FIVE-S WORKPLACE

MANAGEMENT SYSTEM
MANUAL

NTPC Ltd.

SIMHADRI SUPER THERMAL POWER PROJECT

PREPARED BY

APPROVED BY

FIVE S MANUAL
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TITLE: FOREWORD BY GM

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FOREWORD ;
The present globalised and competitive business scenario calls for fundamental
rethinking and radical redesign of business processes to achieve improvements
in the key measures of performance, such as Quality, Cost, Services and Speed.
NTPC in its quest for achieving excellence has taken up Total Quality for
Excellence as one of its core values.
Five S is a basic step in our journey towards Total Quality. Good house keeping
proper handling of documents/materials and optimization of inventory leads
towards improvement in the performance of products and services rendered at
low cost and better quality. Further, it helps inculcating a culture of self-discipline,
cohesive team work and set people on the path of continuous improvement.
NTPC Simhadri has chosen to implement Five S in its plant and township areas
with an objective to inculcate the spirit of team work and self discipline among all
of us which in turn help us reap rich dividends in terms of high morale,
organizational pride and improved work environment.


Five S is a systematic approach towards methodical housekeeping with a sense

of purpose. It is a silent informer of companys attitude towards quality. One of
the main objectives of Five S is to have a better work place organisation
minimising waste. The idea is to organize ourselves better so as to be able
perform better. Five S also significantly contributes to a safe working
environment
This manual describes the system of work place management as per 5S. The
present scope of coverage has a provision of expansion to CISF and educational
institutions also. The improved working atmosphere shall lead to joy and
commitment in working with Total Quality & keeping customers always in focus.
It is with this confident expectation that we are adopting this manual.
With best wishes

GENERAL MANAGER
NTPC - SIMHADRI

NTPC SIMHADRI

FIVE S MANUAL
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TITLE: ISSUE/ AMENDMENT RECORD

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ISSUE RECORD:
COPY NO.
ISSUED TO
ISSUED BY

NAME:
DESIGNATION:
DEPARTMENT:
DATE OF ISSUE:
SIGNATURE
NAME:
DESIGNATION/ DEPARTMENT: DGM (BE)

AMENDMENT RECORD:
Issue No

Revision No.

Rev. Date

REASONS FOR CHANGE:

Section

Reason*

Brief description

A: Editorial Changes
B: Scope; inclusions/exclusions
C: Changes due to Audit findings
D: Miscellaneous

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TABLE OF CONTENTS:
S.
No.

1.
2.
3.
4.
5.
6.
7.
8.
9.

Section
No.

0.0
0.1
0.2
1.0
2.0 & 3.0
4.0
5.0
6.0 & 7.0

DESCRIPTION

Foreword
Issue & Amendment Record
Table of Contents
Plant Profile
Purpose, Scope & 5 S Concepts
Roles and responsibilities
Workplace management system
Amendment procedure & Evaluation System
Appendices
Appendix-1

Appendix-2

Business Excellence Steering

Council
List of Zones & Coordinators

Appendix-3

Format for 5S Register

Appendix-4

Audit Checklist of Office (Indicative)

Appendix-5

Audit Checklist of Plant (Indicative)

Appendix-6

Format of Audit Score Board

Appendix-7

Dos and Donts

No. of
Sheets

01
01
01
01
02
02
04
01

Document
Page Nos.

