A STUDY ON IMPLEMENTATION OF 5’S IN MANAGEMENT OF

PERSONAL FILES IN POLARIS SOFTWARE LABS LTD,

CHENNAI

A PROJECT REPORT

Submitted by

R.VAIRAMANI

(REG NO: 11308631055)

In partial fulfillment for the award of the degree

Of

MASTER OF BUSINESS ADMINISTRATION

R.M.K.ENGINEERING COLLEGE

ANNA UNIVERSITY: CHENNAI 600 025

May, 2010

1
 BONAFIDE CERTIFICATE

Certified that this project report “A STUDY ON IMPLEMENTATION OF

5’S IN MANAGEMENT OF PERSONAL FILES IN POLARIS SOFTWARE
LAB LTD CHENNAI” is the bonafide work of “R.VAIRAMANI
(11308631055)” who carried out this project work under my
supervision

SIGNATURE
SIGNATURE

HEAD OF THE DEPARTMENT INTERNAL

GUIDE

DEPT OF MBA DEPT OF MBA

R.M.K. Engineering College, R.M.K. Engineering College,

R.S.M.Nagar, kavaraipettai R.S.M.Nagar, kavaraipettai,

Gummidipoondi Taluk, Gummidipoondi Taluk,

Tiruvallur Dist-601206. Tiruvallur Dist-601206.

2
 ACKNOWLEDGEMENT

An endeavor over a long period can be successful only with

advice and support of many well wishes. I take this opportunity to
express my gratitude to all of them.

I have great pleasure in thanking Mr.R.S.MUNIRATHINAM

(Chairman), Mr.M.KISHORE (Vice Chairman),Mr.CHANDRASEKARAN
(Principal) of R.M.K. Engineering college and I owe my thanks to
Dr.PREMA SANKARAN, Head of the Department and my project
guide Mr.M.JAIGANESH and other faculty members of the
department for their advice and guidance throughout my project
work.

I have great pleasure in thanking Ms.Jyotsna Krishnan Project

lead of Compensation and Benefits team in Polaris software lab ltd,
Mr.M.Sasikumar, Team lead of Compensation and Benefits Team
and all the other staff members who cooperated with me in the
process of data collection which helped me to prepare this report in
a good way

I finally thank my family & friends who supported me and

helped me for the completion of this project. Above all, I thank the
Almighty for His kind showers of blessings.

3
 ABSTRACT

The study is focused on the better management of personal

files of all T400+ employees who are the seniors in the company
by implementing the work place organization methodology through
the process of 5’s a Japanese technology in Polaris software lab ltd
Chennai. The research was implemented for a total of 250 personal
files.

The main objective of the study is to implement work place

organization methodology through the 5’s technology and to
develop an inventory of personal files and records available in each
file. This process would make further updating of files and future
references easy and comfortable. The study has been conducted in
the Compensation and Benefits Team of HR Department in the
company. This report is formulated after a thorough research as
the files involved deals with important and confidential information
about the seniors in the company.

The data has been analyzed through tabulation, and by

applying various statistical tools like:-

1. 5s Road Map

2. Quality Audit Sheet

3. Pareto Analysis

4
 4. Cause & Effect Diagram

As the research is over, the team is facilitated to refer &

update the necessary documents easily when required. The
company is advised to follow the same process for personal files
maintenance for every employee.

TABLE OF CONTENTS

CHAPTER. NO PARTICULARS PAGE. NO

1 INTRODUCTION 9

1.1 Introduction to the study: 9

1.1.1 - Need of the study 11
1.1.2
- Scope of the study 12
1.1.3
1.1.4 - Objectives of the study 13
Research Methodology:
1.1.4.1 14
1.1.4.2 - Research Design 14
1.1.5 - Methods of Data Collection 15
1.1.6 Limitations of the study 17
1.2 Chapterisation 18
1.2.1 Review of Literature:
19
- Theoretical Review of the concept
1.2.2 19
- Company Profile
43
2 DATA ANALYSIS AND 50
INTERPRETATION
2.1 Data Analysis 50
2.2 Statistical Analysis
66
3 SUMMARY AND CONCLUSION 78
3.1 Findings 78
3.2 Recommendations 79
5
 3.3 Conclusion 80
4
BIBLIOGRAPHY 8

LIST OF TABLE

TABLE PAGE
NO PARTICULARS NO
1 Population Vs Grade 15
2 Red-Tag Holding Areas 40
3 Availability of Educational Certificates in Dec 09 50
4 Availability of Educational Certificates in Mar 2010 51
5 Availability of Initial Documents in Dec 09 52
6 Availability of Initial Documents in Mar 2010 53
7 Status of Previous Company Records in Dec 09 54
8 Status of Previous Company Records In Mar 2010 55
9 Availability of Joining Documents in Dec 2009 56
10 Availability of Joining Documents in Mar 2010 57
11 Availability of Undertakings & Agreements in Dec 09 58
12 Availability of Undertakings & Agreements in Mar 2010 59
13 Status of Retrials Records in Dec 09 60
14 Status of Retrials Records in Mar 2010 61
Management Information System on Educational Details &
15 Previous Experience of all associates in the organization. 62
16 Incomplete Status in No.s as on 01-Apr-10 63
17 Implementation of 5s S0 - Enablers 66
18 Seiri 66
19 Seiton 67
20 Seiso 67
21 Seiketsu 68
22 Shitsuke 68
23 5S Audit Sheet 70
24 Score 71
25 Quality Audit Sheet- Implementing 5S 72
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 26 Summary of Score 73
27 Pareto chart Analysis 74
28 Cause and Effect table 80

LIST OF FIGURE

FIGUR PAGE
E NO PARTICULARS NO
1 5s Flow Process 21
2 Set in order is the core of Standardization 25
3 Educational Certificates status in Dec 09 50
4 Educational Certificates status in Mar 2010 51
5 Status in Dec 09 52
6 Status in Mar 2010 53
7 Status in Dec 09 54
8 Status in mar 2010 55
9 Status in Dec 2009 56
10 Status in Mar 2010 57
11 Status in Dec 09 58
12 Status in Mar 2010 59
13 Status in Dec 09 60
14 Status in Mar 2010 61
15 Completed % of Previous Experience 64
16 Completed % of Educational details 64
17 Audit result 73
18 Pareto chart Analysis 74
19 Cause and Effect Diagram 75

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 CHAPTER 1

INTRODUCTION

8
 CHAPTER 1

INTRODUCTION

1.1 INTRODUCTION TO THE STUDY

One of the most significant developments in the in recent times is the

increasing importance given to Work place organization and information
management. Work place organization is a key to increase the effectiveness of teams
and there by the organization. Proper planning and management of Information,
ranging from personal data to organizations details and small information to
business prospects is necessary in the present world. Every action is being recorded
for future references, either in the form of soft copy or hard copies. Hence there is a
need to have a work place organization methodology in every part of the
organization.

Work place organization methodology is best implemented by the process of

5s. This being a management approach requires involvement of both management
and employees as the process involved is not directly linked to organizations profit,
but contributes in cost reduction through minimization of wastes and as a time saver.

The 5S’s are a group of techniques to promote workplace organization,

ensure adherence to standards and foster the spirit of continuous improvement. The
“5S” Philosophy once fully implemented, the 5S process can increase moral, create
positive impressions on customers, and increase efficiency and organization. Not
only will employees feel better about where they work, the effect on continuous
improvement can lead to less waste, better quality and shorter times of locating.

Here in this project, work place organization methodology is implemented

through implementation of 5s. Being in compensation & benefits team of the
organization, there arises a need to develop an inventory of files and records of all
seniors in the organization including Executive vice presidents, senior vice
9
presidents and vice presidents. The personal files of all these seniors are to be
maintained with high vigilance. The entire records in the files are checked and
ordered to make future reference easy. Also a management information system was
prepared based on the records available in the files.

