International Journal of Lean Six Sigma

An application of 5S concept to organize the workplace at a scientific instruments

manufacturing company
Shaman Gupta Sanjiv Kumar Jain

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Shaman Gupta Sanjiv Kumar Jain , (2015),"An application of 5S concept to organize the workplace at
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Alberto Bayo-Moriones, Alejandro Bello-Pintado, Javier Merino-Daz de Cerio, (2010),"5S
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International Journal of Quality & Reliability Management, Vol. 27 Iss 2 pp. 217-230 http://
dx.doi.org/10.1108/02656711011014320
Rod Gapp, Ron Fisher, Kaoru Kobayashi, (2008),"Implementing 5S within a Japanese context:
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dx.doi.org/10.1108/00251740810865067
Manuel F. Surez-Barraza, Juan Ramis-Pujol, (2012),"An exploratory study of 5S: a multiple case
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An application of 5S concept to
organize the workplace at a
scientific instruments
manufacturing company
Shaman Gupta

Downloaded by Universidad ESAN At 14:31 30 September 2015 (PT)

Department of Mechanical Engineering,

Maharishi Markandeshwar University, Ambala, India, and

An application
of 5S concept

73
Received 16 August 2013
Revised 7 July 2014
Accepted 26 July 2014

Sanjiv Kumar Jain

Department of Mechanical Engineering,
Ambala College of Engineering and Applied Research, Ambala, India
Abstract
Purpose The purpose of this paper is to use the 5S tool to assist a small-scale manufacturing
organization to become more productive and more efficient.
Design/methodology/approach A simple approach has been adopted to create the teams for
implementing 5S. Cause-and-effect diagram has been studied for shop floor analysis. Later, four data
collection methods have been used to ensure right implementation of the 5S.
Findings In the frames of this case study, it has been analyzed that implementation of 5S resulted
in overall improvement of the organization. With the implementation of 5S, major benefits in the form
of tool searching time have been achieved. Tool searching time from shop floor has been reduced from
30 minutes to 5 minutes. 5S audit has been conducted in the organization. 5S audit score has been
increased from 7 (Week 1) to 55 (Week 20).
Practical implications 5S is a powerful tool and can be implemented in various industries whether
micro, small, medium or large. Implementation of 5S has large horizontal development and can be
implemented in all the workstations of an organization.
Originality/value The publications and case study presented in this paper will be useful to
researchers, professionals and others concerned with this subject to understand the significance of 5S.
Keywords Continuous improvement, Lean manufacturing, Organizational effectiveness, 5S
Paper type Case study

1. Introduction to 5S
The 5S is the English meaning of five Japanese words which stands for Seiri (sorting),
Seiton (set in order), Seiso (sweep), Seiketsu (standardize) and Shitsuke (sustain)
(Ho et al., 1995; Ho, 1997; Vasudevan, 1998). In mid 1950s, Japan was the first country to
use the 5S approach to assist a manufacturing sector organization (Korkut et al., 2009).
Implementing 5S in the organization is one of the important steps toward continuous
improvement. Implementing 5S ensures continuous improvement in housekeeping and
results in better safety standards and environment (Ho, 1999; Mente, 1994). To start with
5S implementation, there is a need of developing a common language that is understood
by all, so that people in the organization can communicate with each other (Sethi and Pal,

International Journal of Lean Six

Sigma
Vol. 6 No. 1, 2015
pp. 73-88
Emerald Group Publishing Limited
2040-4166
DOI 10.1108/IJLSS-08-2013-0047

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74

1995). However, 5S is a practice which cannot be implemented without self-discipline