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TITLE: PLANT PROFILE

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PLANT PROFILE:
NTPC Ltd., (NTPC), a Maharatna Public Sector Undertaking, is the
largest Power utility of India. With installed 18% of (country'
s) capacity,
NTPC contributed 27% of the countrys entire power generation. As a
prime mover of power development in the country, it has earned laurels for
project implementation, operation and maintenance of power plants, which
stands at par with international standards. NTPC has power generating
capacities spread over all the five major regions of the country having their
headquarters at New-Delhi, have thermal power plants all over India. The
present installed capacity is 34,854 MW at 22 power stations. NTPC has
15 coal fired, 6 gas fired, one Naphtha fired power station. It supplies
power to 24 states and 5 Union Territories. NTPC has established three
stations in the Southern region, viz. Ramagundam Super Thermal Power
Station in A.P. and Rajiv Gandhi Combined Cycle Power Project in Kerala,
its first coastal based green filed thermal power project at Simhadri,
Visakhapatnam, A.P.
NTPC Simhadri is 2000 MW thermal power project from which 1000
power generated is allocated to the home state of Andhra Pradesh. The
project has created a new benchmark of excellence by commissioning its
first 500 MW unit in just 39 months. Among the other highlights of the
project are construction of biggest intake well in the Bay of Bengal and
Asias tallest (165 meters) Natural Draught Cooling Towers for use of Sea
water in the CW System for condenser cooling as make-up.
The project is funded to a large extent by Japanese Bank for International
Co-operation (JBIC) and the balance funds have been arranged by NTPC
through internal resources and market borrowings. The primary fuel of
coal for the project is being sourced from Mahanadi Coalfields in Orissa.
For the first time in the history of NTPC, Sea water is being used for
cooling water requirements. Sweet water requirement for Boilers and
other plant equipment as well as drinking water shall be met from Yeleru
main canal. Power is being evacuated from the station through 400 K.V.
double circuit lines of APTRANSCO to Vizag Pooling Sub-Station at
Kalapaka.

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LOCATION : The address of the power station is :

NTPC Ltd.,

SIMHADRI THERMAL POWER PROJECT

P.O. NTPC SIMHADRI
DISTT. VISAKHAPATNAM
ANDHRA PRADESH, PIN : 531 020

Paravada mandal in Visakhapatnam District of A.P. has the pride of being

the location for Simhadri Thermal Power Project.
The project is
approximately 40 Kms from Visakhapatnam city and is approachable by
NH-5 via Elamanchili Visakhapatnam road and further from Paravada to
Vadacheepurupalli by road. The nearest railway station is Duvvada on the
Howrah Chennai main line. The nearest Airport, Visakhapatnam is
about 32 Kms.
Presently NTPC-Simhadri has completed its 10 years of Commercial
Operation. With this point in view, it has taken up Business Excellence
activities and embarked upon implementation of Five-S in the Plant and
Township areas.
Out of a total envisaged capacity of 2000 MW, 1000 MW is already
commissioned and is supplying power to the state of Andhra Pradesh.
Simhadri Super Thermal Power Project (SSTPP)
is
certified
to
ISO:9001, ISO 14001, OHSAS-18001 & SA-8001 by M/s. DNV. It has
created history in the construction of power plants by synchronizing 500
MW Unit#1 in 39 months.
SSTPP has implemented & sustaining the 5S Work Place Management
System so as to provide a clean and systematic work place to its
employees.
Since 5S requires participation of all employees in all departments, the
roles and responsibilities of key personnel who exercise control over
departments/sections has been defined in the functioning of the 5S work
place management system.


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TITLE:

PURPOSE, SCOPE
& 5S CONCEPTS

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PURPOSE :
The purpose of this manual is to serve as a reference for establishing,
implementing and maintaining the 5S management system at NTPC SIMHADRI. All the departments/sections shall make use of this manual to
implement, maintain and improve the 5S work place management system
in their respective areas.

2.2

SCOPE :
The scope of 5S system covers the list of departments/sections as per
Appendix-2. Additions or deletions in the list can be done with approval of
Station General Manager.

