two ply
and three ply yarns that range from Ne 20 to Ne 60 are manufactured.
1.2.5. Polyester Cotton Blend
Precot Meridian manufactures a wide range of polyester cotton blends ranging from Ne 30 to 40. Two
different cotton blends manufactured include 40/60 and 50/50 poly cotton. These products are well
known for their quality and the ultimate fabric appearance is an important factor for PC blends.
Cotton Go-down
Blow Room
11
Carding
Pre-comber Drawing
Lap Former
PREPERATORY
Comber
Finisher Drawing
Simpler
SPINNING
AUTO CORNER
Yarn Conditioning Plant (YCP)
PACKING
Yarn Go-down
Dispatch
12
1.6
Research methodology
1.6.1. Definition
The process used to collect information and data for the purpose of making business decisions.
The methodology may include publication research, interviews, surveys and other research
techniques, and could include both present and historical information.
1.6.2. Research design
A research design is the arrangement of conditions for collection and analysis of data in a manner that
aims to combine relevance to the research purpose .It is a blue print of the project. Descriptive
research design was used in this project for analysis.
1.6.3. Population
13
The questionnaire was prepared by the researcher itself for direct interview. It was for collecting the
details from the researcher perspective
1.7. Method of data collection
Two types of data were collected: primary and secondary to facilitate this project. Primary data
refers to direct information from daily operations of production department while secondary data are
administrative records and prior research studies that support this project. Part of the primary data
comes from observations interviews and discussions with employees and supervisors.
1.7.1 Primary data
Primary data is collected through observation method right at the time when the activity is being
carried out. The flow time and flow speed is recorded and calculated to derive the primary data.
CHAPTER 2
The Concept of 5S
2.1. Literature overview
There were four activities in the Japanese system. These activities, each beginning with the letter S,
were:
1. Seiri (sort)
2. Seiton (set in order)
3. Seiso (shine)
4. Seiketsu (standardize)
5. Shitsuke (sustain)
After that, a fifth activity was added which called Shitsuke (sustain), they are now known as 5S. Based
on five Japanese words that begin with 'S', the 5S focuses on effective work place organization and
standardized work procedures. 5S classifies the work environment, reduces waste and non-value activity
while improving quality, efficiency, and safety. These processes can increase morale, create positive
impressions on customers, and increase efficiency and organization. 5S makes employees feel better
about their work environment. This improvement leads to less waste, better quality and reduced lead
times. Any of these benefits will make a company more profitable and competitive in the market place.
Before a company implements the 5S, they should know what 5S are and why 5S. A lot of companies
feel that they should do 5S first in order to go lean. Some proven reasons for this: 5S is clear, easy and
gets people's attention. Yet, there is no rule to ask where to start. Begin 5S implementation when there is
a reasonable point within a company. Let employees understand what the purpose is and how to follow
it. Do not use 5S just because everyone else is doing it; 5S is not a trend towards fashion. When a
company wants to implement 5S, just like anything new for the company, a leader should describe what
15
2.2. 5S Systematization
Upadhye2, in his book describes, Quality as fitness for use. He discusses that quality as conformance to
requirement and non-quality as nonconformance. Quality can take many forms. Quality can be
summarized as terms of an excellent product and service. There are three term in quality, Quality of
design, Quality of conformance, and Quality of nonconformance. Quality of design means the product
has been designed to successful fill a customer need, real or not perceived. The design should be an
excellent product or service that fulfills or exceeds customer expectation. Quality conformance means,
conformance to requirement. Refers to the manufacture of the product or the service that meet the
specified requirement set by the consumer. Quality performance, means, that the product or service
performs its intended function as identified by the consumer.
In the Websters New World Dictionary quality is defined as physical or nonphysical characteristic that
1
R. R. Fisher, and K. Kobayashi, Implementing 5S within a Japanese context: an integrated management system.
Upadhye et al. Lean manufacturing system for medium size manufacturing enterprise: An Indian case
International journal of management science and engineering management. Vol.5 no.5 pp. 362-375, 2010.