(Pheng, 2001). There are many problems which simply can be solved by organizing the
5S team (Ho, 1999a, 1999b). Organizing the 5S team results in establishing a quality
environment in the firm (Hough, 1998; Mente, 1994; Sethi and Pal, 1995). A quality
environment includes both cleanliness and order (Pheng and Khoo, 2001; Saraph et al.,
1989). 5S becomes a more effective approach when it is integrated with a management
system (Sevim, 2005). Support from the management level is a must to gain potential
benefits from 5S implementation (Narasimhan, 2009). Schools, homes, workplaces and
communities all of them can be improved by 5S activities (Gapp et al., 2008). 5S
implementation brings the plant to a neat and organized state and results in
improvement in overall productivity of the product (Gunasekran and Lyu, 1997).
Employee learning and participation is the first benefit observed when 5S is
implemented in the organization (Hubbard, 1999). 5S implementation results in better
housekeeping and thereby a better visually appealing workplace is observed in the
organization (Cooney, 2002; Becker, 2001). 5S implementation also ensures a safer work
environment (Chapman, 2005). Reduction in waste, time and cost is another very good
benefit of 5S (Hough, 1998). Sharrock (2007) discovered that 5S implementation results
in improved quality, productivity and efficiency. Chang and Chen (2014) implemented
5S activities in a semiconductor wafer fabrication organization in Taiwan. They
reported more farmable scopes to implement 5S practice and sustain 5S scene
management. Venkateswaran et al. (2013) improved healthcare warehouse operations
through the implementation of 5S. The 5S approach improvements include 15.7 per cent
space saved and the least non-conformities to the 5S ideals. Jaca et al. (2014)
implemented 5S principles in five manufacturing companies. They explained best
managerial practices based on 5S principles and discussed most important principles
associated with the success of the 5S method. Ghodrati and Zulkifli (2013) studied the
effect of 5S implementation on industrial organizations. The results show that 5S is an
effective tool for improvement of organizational performance, regardless of
organization size, type, its service or its production. Consequently, 5S techniques would
strongly support the objectives of an organization to achieve higher performance and
continuous improvement.
2. Literature review
2.1 Seiri (sorting)
Sorting is the first step of 5S and its main idea is to eliminate the unnecessary items from
the workplace. Red tagging is done to the items which are not required in the
organization. The items which are rarely used are moved to a more organized storage
area outside of the work area. Items which are completely not necessary are disposed
from the organization (Peterson and Smith, 2001). Sorting helps in eliminating broken
tools, scrap and obsolete jigs and fixtures (Harrington, 2000). This makes item flow
smoother and workers work and move easily. Specify the work areas to be evaluated
and identify type of items which need to be evaluated. In setting red-tag criteria, one
should ask the questions: How much is it needed? How often is it needed? Is it useful?
After all these questions are answered, attach the red tag and decide what actions are to
be taken (Dudek-Burlikowska, 2006). Documentation of the results is the next process so
as to measure the improvements and savings through the process (Lancucki, 2001).

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2.2 Seiton (set in order)

A place for everything and place for everythingis a quote well-suited for the second S
(Peterson and Smith, 2001). It focuses on segregation of things and effective storage
(Harrington, 2000). Activities included in this are labeling each item, using color for
quick identification, storing similar items together, storing different items together,
putting names and numbers on everything, painting floors and using a rack or shelf and
shadow boards for tools. Arranging items in the right place will make jigs, fixtures, tools
and other resources detectable, noticeable and easy to use (Dudek-Burlikowska, 2006;
Lancucki, 2001).
2.3 Seiso (shine)
The third S focuses on the cleaning activities in the organization. Daily cleanliness has
to be done to have a better work area. A more comfortable and safe workplace is ensured
when the third S is implemented (Peterson and Smith, 2001; Harrington, 2000).
High-quality work is achieved. A clean and organized work area itself acts as a
motivation factor for the employees. Every employee enjoys his/her work in a clean and
healthy environment which boosts up his/her confidence (Dudek-Burlikowska, 2006).
People have to make the third S as a habit. They have to maintain cleanliness without
being told to do so. Zone-wise responsibilities should be given to the employees. Some
standards have to be followed to ensure that people do the cleaning effectively
(Lancucki, 2001).
2.4 Seiketsu (standardize)
The high standard of workplace organization can be ensured by standardization
(Peterson and Smith, 2001). Good work standards have to be maintained. McDonalds
and Pizza Hut are the best examples of it (Harrington, 2000). Employee play a great role
in developing these standards. Every employee knows his/her responsibilities, and
housekeeping duties are performed in a regular routine. Best work practices are carried
out and different ways are found out to ensure that everyone carries out their individual
activity in their workplace (Dudek-Burlikowska, 2006; Lancucki, 2001). Audits have to
be held regularly and scores should be assigned for areas of responsibilities.
2.5 Shitsuke (sustain)
This S is considered to be the toughest to implement. Many firms do the 5S activities
for months. But it becomes very difficult to sustain the activities performed for a longer
period (Peterson and Smith, 2001). Standards have to be maintained year after year in an
effective manner (Harrington, 2000; Dudek-Burlikowska, 2006). Counseling of the
employees should be done regularly. Proper discipline should be maintained. Also there
should be an award and reward system in place to motivate the employees. It can be a
financial gain or formal presentation of a certificate (Lancucki, 2001).
3. Methodology
The scientific instruments manufacturing industry at Ambala has been selected for the
5S implementation. The industry is decade-old and has been relied upon using the good
old manufacturing technologies and management concepts. Now as the market is
becoming volatile and more competitive, there is an urgent need for the industry to quit
old manufacturing techniques and respond to the changing environment. There is also
an urgent need for the industry to get competitive enough for its survival. The aim of the