3.0

WHAT IS FIVE-S ?
Five S is a Japanese concept developed by Takashi Osaka. It consists of
five steps to create a conducive work atmosphere involving participation
from Top Management to grass root level employees.
It is the door step in the journey towards Business Excellence. Five-S is a
systematic and rational approach to work place organisation and
methodical house keeping. Five-S gives us the cardinals of work place
management.
Five- S are :
1. SEIRI (Sorting out/ Segregation) - Sorting out useful and not-useful
items and disposing off the not-useful ones.
2. SEITON (Systematic Arrangement) - Maintaining things the right way.
Knowing what, where, how and how much to keep. A place for
everything & everything always in its place.
3. SEISO (Spic and Span/Cleaning) - Thorough clean up of our own
work place, as well as common passages/areas and
machines/equipment, etc. to ensure safety, hygiene & a bright working
area.

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PURPOSE, SCOPE
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4. SEIKETSU (Standardization) - Systematizing 1S, 2S and 3S as a

regular and standardized procedure. Standardization for 1S, 2S & 3S
in job processes as per nature of work, machines used and the work
area involved. This is ensured by establishing evaluation criteria and
conducting periodical audits.
5. SHITSUKE (Self-discipline) - This means following the systems and
adherence to set procedures. The idea is to sustain the Five-S
practice and to make it a habit/way of life.
3.1

ADVANTAGES OF FIVE-S IMPLEMENTATION :

1.

Five-S are the key to a Total Quality Environment and are the
gateway to Business Excellence.
2. Enhances service efficiencies and establishes better quality systems,
good house-keeping and an accident free work place.
3. Better utilization of space, equipments/machines and other items at
the work place.
4. Better time management and punctuality in performing work, which
also eliminates mistakes and rework. No loss of time and energy in
looking for articles/documents, etc.
5. In scrutinizing the workplace, safety hazards come to notice and are
eliminated.
6. A thorough scrutiny brings inventory also under review and helps in
inventory control.
7. Positive change in the attitude and behaviour due to stress reduction
and prevention of anxiety and irritation in employees.
8. Maximizes human resource potential by enhancing Employee Morale.
9. Improves awareness about standards and brings out team work,
commitment and self-discipline of employees in rendering the
services.
10. Conducive, clean and efficiently organised work areas not only make
employees happy and better oriented towards work but also make a
very good impression on the customers and visitors.
11. Projects visible demonstration of Department'
s Commitments to
Business Excellence.
12. It puts us in a position to serve our customers better.
FIVE-S CAN BE IMPLEMENTED EVERYWHERE; EVEN IN HOUSEHOLDS FOR A CONVENIENT AND CLEAN PLACE TO LIVE AND
WORK AT, IT IS PRUDENT TO TAKE UP THE FIVE S.

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PURPOSE, SCOPE
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of

STEPS FOR INSTITUTIONALIZING THE FIVE S :

1.
2.

Awareness Programme for Senior Executives.

Formation of Steering Committee/Core Committee and discussion on
action plan.
3. Awareness Programme for middle management.
4. Video/Still photography of all areas.
5. Training for trainers programme.
6. Training for Zone/Sub-Zone leaders/Co-ordinators.
7. Exposure programme for all employees and Five-S promotional
activities among them.
8. Step by step implementation of Five-S in all sections identified as
zones and sub zones.
9. Periodical review and surveillance audit.
10. Refresher training programmes.

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ROLES & RESPONSIBILITIES

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ROLES AND RESPONSIBILITIES :

Since 5S requires participation of all employees in all departments, the
roles and responsibilities of key personnel who exercise control over
departments/sections has been defined in the functioning of the 5S work
place management system.

4.1

GENERAL MANAGER :
He is the overall in charge of the station. He shall chair the Business
Excellence Steering Council Meetings to review the implementation and
provide overall direction and guidance.

