you refer this project

Effectiveness of 5S system in Precot Meridian

LEAD College of Management Page 1

A STUDY ON

“EFFECIVENESS OF 5S SYSTEM IN IMPROVING PRODUCTION

EFFICIENCY AT PRECOT MERIDIAN LTD, WALAYAR”

MINOR PROJECT REPORT

Submitted to

UNIVERSITY OF CALICUT

In partial fulfillment of the requirement for the award of the Degree of

MASTER OF BUSINESS ADMINISTRATION (MBA)

Undertaken by

ABDULLA R.K

(REG. NO: LCAMMBA003)

IIIrd SEMESTER MBA (2012-14),

LEAD COLLEGE OF MANAGEMENT –DHONI, PALAKKAD

Under the guidance of

MR.ARUN.V

ASSISTANT PROFESSOR

LEAD COLLEGE OF MANAGEMENT, PALAKKAD

OCTOBER 2013



DECLARATION

I, hereby declare that this dissertation entitled A STUDY ON “EFFECTIVENESS OF 5S

SYSTEM IN IMPROVING PRODUCTION EFFICIENCY AT PRECOT MERIDIAN LTD”

Walayar, Palakkad submitted in partial fulfilment of Master in Business administration of

Calicut University, It is a record of independent research work carried by me under the guidance

of Mr. ARUN.V, Faculty, Lead College of Management, Dhoni, Palakkad

I also declare that this dissertation is a result of my own effort and has not been submitted earlier

for the award of any degree/diploma/associate ship/prize by Calicut University or any other

university

Date: ABDULLA R.K

Place: (LCAMMBA003)



ACKNOWLEDGEMENT

I would like to express sincere gratitude and reverence to God Almighty, for guiding me

throughout this project, making my endeavor an undiluted success.

With great pleasure, I am presenting this project entitled “A STUDY ON EFFECTIVENESS

OF 5S SYSTEM IN IMPROVING PRODUCTION EFFICIENCY AT PREECOT

MERIDIAN LTD”, project of this dimension would not have been possible without the sincere

help and earnest support provided to me from all sources that was approached.

I wish to express my deep sense of gratitude to Mr. ARUN.V, Assistant Professor at LEAD

COLLEGE OF MANAGEMENT for his kind support, advice and encouragement from the

beginning of the project work till the completion of the project report and he has been very co-

operative and without his valuable advices and suggestions this report would not have been

successful.

My most sincere thanks to Mr. RAKESH, TCO at PRECOT MERIDIAN LTD, for his kind

hearted co-operation, direction and assistance in spite of his busy schedule which has helped me

a lot in completing this report successfully.

My hearty thanks to our Principal Dr.K.V UNNINARAYANAN and all teaching and non-

teaching staffs for providing me with all the facilities in completing this report.

In course of completion of the project I was fortunate to receive the assistance of many faculty

members, friends and relatives who were extremely generous with their time and energy, I would

like to thank all of them and recognize the fact that without them this project would have been

inconceivable.

\

ABDULLA R.K



TABLE OF CONTENTS

CHAPTER NO TOPIC PAGE NO

1 INTRODUCTION

1

1.1 Introduction to the study 1

1.2 Organization profile 2

1.3 Research Problem Statement 9

1.4 Objective of the study 9

1.5 Research methodology 9

1.5.1 Research Design 9

1.5.2 Population 9

1.5.3 Sample Size 9

1.5.4 Questionnaire Design 9

1.6 Method of data collection 10

1.6.1 Primary data 10

1.6.2 Secondary Data 10

1.7 Limitation of the study 10

2 REIVEW OF LITERATURE 11-17

3 DATA ANALYSIS AND

INTERPRETATION

18-30

5 SUMMARY ,FINDINGS AND

SUGGESTIONS

31-33

5.1 SUMMARY 31

5.2 Findings 32

5.3 Suggestions 33

BIBLOGRAPHY 34-35

ANNEXURES 36-41



CHAPTER 1

INTRODUCTION



1.1 INTRODUCTION

This research is on the topic “A study on effectiveness of 5S system in improving production

efficiency” at Precot Meridian Ltd. 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 study is trying to find whether the 5S

is effective at present compared with the previous years.

The data collection of this study is done through observation and direct interview conducted in

production and operations department of the company. The other information available for this

study was the company’s records and manuals. This study gives an insight to the company’s

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 stimulates efforts to improve productivity through

better use of people, space, equipment, time and materials

Good housekeeping is also a good advertisement for every company. It is because customers and

clients will have more confidence in an organization when their works is being carried out

efficiently in clean, pleasant, well-ordered work surroundings. Good housekeeping portrays

professionalism and efficiency to others. It can be expected that the standards displayed in the

environment will be reflected in the product

The more important reason why good housekeeping matter is it makes the undertaking a safer

place to work in. Good housekeeping is a main factor in preventing accidents. Majority of all



work accidents are caused during the handling of goods or materials, and by people falling, being

hit by falling objects, or striking against objects in the workplace. All these causes can be

reduced by good housekeeping practices. In fact, good housekeeping is the only cure for

hundreds of accidents that occur.