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76

research is to assist a scientific industry to improve overall effectiveness. Like many

new systems, resistance is seen at first. It is how you handle the implementation process
and resistance that can have an impact on your success. As expected, the organization
has more resistance at the start trying to implement 5S. The three main obstacles
observed were not enough time, lack of top management support and resistance to
change. It was hard to convince the team because they thought it was more work for
them. These obstacles were overcome by training the team and showing them the
benefits on an individual level. Top-level management also get convinced when they
learn about the audits and how we can measure 5S success through it. The method
adopted to implement 5S was selecting target areas like a shop floor. Shop floor was
picked because it allows people to actually see results in a shorter period. Having the
right supplies on-hand and ready to go at all times is essential to sustaining a 5S system.
The most common supplies listed by the respondents included training materials, label
makers, sign holders, colored tape, floor tape, red tags, shadow boards, camera (for
before-and-after photos), bins and holders. After visiting the shop floor, it has been
found that, there were many opportunities to improve the shop floor. There were some
observations made after visiting the shop floor. Figure 1 shows a cause-and-effect
diagram for an unorganized shop floor:
Workplace is disorganized; materials are laying all round.
Cannot find things or lost or misplaced material or equipment.
Lack of housekeeping.
No visibility of the process.
The data are collected in the organization using the following methods:
direct observations;
participative observations;
documentary analysis; and
semi-structured interviews.
Getting started with an effective program to implement 5S requires careful planning,
design and execution of the business changes needed to achieve the desired
improvement goals. Figure 2 shows the methodology flowchart.

Material
No proper storage

Figure 1.
Cause-and-effect
diagram for an
unorganized shop
floor

Machine
Poor keep and maintenance
Unorganized shop
floor

Poor record keeping and handling

Men

Poor system understanding

Method

An application
of 5S concept

Visit to the Industry

Analyzing the current state of the industry
Problem identification
Problem devising the action plan

77

5S implementation

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Audits and Guidelines for corrective action

Results and Conclusion

Figure 2.
Methodology
flowchart

4. 5S implementation
4.1 Sort implementation action plan
The goal is to eliminate nonessential items from the workplace. Items are red tagged
and stored in a local red-tag area for a specific period, typically five days. If not
reclaimed by the work group, items are then moved to one of the companys central-red
tag areas. Here everyone can shift through the items to see if there is anything they need.
When items have been in the central area for a specific period, the company disposes of
them through resale, donation, recycling or trash. Table I represents before-and-after
pictures of sort implementation.
4.2 Set in order implementation action plan
In set in order, team members come together and share the insights they have gained
during S1. They analyze the work area for additional improvement opportunities and

Aspect

Before

After

Unneeded equipments, tools and furniture

are present
Unneeded inventories, materials or parts
are present
Many other useless things are present

Unneeded equipments, tools and furniture

are eliminated
Unneeded inventories, materials or parts
are not present
Many other useless things are removed

State

Conditions

Table I.
Sort implementation

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78

look for ways to reduce sources of waste and error as well as to make the workplace more
visually instructive. The team brainstorms potential solutions, with special emphasis on
using visual resources to achieve improvement. Be sure to get feedback and approval
from stakeholders (production, maintenance, safety, management, etc.) before making
changes. Table II represents before-and-after pictures of sort implementation.
We understand that it is not always easy to calculate savings, but this may also be a
reason that the largest obstacle in implementation is management buy-in. If we cannot
convert improvements to a rupee value, management will lose interest in implementing
the 5S system. Thus before implementing set in order activity, a time cost analysis was
performed. It was observed that workers were spending average of 30 minutes/day in
search of a tool when there was no shadow board in the making. After providing shadow
board for the tools, average time observed was only 5 minutes/day, thereby saving lots
of money. Figure 3 represents the tool searching time.
Aspect