In addition to it a management information system of Previous Experience

and Education details of all associates are collated that helps the team to work
effectively during the revision and promotion times. 5s is also implemented in
organizing the entire team location including stationeries and work stations.

Thus the project explains the importance of work place organization

methodology and benefits of 5s that is implemented. This project also helps in
creating a clean management information system of all associates details.

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 1.1.1 NEED OF THE STUDY

• As the compensation & benefits team in Polaris software lab ltd has the
responsibility of maintaining all the personal files of the seniors in the
organization.

• The usage of personal files is very frequent and so proper maintenance is vital.

• As the records available are not sorted search for specific documents are time
consuming.

• The need for education details and previous experience of all the associates
during the revision times is vital.

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 1.1.2 SCOPE OF THE STUDY

The present study attempts to have a better work place through the implementation
of 5s.

• The 5s technique is implemented and the files and records are

maintained properly to make future reference easy.
• The importance of work place organization methodology is insisted to
the team to have an effective work place.
• With the Analysis made various suggestions and recommendations are
given to the company.
• The study has made an impact on other departments of human resource such
that they have started to implement the same.
• A clear database of associates would help in easy up gradation and reference.

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 1.1.3 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE

To study the work place organization methodology through Implementation of

5s in management of personal files in Compensation and Benefits Team of Polaris
software Labs Ltd, Chennai.

SECONDARY OBJECTIVES

• To develop an inventory of Personal files and inventory of records available in

each file.
• To make available all files with complete record
• To index and label all personal files and filing cabinet using red tag
methodology.
• To collate Previous Experience and Education details of all associates and
there by develop an MIS.
• To make further up-dating and future reference of the files comfortable.

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 1.1.4 RESEARCH METHODOLOGY

Research is a process through which we attempt to achieve systematically and

with the support of data the answer to a question, the resolution of a problem, or a
greater understanding of a phenomenon. This process is frequently called as
Research Methodology.

Research is inseparable part of human knowledge. It is important prerequisite

for dynamic social order. The society has marched on its present form with the help
of constant research and investigation. Research is more systematic activity directed
towards discovery and development of organized body of knowledge. Research
involves gathering new data from primary or firsthand source or using existing data
for a new purpose.

Research can be classified into categories – fundamental and applied.

Fundamental research is the original or the basic on character. Applied research is
based on application of known theories and models to the actual operational field.

1.1.4.1 RESEARCH DESIGN

Research design is a plan of action that guides the entire project. The
formidable problem that shows the task of defining the research problem is the
research project, popularly known as the “Research Design”.

The study is Analytical Research Design. Analytical study is one which

attempts to mange Analytical data with application of specific tools. This research
study is on implementing 5s principles there by suggesting the importance in
maintaining the personal files of associates.

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1.1.4.2 POPULATION

The Population here implies the personal files of all senior employees in the
company graded as T400, T500, and T600. The entire population of seniors is
chosen for study which is a stratified population.

TABLE: 1 POPULATION VS GRADE

Grade No’s
T400 209
T500 40
T600 10

Total 259

Apart from this inventory an MIS dealing with the collation of the Previous
Experience and Educational Qualifications of all Associates. This MIS will include a
total of about 8000 associates who are placed in different BSC’s in the company.

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1.1.4.3 METHODS OF DATA COLLECTION

PRIMARY DATA

The data that is used for the research purpose is Primary data.. The data is
collected from available Personal files.

SECONDARY DATA

The secondary data is collected through text books, websites, journals,

magazines etc.

INSTRUMENT USED TO COLLECT DATA

As the research involves the maintenance of personal files. The instrument

used in the research is the personal files of the employees.

TOOLS AND TECHNIQUES USED FOR STATISTICAL ANALYSIS:

The collected data were interpreted and analysis using statistical tools like

Quality audit sheet

Analysis sheet

5S Road Map

Pareto Analysis

Cause and effect

technique
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 1.1.5 LIMITATIONS OF THE STUDY

 The study is based only on the available data.

 The report is specific to the present environment of the company and team and

may not be valid for the future changed environment unless the system is

maintained.

 The population may vary irregularly due the resigning of employees and new

joiners.

 The MIS developed contains data that are collected during their joining time

and hence proof of details may be difficult to obtain and check.

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 1.1.6 CHAPTERISATION

This project includes chapters like chapter1, chapter2 and chapter3 and all
those chapters talk about this entire project.

CHAPTER1:

This chapter includes Introduction of the study, Need and Importance of the
study, Scope of the study, Objectives of the study, Research Methodology, Research
Design, Sources of Data, Tools and Techniques, Limitations of the Study. Then it
includes the Review of Literature which contains the theoretical Review of the
Concept, Company Profile and Project Profile.

CHAPTER2:

The chapter2 includes the Analysis and Interpretation which contains the
analysis of tools that are implemented in this report.

CHAPTER3:

The chapter3 includes the Summary and Conclusion which contains Findings,
Suggestions and Conclusion.

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 IMPLEMENTATION OF 5S

1.2 REVIEW OF LITERATURE

1.2.1 THEORETICAL REVIEW OF THE CONCEPT

1.2.1.1 WORK PLACE ORGANIZATION METHODOLOGY

The workplace environment is important in helping to introduce Lean

principles. An untidy or disorganized workplace can lead to wasted energy, whether
it be avoiding obstacles or searching for materials and tools. It can also lead to
increases in the chance of machinery failures, delays due to defects, and even
accidents. Many companies today are working on the 5S system that consists of
effective workplace organization and standard work procedures that are favorable
The benefits of Lean cannot succeed in a workplace that is cluttered, disorganized,
or dirty. Poor workplace conditions lead to wastes such as extra motion to avoid
obstacles, time spent searching for things, and delays due to defects, machine
failures, or accidents. Establishing basic workplace conditions is an essential first
step in creating a pleasant and efficient place to work.

Modern management in the company is not only the quality management

system based on the ISO series 9000:2000 standards, but pursuit to the continuous
improvement, so this is the philosophy of the Total Quality Management. In the
frames of implementation of the Total Quality Management on the operating level
more and more popular becomes the idea of so called 5S.

The 5S method begins each programme of improvement. It is the tool for

helping the analysis of processes running on the workplace. The 5S is the
methodology of creation and maintaining well organized, clean, high effective and

19
high quality workplace. Its result is the effective organization of the workplace,
reduction of work’s environment, elimination of losses connected with failures and
breaks, improvement of the quality and safety of work.

1.2.1.2 INTRODUCTION TO 5S

5S is a process for creating and maintaining a safe, organized, clean, high-

performance workplace. Promoting 5S doesn’t mean just picking up the trash,
though that’s certainly a part of it. The emphasis is on being organized, designating a
place for necessary items, and on being disciplined, ensuring that all items and
equipment are always returned to their proper place.

Originally developed in Japan as a system of visual management for the

workplace floor, the Lean 5S methodology can be applied in just about any
environment from the office, to electronic filing systems, or even to home
organization. The process itself is common sense, but many times we let things go
and allow chaos to ensue. Implementing a 5S program as a part of daily work can
improve efficiency and productivity by removing waste and non-value added work.

The philosophy of the 5S has its roots in Japan. Name 5S is the

acronym of five Japanese words of the following meanings

 Seiri (sort)
 Seiton (set in order)

 Seiso (shine)
 Seiketsu (standardize)

 Shitsuke (sustain)

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 FIGURE: 1 5S PROCESS FLOW
Implementing 5S in an office environment is a challenging and sometimes
daunting task. Associates tend to take it very personally when anyone trespasses into
“their” area and begins to dictate the items within their workspace needed to do their
job and how they are supposed organize it.
The essence of Progressive 5S is to pair each step of the process with a
specific task or activity along with a key discipline or behavior that would need to be
performed for that step. By focusing on one level at a time, it becomes significantly
easier to both implement and monitor results. In short, we could not only reduce the
amount of time to progress up the ladder to full compliance, but also quantify results
for performance tracking and aid in ensuring sustainment. The key targets of 5S are
workplace morale and efficiency.

