Disclosure to Promote the Right To Information

Whereas the Parliament of India has set out to provide a practical regime of right to information for citizens to secure access to information under the control of public authorities, in order to promote transparency and accountability in the working of every public authority, and whereas the attached publication of the Bureau of Indian Standards is of particular interest to the public, particularly disadvantaged communities and those engaged in the pursuit of education and knowledge, the attached public safety standard is made available to promote the timely dissemination of this information in an accurate manner to the public.

इंटरनेट मानक

“!ान $ एक न' भारत का +नम-ण”Satyanarayan Gangaram Pitroda

“Invent a New India Using Knowledge”

“प0रा1 को छोड न' 5 तरफ”Jawaharlal Nehru

“Step Out From the Old to the New”

“जान1 का अ+धकार, जी1 का अ+धकार”Mazdoor Kisan Shakti Sangathan

“The Right to Information, The Right to Live”

“!ान एक ऐसा खजाना > जो कभी च0राया नहB जा सकता है”Bhartṛhari—Nītiśatakam

“Knowledge is such a treasure which cannot be stolen”

“Invent a New India Using Knowledge”

है”ह”ह

IS 15171 (2002): Guidlines for Establishing andImplementing 5-S Concept [MSD 2: Quality Management]

Is 15171:2002

Indian Standard

GUIDELINES FOR ESTABLISHING ANDIMPLEMENTING 5-S CONCEPT

ICS 03.120.10

0 BIS 2002

BUREAU OF INDIAN STANDARDSMANAK BHAVAN, 9 BAHADUR SHAH ZAFAR MARG

NEW DELHI 110002

July 2002 Ptice””’Croup 7

Quality Management Sectional Committee MSD 2

FOREWORD

This Indian Standard wasadopted bythe Bureau of Indian Standards, after the draft finalized by the QualityManagement Sectional Committee had been approved by the Management and Systems Division Council.

Due to increased global competition, liberalization and enhanced customer expectations, one has to providequality products and services at the minimum cost. This requires continuous efforts for improvement in qualityand productivity. One of the methods for increasing productivity is to prevent or minimize in line/flow stoppagesduring production or service provision. These stoppages could be due to persons (operators), quality problems,shortage of components, machine(s) breakdown, power breakdown, accident(s), absenteeism, etc. These stoppageswould produce waste. For example, wastage can be from excess inventory, idle time, unnecessary transportmovement, non-conforming parts, inspection, and unnecessary processing. If one is able to reduce the abovewastage, quality will improve and costs will reduce. Therefore, it is essential to think about how things are doneand to find ways of reducing waste.

For eliminating/minimizing waste, the following are important:

a) Work place — Clean and systematic.

b) Efficient use of men, material, machines and methods.

c) Avoiding wastage and inconsistency.

d) Thorough understanding of problem areas.

e) Following standards meticulously.

5-S is useful for minimizing waste so as to have better workplace organization. This technique provides systematicand rational approach for clutter free and safe workplace with the objective of reducing waste and thus preparingground for further improvement. 5-S forms the basis of all activities being undertaken during daily operationsin the work. It involves five steps, namely, Segregation, Systematic Arrangement, Cleaning, Cleanliness andDiscipline.

5-S has been widely practiced by Japanese since 1980. Initially, this concept found its application inmanufacturing industries, but now it has percolated to service industries as well. Remarkable results in wastereduction through the application of 5-S have generated a lot of interest and has become one of the powerfultools to improve productivity and quality. Therefore, today 5-S is being used world over to prepare the groundfor better workplace organization. It also reduces stress of individuals managing operations by ensuring thatthe work area and the surrounding are better organized, neat and clean, to permit healthy and ‘hazard free’operations.

Is 15171:2002

Indian Standard

GUIDELINES FOR ESTABLISHING AND

IMPLEMENTING 5-S CONCEPT1 SCOPE

This standard helps in understanding and imple-menting philosophy, concepts and practices of 5-S tobring excellence all areas of an organization. Themethodology for implementing 5-S has been illustratedwith examples.