The 5-S framework was originally developed by just-in-time expert and international consultant

Hiroyuki Hirano. The 5S framework is an extension of Hirano's earlier works on just-in-time

production systems. The 5-Ss represent a simple "good housekeeping" approach to improving

the work environment.

In general, the 5S approach includes the controls the work floor conditions rather than the

worker's behavior. It makes the worker's job easier and safer. It promotes daily activity for

continuous improvement. It fosters efficiency and productivity while improving work flow. It

encourages a proactive approach that prevents problems and waste before they occur. It provides

a practical method for dealing with the real problems that workers face every day. And it fits

with a facility's other efforts, such as total preventive maintenance, just-in-time manufacturing,

pollution prevention, safety initiatives, and lean manufacturing efforts.

1.2ORGANIZATION PROFILE

Precot meridian is one of the oldest groups which started its mill in 1958, promoted by

N.Damodaran. Precot Meridian limited (PML) was incorporated in 1962 in Palakkad, Kerala, to

produce cotton yarns with an initial capacity of 12096 spindles. Precot Meridian limited made its

maiden issue in 1962. Production of cotton yarns commenced during 1964.The Precot has

symbolized Quality and Trust in the textile industry. With four decades of spinning experience

and a diverse range of products that include cotton yarns, sewing threads, fabrics and garments;

Precot is one of the few totally integrated textile players 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 exporting its products to

Belgium, China, Italy, Japan, Malaysia, Portugal, South Korea, Turkey and U.K.

Key mile stones

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 sewing threads and its capacity is 7 tons per day.

In 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 Ltd., and the current capacity is 66,154 spindles.

Precot 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.

QUALITY SYSTEM

Precot Meridian being an ISO 9001 certified company is focused on providing the finest quality

yarns and fabrics. In order to meet customer requirements and to ensure their satisfaction, Precot

Meridian implemented TQM in all the units for executing ‘5S’ methods of housekeeping and 3M

methods to control wastage of resources. Quality System is achieved through total employee

involvement, technical Innovation and continual improvement.

Meridian Industries Limited merges with Precot

Meridian Industries Limited has been merged with Precot Mills Limited with effect from 01st

April, 2006. Meridian Industries Ltd (MIL) which was incorporated in the year 1993 was

promoted by Precot Mills Limited and around 70% of the shares of MIL were held by the

shareholders of Precot. To have larger capacity in a single company, instead of the capacities

being spread over in two companies having common shareholders, the merger was proposed.

This has been approved by the High Court of Madras vide its order dated 30th August and 1st

Sept, 06. As per the scheme of Merger, the shareholders of MIL are entitled for one share of

Precot for every two shares of MIL. Accordingly the share certificates of Precot were dispatched



in Dec, 06 to those shareholders who have surrendered the certificates of MIL. Shareholders of

MIL, who are yet to claim the certificates of Precot can, do so by sending the MIL certificates

along with the following application duly filled in to the registrars.

Corporate / Central office

Corporate office is situated at “Suprem” P.B No: 7161737, Pulikulam Road, Coimbatore-641

045.Corporate office deals with raw material purchase, testing, approval and allotment to group

mills. In addition to that finalization of sales contract, approval of production-planning, policy

decisions etc. are also taken at corporate office.

A-Unit

Unit A is located at Kanjikode west, Palghat, Kerala and was established in the year 1964.the

area used 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.

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.

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 (Banyan’s and Knitwear).



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 rollers, 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.

About Precot C

1. Founder of the Group: Sri.V.N Ramachandran (Late) Sri.N.Damodaran

2. Chairman &Managing Director: Sri.D.Aswin Chandran

3. Starting of the Mill: January 92

4. Total Spindles Installed: 24624 Spindles (9*1056) (1008*15)

5. Raw-material: Cotton and Polyster staple fiber

6. Count of yarn processed: 34s to 40s cotton combed knitting yarn

7. End use of products: Sportswear, Casual wears

8. Raw-material used: Raw cotton, Polysters staples

9. Exporting countries: U.K, Germany, Isreil ,Mauritius, Singapore, Malaysia and Portugal

10. Number of workers in the mill: 105 permanent workers

About Precot D

1. Mill started on: October 95

2. Total rolors installed: 960 (4*192) (96*2)

3. Count of yarn manufactured: 10s OE, 16s OE, 20s OE

4. End use of products: Weaving, knitting

5. Raw-material used: Raw cotton and Noils/Flat strips

6. Yarn sold in Local: 30% Export: 70%



General Information

Shift Timings Precot C

Morning - 8.00 AM to 4.30 PM - I shift

Evening - 4.30 PM to 1.00 AM - II shift

Morning - 1.00 AM to 8.00 AM - III Shift

.