Before

After

Operators were placing the tools here and

there
Operators wasting time searching for
tools
Tools are prone to damage

Tools were given a proper place

Workers dont need to waste their
productive time in search for tools
Damage to tools was prevented

State

Conditions
Table II.
Set in order
implementation

Figure 3.
Tool searching time

4.2.1 Cost analysis

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Worker pay per month Rs. 8,000

Average working hours per day 8
Average labor rate per minute 8,000/(30 8 60) Rs. 0.55
Saved minutes/day (30 5) 25 minutes
Total money saved/day 25 0.55 Rs. 13.88
Per month saving 13.88 30 Rs. 416

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79

4.3 Shine implementation action plan

The shine step includes three primary activities which include getting the workplace
clean, maintaining its appearance and using preventative measures to keep it clean.
Shine the workplace by eliminating dirt, dust, fluids and other debris. Each team
member should be equipped with adequate cleaning supplies that have been tested to
make sure the solution will not harm any equipment or work areas. Teams can clean
things such as equipment, tools, work surfaces, desks, storage areas, floors, lighting and
anything else that affects overall cleanliness. A team may also paint or coat work
surfaces, equipment, floors and walls. Treat cleaning as an inspection process. Use it to
identify even tiny abnormal and pre-failure conditions. Working in a clean environment
enables workers to notice malfunctions in equipment such as leaks, vibrations,
breakages and misalignments. To make sure everyone participates and works together,
each team should establish a regular schedule for routine cleaning as well as deep
cleaning. Once the work area, tools and equipment are clean, they need to be kept that
way. Table III represents before-and-after pictures of sort implementation. Table IV
represents cleaning schedule performed by different workers.
4.4 Standardization implementation action plan
During this phase of implementation, the team identifies ways to establish the improved
workplace practices as a standard. The goal of standardization is to create best practices
and to get each team member to use the established best practices the same way. To
standardize, roles and responsibilities must be clearly and consistently applied. This

Aspect

Before

After

Material lying on the floor

Material gets dirty and chances of rusting
increases

Material placed in bin

Chance of rusting decreases and material
does not get dirty

State

Conditions

Table III.
Shine
implementation

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can be accomplished by visual controls such as color-coding, flowcharts, checklists and

labeling to help reinforce a uniformed approach.
4.4.1 Standard operating procedures. Standard operating procedures (SOPs) are
documents which contain instructions, steps to be followed and descriptions indicating
how a task must be performed accordingly. They describe the easiest way of doing the
job to achieve quality requirements as well as the safety one, without any risk or injury.
They also specify which materials and tools are necessary to do the job. Using them, the
workers themselves can control the job efficiency and improve their performance. They
contribute to assure the results foresightedly. They are proved to be a very important
tool to improve productivity; reduce faults and mistakes; and decrease time, energy and
material wastefulness. SOP for one sample product has been shown in Table V.
4.5 Sustain implementation action plan
The purpose of sustain is to maintain the momentum generated during the initial event
or project. A management auditing process should be put into practice to ensure that
employees understand that maintaining the level of workplace organization is a top
priority. Management audits should focus on ensuring that the routines and schedules
specified in standardize are being properly maintained. The audit also provides an
excellent opportunity for asking questions and providing suggestions that stimulate
further improvements. Next, the 5S effort needs to be expanded to other work areas. Be
sure to publicize success stories and provide appropriate recognition to team members.
5S newsletters, displays and awards are excellent ways to build employee morale and
motivation.

Table IV.
Weekly cleaning
schedule

Days

Sweeping

Garbage removal

Monday
Tuesday
Wednesday
Thursday
Friday
Saturday

Mr A
Mrs B
Mr C
Mr D
Mr E
Mrs F

Mr A
Mr B
Mr C
Mr D
Mr E
Mr F

Company name: XYZ

Table V.
SOP for productdead weights

SOP no: 1

Product name: ABC

Review period: six months
Prepared By: Researcher
Approved by: CEO
Objective: Ensuring that every person who performs the task does it the same every time it is
performed
Standard operating procedure:
1) Size and shape of weights should be same
2) Finishing of weight should be very fine
3) Size and shape of knob should be same
4) Threading of weight should be right and fine
5) Threading of knob should be right and fine
6) Finishing of knob should be very fine