2 WHAT IS 5-S

The 5-S is a concept, which forms the basis of allactivities being undertaken during daily operations inthe workplace. The 5-S are:

1. SEIRI SEGREGATION

2. SEITON SYSTEMATIC

ARRANGEMENT

3. SEISO CLEANING

4. SEIKETSU CLEANLINESS

5. SHITSUKE DISCIPLINE

2.1 Seiri-Segregation

2.1.1 Look around your work place and scrutinize eachand every thing and ask the question, ‘Is this thingreally needed?’.

2.1.2 Separate items, which are not necessary anddispose them off.

2.1.3 Items, which are needed, should be clearlydistinguished from those, which are not needed. Theitems, which are not required, should be immediatelydisposed off by following two ways:

a) Shift to other department/sections whereneeded, and

b) Scrap.

2.2 Seiton-Systematic Arrangement

2.2.1 All the items, which are necessary, should bekept according to a fixed arrangement tlom where theycan be most conveniently retrieved and used. All theuseful things should be kept in proper order.

‘A PLACE FOR EVERYTHING& EVERYTHINGIN ITS PLACE’ SHOULD BE THE MOTTO.

2.2.2 Decide where every necessary item is to beplaced, so that they are easily accessible. The followingpoints should be considered:

a) Items frequently reqtiired should be kept at

1

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

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

c) Heavy and large items should be kept on thefloo~ and

d) All items should be easily identifiable, forexample by labels, markings, boards, etc.

2.3 Seise-Cleaning

2.3.1 This means cleaning the work area includingall the equipment/facilities thoroughly, and keepingthe floors sparkling clean.

2.3.2 As a general rule, all the cleaning work shouldbe done by those who work in that area. However,cleaning has meaning only if Seiri and Seiton arestrictly adhered to by all the concerned. Cleaningshould be done not only on the floor but also in offices.toilets, canteen, etc.

2.4 Seiketsu-Cleanliness

Seiketsu is a state of cleanliness where the smallestvariation becomes easily visible to all. It is themaintenance of Seiri, Seiton and Seiso constantly. Itemphasizes that these activities should become a partof life. Even a clean work place with proper segrega-tion (Seiri) and systematic arrangement (Seiton) willsoon become dirty and untidy if the above three arenot maintained.

2.5 Shitsuke-Discipline

2.5.1 Shitsuke is to install work practices that willensure and enable the implementation of all the aspectsof 5-S. Everyone should be self disciplined to strictlyfollow the rules and standards while working. Allthe set rules like punctuality should be strictlyfollowed. In addition to these, simple things likewishing colleagues in the morning, submittingworking reports and wearing proper uniform andsafety gear should be strictly observed.

2.5.2 The main attribute for becoming disciplined isto be punctual. Punctuality does not only meanreaching work place in time, but also following timeschedules.ofthe organization. What has been decidedmust be followed as per standard.

IS 15171:2002

2.5.3 Example — Attendance

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

a) imbalance/line/work flow will stop;

b) quality of productiservice will be bad;

c) other operators/employees will be over-burdened; and

d) because of slow work if employees are pushedhard, there may be accidents.

2.5.3.2 If in place of skilled employees, apprenticesor casual workers are used, the quality and productivitywill be less than the normal.

2.6 By thoroughly institutionalizing each of the 5-S,the work place can be managed properly resulting inimproved levels of safety, quality and productivity, thatis:

a)

b)

c)

d)

e)

9

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

3 ADVANTAGES OF IMPLEMENTING 5-S

3.1 To Individuals (Employees)

a)b)c)d)e)

8

g)h)

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

3.2 To Organization (Employer)

a) Avoidance of unproductive and non-valueadded activities;

2

b)

c)

d)

e)

f)

g)h)

j)

a,..4

Availability and retrieval of importantdocuments in time;

Better utilization of space, equipment and

~

b

other resour~es;

Reduction of wastage of materials, time andmoney;

Cost reduction; <k. .