Other Facilities, Regulations:

Cycle shed provided for keeping vehicles

ERC functions all 24 hrs and provides food.

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.

A lady matron is appointed to core the needs of girls.

Smoking is strictly prohibited inside the mill premises.

Creche is provided to cater the needs of working women’s children.

First aid boxes are provided with required medicines inside the department and HRD

department to meet any accidents on work.

SIC’s / Supervisors are present in all shifts to manage workers.

Uniform is Supplied to all operatives and non – Operatives.

1.2.1PRODUCT PROFILE

Precot Meridian manufactures and markets high quality yarns like Slub Yarn, Organic Yarn,

Compact Yarn, Elitwist Yarn, etc to domestic and international clients.

Slub Yarn

Slub yarn is manufactured with the technical support of CAIPO, Italy and LAKSHMI, India.

Precot Meridian manufactures all types of slub yarn - short, medium long, extra-long and reverse

slub yarn. Slub yarn comes under the fancy yarn domain as it creates certain visual effects in the



resulting fabric. Slub yarn fabric is characterized by an uneven surface; simple colors seem

appealing because of the regular change in texture right through the fabric.

Organic Yarn

Producing yarn that is certified as being organic involves a long procedure committed to eco-

friendly practices at various levels. The cotton used to produce organic yarn is grown on farms

that adhere to farming practices wherein chemical herbicides, growth-stimulants and pesticides

are not used. Sustainable agricultural practices are put into use to ensure that the cotton used is

100% organic.

Precot Meridian sources this organic cotton at premium prices in order to ensure that the yarn

manufactured is also organic. This is certified by Control Union, Netherlands. This certificate is

renewed each year under the guidance of Control Union Netherlands after a strict audit process.

Apart from the measures taken to ensure the organic quality of the yarn, due care is taken to

comply with safety, labor and other mandatory issues, while producing organic yarn.

Compact Yarn

Precot Meridian has introduced a novel 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.

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 lustre as the hairiness is

fairly low.

The enhanced strength of Elitwist yarn makes it a favoured 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 sewing 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.

Polyster 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.



1.2.2 PRODUCTION PROCESS

Cotton Godown

Blow Room

Carding

Precomber Drawing

Lap Former PREPERATORY

Comber

Finisher Drawing

Simpler

SPINNING

AUTO CORNER

Yarn Conditioning Plant (YCP)

PACKING

Yarn Godown

Dispatch



1.3 RESEARCH PROBLEM STATEMENT

For any company it is easy to implement a new policy, procedure or a system, but the success

those systems is determined by the adoption and sustainable in effectiveness. Precot meridian ltd

unaware about the effectiveness of 5S implementation on improving production efficiency. This

study is trying the effectiveness of 5s system in precot meridian ltd.

1.4 OBJECTIVE OF THE STUDY

The objectives of this project are:

1. To find out the influence of 5S implementation in production process.

2. To find out and analysis various work environment changes made by 5S system.

3. To find out the effectiveness of housekeeping system in a company.

4. To find out the method for improving effectiveness of the 5S system.

1.5 RESEARCH METHODOLOGY

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.

1.5.1 RESERCH 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 study.

Descriptive research design was used in this study for analysis.

1.5.2 POPULATION

The employees of PRECOT MERIDIAN LIMITED textile in Walayar.

SAMPLE SIZE

The size of the sample selected for the study is 40 respondents

1.5.4 QUESTIONNAIRE DESIGN

The questionnaire was prepared by the researcher itself for direct interview. It was for collecting

the details from the researcher perspective

http://www.businessdictionary.com/definition/process.html

http://www.businessdictionary.com/definition/information.html

http://www.businessdictionary.com/definition/data.html

http://www.businessdictionary.com/definition/maker.html

http://www.businessdictionary.com/definition/business.html

http://www.businessdictionary.com/definition/decision.html

http://www.businessdictionary.com/definition/methodology.html

http://www.businessdictionary.com/definition/publication.html

http://www.businessdictionary.com/definition/research.html

http://www.businessdictionary.com/definition/interview.html

http://www.businessdictionary.com/definition/survey.html

http://www.businessdictionary.com/definition/technique.html



1.6 METHOD OF DATA COLLECTON

Data Collection

Two types of data were collected: primary and secondary to facilitate this study .

