5s System PDF

Effectiveness of 5S system in Precot Meridian
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
LEAD College of Management Page 1
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 18-30
INTERPRETATION
5 SUMMARY ,FINDINGS AND 31-33
SUGGESTIONS
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

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
Type of training No of respondent Percentage
LEAN manufacturing 22 37%
5S system 34 57%
statistical process control 1 2%
TQM 3 5%
3.1Chart showing employees respond on quality training conducted by the company
Chart 3.1
60
50
40
30
20
10
0
LEAN manufacturing 5S system statistical process control TQM
No of respondent percentage
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

3.2Table showing the area which eliminated most number of unnecessary tools
Table 3.2
Areas no of respondent Percentage
33.33%
production 20
Store 32 53.34%
warehouse 5 8.33%
packaging 3 5%
3.2 Chart showing the area which eliminated most number of unnecessary tools
Chart3.2
60
50
40
30
20
10
0
production store warehouse packaging
no of respondent percentage
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.

3.3 Table showing employees’ respondent on arrangement of tool and work easier
Table 3.3
Level of acceptance No.of respondent Percentage
strongly agree 35 58%
agree 20 33%
neutral 4 7%
disagree 1 2%
strongly disagree 0 0
3.3 Chart showing the area which eliminated most number of unnecessary tools
Chart 3.3
70
60
50
40
30
20
10
0
strongly agree agree neutral disagree strongly disagree
no of resppondent percentage
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

3.4 Table showing the employees respond on the area which needs most arrangement
Table 3.4
Department No.of respondent Percentage
Spinning 15 25%
auto corner 9 15%
preparatory 29 49%
packaging 5 8%
Store 2 3%
3.4 Chart showing the employees responds on the area which needs most arrangement
Chart 3.4
60
50
40
30
20
10
0
spinning auto corner prpratory packaging store
no.of respondent percentage
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
3.5 Table showing comparative analysis of the effectiveness of 5S in utilization of machines
Table 3.5
Utilization of machines
Type of yarn Before 5s After 5s
34s combed knitting 95.2% 99.1%

40s combed warping 92.8% 98.3%
3.5 Chart showing comparative analysis of the effectiveness of 5S in utilization of machines
Chart 3.5
Utilaization of machines
100
98
96
94
92
90
88
86
84
34s combed knitting 30s combed knitting 40s combed warping 40s combed knitting
utilaization of machines utilaization of machines
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.

3.6 Table showing comparative analysis on GPSS (gram per spindle per shift) before and after
implementation of 5S
Table 3.6
GPSS(gram per spindle per shift)

34s combed knitting 160gm 172gm

40s combed warping 115gm 125gm
3.6 Chart showing Comparative analysis on the effectiveness of 5S in GPSS (gram per spindle per shift)
Chart 3.6
GPSS(gram per spindle shift)

250
200
150
100
50
0
GPSS(gram per spindle per shift GPSS(gram per spindle per shift
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.

3.7 Table showing comparative analysis on Quality (imperfection) before and after
Table 3.7
Quality(imperfection index)
34s combed knitting 110 95
40s combed warping 140 126
3.7 Chart showing comparative analysis on the effectiveness of 5S in quality (imperfection

index)
Chart 3.7
Quality(imperfection index)
160
140
120
100
80
60
40
20
0
Quality(inperfection index) Quality(inperfection index)
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.
3.8 Table showing comparative analysis on count strength of product before and after
Table 3.8
Count strength product


40s combed warping 2600 2700
3.8 Chart showing comparative analysis on the effectiveness of 5S in count strength product
Chart 3.8
Count strength product

2800
2700
2600
2500
2400
2300
2200
2100
Count strength product Count strength product
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.

3.9 Table showing the impact of 5S in number of employees required in different departments
Table 3.9
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
3.9 Chart showing Impact of 5S on labor requirement (operatory) in different department
Chart 3.9
Labour requerment(operatory)
45
40
35
30
25
20
15
10
5
0
prepratory spinning auto corner packing
before 5S after 5S
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.

3.10 Table showing the impact of 5S in requirement of employee in different department
Table 3.10
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
3.10 Chart showing Impact of 5S on labor requirement (non-operatory) in different department
Chart 3.10
Labour requerment in non-operatory

7
6
5
4
3
2
1
0
prepratory spinning auto corner packing
before 5S after 5S
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.

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)
4. Breyfogle,www.uwstout.edu (2008)
5. Daniel Grecu, www.onlinetmd.com(2010)
6. Dr. W.Edwards Deming,Dr.Joseph M. Juran,Sarvin, www.library.utem.edu(2008)
7. Harsha Lingareddy, G.Sahitya Reddy, K.Jagadeshwar
www.tecnicaljournalsonline.com(2013)
8. Herbert,www.eprints2.utem.edu (1943)
9. Liker and Hoseus,www.deepblue.lib.umich.edu(2008)
10. Lori William and Associates ,www.iwandassoc.com
11. Mihail Aurel Titu, www.iaeng.org(2010)
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15. Shahryar Sorooshian, Meysam Salimi, Shanthi Bhavani and Hasti Aminattaheri,
www.aensiweb.com (2012)

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)


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What is the study about?

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Effectiveness of 5S system in Precot Meridian

“EFFECIVENESS OF 5S SYSTEM IN IMPROVING PRODUCTION

MINOR PROJECT REPORT

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

MASTER OF BUSINESS ADMINISTRATION (MBA)

(REG. NO: LCAMMBA003)

IIIrd SEMESTER MBA (2012-14),

LEAD COLLEGE OF MANAGEMENT –DHONI, PALAKKAD

Under the guidance of

LEAD COLLEGE OF MANAGEMENT, PALAKKAD

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

Date: ABDULLA R.K

LEAD College of Management Page 2

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

LEAD College of Management Page 3

1.1 Introduction to the study 1

LEAD College of Management Page 4

LEAD College of Management Page 5

Good housekeeping is important as it can create an environment in which even minor

LEAD College of Management Page 6

Key mile stones

LEAD College of Management Page 7

Meridian Industries Limited merges with Precot

LEAD College of Management Page 8

Corporate / Central office

LEAD College of Management Page 9

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

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

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%

LEAD College of Management Page 10

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

LEAD College of Management Page 11

Elitwist / Compact Yarn

Polyster Cotton Blend

LEAD College of Management Page 12

1.2.2 PRODUCTION PROCESS

Lap Former PREPERATORY

Yarn Conditioning Plant (YCP)

4. Total Spindles Installed: 24624 Spindles (91056) (100815)

2. Total rolors installed: 960 (4192) (962)