Improvement in safety and work environment;-e.,.!$

Improvement in quality and productivity;

Improve awareness about standards and workcuiture; and

Improvement in punctuality, commitmentand discipline.

4 METHODOLOGY

4.1 Seiri (Segregation)

4.1.1 Objective

To distinguish between necessary and unnecessaryitems/activities and get rid of unnecessary items/activities.

4.1.2 Planning

a)

b)

c)

Establish criteria for necessary andunnecessary;

Establish criteria for classification of items/activities on the basis of, for example,consumable/non-consumable, value addin~non-value adding, and frequency of usage;

Take photographs of the location (using thetechnique of Fixed Position Photography) anddisplay the same on a 5-S chart. Details ofchart are given in Annex A.

4.1.3 Activity

a)

b)

c)

d)

Decide necessary and unnecessary items/activities;

Identify unnecessary items/activities bysuitable means;

Gift unnecessary items if there are any takers.If no takers, dispose them as per regulatorynorms; and

Deal with the causes of unnecessary itemdactivities.

4.1.4 Checklist

The checklist for Seiri is given in Annex B.

4.2 Seiton (Systematic Arrangement)

4.2.1 Objective

To establish a neat layout so that one can always getwhat one needs and when one needs.

j

4.2.2 Planning

a) Establish criteria for classification of itemsinto different groups:

i) Frequency of usage,

ii) Type of item,

iii) Type of storage required, and

iv) Regulatory requirements.

b) Decide storage location and type usingconcept of visual control, depending uponearlier classification; and

c) Decide for time for retrieval of items.

4.2.3 Activity

a)

b)

c)

d)

e)

o

i%)

h)

j)

Create storage;

Identify items;

Identify storage area;

Store items on the basis of decided storagelocation;

Use the concept of visual control whiledesigning and making storage location;

All moving parts, components, items whichare dust prone should be visible as far aspossible;

Storage space should be such that when itemsare removed, empty space is visible anddifferent items cannot be put into the sameplace;

Display lists communicating what is storedin what quantity, where and by whom, whenand how?; and

Randomly check if the items are retrievablewithin the preset time limit.

4.2.4 Checklist

The checklist for Seiton is given in Annex C.

4.3 Seiso (Cleaning)

4.3.1 Objective

To eliminate trash, filth and foreign matter for acleaner work place.

4.3.2 Planning

a) Identify various type of trash, filth and foreignmatter around the operator and workplace;

b) Brainstorm on causes of generation andpresence of trash, filth and foreign matter atdifferent locations; and

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

4.3.3 Activity

a) Clean trash, filth or foreign matter;

b)

9

Is 15171:2002 l~

inspect while cleaning to validate potential icauses identified by cause and effect analysis. ITry and locate causes. Evolve and implementaction plan in the following steps: Ii)

ii)

iii)

Prevent dust, filth, trash and foreignmaterial to reach the area;

Prevent generation of the above in thefirst place; and

Evolve an appropriate monitoring systemto check the extent of trash, filth andforeign matter being generated/exists inthe specified area.

4.3.4 Checklist

The checklist for Seiso is given in Annex D.

4.4 Seiketsu (Cleanliness)

4.4.1 Objective

To maintain a state of cleanliness that ensures imme-diate identification of minor variations. Keepingthings clean in work area, pollution prone area, andeven in our own personal area.

4.4.2 Planning

a)

b)

c)

d)

e)

o

g)

Confirm all appropriate measurements havebeen identified while implementing third S,that is Seise;

Find out innovative ways to institutionalizevisual management;

Evolve checkpoints on the basis of specificstorage process evolved at second S, that is,systematic arrangement or Seiton;

Finalize checkpoints for measuring storage,cleaning points. These check points shouldbe unique to specific area. Check points alsoneed to be developed for common area likepassages, toilets, canteen and reception;

Decide a frequency for measuring differentstorage, cleaning points:

Evolve check sheets combining all points,which need to be measured simultaneouslylike hourly, daily, weekly, monthly checksheets; and

Check sheet should also describe if aspecific process or tool is to be adopted formeasurement.