The assertion of 5S is, by assigning everything a location, time is not wasted

by looking for things. Additionally, it is quickly obvious when something is missing
from its designated location. 5S advocates believe the benefits of this methodology
come from deciding what should be kept, where it should be kept, and how it should
be stored. This decision making process should lead to a dialog which can build a
clear understanding, between employees, of how work should be done. It also instills
ownership of the process in each employee.

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1.2.1.3SEIRI

Seiri (sorting, organization of the workplace, elimination of unnecessary

materials). Refers to the practice of sorting through all the tools, materials, etc., in
the work area and keeping only essential items. Everything else is stored or
discarded. This leads to fewer hazards and less clutter to interfere with productive
work. Through the suitable sorting it can be identified the materials, tools,
equipment and necessary information for realization the tasks. Sorting eliminates the
waste material, nonconforming Records, and damaged Files.

It helps to maintain the clean workplace and improves the efficiency of

searching and receiving things, shortens the time of running the operation. The 1S
rule’s proceedings on the first stage one should answer to so-called Control
Questions are unnecessary things causing the mess in the workplace? - Are
unnecessary remainders of materials thrown anywhere in the workplace? - Do tools
or remainders of materials to production lie on the floor - Are all necessary things
sorted, classified, described and possess the own place? - Are all measuring tools
properly classified and kept? On the basis of the answer to the above questions it is
possible the estimation of the workplace in terms of the 1S rule so littering the
workplace. If on any question answer is yes, it should execute sorting of things,
which are in the workplace.

On the second stage one should execute the review of all things which are in
the workplace and group them according to the definite system. According to carried
out sorting it should execute the elimination from the workplace the things, which
were found „unnecessary”.

To permanent usage the 1S rule is so-called the Programme of the Red Label.
It means giving the red label to things, which operator will recognize as useless
22
within his workplace. This label will make possible not only the elimination of the
given thing, but through its own formula will make possible the liquidation of the
reasons of appearing on the workplace this given thing. An effective visual method
to identify these unneeded items is called red tagging. A red tag is placed on all
items not required to complete your job. These items are then moved to a central
holding area. This process is for evaluation of the red tag items. Occasionally used
items are moved to a more organized storage location outside of the work area while
unneeded items are discarded.

1.2.1.4 SEITON

In addition to the above, another key distinction between 5S and "standardized

cleanup" is Seiton. Seiton is often misunderstood, perhaps due to efforts to translate
into an English word beginning with "S" (such as "sort" or "straighten"). The key
concept here is to order items or activities in a manner to promote work flow. For
example, tools should be kept at the point of use, workers should not have to
repetitively bend to access materials, flow paths can be altered to improve
efficiency, etc.

Seiton is set in order; place for everything focuses on the need for the
workplace in order. Tools, equipment, and materials must be systematically arranged
for the easiest and the most efficient access. There must be a place for everything,
and everything must be in its place. Especially important is visualization of the
workplace (e.g. painting the floor helps to identify the places of storage of each
material or transport ways, drawing out the shapes of tools makes possible the quick
putting aside them on the constant places, coloured labels permit to identify the
material, spare parts or documents etc).

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IMPLEMENTING THE 2S RULE

It should execute the segregation of things and mark the places of their
storing. Used things should always be divided on these, which should be in close
access (1st degree sphere), accessible (2nd degree sphere), in the range of hand (3rd
degree sphere). To the estimation of the workplace in terms of the 2S rule that is
setting in order things serve the following Control Questions: - Is position (location)
of the main passages and places of storing clearly marked? - Are tools segregated on
these to regular uses and on specialist tools? – A re all transport palettes storage
on the proper heights? - Is anything kept in the area of devices against the fire? - Has
the floor any irregularity, cracks or causes other difficulties for the operator’s
movement?

Things used occasionally and seldom should be on the workplace but outside
the direct using sphere. Their distance and location from the place of work should
depend on the frequency of using these materials or tools. Places of storage should
be marked in the manner making possible their quick identification. It can be used
coloured lines, signs or tool boards. Once defined places and methods of storage
should be invariable.

Sorting focuses on the need for an orderly workplace. "Orderly" in this sense
means arranging the tools and equipment in an order that promotes work flow. Tools
and equipment should be kept where they will be used, and the process should be
ordered in a manner that eliminates extra motion.

PROBLEMS AVOIDED BY IMPLEMENTING SET IN ORDER

1. Motion waste
2. Searching waste

3. The waste of human energy

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 4. The waste of Unsafe conditions
STANDARDIZATION:
Standardization means creating a consistent way that tasks and procedures are
carried out.

FIGURE: 2 SET IN ORDER IS THE CORE OF STANDARDIZATION

STANDARDIZA
TION OF
WHERE
THINGS ARE
KEPT
MACHINER
Y
STANDARD
COMMUNCATI IZATION
ON
STANDARDIZA
TION

SET IN
ORDER OPERATION
STANDARDI
ZATION
INVENTORY
STANDARDI
ZATION

CLERICAL DRAWIN
PROCESS G
TDZN STANDA
RDIZATI
ON

THE CONCEPT OF VISUAL CONTROLS

A visual control is any communication device used in the work environment

that tells us at a glance how work should be done. Standardization can be
implemented in such a way that all standards are identified by visual controls.

25
1.2.1.5 SEISON

Seiso (shine, cleaning, removing of wastes, dust etc.) Indicates the need to
keep the work place clean as well as neat. Cleaning in Japanese companies is a daily
activity. At the end of each shift, the work area is cleaned up and everything is
restored to its place.

Regular cleaning permits to identify and to eliminate sources of disorder and

to maintain the clean workplaces. During cleaning it is checked the cleanness of
machine, workplace and floor, tightness of equipment, cleanness of lines, pipes,
sources of light, current data, legibility and comprehensibility of delivered
information etc. Indispensable is also taking care of and maintenance the personal
tidiness of the operator.

IMPLEMENTING THE 3S RULE

The first step of realization the 3S rule is renovation the workplace. It is assumed
that „the first cleaning” forces the exact checking of usage two of the previous rules.
The usage of the 3S rule relies on everyday keeping in faultless cleanness the
workplace. It is executed by the operator of the given workplace. To the estimation
of the workplace in terms of the 3S rule, that is cleaning the workplace, serve the
following Control Questions: - Are the oil’s stains dust or remains of metal found
around the position, machine, on the floor? - Is machine clean? - Are lines, pipes etc.
clean, will they demand repairing? - Are pipe outlets of oils not clogged by some
dirt? - Are sources of light clean?

Shine indicates the need to keep the workplace clean as well as neat. Cleaning in
Japanese companies is a daily activity. At the end of each shift, the work area is
cleaned up and everything is restored to its place. The key point is that maintaining
26
cleanliness should be part of the daily work - not an occasional activity initiated
when things get too messy.

Once the clutter and junk that has been clogging work areas have been eliminated
and the necessary items have been identified and located, the next step is to
thoroughly clean the work area. Daily follow-up cleaning is necessary in order to
sustain this improvement. Workers take pride in a clean and clutter-free work area
and the Shine step will help create ownership in the equipment and facility.

IMPORTANTANCE OF SHINE

 Turn workplaces into clean, bright place where will enjoy working.

 Keep everything in top condition so that when someone needs to use

something it is ready to be used.

 Cleaning should become a daily habit like bathing.

PROBLEMS AVOIDED BY IMPLEMENTING SHINE

1. Windows are so dirty that very little sunlight filters through. Leads to
poor morale and inefficient work.

2. Defects are less obvious in dark, messy Work place.

3. Cabinets do not receive sufficient checkup maintenance and tend to

Damage easily.