16
constitutes the basic nature of a thing or is one of its distinguishing features. Shewhart, said that there
are two common aspects of quality, one of these has to do with the consideration of the quality of a
thing as an objective reality independent of the existing of man. The other has to do with what we think,
feel or sense as a result of the objective reality. This subjective side of quality is closely linked to value.
It is convenient to think of all matters related to quality of manufactured product in terms of these three
functions of specification, production and inspection (Grant and Leavenworth, 1988). Quality is fitness
for use, (Juran, 1989). Quality is conformance to requirements (Crosby, 1979) and quality should be
aimed at the needs of the customer present and future (Deming 1986).
SEIRI (sorting and disposing unnecessary items) Deals with sorting all the tools, materials and other
equipment in the workplace. Important equipment is stored accordingly, which reduces the hazards at
the work place.
SEITON (everything is set in order, provide a place for everything).Identifies the need of the worker.
Tools, materials and other equipment should be arranged systematically for quick access and
movement.3
SEISO (shining, cleaning, removal of waste and dust) Points out the need and necessity of clean and
neat work place. Cleaning should become a daily activity. Work place should be cleaned at regular
intervals (generally at the end of the shift or once in 3hours). Every tool and equipment should be
restored at their own places after their use.
SEIKETSU (consistent and standardized work environment with unique rules of organization and
storage along with cleanliness).Everyone should know his or her responsibility. Cleaning should
become a part of regular work routines. This helps in having a good control over the production.
SHITSUKE (Sustain, realization of the above set of rules in order). Maintain these standards
continuously for years. Implementing 5S should begin from educating the workers about 5S and its
importance. It is mandatory that every worker should understand the need of 5S and its advantages.
Workers should be provided with an example for all the 5Ss, which makes it easy to understand. It is
very important to understand the fact that this methodology do not refer only for the production team
but also refers to stores (warehouse) and other office teams. It is better to supply a 5S pocket guide to
3
Ab Rahman, M.N., et al., Implementation of 5S Practices in the Manufacturing Companies: A Case Project.
17
the workers such that they could clarify their doubts by reading it.
Dr. M Hudi4, well-known consultant and author on the subject of quality said:
Quality as non faulty system Dr. Deming stresses that quality efforts should be directed at the present
and future needs of the customer. In other words, customers do not necessary know what they want until
they have seen the product or received the service.
2.3.
M. Hudli and K.H. Imandar, Areas of Lean manufacturing for productivity improvement in a manufacturing
unity, world academy of science, engineering and technology vol. 69, 2010
18
Now, when you eliminate everything that you dont need, everything has its own place, and
everything is in its own place you have much better workplace around you. Next thing that you
will need is cleaning routine (Seisi). Clean work environment is much more productive than
disorganized and dirty workplace. At the end of each workday you need to clean your workplace
in such a way that everything will be on its own place, prepared for your tomorrow use. When you
know what you need, where it needs to be placed and how to keep things organized and clean you
need to standardize that work practices (Seiketsu). This methodology is not one-time show that
you will implement and forget. You need to standardize practices from the first three S into your
working daily routine. In such a way, you can easily and quickly improve your workplace to be
more productive5.
Once, when the first four S is established and implemented as something normal in your daily
working routine, you will need to check and review the process to find the better ways to organize
stuff around you (Shitsuke). To find whats the best time to review your standard procedures to
maintain and to improve your workplace.
2.4.
5s workplace organization
5S is one of the most widely adopted techniques from the lean manufacturing toolbox. Along with
Standard Work and Total Productive Maintenance, 5S is considered a "foundational" lean concept,
as it establishes the operational stability required for making and sustaining continuous
improvements.
The primary objective of 5S is to create a clean, orderly environment- an environment where there
is a place for everything and everything is in its place. Beyond this, many companies begin their
lean transformation with 5S because it exposes some of the most visible examples of waste it also
helps establish the framework and discipline required to successfully pursue other continuous
improvement initiatives.