4.4.3 Activi(y

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

3

Is 15171:2002

b) Conduct audit periodically and writecomments as well as give awards as per policyof the organization,

4.4.4 Checklist

The checklist for Seiketsu is given in Annex E.

4.5 Shitsuke (Discipline)

4.5.1 Objective

To internalize the practice of first four S of segregation,systematic arrangement, cleaning, and cleanliness.Internalization of habit should be to the extent thatthere is proaction and it becomes a ‘way of life’.

4.S.2 Planning

a) Evolve management policy to recognize,understand and spread the concept of 5-S.

b) Develop training modules and recognitionschemes.

4.5.3 Activity

a)

b)

c)

d)

e)

~

@

Provide education of 5-S to all employees;

Involve those who have internalized theconcept of 5-S in all areas to conduct trainingsession;

Publish cases of 5-S success in all areas;

Recognize those teams and individuals whohave adopted the concept of 5-S for successof self and the organization;

Recognize those who have helped each otherto internalize 5-S;

Recognize sustained contributions on 5-S tomake it a habit; and

Display overall benefits in common areas sothat others can see it.

5 PDCA OF 5-S

5.1 Appoint a Steering Committee. It is a group ofsenior management of an organization. Thiscommittee is chaired by the head of organization, andHeads of key functions are the members. In additionkey individuals at middle management level, who arepracticing 5-S and fully convinced with the conceptare also included.

5.2 Conduct 5-S workshop for Steering Committee.

5.3 Appoint a 5-S Coordinator for each Unit/Office/Sub-area. He should be a part of the supervisory staff,working in the area and should be a go-getter as wellas practitioner,

5.4 If the office has more than 12 employees, divideoffice into various sub areas. Each sub-area shouldcomprise of around 12 members sitting together.

5.5 Prepare 5-S cascade plan including internal auditteam and recognition process.

5.6 Provide basic awareness session with livedemonstration of the actual of Unit/Office/Sub-area.

5.7 Develop a plan for first 3-S by respective Unit./Office/Sub-area. A separate plan should be preparedfor each sub-area. Decide a fortnightly meeting dayfor each sub-area to review progress.

5.8 Formally announce the launch of programme inUnit/Office/Sub-area by using various communicationmeans.

5.9 Photograph the ‘as is state’ of the area.

5.10 Prepare a check sheet for self audit by eachsub-area. Decide audit frequency– 2-S and 3-S actionplan.

5.11 Conduct self assessment.

5.12 5-S internal audits to conduct audits once in aquarter and give rating to each area.

5.13 Areas achieving highest rating should berecognized. Others should be motivated/supported toachieve highest rating.

5.14 Coordinate Quarterly 5-S presentation andrecognize individuals and teams who contributetowards 5-S implementation. Prepare criteria for workplace organization award. The following aspects maybe considered in this regard:

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

6 EVALUATION

6.1 The purpose of evaluation is to determine of theeffectiveness of the 5-S programme with respect tothe objectives set by Steering Committee.

6.2 The following are evaluated.

6.2.1 Promotional Activi~

a)b)c)d)e)

og)h)

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

6.2.2 5-S Deployment

a) Zone allocation;

4

b) Finalization ofchecklisC

c) Time bound plan;

d) Target setting;

e) Tracking benefits; and

~ Responsibility identification,

6.2.3 Kaizen (Improvemenfl Projects

a) Awareness on how to identify problems;

b) Awareness on how to deal with causes;

c) Implementation of Kaizen projects; and

d) Interdepartmental and team participation.

6.2.4 Technical Training

a) Maintenance;

b) Improvement; and

c) How to generate Kaizen ideas.

6.2.5 Evaluation Plan

a) Schedules;

b) Defined criteria for level identification;

c) Decide formats and grades; and

d) Trained evaluators.

6.3 Levels of 5-S

6.3.1 Level 1

a) Macro level cleaning: Major house cleaning;

Is 15171:2002

b) Decision to throw away what is not required;and

c) Decision to implement ‘3 rein’ 5-S.