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 study. Part

of the primary data comes from observations interviews and discussions with employees

and supervisors.

1.6.1 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.

1.6.2 Secondary data

The secondary data is collected from the company production schedule and records.

1.7 LIMITATIONS OF THE STUDY

1. Only regular employees were taken into account for the study

2. Incorrect opinion expressed by the respondents may affect the outcome of findings.

3. The survey is purely based on the opinion of employees, which may be biased at times.



CHAPTER 2

REVIEW OF LITERATURE



REVIEW OF LITRATURE

Breyfogle (2008) “describes that 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 5S is and how it will be utilized”.

Arash Ghodrati1 (2012) “5S system is a method using for set up and keeps quality of working

environment in an organization. Such organization can organize and manage companies which

require less space, human effort, time, quality and capital to make products with less faults and

make a workplace well ordered, disciplined and clean . 5S is a system to decrease wasting and



optimize quality and productivity via monitoring an organized environment and use visual

evidences to obtain more firm results. The columns of 5S are sort (Seiri), set in order (Seiton),

shine (Seiso), standardize (Seiketsu), and sustain (Shitsuke). In routine activity of every

organization, daily works that support company and neatness are fundamental to an efficient

activities flow. 5S is an idea that reshapes how you think about a workplace and provides a

foundation for significant improvement but it is not simply about cleaning up a shop floor. The

initial stage in 5S is deciding what is essential in the work environment and what is not. The

second stage is put the things where they provide the best support for the functions. The third

stage is inspection, repairing and cleaning things to find and remove the root causes of damage

and dirt. The fourth stage is team working and the members must have consensus on normal and

new way of work. The fifth stage is personal discipline to follow the standards and to perform

the personal characteristics”.

Norzima Zulkifli (2012) “5S is a systematic technique used by organizations comes from five

Japanese words; Seiri (sort), Seiton (set in order), Seiso (shine), Seiketsu (standardize), and

Shitsuke (sustain). This system helps to organize a workplace for efficiency and decrease

wasting and optimize quality and productivity via monitoring an organized environment. It also

provides useful visual evidences to obtain more firm results. There is a real need for empirical

studies in field of new management systems and their impact on company’s performance. As

importance role of continuous improvement in today’s organizations, and lack of sufficient

evidence to show the positive impact of 5S on organizational performance, this paper aims to

determine performance factors and characteristics in industrial organizations and identifying the

effectiveness of 5S implementation on organizational performance as well. Surveying method is

used and data collection is done by distributing questionnaire among five target organizations

which have implemented 5S techniques. The target organizations are chosen from different

industries and diverse field of work. The results of this research obtained from a comparative

measurement of organizational performance before and after 5S implementation. The results

show that 5S is an effective tool for improvement of organizational performance, regardless of

organization type, size, its production or its service. Consequently, 5S techniques would strongly

support the objectives of organization to achieve continuous improvement and higher

performance”.



R. A. Pasale, Prof. J. S. Bagi(2013) “ With the changing techno-economic scenario around the

en- tire 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 optimise 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”.

Daniel Grecu(2010) “Many manufacturing facilities have opted to follow the path towards a

“5S” workplace organizational and housekeeping methodology as part of continuous

improvement or lean manufacturing processes. 5S is a system to reduce waste and optimize

productivity through maintaining an orderly workplace and using visual cues to achieve more

consistent operational results. The term refers to five steps – sort, set in order, shine, standardize,

and sustain – that are also sometimes known as the 5 pillars of a visual workplace. 5S programs

are usually implemented by small teams working together to get materials closer to operations,

right at workers’ fingertips and organized and labeled to facilitate operations with the smallest

amount of wasted time and materials. The 5S system is a good starting point for all improvement

efforts aiming to drive out waste from the manufacturing process, and ultimately improve a

company’s bottom line by improving products and services, and lowering costs. Many

companies are seeking to making operations more efficient, and the concept is especially

attractive to older manufacturing facilities looking to improve the bottom line by reducing their

costs”.



SARVIN (2008) “A '5S' driven workplace enhances productivity and competitiveness and

fosters a productivity culture through a continual process of identifying, reducing and

eliminating MUDA (Japanese for Waste). '5S' helps to:

(a) Identify, Reduce and Eliminate MUDA

(b) Organized & World Class Gemba (Workplace)

(c) Enhancement in Productivity & Competitiveness

(d) Better Living and improved work life

There are many organized methods to do so one of them is called '5S'. 5S'' is a tool with Japanese

roots, focused on fostering and sustaining high quality housekeeping. The physical environment

determines ones behaviour. On the other hand, a similar behavioural pattern among group of

people defines culture. Thus, there is a strong link between culture and physical environment.