4. Filthy work environments can lower morale.

27
 IMPLEMENTING STEPS IN SHINE

DETERMINE SHINE TARGETS

DETERMINE SHINE ASSIGNMENTS

DETERMINE SHINE METHODS

START TO SHINE

STEPS IN CLEANING

DETERMINE CLEANING/INSPECTION
TARGETS

ASSIGN
CLEANLINESS/INSPECTION JOBS

DETERMINE CLEAN/INSPECTION
: METHODS

IMPLEMENT
CLEANING/INSPECTION

CORRECT EQUIPMENT
PROBLEMS

28
:
1.2.1.6 SEIKETSU

Seiketsu (standardize, constant place for things, constant rules of organization,

storage and keeping cleanness). Allow for control and consistency. Basic
housekeeping standards apply everywhere in the facility. Everyone knows exactly
what his or her responsibilities are. Housekeeping duties are part of regular work
routines.

Worked out and implemented standards in the form of procedures and

instructions permit to keep the order on the workplaces. Standards should be very
communicative, clear and easy to understand. Regarding this during preparation and
improving, it should be involved all participants of the process on the given
workplace, it means direct workers. The group knows the best specificity of its own
activities, and process of elaboration and after that, usage gives them possibility of
understanding the essence and each aspect of the operation. In the aim of assuring all
the easy access, obligatory standards should be found in constant and visible places.
It is assumed that standards should not be implemented only in the typical
operational processes e.g. production, movement maintenance, storing, but also in
the administrative processes, for example: book-keeping, customer service, human
resources management, or secretariat service.

Standardizing refers to standardized work practices. It refers to more than

standardized cleanliness (otherwise this would mean essentially the same as
"systemized cleanliness"). This means operating in a consistent and standardized
fashion. Everyone knows exactly what his or her responsibilities are. Standardization
is the condition that exists when the first three pillars-sort, set in order and shine are
properly implemented.
29
PROBLEMS AVOIDED BY IMPLEMENTING STANDARDIZE
ACTIVITIES

 Conditions go back to their old undesirable levels even after a

Companywide 5S implementation campaign.

 At the end of the day piles of unneeded items are left out.
 One storage sites become disorganized and must be put back in order at
the end of the day.
 Even after implementing Sort and Set in order, it does take long for
office workers to start accumulating more stationery supplies than needed.

The basic purpose of standardize is to prevent setbacks in first three pillars, to

make implementing them a daily habit, and to make sure that all pillars are
maintained in fully implemented state.

IMPLEMENTING STANDARDIZE

STEP1: Decide who is responsible for which activities with regard to maintaining
3s conditions.

STEP2: To prevent Backsliding, Integrate 3s maintenance duties into regular work

Activities and then check on how well 3s conditions are maintained.

ASSIGN RESPONSIBILITIES

30
 Everyone must know exactly what they are responsible for doing and exactly
when, Where and how to do it.

STANDARDIZATION-LEVEL CHECK LIST

To evaluate the Effectiveness of the maintenance activities, the evaluation

ranks the SORT, SET IN ORDER AND SHINE levels on a scale of 1 to 5.

THREE PREVENTIVE METHODS

 Prevent unneeded items from accumulating

 Prevent things from having to put back

 Prevent things from getting dirty

TWO WAYS TO PREVENTIVE SETTING IN ORDER

1. MAKE IT DIFFICULT TO PUT THINGS IN THE WRONG PLACE

 Depends on discipline and visual controls

2. MAKE IT IMPOSSIBLE TO PUT THONGS IN THE WRONG PLACE.

 The 5 Why’s and 1 How approach

 Suspension

 Incorporation

 Use Elimination

31
1.2.1.7 SHITSUKE

SUSTAINING

Sustaining refers to maintaining standards. Once the previous 4S's have been
established they become the new way to operate. Maintain the focus on this new
way of operating, and do not allow a gradual decline back to the old ways of
operating.

Implementing the idea of the 5S will demand from workers the compact self-
discipline connected with implementing and obeying the rules of regularity in
cleaning and sorting. It leads to increasing the consciousness of staff, and decreasing
the number of non-conforming products and processes, improvements in the internal
communication, and through this to improvement in the human relations. It is also
important to understand the need of executing the routine inspections of usage the
5S rule. This inspection is executed by helping of so-called Check List and created
on its basis the radar graph of the 5S, which serves to estimation of the workplace.
The inspection of realization of the 5S rule is executed once a month by chosen team
implementing the 5S rule – the control team.

PROBLEMS AVOIDED BY IMPLEMENTING SUSTAIN

1. Unneeded items begin piling up as soon as sorting is completed.

32
 2. No matter how well Set in order is planned and implemented, tools and jigs do

not get returned to their designated places after use.

3. No matter how dirty equipment becomes, little or nothing is done to clean it.

4. Dark, dirty, disorganized workplaces lower workers morale.

IMPORTANCE

 Without your commitment to sustain the benefits of the 5s activities,

implementation of the first four pillars quickly falls apart.

 However, if the rewards of implementing the first four pillars are greater for

you than the rewards of not implementing them. Sustaining them through the

fifth pillar should be something you take to naturally.

HOW TO IMPLEMENT SUSTAIN

CREATING CONDITION FOR SUSTAIN

AWARENESS : Understand what the five pillars are and how important it

is to sustain them

TIME : Provide enough time to perform 5s Implementation.

STRUCTURE : Structure for implementation of 5s activities

SUPPORT : Support the efforts of everyone in terms of

Satisfaction and Excitement

33
ROLES IN IMPLEMENTATION

ROLE OF MANAGEMENT

♦ Educating all employees about 5S concepts, tools, and techniques.

♦ Creating teams for implementation
♦ Allowing time for implementation and creating schedules for the work
♦ Providing resources for 5S implementation such as supplies
♦ Acknowledging and supporting 5S efforts
♦ Encouraging creative involvement by all workers. Listening to their
ideas, and acting on them.
♦ Creating both tangible and intangible rewards for 5S efforts
♦ Promoting ongoing 5S efforts

ROLE OF MANAGERS

♦ Improving the quality and efficiency of their own work

♦ Teaching by example
♦ Demonstrating the company’s commitment to 5S implementation

ROLE OF EVERY INDIVIDUAL IN THE ORGANIZATION

♦ Continuing to learn more about 5S implementation

34
 ♦ Helping you to educate your colleagues about the 5S

♦ Being enthusiastic about 5S implementation

♦ Helping to promote 5S implementation efforts

♦ Taking initiative to figure out ways to implement the five pillars in your
own work on a daily basis
The 5S methodology relies on the creation and keeping well organized, clean,
high effective and high quality workplace. Own research have been carried out in the
selected Polish company of the machine industry. During these research it was
executed the selection of things in the chosen production process, on each
workplace. The 5S methodology was introduced to workers and control questions
have been asked. Each rule has been implemented and in consequence the great
changes have appeared.

PROCEDURE

Our level 1 (sort) audit sheet included the following 10 categories:

1. Furniture and equipment: desk, chair, etc. Empty bins/shelves are okay.
2. Documentation: phone list, Institute calendar, standard work, Personal
analysis chart, bulletin board items, working files
3. Floors and workstation surfaces: pencil cup, paperclip holder, stapler,
calculator, tape dispenser, trash can, recycle bins. No clutter allowed and
cords should be tied away from feet.
4. Storage bins/storage cabinets: clear of excess material, stacked items,
outdated items, and unnecessary equipment.
5. Wall surface materials: Nameplate, in box, signs, pictures, coat hanger, and
job aids. No outdated material or clutter allowed.

35
 6. Personal items: Personal photos and knick knacks should be limited to 10
items per person (other than what is included in your personal bin or drawer
which will not be audited). Do not include President’s Award and Service
Awards as personal items.
7. Filing cabinets, bookshelves, drawers and other shelves: must be clear of
excess materials/files, stacked items, outdated items, unnecessary equipment,
and excess duplication of items. Empty drawers are okay if part of multiple
drawer filing cabinets. Area specific items: Do not review personal drawers.
8. Excess materials: areas must be clear of material in excess of specified limits
as well as clear of excess containers, shelves, or office supplies.