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Finally, it should be reinforced that 5S is an on-going journey. Workers should be

encouraged to continue to make improvements to their workplace on a regular basis.
The same work area might even be scheduled for a follow-up 5S event six months or
a year later. Continuous improvement must become part of the routine expectations
and activities of the work day. When improvement stops, the likelihood is that
workplace organization will not just stagnate, but will actually deteriorate. To avoid
that, keep everyone continually looking for ways to improve their work conditions.
4.6 5S audit
For better execution of 5S activities under the company and the performance of
controls in a regular manner, the department engineer has been commissioned. 5S
activities applied in the manufacturing department of the surveyed company have
been reviewed for 20 weeks and the forms have been filled as a result of the weekly
routine controls. Scores of each week are summed up, so weekly total assessment
scores are obtained and the assessments are made through reflecting the weekly
scores on the graphics. To provide proper understanding of 5S weekly score
calculations, 5S control list of Week 6 has been given in Table VI and scoring section
has been given in Table VII as examples. In the study, the data on these forms have
been used and the analyses are performed through observing the applications
within the company. Five assessment questions have been prepared and the 5S
assessment form has been prepared. For answers to be given to these questions in each week,
assessment scores as 0 Very bad, 1 Bad, 2 Average, 3 Good and 4 Very good
have been determined.
4.6.1 5S audit results. In Figure 4 it has been observed that from Week 1 to Week 13,
the curve is vertical, that means till Week 7, sort activities are accepted as work
discipline by the personnel of the company. From Week 14 to 17, fluctuation is observed.
In this period, sort activities are not performed well, reasons being the increased
workload in the company during the same dates. In Figure 5, up to Week 8, set in order
activities are performed very well. Fluctuation from Week 9 to Week 16 is observed, but
this fluctuation is not on the higher side. Momentum is regained after Week 16. Thus, set
in order activities are taken as a continuous habit process.
In Figure 6 it is shown that shine activities, begun through the removal of water dust,
lubricants, etc., from the workplaces and environment, have been continued by the
personnel of the company in a systematic and regular manner during all 20 weeks. The
increase in the workload following Week 14 has been effective in the increase of the dirty
conditions in the workplace. But after Week 17, again a positive improvement is seen,
and now shine activities are taken as a habit by the personnel. In Figure 7 it is observed
that standardize scores had a stable process from weeks 4 to 15 and from Week 16 to 20,
the success level increased in a rapid manner. Increase in standardize activity reflects
that rules are very well-accepted in the company and 5S activities are applied in a very
well manner. As it can be seen from Figure 8, the curve of sustain scores is vertical till
Week 8 and after that almost a plain line is observed from Week 9 to 20. It shows that 5S
activities are performed by the company with full commitment and with proper
discipline, thus resulting in acceptance of the 5S system.
The results of an audit are most commonly shown using a bar chart. These can
quickly be created using a software program. The results of the actual audit,

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IJLSS
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5S
SEIRI

No. Check point

1

Materials

Equipments

Connection apparatus

Visual control

Written standards

Quantity indicators

Item indicators

Location indicators

Separation lines

82

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SEITON

SEISOSE

IKETSU

SHITSUKE

Table VI.
5S audit check sheet
form (of Week 6)

10

Connection apparatus

11

Machines

12

Floors

13

Cleaning and control

14
15
16
17

Cleaning
responsibility
Cleaning habit
Ventilation
Lighting

18

Working clothes

19
20
21

Protection from dirt

First 3S
Training

22
23
24

Tools and parts

Stock controls
Activity boards

25

Procedures

General assessment criteria

There is no unneeded material or
parts
No unused machine or
equipment is present
No unused tools, dies or jigs are
present
Unnecessary materials can be
easily recognized
Clear standards to dispose
unused things
Maximum and minimum levels
should be indicated
Shelves should have signboards
for identification
Storage area should marked with
indicator
Separation lines are certain and
clear
Tools are well-arranged and
return is easy
Machines kept away from chips
and oil
Floor should be free of waste
water and oil
Equipment maintenance
combines with inspection
Person responsible for cleaning
operations
Operator habitual cleans
Air is odorless and fresh
Adequate lightening should be
there
Operators clothes are clean and
free of lubricant
Avoiding dirtiness is must
System for protecting first 3S
Adequate training in standard
operations
Tools and parts stored correctly
Stock controls should be adhered
Up to date and regularly
reviewed
Up to date and regularly
reviewed