6.3.2 Level 2

a) Design appropriate storage method:— Special shelves— Special racks/stands

b) Have placement diagram; and

c) Have instructional labels.

6.3.3 Level 3

a) Preventive steps identified and implemented;

b) Prevent leakage;

c) Prevent spillage; and

d) Implement ‘Kaizens’.

6.3.4 Level 4

a)

b)

c)

Repair/overhaul defective machinery;

Change layout; and

Prevent causes of problems/dirt (throughinteraction with other departments).

6.3.5 Level 5

Equipment 5-S (Cleaning is inspecting).

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

5

Is 15171:2002

ANNEX A

(Clauses 4.1.2 and 4.4.3)

CHART DISPLAY IN WORK AREA

AREA :

5-S TEAM :“

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

CRITICAL FREQUENCY STATUS STATUS STATUSPOINTS OF CHECK

Remarks bySteeringCommittee

AWARD

6

Is 15171:2002

Check Points

ANNEX B

(Clause 4.1 ,4)

CHECKLIST FOR SEIRI

● Standardized frequency ofsegregation.

9 Disposal and segregation, withrespect to repairable, irreparable,potentially useful, special, done.

● Retention period for records.● Scrap sortedlcategorized.s Records of things thrown away

(Quantified).* Out of date noticeslcalendarsl

displays.● Records available of specific

benefits achieved.

System Result Maximum

Marks

ANNEX C

(Clause 4.2.4)

CHECKLIST FOR SEITON

Check Point

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

calendars/displays● Boxes shelves filled to 80 percent

capacity● Functional layoutB Visual management

— Colour coding— Arrow’marks— Visual displays— Ear marked danger zone-– Inventory management

● Space saved due to indigenousstorage methods

9 Display of preventive maintenancesteps. schedules

System Result

Marks

Obtained

Maximum

Marks

Remarks

Marks

Obtained

Remarks

——

7

IS 15171:2002

_

ANNEX D

(Clause 4.3.4)

CHECKLIST FOR SEISO

Check Point System Result Maximum Marks Remarks

Marks Obtained

All items covered under cleaningschedules

Cleaning responsibilities known

System of proper drainage

, Equipment/Machinery cleanliness

I Around/Behind machines

) Passageways clean

) Aisle making

B Under the stairs

B Against the wall

D Beside and behind pillars

B Nooks and corners

8 Scrap yards

● Under trolleys/stands/ racks

● Floor cleanliness

● Wall cleanliness

● Ceiling cleanliness

● Windows and door cleanliness

● Fan, A/C, Light, Notice boards

● Drainage pipes (blockage, etc)

--

*

ANNEX E

(Clause 4.4.4)

CHECKLIST FOR SEIKETSU

Is 15171:2002

Check Point System Result Maximum Marks Remarks

Marks Obtained

9 Aisle marking

● Straight line rules

● Maximizing space utilization

● Fire extinguishers

— placement/location

— refilled/expiry date sticker

— training

● Cables and wires

● Trolleys/cranes/fork lifts, etc

● Lawns and plants

● Entrance to department identifiedand visible

● Parking areas for vehicles defined

● Recreation rooms

9 Washrooms/drinking water areas

● Canteens

— Noise

— Lighting

— Ventilation

● Existence of standard operatingprocedures

‘9

ANNEX F

(Clause 6.3.6)

5-S EVALUATION CRITERIA..

Level 1 Level 2 Level 3 Level 4 Level 5

1 5-S promotion Have 5-S promotion 5-s promotion Committee plans Problems explicated, plan Results are visible to all, and allat the work- chart and plans, and is committee meets implemented with drawn up for making objectives are beingmet.place working on 5-s regularly and is full participation. improvements, and pkm

education. aware of problems going according to schedule.(keeps minutes).