M. Hudli and K.H. Imandar, Areas of Lean manufacturing for productivity improvement in a manufacturing
unity, world academy of science, engineering and technology vol. 69, 2010
19
2.5.
Reduce search time in navigating the facility and locating tools, parts and supplies
Visual workplace
Visual Workplace also known as Visual Factory or Visual Management is a concept that
emphasizes putting critical information at the point of need. Visual devices are critical to moving
from traditional manufacturing to lean manufacturing. In fact, Visual Workplace serves as the key
20
sustaining force in these initiatives, because it ensures that lean improvements remain clearly
visible, readily understood, and consistently adhered to long after the 5s event is over.
Kazuo Tsuchiya, Freddy Soon: The Practice of Good Housekeeping (5S & 5s), Productivity and
Standards Board, Singapore 2008, p. 128
6
21
CHAPTER 3
DATA ANALYSIS AND INTERPRETATION
In this chapter we will analyze the data collected through the respondents before the company wasnt
aware of 5s methodology and after the implementation of 5s technique. Both the datas will be
analyzed in order to find out how implementing 5s improved productivity and efficiency of a Precot
Meridian Ltd.
In order to begin with analysis first we will check the state of Precot Meridian before implementing 5s
in their organization.
Table 3.1 5s score sheet before 5s implementation
22
(a)
(b)
Figure 3 (a, b): Manual Processes are carried out by manual operations; there is less automation in
processes which takes more time in production. It is also possible that while manually cleaning the oil
tank the workers may get harmed.
23
(c)
(d)
Figure (c, d): Improper visualization of machining process at end facing machine. Due to
sprinkling of oil over the glass it is not possible to examine the process.
(e)
(f)
Figure (e, f): Poor maintenance of wiring and chemical tank. As the chemical tank is not
properly maintained there is chance of tank to get bust up.
24
(g)
(h)
Figure (g, h): Algae/Fungus on floor due to water and oil leakage from machine makes the floor
slippery. There is no provision for using the leaked oil which leads in wastage.
(i)
(j)
Figure (i, j) Ergonomics problem, there was no ventilation facility due to which temperature affects
workers performances, which indirectly affects the productivity of the firm.
The above result came through the organizational records before 5s and shows the analysis of
utilization of machines in each type of product before the implementation of 5S. For the product
34s ck it is only 95.2% before 5S, for 30s ck it is 94.4%, for 40s cw 92.8% and for 40s ck 90.1%.
25
Table 3.2: showing GPSS (gram per spindle per shift) before implementation of 5S
Type of yarn
Before 5s
160gm
198gm
115gm
132gm
The above data shows field of GPSS. Where it made the production 34s ck Yarn was 160 gm. In the
case of 30s ck yarn it is 198gm, for 40s cw yarn it was only 125gm and for 40s ck yarn it is 132gm.
Table 3.7 showing data on Quality (imperfection) before implementation of 5S
It is one of the important impacts of 5S; it could make a change in the quality of different type of yarn
with respect to the index of imperfection. In the case of 30s ck yarn imperfection was 110. similarly
they could reduce imperfection and improve the quality of all the other type of yarn as it is shown
above.
The above table shows count strength of yarn before the implementation of 5S. The minimum
required count strength of yarn is 2400 and they maintained to achieve above 2400 before the
implementation itself.
26
Implementation of 5S:
3.11 Seiri-Sort Analysis
Seiri-Sort: Sorting items which are not necessary and segregating and disposing of goods that are not needed
at work systematically are considered. Separation process is helpful in determining the necessary materials at
the present or the future and should be stored in a designated storage area. Unnecessary items will be
disposed. The benefits are:
benefit to worker:
28
30
100
The observed outputs of the knitting machine for that week are given to the Table 3.
Efficiency before implementing 5s:
Total output per machine / day = 22400 pcs, SMV = 37, Total manpower = 32, Total working minute = 10 hr
= 10 60 minutes, by using equation (1), Efficiency = 50%
Efficiency after implementing 5s:
Total output per line / day = 2600 pcs. SMV = 37, Total manpower = 31, Total working minute = 10 hr = 10
60 minutes, by using equation (1), Efficiency = 62%. Similarly the calculated efficiency of each day of the
week is given in Table 4.