Notes: 0: Very bad; 1: Bad; 2: Average; 3: Good; 4: Very good

Score
2 3

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5S activities
(weeks)
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20

Sort score

Set in
order score

0
0
1
3
5
7
10
12
12
12
11
11
10
5
5
5
5
11
12
12

0
0
2
2
2
5
10
11
8
8
8
7
7
6
6
6
11
11
11
11

Shine score

Standardize
score

Sustain
score

Total
score

0
1
2
5
6
6
5
7
7
7
7
6
6
3
3
4
4
8
8
8

3
2
3
7
8
8
9
8
8
8
8
8
6
6
6
10
11
13
13
13

4
6
7
9
10
10
10
11
11
11
11
11
12
12
11
11
11
11
11
11

7
9
15
26
31
36
44
49
46
46
45
43
40
31
31
36
42
54
55
55

An application
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83

Table VII.
5S weekly appraisal
scores

Figure 4.
Sort score variations

improvement opportunities and the charts should be placed on display in that area. The
bar chart has been shown in Figure 9. Further, one sample check sheet has been shown
of Week 6 in Table VI. 5S activities total score from Week 1 to 20 has been shown in
Table VII.

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84

Figure 5.
Set in order score
variations

Figure 6.
Shine score
variations

5. Top management/workers comments on changes

By the end of the implementation process of 5S, both management and workers
recognize the value of the 5S process within their workplace. They really understand
how each stage of 5S process could bring a very good improvement in the organization.
The CEO said, Good 5S means we can run the organization well and its good when
the organization looks organized. He commented that the work environment is
more visible now and there is less risk of accident in the workplace. The manager
said one of the biggest benefits of 5S was breaking the mentality of not sharing
information within the organization. One interesting view came out from a worker
who said, Now I am less irritated at work. Another worker responded now I am

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Figure 7.
Standardize score
variation

Figure 8.
Sustain score
variation

proud of my workplace. So overall they were happy from the results they achieved
after implementing the 5S system. They promised to make 5S as a habit so the
organization is benefitted from it.
6. Conclusion
The 5S event was a part of the lean initiative at the manufacturing facility. Several
changes were made to the operating procedures, tool organization, cleaning schedules
and material handling.
The first phase, sort, resulted in removing unwanted items, broken tools and
cabinets, unused parts and scrap materials. Unused inventory was returned to

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Figure 9.
Total 5S score
(Week 1 to 20)

purchasing, rarely used tools and items were assigned a new location and scrap items
were discarded.
The second phase, set in order, resulted in several changes in the organization of the
workplace. Each of the workstations received their own set of tools. All the tools were
color-coded to their respective workstation. All equipment had specific locations.
Trashcans and other items on the floor had floor markers to indicate their locations. All
tools and hoses were removed from the floor and were placed on clamps. Commonly
used parts were placed in bins on every workstation.
The third phase, shine, resulted in removing scrap, dust and other unwanted items
from each workstation. This initial clean-up helped to visualize other issues clearly.
The fourth phase, standardize, resulted in developing SOPs for the employees in the
assembly area. Some of the standards developed were:
Each worker should use the tools assigned to him and put back the tools in their
allocated location after use.
No units should be placed on the floor.
Anytime a tool is missing, it should be immediately reported to the supervisor.
The fifth phase, sustain, resulted in the assembly employees conducting periodic audits
to monitor the changes made through 5S in the assembly area. Once a week, the
activities needed for continuous improvement and the audit results were put up on an
electronic notice board.
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About the authors
Shaman Gupta holds a bachelors degree and masters degree in mechanical engineering from
Kurukshetra University, Kurukshetra, Haryana, India. Presently, he is working as an Assistant
Professor in the Department of Mechanical Engineering at Maharishi Markandeshwar
University, Ambala, Haryana (India). His main research area is lean manufacturing. Shaman
Gupta is the corresponding author and can be contacted at: shamangupta9@gmail.com
Sanjiv Kumar Jain holds a bachelors degree in mechanical engineering from The Institution of
Engineers, Calcutta; a masters degree in industrial engineering from Guru Nanak Dev
Engineering College, Ludhiana; and a PhD from Punjabi University, Patiala, India. Presently, he
is working as an Associate Professor in the Department of Mechanical Engineering at Ambala
College of Engineering & Applied Research, Ambala, Haryana (India). His main research area is
ISO 9000 and lean manufacturing.

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