2 Cleaning (of Have cleaning plans Cleaning of lubri- Cleaning of peri- Cleaning of main equipment Able to detect problems in themain equip- with delineation of cation parts and pheral equipment completed. making as well as abnormalment) individual responsi- around equipment completed. noises, temperature levels,

bilities and layout, and completed. vibrations, etc.education has reachedeveryone.

3 Dealing with Education completed Have checklist of Implementation Implementation plan 80 Working to modify (improve)causes and everyone able to causes and plan for plan 50 percent or percent or more completed. equipment, and full plan

identi~ causes of dealing with them. more completed. implementation making itproblems. possible to do quick cleaning.

4 Hard-to-clean Education completed Have checklist of Implementation Implementation plan 80 Able to improve cleaning equip-places and everyone able to causes and plan for plan 50 percent or percent or more completed. ment, covers, etc, and full plan

identi~ hard-to-clean dealing with them. more completed. implementation making itplaces. possible to do quick cleaning.

5 30-second put Able to distinguish Have clearly desi- Storage places Things put away for easy Can access and put away in 30away and get- between necessary and gnated places for clearly Iabelled. access. seconds for better effectivenessout unnecessary items. everything. and efficiency.

6 Safety Know where to check Able to make all Able to identi~ All safe~ plans Educated on safety and able toequipment and what to safety checks for problems and implemented. make safety improvements for acheck for. all equipment formulate plans. safer workplace.

No0N

\

7

8

9

10

.11

12–

I3--

——

Level 2 Level 3 Level 5Level 1 Level 4

All pipes painted andlabelled.

Visual controls(l): Showingflow directions

Education completed,and know how manyare needed.

50-70 percent ofpipes painted andIabelled.

70-90 percent ofpipes painted andIabelled.

Have equipment ledger andchecklist. Regular inspec-tions to ensure work is error-free and safety is assured.

Have equipment ledger andchecklist. Regular inspec-tions to ensure work is error-fiee and safety is assured.

Visual controls(2):Valveinstructions

50-70 percent ofvalves labelled.

70-90 percent ofvalves labelled.

All valves Iabelled andcheck at least twice daily.

Education completedand know how manyof what kinds of labelsare needed.

Visual controls(3):Wires andropes

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

All wires and ropescolour coded.

Have equipment ledger andcare for wires and ropeswhen returned to inventoryas well as when in use.

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

All wires and ropesmeasured andcared for.

Visual controls~): Fire-fightingequipment

70 percent clearlymarked and peopleresponsible,designated.

100 percent clearlymarked and peopleresponsible,designated.

Education completed,and know how manyof what are there.

Have equipment ledger anddo regular inspections.

Have checklist and everyoneknows how to use equip-ment. Able to relate respon-sibilities, change markers,and maintain things intoshape.

Visual controls(~): Tempera-tur~ labels

Education completed,and know how manyof what are there.

50-70 percent ofequipment Iabelled.

70-99 percent ofequipment labelled.

All equipment labelled andlabels checked daily.

Have equipment ledger andcheck for label discoloration,etc. Improvements made andrecorded.

Visual controls(6); okay marks

70-99 percent ofequipment labelled.

All equipment labelled.Education completed,have action plan, andknow what needsattention.

50-70 percent ofequipment Iabelled.

Have equipment ledger, con-duct regular inspections, andprevent problems.

70-99 percent ofplaces taped.

All places taped.Visual controls(7): Coolingfans

Education completed,and places needingtape identified.

50-70 percent ofplaces taped.

Have equipment ledger,check fans daily, and preventproblems. m

-4

. .

Ido0N

—.

..... ,.~ai. ‘t> ]>‘!

Is 15171:2002

ANNEX G

(Foreword)

COMMITTEE COMPOSITION

Quality Management Sectional Committee, MSD 2

Organization

Federation of Indian Chambers of Commerce and Industry(FICC1),New Delhi.