Level 2
After achieving level 1, we moved on to level 2 (creating and labeling a home
for everything). Typical 5S foot printing in a shop floor environment is to clearly
mark where everything goes. We agreed in our office that it was not necessary (or
attractive) to see the foot printing when the item was in its proper location.
Therefore, we chose to use a more discreet method using a foot print just inside the
edges of the item. This way when the item is correctly located, the labeling is not
visible. For desktop and personal item storage, the area was foot printed and labeled
as “personal,” but the individual items in the area were not foot printed.

Overhead bins were labeled on the outside front. Contents of overhead bins
must be neat (bookends used where applicable), and empty overhead bins were
labeled “empty.” For the inside of bins, we use several visual labeling methods. For
binders, labels should have a large font size and all capital letters. We use photos in
place of foot prints for the inside of overhead bins. The photo can be placed in a
sheet protector and hook and- loop fasteners or mounting tape can be used to attach
it to the inside of the door. The outside of each file cabinet was labeled with the
contents and the inside of file cabinets/pencil drawers were sectioned and labeled.
36
All file folders in file cabinets were labeled for ease of reading. If an associate must
have file folders in an organizer on the desk, those folders were labeled using the
small-size standard font. Associates were encouraged to keep as many file folders as
possible in a cabinet rather than on the desk. Items on the floor were “shadow
boarded” and labeled. We did not include chairs, floor mats, file cabinets, or lateral
cabinets in this requirement.

Our directions for shadow boarding were to simply type the name of the item
in a word document, print, laminate it, and use black gaffers tape to secure it to the
floor under the item. At the implementation of our 5S program the feeling among
office staff was that we would run into issues when it came to level 3 (sustain). This
ended up not being the case. By the mere act of creating a home for everything, we
found that we were automatically putting items back when we were through with
them. Putting things in their proper place was beginning to be a way of life for us.

One idea we came up with to help with sustainment was a “buddy system.”
When someone is out of the office, their buddy keeps an eye on their area. If a guest
uses the area, the buddy ensures that they leave the area as they found it. Buddies
also assist if packages are delivered while people are out, and make sure that they
are placed in the right location.

BENEFITS OF 5S IMPLEMENTATION

 Give you an opportunity to provide creative input regarding how your workplace
should be organized and laid out and hoe your work should be done.

 Make your workplace more pleasant to work in.

 Make your job more satisfying

37
 Remove any obstacles and frustrations in your work
.
 Help you know what you are expected to do, and when and where you are
expected to do it

 Make it easier to communicate with everyone you work with.

PROBLEMS AVOIDED BY IMPLEMENTING SORT

1. The workplace becomes increasingly crowded and hard to work in

2. Lockers, shelves, and cabinets need for storage of unwanted items put

wall between employees, getting in the way of communication.

3. Time is wasted on searching for the tools and parts.

4. Unneeded inventory and machinery are costly to maintain

5. Excess stock on hand hides other types of problems in production.

6. Unneeded items and equipment make it harder to improve the process

flow.

38
 RED-TAGGING

The Red-Tagging Strategy is a simple method for identifying potentially

unneeded items in the workplace, evaluating their usefulness, and dealing with them
appropriately. It is simply putting Red tags on items in Workplace that need to be
evaluated as being necessary or unnecessary.

AN ITEM WITH RED-TAG IS ASKING THREE QUESTIONS

 Is this Item needed?

 If it is needed, is it needed in this quantity?

 If it is needed, does it need to be located here

AFTER EVALUATION THE ITEM WILL BE:

 Held in “Red-Tag Holding Area” for a period of time to see whether

they are needed.

 Disposed of.

39
  Relocated.

 Left exactly where they are.

TABLE: 2 RED-TAG HOLDING AREAS

A RED Tag holding area is an area set aside

for use in storing red and also Tagged
items that need further evaluation.
CENTRAL RED-TAG HOLDING To manage the flow of items that
AREA cannot or should not be disposed of by
individual departments.
LOCAL RED-TAG HOLDING To manage the flow of red-tagged
AREAS items within a local department.

STEPS IN RED-TAGGING

Launch the red-Tag

project
Identify the Red-Tag
Targets
Set Red-Tag criteria

Make red-tags

40
 Attach Red-tags

Evaluate Red-Tagged
Items
Document the Red-
Tagging

STEP1: LAUNCH RED-TAG PROJECT

 Organizing teams

 Organizing supplies
 Organizing a time schedule for red-tagging
 Setting aside central and local red-tag holding areas
 Planning for disposal of red-tagged items

STEP2: IDENTIFY RED-TAG TARGETS

 The specific types of items to evaluate

 The physical areas where red-tagging will take place

STEP3: SET RED-TAG CRITERIA

Three main factors determine whether an item is necessary or not:

 The usefulness of the item to perform the work at hand

 The frequency with which it is needed

41
  The quantity of the item needed to perform the work

STEP4: MAKE THE RED TAGS

STEP5: ATTACH RED TAGS

STEP6: EVALUATE THE RED-TAGGED ITEMS OPTIONS INCLUDE

 Keep the item where it is

 Move the item to a new location in the work area
 Store the item away from the work area
 Hold the item in the red –tag holding area for evaluation
 Dispose the item

STEP7: DOCUMENT THE RESULTS OF RED-TAGGING

For documenting and reporting the movement, use the value of material.

TYPES OF DOCUMENTATION

 Written Log-Book - In each department

- In the central red-tag holding area

 Enter Date From Red - Tags into the Computer

- When red-tagging is completed

42
 1.2.2 COMPANY PROFILE

Founded in 1993 and publicly-listed on the Bombay Stock

Exchange, POLARIS SOFTWARE is one of the world's most
sophisticated financial technology companies. Polaris is the chosen
outsourcing partner for 10 of the top 15 global banks and 6 of the
10 top global insurance companies. Polaris offers state-of-the-art,
comprehensive solutions for core banking, corporate banking,
wealth & asset management and insurance. Over the last two
decades, Polaris has implemented its solutions and services among
200 of the world's largest financial institutions. Polaris Software is
also recognized by the world's top analysts as global leaders in
banking and insurance software.

Polaris began its journey over 25 years ago when it partnered with Citibank to
create India's first ATM system. In 1993, Polaris was recognized by the Smithsonian
Institute for creating the FIRST Banking solution on distributed architecture.
43
As a result of this partnership experience with Citibank, Polaris gained two very
critical experiences:

• Creating mission-critical solutions with leading-edge functionality, built on

reliable and robust technical architecture which could be successfully
implemented and replicated across the globe. Today, this experience and
learning has culminated in a suite of modular solution components: Intellect
Global Universal Banking.
• Creating successful outsourcing models which enables Polaris to meet and
exceed global standards. This experience has been converted into a
predictable and repeatable model of success and is known as the OPERA.

In 2003, Polaris acquired Citibank's banking IT arm and transformed it into the
world's leading Financial Technology Corporation. Today, Polaris has been rated
among the top 8 in IT services in banking globally.

FROM EXPERIENCE TO EXPERTISE

Polaris' intimated understanding of the Money business distinguishes it from

all others. While the rest of the Indian IT industry was busy building expertise on
COBOL, Java and Lotus, Polaris built expertise around Banking, Financial Services
and Insurance (BFSI) specializing on industry segments such as Investment
Banking, Retail Banking, Credit Cards, Corporate Banking, and Insurance.

Polaris organized itself into 7 Business Solution Centers (BSC's). Each BSC
houses expertise in one domain area. For example, the Hyderabad BSC houses
investment banking & wealth management expertise and is the world's first specialty
center for Investment Banking. Over $300,000,000 and 10,500 experts, 20 years
later

44
 Polaris is proud to serve the world's most prestigious banks, including
Citigroup, SEB, Shinsei Bank, Mekong Housing Bank, Saigon Hanoi Bank, Al Hilal
Bank, and Deutsche Leasing, to name a few. Polaris' strength lies in its people:
World-class bankers, peerless information technology experts, and quality assurance
gurus all work together to ensure the best possible outcomes for clients.