Table 4 Day by day observed efficiency of knitting machine
Day
Efficiency
(%)
23Mar
24Mar
25Mar
26Mar
27Mar
50
56
54
59
62
DHU is the total no. of defects found in all the inspected garments in hundred units. DHU is considered as
the total no of defected points of all defect garments. DHU is an important quality indicator.
DHU = Total no. of defects of inspected products*100
31
280
270
295
312
The existing 5S score of the knitting floor was 1.83. The details of 5S score after 5s implementation are
listed in Table 6. After taking corrective actions, 5S score has been increased from 1.83 to 3.17.
Sl.
No.
Factors
01 Unnecessary Items
02 Safety
03 Material Storage
4
4
06 Emergency Equipment
07 Aisles
08
Floor
Cleaning)
09
Equipment
(Cleanliness)
10
Equipment
(maintenance)
11
Visual
Management
12
5S Control
(Posted)
Total
5S Score
38
38/12 = 3.17
During implementing 5s, the observed Work-in-progress is given in table 7. The WIP has lessened gradually.
This happened because of total productive maintenance of operators and equipment. Mentoring, control and
improvement in processes have resulted in this reduction of WIP.
Day
WIP
33
CHAPTER 4
SUMMARY, FINDINGS AND SUGGESTIONS
4.1 Summary
This project of effectiveness of 5S system in improving production efficiency at Precot Meridian Ltd
has revealed much information regarding the working of 5S system and how it can be made more
effective. Presently the company is using 5S system and it is found that 5S enables the operations of
the company more smooth and effective. With the changing techno-economic scenario around the entire world, the market has turned from seller to buyer type. The main objective of every organization is
to satisfy the stated and implied needs of the customers. To provide quality product within stipulated
time it is necessary to improve the working conditions. In order to improve the performance of
employee, organization has to create interesting working environment. A pleasant condition can help
improving performance and motivation on the workers. 5S is a system in which to reduce work and
optimize productivity and quality through maintaining an orderly workplace. The benefit of good
workplace include the prevention of defects; prevention of accidents; and the elimination of time
wasted for searching tools, documentation and other ingredients of manufacture. The 5S is the
methodology of creation and maintaining well organized, clean, high effective and high quality
workplace. Its result is the effective organization of the workplace, elimination of losses connected
with failures and breakdowns in machines, improvement of the quality and safety of work, Cleanliness
and neatness of the organization.
The data collection of this project is done through observation conducted in production and operations
department of the company. The other information available for this project was the companys records
and manuals. This project gives an insight to the companys present situation of effective housekeeping
through the implementation of 5S system.
The solution to the problem statement i.e. to train and convey the workers about the importance and
usefulness of 5S system in housekeeping and their by increase productivity
4.2 Findings
Before implementing 5s 5S score was 1.83. Here the 5S score was based on twelve important factors of
garment environment. A new approach named visualization system has been introduced there. The
34
present condition of output hour by hour is visualized. The number of defects and most defects are also
visualized. So the result is that the competition among worker increased. If there is also a system for
extra incentive for good performance, operator will also be motivated. Actually the performance of
output highly depends on the working environment. Improving the working environment by making it
clean and worker friendly, the operators have become self-motivated to concentrate to the work. So the
output of the operators has been increased automatically. In other word productivity depends on
operators psychological factors. Before implementing 5s the 5S score was 1.83 but after implementing,
monitoring, and controlling 5S approach the 5S score gets 3.17. Bangladeshi garments are usually
hundred percent exports oriented. Buyer requirement is to have the hundred percent quality products.
But defects are common in sewing floors and it cannot be fully eliminated. After analyzing cause and
effect diagram, it is found that few defects are common and occur maximum time. The root causes of
those defects have been identified and corrective actions have been taken then the DHU has reduced
rapidly. Before implementing 5s the DHU was 134 but after implementing 5s the DHU has turned to
51. Figure 6 exhibits the day by day reduction in DHU with the implementation of 5s.
-Precot Meridian ltd is one of the pioneer companies in the yarn manufacturing industries, which using 5S
concepts in their work environment.