Extrapolating, one can also find a strong link between the physical. Many people think that

housekeeping should be done by a cleaners and sweepers at their workplace. They don't realize

that they too play an important part in keeping their workplace clean. More importantly, they

don't know how much they can gain for themselves by just practicing good housekeeping.

Everything that the people do at their workplace is very important to overall cleanliness,

orderliness and safety of the workplace. Clean working environments where everything is

properly placed and where clear instructions are readily available tend to be a safe place to work

in. The work environment also determines how fast and how efficiently work could be done.

Good produce in a clean and well-organized environment also tends to be of better quality. In a

company where 5S are seriously practiced, the numbers of defect products will be relatively

lower that of a disorganized company. Productivity will therefore be higher. By practicing 5 S at

the workplace, it's not only produce quality, but also actually help to ensure the safety of that

workplace. 5S is a set of techniques providing a standard approach to housekeeping. It is often

promoted as being far more than simply housekeeping and some of the elements described below

certainly move into broader areas”.



Liker and Hoseus (2008) “Companies throughout the world, in search of competitive strategies,

deliberately choose programmes as a means to engage their employees in improvement

processes. ‘Some have used Six Sigma ..., while others have concluded they need to ‘‘lean out

processes’’...using simpler concepts of pull and flow’. Frequently these programmes are

effective in achieving improvements such as driving down costs, improving quality and

increasing delivery speed and reliability. Unfortunately there is usually something missing in

these efforts. ‘Many companies have become frustrated with kaizen events and Six Sigma

projects that yielded great short-term results but had no sustainability’ (Liker and Hoseus 2008).

This section investigates specific relationships of 5S implementation aimed at identifying

implementation success factors”.

Harsha Lingareddy, G.Sahitya Reddy, K.Jagadeshwar(2013) “Implementing ISO 9001:2008

alone in an organization does not make a way to obtain Total Quality Management System;

Organization also needs to adopt several Lean tools to achieve TQM. In the path of

implementation of the Total Quality Management on the operational level, 5S will become the

first step. 5S is a Japanese concept for increasing quality and productivity. 5S will become the

essential tool for acquiring continuous Improvement in the organization. In any organization

improvement begins with 5S. 5S is a Lean Tool which is implemented for obtaining a clean,

effective and pleasant work environment. 5S is the first step of approaching the Lean

Manufacturing. 5S is a strategy that delivers results by a systematic approach of planning and

organizing the activities. 5S is a philosophy rooted from Japan and branched into other

countries. 5S is an acronym for the following Japanese terms:

SEIRI [Sort]

SEITON [Set in order]

SEISO [Shine]

SEIKETSU [Standardize]

SHITSUKE [Sustain]

2. 5S Systematization: 5S states that:



SEIRI (sorting and disposing the 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.

SEISO (shining, cleaning, removal of waste and dust) Point outs 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 5S’s, 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 the workers such that they could clarify their doubts by reading it”.

Dr. W. Edwards Deming, 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”.



Dr. Joseph M. Juran, 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 Webster’s New World Dictionary “quality is defined as physical or nonphysical

characteristic that 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)”.



CHAPTER 3

DATA ANALYSIS AND

INTERPRETATION



3.1 Table showing employees respond on quality training conducted by the company

Table 3.1

3.1Chart showing employees respond on quality training conducted by the company

Chart 3.1

Interpretation

Above data shows that the company had conducted some training programme based on

quality.57% of respondents’ opinions that the training programme was related to 5S, 37% said it

was on lean manufacturing system. Only few told the training was on statistical process control

and total quality mana

0

10

20

30

40

50

60

LEAN manufacturing 5S system statistical process control TQM

No of respondent percentage

Type of training No of respondent Percentage

LEAN manufacturing 22 37%

5S system 34 57%

statistical process control 1 2%

TQM 3 5%



3.2Table showing the area which eliminated most number of unnecessary tools

Table 3.2

3.2 Chart showing the area which eliminated most number of unnecessary tools

Chart3.2

Interpretation

The above data states about the area which eliminated most number of unnecessary tools as part

of implementing 5S (especially at the stage of SORT) in the organaisation.53.34%of respondents

said that the most number of unnecessary tools removed from store by red tag. Where

33.33%respondents argued that it is being done in the area of production. There are some

respondents who said ware housing and packaging are the areas it done most number of

removals.