ASSOCHAM, New Delhi

Bajaj Auto Ltd, Pune

Bharat Heavy Electrical Ltd, New Delhi

Confederation of Indian Industry (CI1),New Delhi

Department of Industrial Development,MinistryofIndustry,Government of India,, New Delhi

DevelopmentCommissioner, Small Scale Industries, New Delhi

Directorate General of Health Services,New Delhi

Dkectorate General ofOrdnance Factory,New Delhi

Directorate General of Quality Assurance,New Delhi

Directorate General of Supplies and Disposals,New Delhi

Directorate of Standardization, Ministry ofDefence, New Delhi

Engineers India Ltd, New Delhi

Escorts Ltd, Faridabad

Export Inspection Council oflndi% New Delhi

Federation of Indian Chambers of Commerce and Industry(FICCI),New Delhi

Hindustan Aeronautics Ltd, Bangalore

lIospital Services Consultancy Corporation (India) Ltd, New Delhi

In personal capacity (20/1, KrishanNagar, Safdarjung.Knclave,New Delhi-110021)

In personal capacity (B-109, A4alviyaNagar,New Delhi-110017)

Indian Statistical Institute, Kolkata

ITI Ltd, Bangalore

Institution of Engineers (India), Kolkata

Kirloskar Electric Company Ltd, Bangalore

Larsen & Toubm Ltd, Mumbai

Maruti Udyog Ltd, Gurgaon

Representative(s)

LIEUTGm H. LAL,PVSM (RmD),(Cllairrrrarr)

SHNAvrKMrmMSHFUA. ROY(Alternate)

SHRIV.M. MAtWLSHRIM. A. KULKARNI(A1/ernate)

Mu A. R. SHOKLAStnuB. P. SIN~H(Alternate)

DRSARITANAGPALSrrruP GFIUSH(A/ternate)

SHIUS.N. NANDt

1NxXTRL4LADVtSER(ELscr)SHRIA.BANDHOPADHVA(Alternate)

SHRIAsm KOMAR

SFRIA.K. SrNGHSmrrR. SINGHCHOUWAN(Alternate)

BRIGGURDASVARMA

SW S. KFUSHNASHIUA. K. VERMA(Alternate)

.%u G. L. CHOPRASmr R. L. WADHWA(Alternate)

SHRTN. RAMANSruuV. K.GOPTA(Alternate)

SHIUC. S. V.NARENDRA

Ms SHASmSAREENStrrrrM. L. GUPTA(Alternate)

1mm GENH. LALPVSM (Retd)SHRIS. C. ARORA(Ahernate)

SHRIG. S.JAMADAGWSHSUS. D.JANAKIRAMAN(Alterna/e)

SHRIY.P.KHULLARDRUDAYRAVI(A1/erna/e)

SHRID.R. SEN

PROFA.N. NANKANA

PROFARw SmsrPROFS. S. HANOA(Alferrrafe)

SHNA. K. RENGARISmuS.NAGARtAN(Allernate)

LIEOTGeNJ. S. AHLOWAr-M(RSTO)

SHRIM.S. ARUNKOMARSHIUP, M. BENDRE(Alternate)

SHRIN. SATHYAN%u N. V. WAGLE(Alternate)

SHRIR. B. MADHEKARSHSUSHOBHITM~AL (Alternate)

:-

●

(Continoed on page 13)

12

.-.-..!

ls 15171 :2002

(Contirruedfiom page 12)

Organisation

NationalInstitutionfor Quality and ReliaMity, Chennai

National Thermal Power Corporation Ltd, New Delhi

PowergridCorporation of India Ltd, New Delhi

Quality Circle Forum of Indi%Secunderabad

Siemens Ltd, Mumbai

Standardization, Testing and Quality Certification Dkectorate, New Delhi

Steel Authority ofIndia Ltd, New Delhi

Telecom Regulato~ Authority ofIndiZ New Delhi

University of KolkatA Kolkata

VOICE, New Delhi

Representative(s)

SHRIA.SELVARAJSHRJM. JAGANNATHAN(Alferno/e)

SHRI S. kkISHNAMURTtlY

SHRJ ANIL GUPTA (Alternate)

DRS. K. AORAWAL

Smu ANJLAGRAWAL(Alternate)