NALANDA UNIVERSITY

Nalanda University is Polaris' corporate learning center and has a mandate to

create and cultivate the specialized expertise of 21st century banking.

At Polaris, we call this philosophy 'The Economics of Expertise.'

• Expertise that helps our customers serve their customers

• Expertise that helps our customers reach their goals better and faster
• Expertise that helps our employees live their dreams
• Expertise that helps our shareholders derive more returns, and
• Expertise that helps build more experts in society
• A leader in Financial Technology, Polaris is proud to be associated with the
best names in the Financial Technology world across Geographies. We enable
our customers achieve business technology alignment, catering to solutions
ranging from product based to service based needs.
• Polaris believes that value creation in an outsourcing relationship grows as
customer relationships mature with time. Relationship, expertise, technology,
Intellectual Property and Global Reach are the props that enable us to come
closer to our customers worldwide.
• New solutions, new methods, new business possibilities emerge in a journey
together. Polaris is focused on understanding the need of the hour and the
company’s strategic intent is directed towards delivering future-proof

45
 technology that in turn enables banks and financial institutions respond to
their dynamic ecosystem.

INTELLECT SUITE OF PRODUCTS

THE NEW WORLD OF BOUNDARYLESS BANKING

Modern bankers have to deal with pressures which are very different from
those faced by their predecessors. With de-regulation, and the resulting influx of
entrants from other financial services verticals, the banking sector has become
increasingly competitive. This has forced banks to offer new and highly personalized
products and services. Customer expectations in terms of pricing, product
innovation, delivery channels and services are therefore much higher. At the same
time, new technologies are facilitation anytime, anywhere banking - setting even
higher expectations.

Entering new geographies and customer segments requires effective risk

management to safeguard consumer interests and fight abuses. Meeting shareholders'
expectations puts increasing pressure on margins, calling for better ways to control
costs. Besides these, the requirements of regulatory bodies need to be met. So, can
technology help bankers overcome these challenges?

Information and Communications Technology (ICT) department are realizing

that they have to align themselves with their core business. They need to be strategic
contributors rather than mere service providers. Helping them are emerging
technologies that enable changes in business models and improve productivity.
These technologies will supplement, and finally replace legacy systems, while
protecting investments.

Effective banking technology needs to support key business objectives:

46
 • Empowering front-line staff to provide superior customer service and enhance
cross-selling opportunities.
• Speeding up time-to-market of new products and services as competitive
advantage.
• Improving operational efficiency to reduce costs as well as improve customer
service.

To meet these objectives, banking has to move beyond boundaries - business,

geographical and technological.

PRESENTING INTELLECT SUITE

Intellect Suite is a modern and proven enterprise platform (Banking Software)

that meets the needs of retail, corporate and investment banking. It enables boundary
less banking across business units, geographies and technologies. Web-enabled,
multi-currency and multi-lingual, this platform gives banks the capability to service
markets in diverse geographies and cultures in a multi-channel context.

Intellect Suite provides a relationship view of a customer across all products.

This empowers front line staff to offer superior service and increase cross-selling
opportunities. Intellect Suite integrates easily with legacy applications, overcoming
the limitations of complex silo-based information systems. Its flexibility allows for
'on-the-fly' changes in process orchestration, resulting in better response times to
new customer demands.

Intellect Suite comprises of Business Platform that are closely related to the
concept of Service Oriented Architecture. It caters to various banking segments as
illustrated.
47
INTELLECT SUITE ARCHITECTURE

Designed using J2EE technology, Intellect Suite automates the complete life
cycle of transactions in real time and integrates easily with third party solutions.

SERVICES

Polaris keeps your technology current and relevant to your business using
selected services and technologies. Polaris services are organized as Centers of
Excellence (COE) and called ‘entity’. Entity provide application management
services to maintain, reengineer, aggregate and upgrade portfolios of business
applications cost-effectively by leveraging Polaris’ continuously replenished
warehouse of intellectual property.

The expertise of entity lies in its ability to utilize domain knowledge, outsourcing
experience and Intellectual Property to deliver superior technology solutions that are
aligned to the business outcomes of our customers. The entity in Polaris offers the
following distinct advantages in the chosen area of technology and business
applications.

• Increased productivity from understanding of the domain

• Expertise in the entity is nurtured through stringent certification, mentoring
and on the job
• Focus on converting IPs into innovative solutions for customer needs
• Serve as extended technology and business arm for customers for predictable
results with assured value and speed

POLARIS CENTERS OF EXCELLENCE

The entity in Polaris is organized in six different areas namely Technology,

Enterprise solutions, Testing, Performance Engineering, and Domain led and
Infrastructure led.
48
 CHAPTER 2

DATA ANALYSIS AND

INTERPRETATION

49
 CHAPTER 2

DATA ANALYSIS AND INTERPRETATION

2.1 PERCENTAGE ANALYSIS

TABLE & FIGURE 3: Availability of Educational Certificates in Dec 09

Educational
Certificates
10th 12th UG PG

Status

Available 84 79 154 107

Not Available 147 152 77 95
Not Applicable 29
Total 231 231 231 231

50
 Inference

The figure shows the Availability of Educational Certificates of

associates in the company. More than 50 %of documents were not collected.

TABLE & FIGURE 4: Availability of Educational Certificates in Mar 2010

Educational 10th 12th UG PG

Certificates

Status
Available 162 175 193 165
Not 69 56 38 37
Available
Not 29
Applicable
Total 231 231 231 231

51
Inference

The availability of educational certificates of associates has been increased

from an average of 36% to 79%.

TABLE & FIGURE 5: Availability of Initial Documents in Dec 09

Initial Appointment Offer Passport Resume

Documents letter Letter Copy

Status
Available 117 179 150 145
Not Available 111 52 81 86
Total 228 231 231 231

Inference

52
 The table shows the avilability staus of Joining Documents. It shows
that in Dec 09 about 111 appointment letters, 52 offer letters, and 86 resumes
were not filed.

TABLE & FIGURE: 6 Availability of Initial Documents in Mar 2010

Initial Documents Appointment Offer Passport Resume

letter Letter Copy

Status
Available 172 201 182 192
Not Available 56 30 49 39
Total 228 231 231 231

INFERENCE

53
 The Appointment letters has been collected and filed for about 55 Associates.
The offer letters has been received from 20 people. About 47 associates have
provided their Resume.

TABLE & FIGURE: 7 Status of Previous Company Records in Dec 09

Previous Company Previous Relievin Salary Experience

Records Company g Order Certificate Certificate

Status
Available 172 131 126 91
Not Available 34 75 80 115
Not Applicable 25 25 25 25
Total 231 231 231 231

54
 Inference

It shows that about 75 members have not produced releiving order, 80

people have not produced their salary certificates.

TABLE & FIGURE: 8 Status of Previous Company Records In Mar 2010

Previous Previous Relievin Salary Experience

Company Company g Order Certificate Certificate
Records

Status
Available 193 156 148 112
Not 13 50 58 94
Available
Not 25 25 25 25
Applicable
Total 231 231 231 231

55
Inference

Relieving order from previous company has been received from 25 associates
and about 22 salary certificate from their previous organizations were
received.