0

10

20

30

40

50

60

production store warehouse packaging

no of respondent percentage

Areas no of respondent Percentage

production 20 33.33%

Store 32 53.34%

warehouse 5 8.33%

packaging 3 5%



3.3 Table showing employees’ respondent on arrangement of tool and work easier

Table 3.3

3.3 Chart showing the area which eliminated most number of unnecessary tools

Chart 3.3

Interpretation

From the above data it is clear that majority of the respondents (58%) strongly believes that the

arrangement of tools will make more works easier. Another 33%were also agreed that the

arranged tools can improve the work efficiency. There were only few believes it cannot make

any different in work efficiency

0

10

20

30

40

50

60

70

strongly agree agree neutral disagree strongly disagree

no of resppondent percentage

Level of acceptance No.of respondent Percentage

strongly agree 35 58%

agree 20 33%

neutral 4 7%

disagree 1 2%

strongly disagree 0 0



3.4 Table showing the employees respond on the area which needs most arrangement

Table 3.4

3.4 Chart showing the employees responds on the area which needs most arrangement

Chart 3.4

Interpretation

The data shows there are some space in the company still needs little more arrangement to bring

improvement in those areas. Majority employees opinioned that preparatory department requires

much more attention for arrangement properly. Many other respondents noted few other

department also need to take care of the arrangement

0

10

20

30

40

50

60

spinning auto corner prpratory packaging store

no.of respondent percentage

Department No.of respondent Percentage

Spinning 15 25%

auto corner 9 15%

preparatory 29 49%

packaging 5 8%

Store 2 3%



3.5 Table showing comparative analysis of the effectiveness of 5S in utilization of machines

Table 3.5

3.5 Chart showing comparative analysis of the effectiveness of 5S in utilization of machines

Chart 3.5

Interpretation

The above data shows the comparative analysis of utilization of machines in each type of product

before and after the implementation of 5S. There we can see the improvement in utilization of

machines in each product. For the product 34s ck it was only 95.2% before 5S but it came to

99.1% utilization of machine after the implementation of 5s. Likewise we can see an

improvement in the utilization for the other type of yarn also. That is for 30s ck it is 94.4% to

98.2%, 40s cw 92.8% to 98.3% and 40s ck 90.1% to 97.9%. Which means to say 5s has been

effectively reflected in the area of utilization.

84

86

88

90

92

94

96

98

100

34s combed knitting 30s combed knitting 40s combed warping 40s combed knitting

Utilaization of machines

utilaization of machines utilaization of machines

Utilization of machines

Type of yarn Before 5s After 5s

34s combed knitting 95.2% 99.1%

30s combed knitting 94.4% 98.2%

40s combed warping 92.8% 98.3%

40s combed knitting

90.1% 97.9%



3.6 Table showing comparative analysis on GPSS (gram per spindle per shift) before and after

implementation of 5S

Table 3.6

3.6 Chart showing Comparative analysis on the effectiveness of 5S in GPSS (gram per spindle per shift)

Chart 3.6

Interpretation

The above data shows the impact of 5S in the field of GPSS. Where it made an increase in the

production 34s ck Yarn from 160 gm. to 172 gm. in the case of 30s ck yarn it is 198gm to

212gm, for 40s cw yarn it came to around 125gm from 115gm and for 40s ck yarn it is 132gm to

145gm.

0

50

100

150

200

250


GPSS(gram per spindle shift)

GPSS(gram per spindle per shift GPSS(gram per spindle per shift

GPSS(gram per spindle per shift)


34s combed knitting 160gm 172gm


40s combed warping 115gm 125gm




3.7 Table showing comparative analysis on Quality (imperfection) before and after


Table 3.7

3.7 Chart showing comparative analysis on the effectiveness of 5S in quality (imperfection

index)

Chart 3.7

Interpretation

It is one of the important impact 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

but now it is only 95per day, similarly they could reduce imperfection and improve the quality of

all the other type of yarn as it is shown above.

0

20

40

60

80

100

120

140

160


Quality(imperfection index)

Quality(inperfection index) Quality(inperfection index)

Quality(imperfection index)


34s combed knitting 110 95


40s combed warping 140 126




3.8 Table showing comparative analysis on count strength of product before and after


Table 3.8

3.8 Chart showing comparative analysis on the effectiveness of 5S in count strength product

Chart 3.8

Interpretation

The above data shows count strength analysis of yarn before and after the implementation of 5S.

The minimum required count strength of yarn is 2400 and they maintained to achieve above

2400 before the implementation itself. Here we can see an improvement in the count strength of

yarn after the implementation of 5S in each type of yarn that they are producing at the factory.