-Based on the observation and interview with employees it is found that after the implementation of the 5S
in the company it helped to improve the morale and enthusiasm of employees.
-Precot Meridian Ltd has been well executed the concept of the 5S almost all area of the company.
-From the comparative project on before and after 5S the company could improve utilizations of mill
capacity.
-They could also improve GPSS
- After the implementation of the 5S they could also reduce the defect in product.
-Another important finding of this project that there is an increase in the count strength of yarn from 2450 to
2700.
35
-Based on the observation it is found that there are some areas they couldnt use properly the concepts of
5S,they are using Red tag systems of sorting line and labeling on the storage device for setting order, proper
5S audit etc.
-Company had conducted many quality related training programs to make aware the employees about 5S
system and LEAN philosophy.
-From the observation and responds from employees it has found that there are some area which requires
little more attention the arrangement especially in preparatory section.
-Last but not least the important finding from the all project is that they could bring change in the work
environment by implementing the 5S concepts and they have been effectively utilizing the benefits of the 5S
over the last 5 years.
4.3 Suggestions
Any good concepts is useless unless and until it is been utilized properly. So here are some recommendations
from my side to the company is that.
-Company need to focus on the improvement of utilization of 5S concepts in all the minor area of the work
environment for attaining a good result in optimum level.
- One of the most important things for the success of the 5S is to have sustainability for following the
concepts properly so this area the company needs to put more care for attaining the goal.
- Frequent auditing of 5S will help to assure the benefits of 5S in an organization.
- Company lacks the sustainability of 5S in especially preparatory section, so as to maintain the 5S in an
effective and efficient manner they need to put little more concentration on those areas.
- The company can provide quality related training educational programs and events for sustaining the
motivation of employees in the aspect of quality.
- The company can act as role model and can motivate and assist other organizations in following quality
improvement projects and better housekeeping practices.
36
BIBLIOGRAPHY
M. Hudli and K.H. Imandar, Areas of Lean manufacturing for productivity improvement in a manufacturing
unity, world academy of science, engineering and technology vol. 69, 2010
Lukas et al. Lean implementation in a low volume manufacturing environment: A case project Proceedings
Industrial Engineering Research Conference (2010)
Miller et al., A case project of Lean, sustainable Manufacturing journal of Industrial Engineering and
Management, vol.3 no.1, pp.11-32. 2010.
T. Osada, The 5S's: five keys to a total quality environment. 1991: Asian Productivity Organization Tokyo.
Upadhye et al. Lean manufacturing system for medium size manufacturing enterprise: An Indian case
International journal of management science and engineering management. Vol.5, no. 5 pp. 362-375, 2010.
J. Van Patten., A Second Look At 5S. Quality progress, 2006. 39(10): p. 55.
38
ANNEXURES
Questionnaire
Name:
Resignation:
1.
LEAN manufacturing
5s system
Statistical process control
TQM
2.
Yes
3.
No
Is there a documented reporting system for 5s system?
Productivity?
Yes
No
Quality?
Yes
No
Efficiency?
Yes
No
4.
Yes
No
39
6.
Is there a current organizational chart of the company and the quality department?
Yes
No
7.
Does quality management have direct access to the highest level of management?
Yes
No
8.
Yes
No
9.
Does an effective corrective action system exist identifies root cause and action taken to eliminate
recurrence?
Yes
10.
No
Where have you eliminated most unnecessary tools?
Production
Store
11. Which area more eliminated unnecessary tool?
Production
Store
Material Handling
12.
Do you believe that the arrangement of tool makes the workflow easier?
strongly agree
Agree
Neutral
Disagree
strongly disagree
12. If yes, in which area arrangement is mostly needed?
40
Work
Workers
Equipment
Raw material
13. Are you aware of Zero defect philosophy system?
Yes
No
14. Zero defect system implemented here is?
41
42
43