TABLE & FIGURE: 9 Availability of Joining Documents in Dec 2009

Joining Interview Employment Associate Joining

Documents Evaluation Application Detail Report
Information

Status
Available 106 131 130 146
Not Available 100 75 76 60
Not Applicable 25 25 25 25
Total 231 231 231 231

Inference

56
 The table shows that above 70 members to 100 members personal files
does not have the joining documents.

TABLE & FIGURE: 10 Availability of Joining Documents in Mar 2010

Joining Interview Employment Associate Joining

Documents Evaluation Application Detail Report
Information

Status
Available 106 196 196 196
Not 100 0 0 0
Available
Total 196 196 196 196

Inference

57
 The availability of joining Documents has been made 100% available in the
personal files.

TABLE & FIGURE: 11 Availability of Undertakings & Agreements in Dec 09

Undertakings & Associate Letter Of Non Affirmation

Agreements Undertaking Assurance Disclosure &
Form & Compliance
Declaration
Status
Available 137 101 128 93
Not Available 59 95 68 103
Total 196 196 196 196

Inference

58
 The table shows that many associates files has no company’s undertakings
and agreements.

TABLE & FIGURE: 12 Availability of Undertakings & Agreements in Mar

2010

Undertakings & Associate Letter Of Non Affirmation

Agreements Undertaking Assurance Disclosure &
Form & Compliance
Declaration
Status
Available 106 196 196 196
Not Available 125 0 0 0
Total 196 196 196 196

59
Inference

The Status of all the initial agreements & undertakings has been made 100%.

TABLE & FIGURE 13: Status of Retrials Records in Dec 09

Retirals Super Gratuity PF

Annuation Nomination
&
Status Declaration
Available 99 99 99
Not 97 97 97
Available
Total 196 196 196

Inference

60
 The table shows that the availability of Retirals documents in Personal
files is 50%.

TABLE & FIGURE: 14 Status of Retrials Records in Mar 2010

Retirals Super Gratuity P F Nomination

Annuation & Declaration

Status
Available 165 165 165
Not 31 31 31
Available
Total 196 196 196

Inference
61
 The availability of Retirals Records of the Associates has been increased from
50% to 84% in Dec09 to Mar10.

TABLE: 15 Management Information System On Educational Details &

Previous Experience Of All Associates In The Organization.

Completed Status - In No.s as on 22-12-2010

Regular/ Year of
Previous Insti part Passed
BSC Head Count Exp. Edu tute Time out
BSC1 663 324 347 308 332 332
BSC2 673 436 325 287 239 186
BSC3 499 270 169 136 194 134
BSC4 1090 580 650 457 269 659
BSC5 1252 684 698 574 426 692
BSC6 567 321 342 323 357 407
BSC7 606 409 435 395 208 212
BSC10 516 297 296 263 235 400
CORP 623 345 431 387 304 293
PRIL 99 68 46 46 78 73
GSO-ANZ 13 5 7 6 4 6
GSO-USS 15 3 11 3 3 3
GSO-EMEA 40 17 32 26 16 12
GSO-Offshore 11 4 7 6 3 6
GSO-APAC 36 21 12 13 9 9
Total 6703 3784 3808 3230 2677 3424

Inference

The status of available details of Educational & Previous Experience was

found in December 09.

62
 TABLE: 16 INCOMPLETE STATUS IN NO.S AS ON 01-APR-10

Regular
/part Year of
BSC HC Prev.Exp Education Institute Time Passed out
BSC1 663 8 17 17 126 17
BSC2 673 14 11 11 94 12
BSC3 499 40 13 96 194 18
BSC4 1090 26 106 161 355 173
BSC5 1252 85 6 18 214 22
BSC6 567 3 12 14 42 13
BSC7 606 20 4 9 57 11
BSC10 516 29 26 115 205 32
CORP 623 0 7 35 618 92
PRIL 99 0 0 0 2 0
GSO-ANZ 1 0 0 0 0 0
GSO-USS 15 0 0 0 14 0
GSO-EMEA 40 0 1 1 35 6
GSO-
Offshore 11 0 0 0 11 1
GSO-APAC 36 0 0 0 2 0
Total 6691 225 203 477 1969 397

Inference

The table shows the present incomplete status of Education & Previous
Experience of the Assocites as on 01-Apr-10.

63
 Figure : 15 COMPLETED % OF PREVIOUS EXPERIENCE

Figure :16 COMPLETED % OF EDUCATIONAL DETAILS

Inference

The figure shows the completed percentages of Previous Experience and

Educational Details of all associates of the organization.

64
2.2 STATISTICAL

ANALYSIS

65
 2.2 STATISTICAL ANALYSIS

TABLE:17 Implementation of 5s S0 – Enablers

ACTION PLAN FOR "S0" Enablers

Motivating people for 5S implementation (Jul - Aug 07)
Requisites Freq Status
Official information Once √
5-S Billboards / Camera X
Participation of all N/A √
Effective training Weekly X
Roadmap Once √
Progress review Qtr √
Publishing & widely communicating about the progress Weekly
Active involvement of the teams √
Regular meetings Weekly √
Developing suggestion schemes Weekly √

TABLE: 18 SEIRI

ACTION PLAN FOR "S1" Seiri

Sorting out what is required & dispose unwanted (Aug - Sep 07)
Requisites Freq Status
Work Area weekly √
Audit / Visual Inspection of wants / wastes Monthly X

Scrap Disposal Daily X

Listing Wants in an Area after eliminating waste Daily √

66
 TABLE: 19 SEITON

ACTION PLAN FOR "S2" Seiton

Thorough Cleaning (Nov - Dec 07)
Requisites Freq Status
Organizing wants in an area in terms of usage / value /
Weekly √
importance to process / life cycle
Identifying amenities / infrastructure / tools required for correct
Weekly √
organization (P tags)

Organizing in compliance with PEEP & Identifying missing /

Weekly √
abnormal item or structure

TABLE: 20 SEISON

ACTION PLAN FOR "S3" Seiso

Thorough Cleaning (Nov - Dec 07)
Requisites freq Status
External / Internal man power arrangement for through
Daily √
cleaning

Thorough cleaning done & scrap disposed safely Daily √

All Items / Process / Documents easily identifiable /

√
accessible / safe

67
 TABLE: 21 SEIKETSU

ACTION PLAN FOR "S4" Seiketsu

Standardizations (Jan - Feb 08)
Requisites freq Status

Daily Inspection / Reporting abnormalities Daily √

Action for deviation / 5S awareness session or training No √

TABLE: 22 SHITSUKE

ACTION PLAN FOR "S5" Shitsuke

Sustain & Self discipline (Mar 08)
Requisites Status

Monthly / Qtrly. "5S" audit by Internal / External accesor Monthly X

Action for deviation / findings / document learning’s √

5S awareness session / training for continual

Once X
improvement / Visits

Gains in terms of value, life cycle, availability to be

Quarterly √
published

68
69
 TABLE: 23 5S AUDIT SHEET

Date: Work Area:

Auditor Present.
: Total Score: Prev. Score: Score:
Scoring Scoring
5S No. Item Description 0 1 2 3 4 0 1 2 3 4
Files or
1 Records No Additional files √ √
All Files & Records are in regular
√ √
1.Sort

2 Files/Records use
All unnecessary items can be
3 Visual control simply identified √ √
Procedures Document procedures for
4 for disposal elimination of excess √ √
Area There are labels to indicate
5 identification dedicated storage areas √ √
Location and All locations are clearly identified
2. Stabilize

part and the files in these locations are

6 identification labeled √ √
Quality There are clear indications of all
7 indicators files that are in & out √ √
Demarcation Separation of documents clearly
8 lines identified √ √
Unneeded Unneeded Records are clearly
9 Records identified and removed √ √
The Shelve is always clean and
10 Shelves Arranged √ √
11 Files Files are kept without dust √ √
3. Shine

Cleaning and Cleaning is done based on a

12 checking checklist √ √
Cleaning The responsibilities for cleaning &
13 responsibilities checking are maintained by one. √ √
Habitual General cleaning and keeping the
14 cleaning workplace tidy. √ √
15 √ √
5. Sustain 4. Standardize