2100

2200

2300

2400

2500

2600

2700

2800


Count strength product

Count strength product Count strength product

Count strength product




40s combed warping 2600 2700




3.9 Table showing the impact of 5S in number of employees required in different departments

Table 3.9

3.9 Chart showing Impact of 5S on labor requirement (operatory) in different department

Chart 3.9

Interpretation

The above data shows the impact on 5S that brought changes in requirement of operating

employees in each department. Before the company implemented 5S in preparatory department

they required 15 people to do the work but now they need only 11 employee for doing the same.

Likewise they could reduce the minimum required number employee in all the other departments

as follows. Spinning department it came 32 from 40, auto corner department 25 to 22 and

packing department 6 to 4.

0

5

10

15

20

25

30

35

40

45

prepratory spinning auto corner packing

Labour requerment(operatory)

before 5S after 5S

Impact of 5S on labor requirement(operatory) in different department

Department Before 5s After 5s

Preparatory 15 11

Spinning 40 32

Auto corner 25 22

Packaging 6 4



3.10 Table showing the impact of 5S in requirement of employee in different department

Table 3.10

3.10 Chart showing Impact of 5S on labor requirement (non-operatory) in different department

Chart 3.10

Interpretation

Though the effective implementation and follow up of 5S system can make changes in the

organization. It has been reflected in non-operatory workers requirement also. Before

implementing 5S the company kept 4 workers as non-operatory for preparatory department, now

they kept only 2 workers for that. Presently they are having only 3 workers for spinning it has

been 6 earlier.it also reflected in auto corner department where the number of employees came

down to 4 from 5.the important thing is that they are confident enough to remove all the reserve

of employees from the packing section.

0

1

2

3

4

5

6

7

prepratory spinning auto corner packing

Labour requerment in non-operatory

before 5S after 5S

Impact of 5S on labor requirement(non-operatory) in different department

Department Before 5s After 5s

Preparatory 4 2

Spinning 6 3

Auto corner 5 4

Packaging 2 0



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 (Ref-Anx: figure 1). 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:

Saving space

tock control and efficient products

More comfortable working environment

3.12 Seiton-Set in Order Analysis

Seiton: Set in Order: Neatness: This means preparing the necessary items neatly and

systematically so that they can easily be taken and returned in the original place after use (Ref:

Anx-Figure 2). It includes preparing and storing neatly, easily collected and stored back into

place. Organizing and labeling was done after all the items that do not have to be separated. The

composition of goods should be carried by the same group. The main objective is to develop

economical use of space and the storage of goods is neat and orderly which facilitates the process

of locating and obtaining goods in the future. Some examples can be based on the application

and give benefit to worker:

ower equipment



3.13 Seiso-Shine analysis

Seiso: Shine Cleaning: Clean and inspect the work in details so that no dust or dirt is on the floor,

equipment and the working environment (Ref.Anx:Figure 3). The purpose of sweeping is to

remove dust or dirt that sticks on the floor, the machine at work or goods that have been sorted

and arranged. A checklist should be placed to guide the employees on what to do in the future in

this activity. Fundamental points, equipment, areas should be swept and cleaned at all times with

an effective maintenance schedule. Some examples are based on application which can benefit

the worker includes:

-cost equipment failure

onment is more comfortable and cheerful

3.14 Seiketsu-Standardize analysis

Seiketsu: Standardize: Uniformity: To establish standards of the best practice in the workplace

and to ensure that the standards are compiled and to guarantee that the workplace is clean and

tidy at all times (Ref. Anx: Ref.4). Examples of storage of equipment and documents that is

clear.



sed process efficiency

3.15 Shitsuke-Sustain analysis

Shitsuke: Sustain: Always Practice (Shitsuke): Train employees disciplined for practicing 5S

system continuously so that the habits and culture within the organization will include

(Ref.Anx:figure5):

labor productivity



CHAPTER 4

SUMMARY, FINDINGS AND

SUGGESTIONS



4.1 SUMMARY

This study 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 en- tire 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 study is done through observation conducted in production and

operations department of the company. The other information available for this study was the

company’s records and manuals. This study gives an insight to the company’s 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



4.2FINDINGS

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 study on before and after 5S the company could improve

utilizations of mill capacity from 95.2% to 98.7%.(Table no.3.5)

They could also improve GPSS from 115gm to 212 gm.(Table no.3.6)

After the implementation of the 5S they could also reduce the defect in product from 110

to 96.(Table 3.7)

Another important finding of this study that there is an increase in the count strength of

yarn from 2450 to 2700.(Table no.3.8)

5S also reflected in the employee requirement of the company that before 5s they

required minimum number of 15 employees in the preparatory section after the proper

implementation 5S they could reduce minimum level of required number of employees to

11 for the same work. Where in spinning department it became25 from 40.(Table

no.3.19)

Based on the observation it is found that there are some areas they couldn’t 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.(Table no.3.4)

Last but not least the important finding from the all study 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.