SHRJK.GANAPA_IHYSHRJK. K. MurHu (Alternate)

SHIIIS. Y. GHARS

SHRJU. R. SARNOBAT(Alternate)

SHIUB.J. SRINATHW-auG. C. SAKENA(Akernafe)

SHRIAsHJsDASSHRIM. M. SJNGH(Alternate)

SsauMANDJARORA

SHRJAWCISHNARAYAN(Ahernate)

PROF S. P.MURHERJSEDRU.MWWOPADHVAY(Alternate)

DRK. L. MADHOKSmu H. WADHWA(Alternate)

Member-.%cretary

SHRJP.K.G.AMBHJR. Dkector & Head (MSD), BIS

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

Quality Circle Forumof Indiaj New Delhi

CII, New Delhi

Escotel Mobile CommunicationsLtd, New Delhi

FICCI, New Delhi

IIT, New Delhi

IITM, New Delhi

Maruti Udyog Lt~ Gurgaon

National Productivity Council, New Delhi

Ordnance FactoriesStaff College, Nagpur

Quality Circle Fomm of India, Hyderabad

91S,New Delhi

SHJUK.K. MrrnrrJ(Convener)

SHRJSNEHSLKUMAR

SmuARUNMAUK

SHJUA.N. SJNGH

DRKrRANKUMARMOMAYA

DILV.K. GIJPTA

SHRJR. B. MADHSKAR

SmJ K. G. VARSHNSV

DR D. M. PURI

SJCUD. K. SRIVASJAVA

SHJUP. K. GAMBHIR(Secrefa~)

...-

13

Bureau of Indian Standards

BIS is a statutory institution established under the Bureau oflndiun Standards Act, 1986 to promoteharmonious development of the activities of standardization, marking and quality certification of goodsand attending to connected matters in the country.

Copyright

BJS has the copyright of all its publications. No part of these publications may be reproduced in any formwithout the prior permission in writing of BIS. This does not preclude the free use, in the course ofimplementing the standard, of necessary details, such as symbols and sizes, type or grade designations.Enquiries relating to copyright be addressed to the Director (Publications), BIS.

Review of Indian Standards

Amendments are issued to standards as the need arises on the basis of comments. Standards are also reviewedperiodically; a standard along with amendments is reaffirmed when such review indicates that no changes areneeded; if the review indicates that changes are needed, it is taken up for revision. Users of Indian Standardsshould ascertain that they are in possession of the latest amendments or edition by referring to the latest issue of‘BIS Catalogue’ and ‘Standards: Monthly Additions’.

This Indian Standard has been developed from Doc : No, MSD 2 (254).

Amendments Issued Since Publication

Amend No. Date of Issue Text Affected

BUREAU OF INDIAN STANDARDS

Headquarters :

Manak Bhavan, 9 Bahadur Shah Zafar Marg, New Delhi 110002 Telegrams : ManaksansthaTelephones :3230131, 3233375, 3239402 (Common to all offices)

Regional Offices : Telephone

Central : Manak Bhavan, 9 Bahadur Shah Zafar Marg

{

3237617NEW DELHI 110002 3233841

Eastern : 1/14 C.I.T. Scheme VII M, V. I. P. Road, Kankurgachi

{

3378499,3378561KOLKATA 700054 3378626,3379120

Northern : SCO 335-336, Sector 34-A, CHANDIGARH 160022

{

603843602025

Southern : C.1.T. Campus, IV Cross Road, CHENNAI 6001 I3

{

2541216,25414422542519,2541315

Western : Manakalaya, E9 MIDC, Marol, Andheri (East)

{

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Branches : Af+MEDABAD. BANGALORE. BHOPAL. BHUBANESHWAR. COIMBATORE.FARIDABAD. GHAZIABAD. GUWAHATI. HYDERABAD. JAIPUR. KANPUR.LUCKNOW. NAGPUR. NALAGARH. PATINA.PUNE. RAJKOT. THIRUVANANTHAPURAM.

Printed at Prnbhat Offset Press, New Delhi-2

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