Ventilation The air is clean

The location and intensity of
16 Lighting lighting are adequate √ √
Avoidance of Emphasis is placed on the
18 dirt avoidance of dirt. √ √
The first 3- There is a documented system for
19 5S's cleaning up the work area √ √
Checking and organizing rules are
documented, shared and
20 Rules implemented √ √
Interaction of
21 people In Work Area √ √
23 Company rules The company's rules and √ √
and procedures regulations are documented and
understood by the employees

70
 Observation The company's rules and
of rules and regulations are respected and
24 procedures followed by the employees √ √
TOTAL 4 8 2 4 4 6 16
TABLE: 24 SCORE

status Count Count Previ Presen

previ prese ous t Score
ous nt score
Very bad 4 0 0 0
-0
Bad-1 8 0 8 0
Average 2 0 4 0
-2
Good-3 4 6 12 18
Very 4 16 16 64
good- 4
Total 22 22 40 82

Calculation

Previous score
Very Bad 4*0=0
Bad 8*1=8
Average 2*2=4
Good 4 * 3 = 12
Very Good 4 * 4 = 16
Present Score
Very Bad 0*0=0
Bad 0*1=0
Average 0*2=0
Good 6 * 3 = 18
Very Good 16 * 4 = 64

Inference

71
 The Quality Audit sheet thus shows the increase in Score of the sheet from
December 2009 to March 2010. The Score has been considerably increased
from 40 to 84

TABLE: 25 QUALITY AUDIT SHEET- IMPLEMENTING 5S

0 = Very Bad 1 = Bad 2 = Avg 3 = Good 4 = Very Good

Score
1S Check Item Description
0 1 2 3 4
Files Does the file include unneeded material / Records
SEIRI

Records Are there any unused records or documents 1

Arrangement Is the files arranged properly 1 3
Visual Control Is the waste identified
Sub Total 0 1 2 0 0
Score
2S Check Item Description
0 1 2 3 4
Are shelves and other storage areas marked with
Location Indicators 1
addresses
SEITON

3
Do the shelves have signboards showing which file is
Item Indicators 1
where
Qty. Indicators Are Inventory levels indicated 1
Sub Total 0 1 2 0 0
Score
3S Check Item Description
0 1 2 3 4
Work Area Are Work areas shiny to spot any waste 1
SEISO

7
Files & Records Are they Dust free and Preserved Properly 1
Cleaning Stewards Is there a dedicated staff / do they do it voluntarily 1
Sub Total 0 0 4 3 0
Score
Check Item Description
0 1 2 3 4
4S Is the 5S implementation plan documented /
Standard procedure 1
communicated 10
Future scope Any continual improvement idea / process / recognition 1
First 3S Is Seiri / Seiton / Seiso maintained 1
Sub Total 0 1 2 3 4
Score
5S Check Item Description
0 1 2 3 4
Records / Process Are they easily gettable / manageable 1
SHITSUKE

Stock levels Is the inventory control adhered to 1

14
Training Is Training / 5S awareness in progress 1
Support Is top management active support available 1
5-S Billboards Are they updated 1
Sub Total 0 1 2 3 8
Grand Total
37
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 TABLE: 26 SUMMARY OF SCORE

5s Score
SEIRI 3
SEITON 3
SEISO 7
SEIKTSU 10
SHITSUKE 14

FIGURE: 17 AUDIT RESULT

Inference

The Audit Sheet is a second level Audit sheet which has been checked by a
Quality professional in the company. The score in the Audit sheet is more
considerable than previous audits.

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Pareto chart Analysis

The Pareto Diagram is a Graph that ranks Data classifications in descending order
from left to right. This is a diagnostic tool for isolating a few vital from many trivial.
The nonconformity frequencies have been arrived from a visual observation on the
frequency of usage of the items.

TABLE: 27 PARETO CHART ANALYSIS

Non
Conformity Cumulative
Causes Frequencies Frequencies
Active Associates
files 48% 48%
Records of
Associates 24% 72%
Information about
Associates 16% 88%
Resignees Files 12% 100%

FIGURE: 18 Pareto chart Analysis

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Inference

The Pareto chart shows that the cumulative percentage of first two causes is
72%. Hence it is necessary to concentrate more on these issues.

Causes and Effect Diagram

For every effect there are likely to be various causes. The diagram is
developed after brainstorming by identifying the problem to be solved and the
causes. To achieve the desired effect major causes are identified and placed on either
side of the horizontal arrow. Each major cause is further divided into minor causes.
The desired effect is quality improvement in maintenance of personal files.

FIGURE: 19 CAUSES AND EFFECT DIAGRAM

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 TABLE: 28 CAUSES AND EFFECT TABLE

No Causes No Causes
1 Team Lead 9 Time Consumed
2 Interest 10 Improper scheduling
3 Personal files 11 Confidentiality
4 Separators 12 arrangement
5 Available 13 shelves
6 Maintenance 14 cabinets
7 Missed Records 15 Work place
8 Improper inspection

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Inference

Thus the cause & effect diagram has helped in standardizing the existing and
proposed operations and to analyze the cause of the problem and identifying the
factors leading to better results.

CHAPTER-3

77
 SUMMARY AND
CONCLUSION

CHAPTER-3

SUMMARY AND CONCLUSION

3.1 FINDINGS

1. The availability of educational certificates of associates has been increased

from an average of 36% to 79%.

2. The Appointment letters has been collected and filed for about 55 Associates.
The offer letters has been received from 20 people. About 47 associates has
provided their Resume.

3. Relieving order from previous company has been received from 25 associates
and about 22 salary certificate from their previous organizations were
received.

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 4. The availability of joining Documents has been made 100% available in the
personal files.

5. The Status of all the initial agreements & undertakings has been made 100%.

6. The availability of Retirals Records of the Associates has been increased from
50% to 84% in Dec09 to Mar10.

7. The status of available details of Educational & Previous Experience was

found in December 09.

8. The completed percentages of Previous Experience and Educational Details of

all associates of the organization is about 90% as on Apr 10..

3.2 RECOMMENDATIONS

Based on the Implementation and the analysis made some practical

recommendations are given for the team and the company.

i. The maintenance of the personal files has been improved further by

Implementing 5s technique.

ii. As the files involved are of senior associates in the organization, they have

to be maintained perfectly.

iii. Easy maintenance and further updating is made.

iv. The future reference is made easy and time involved in searching for

documents is also minimized.

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 v. The MIS which have been created for Employees Previous experience and

Educational details are further helpful for future revisions & promotions.

vi. A clean and safe work place is provided for the team.

3.3 CONCLUSION

Thus from the study conducted it is clear that the implementation of 5s

conducted in the company has helped the team to save time and energy in search of

documents. This has further enhanced the effectiveness of the team and has

improved the workplace through the implementation of 5s in management of

personal files.

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 4. BIBLIOGRAPHY

1. K. Aswathappa (1997), “Human Resources and Personal

Management” Tata McGraw-Hill Publishing Company Limited, New

Delhi – 110 001.

2. Dr. R.K. Suresh and K.Pandian “Total Quality Management” of Sooraj

Publications, Chennai- 600010, I Edition

3. Charles W.L. Hill and Gareth R. Jones, “An Integrated Approach to

Strategic Management” of Cengage Publication, Edition

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 4. John M. Ivancevich (2003), “Human Resources and Personal

Management” Tata McGraw-Hill Publishing Company Limited, New

Delhi – 110 001.

5. C. R. Kothari (2001) “Research Methodology” of Wishwa Prakashan

Publishing, Chennai – 17, Edition

6. R.S.N. Pillai and V. Bhagavathi (1998), “Statistics” of Sultan Chand

and sons, New Delhi, pp. 132-141, II Edition.

7. Biswaject pattanayak (2001), “Human Resources and Personal

Management” Prentice Hall of India Pvt., Ltd. New Delhi.

WEBSITES:

www.humanresources.com

www.ask.com

www.citemanhr.com

www.managementparadise.com

www.scribd.com

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