5.3 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.



BIBLIOGRAPHY

Books:

i. Chapman, C.D., Clean house with lean 5S. Quality progress, 2005. 38(6): p. 27-32.

ii. Osada, T., The 5S's: five keys to a total quality environment. 1991: Asian Productivity

Organization Tokyo.

iii. Bayo-Moriones, A., A. Bello-Pintado, and J.M.D. de Cerio, 5S use in manufacturing

plants: contextual factors and impact on operating performance. International Journal of

Quality & Reliability Management, 2010. 27(2): p. 217-230.

iv. Van Patten, J., A Second Look At 5S. Quality progress, 2006. 39(10): p. 55.

v. Ab Rahman, M.N., et al., Implementation of 5S Practices in the Manufacturing

Companies: A Case Study. American Journal of Applied Sciences, 2010. 7(8): p. 1182-

1189.

vi. Gapp, R., R. Fisher, and K. Kobayashi, Implementing 5S within a Japanese context: an

integrated management system. Management Decision, 2008. 46(4): p. 565-579.

vii. Eckhardt, B., The 5S housekeeping program aids production. Concrete products, 2001.

104(11): p. 56.

viii. Becker, J.E., Implementing 5S to promote safety & housekeeping. Professional Safety,

2001. 46(8): p. 29-31.

ix. Ahmed, S. and M. Hassan, Survey and case investigations on application of quality

management tools and techniques in SMIs. International Journal of Quality & Reliability

Management, 2003. 20(7): p. 795-826.

x. Chin, K.S. and K.F. Pun, A proposed framework for implementing TQM in Chinese

organizations. International Journal of Quality & Reliability Management, 2002. 19(3): p.

272-294.

JOURNALS:

[a] Chauhan et al., “Measuring the status of Lean manufacturing using AHP” International

journal of Emerging technology vol.1 no.2, pp.115-120. 2010.

[b] Miller et al., “A case study of Lean, sustainable Manufacturing” journal of Industrial

Engineering and Management, vol.3 no.1, pp.11-32. 2010.

[c] Girish Sethi and Prosanto Pal, “Energy Efficiency in Small Scale Industries – An Indian

Perspective”Tata Energy research Institute. .



[d] 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.

[e] Hudli and Imandar, “Areas of Lean manufacturing for productivity improvement in a

manufacturing unity”, world academy of science, engineering and technology vol. 69, 2010

[f] Lukas et al. “Lean implementation in a low volume manufacturing environment: A case

study” Proceedings Industrial Engineering Research Conference (2010)

[g] Gheorghe Dulhai. “The 5S strategy for continuous improvement of the manufacturing

process in auto car exhausts”, Management and marketing vol. 3, no. 4, pp. 115-120, 2008.

WEBSITES:

1. Akhovat’s, the journal of applied sciences research 8(7):3855-3859

2. Arash Ghodratil, www.iosrjournals.org (2012)

3. Bayo Moriones,www.etd.isu.edu(2010)

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ANNEXURES

Questionnaire

Name:

Resignation:

1. Which all quality related training program has been conducted?

LEAN manufacturing

5s system

Statistical process control

TQM

2. Is 5s system regularly monitored?

Yes

No

3. Is there a documented reporting system for 5s system?

Productivity? Yes No

Quality? Yes No

Effeciency? Yes No

4. Do you issue internal 5s system reports?

Yes

No

5. Is there a quality manual and set of procedure available, maintained and

utilized?

Yes

No

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. Are there written procedure for the control of 5s system?

Yes

No

9. Does an effective corrective action system exist identifies root cause and

action taken to eliminate recurrence?

Yes

No

10. 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

13. If yes, in which area arrangement is mostly needed?

Work

Workers

Equipment

Raw materiel

14. Are you aware of Zero defect philosophy system?

Yes

No

15. Zero defect system implemented here is?

More than 70% successful

50-70% successful

25-50%successful

Below 25%succeful

16. Do you clean after each shift?



Yes

No

17. Do you have a system to ensure that the work station is restored and ready

for next shifts?

Yes

No

18. Do you have written standard for the quality of each operation?

Yes

No

19. Do you have standardized production system?

Yes

No

20. Do you have rules written boards shown in the work place?

Yes

No



ANNUXURE 2

Images of 5s implementation at Precot Meridian

Godown after the 5s implementation (figure 1)

Machine kept clean and color code after 5s (figure 2)



Waste bin after implementing 5s(Figure 3)

Standaised machinery after 5S implementation (Figure 4)



5S implementation enables company to sustain (Figure 5)



you refer this project

Business

s system

preecot meridian

project work

production efficiency

topic page

walayar minor project

university of calicut

research design