4.2

FIVE-S STEERING COMMITTEE :

The already existing Business Excellence Steering Committee of NTPCSimhadri acts as Five-S Steering committee. The functions of the
Steering Committee are as under :
1) The Business Excellence Steering Committee shall be the Chief
executing and reviewing agency for implementing and sustaining
Five-S in NTPC Simhadri.
2) The Business Excellence Steering Committee shall approve an Action
Plan to implement and sustain Five-S practice.
3) The Business Excellence Steering Committee shall periodically audit
all zones/sub-zones(every quarter), render guidance and extend
required help. It shall also organize external surveillance audits as may
be necessitated from time to time.
4) The Business Excellence Steering Committee shall periodically review
(every quarter), render guidance and extend required help. It shall
also organize external surveillance audits as may be necessitated from
time to time.
5) The Business Excellence Steering Committee shall organize periodical
competitions like slogan, poster, essay, poems and quiz etc., on Five-S
amongst the zones/sub-zones for better implementation and
sustenance.
6) The Business Excellence Steering Committee shall recommend
allocation of funds in annual budget, required for sustaining Five-S
practice.

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7) The Business Excellence Steering Committee shall organize regular

and refresher training programmes on Five-S periodically.
The Business Excellence Steering Committee shall meet once in three
months. Provision shall be kept for Steering Council Meeting in GM'
s
Monthly Calendar by TS department and the meeting shall be covered
and co-ordinated by Business Excellence department.
The Business Excellence Steering Committee shall review progress of
implementation of 5S, discuss constraints and provide resources as
required. They shall also conduct internal audit of the departments so as
to assess extent of 5S implementation.
4.3

DEPARTMENTAL HEADS :
The departmental heads are responsible to establish, implement and
review the system of Work Place Management in their respective areas.
They shall nominate one Coordinator and some Area Council Members
(no. of area council members depending on the size of the department)
whose roles and responsibility is separately defined. They shall be
responsible for fulfillment of 5S requirements and for mitigation of audit
observations, if any, in their respective areas.

4.4

BUSINESS EXCELLENCE DEPARTMENT:

Training and consultancy as required shall be arranged by Business
Excellence.
General awareness training shall be provided to all
employees. The coordinators and area council members shall be
provided with specialized training. General promotional activities like
literature, posters, publicity through cable TV etc., required for
popularising 5S shall be arranged by Business Excellence. Monthly
meeting with Coordinators shall be convened by Business Excellence for
facilitation and dissemination of progress.



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Still photography of areas before and after 5S implementation shall be

arranged by Business Excellence. The album of photographs shall be
available with Business Excellence. The 5S Manual, which shall serve as
the central document, shall be prepared by Business Excellence for the
approval of the General Manager. Amendments to the Manual, as
necessary, shall also be made by Business Excellence for approval of
General Manager. For the purpose of certification, co-ordination with
certification body shall be done by Business Excellence.
4.5

COORDINATORS :
The Coordinators shall play key role in the implementation of 5S in their
areas in consultation with respective departmental heads. They shall be
suitably trained on the 5S concept. They shall get adequate no. of Area
Council Members nominated by the departmental heads depending on the
size of the department and take their assistance in implementation of 5S.
Coordinators shall arrange to conduct self-audit of their areas with the
assistance of Area Council Members and shall arrange to display the audit
scores at departmental head'
s office. The Coordinators shall maintain 5S
Register pertaining to their areas in the format suggested in appendix-6.
The Coordinators shall have freedom and authority to communicate
directly with their departmental heads regarding 5S implementation.

4.6

AREA COUNCIL MEMBERS :

Each Area Council Member shall be responsible for 5S implementation in
his area in consultation with the Coordinator. They shall conduct self-audit
in their own areas by using the audit check sheets and assist the
Coordinator in maintaining the 5S Register and display of audit score in
departmental head'
s office.



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5S WORK PLACE MANAGEMENT SYSTEM :

The 5S concept shall form the basis of all activities being undertaken on
daily basis in all places.
Nomination for 5S Coordinators from
departments/sections shall be taken by Business Excellence and the
necessary office order shall be issued.
All areas will be covered by still photography prior to implementation of
5S.This shall be arranged by Business Excellence.

5.1

SEIRI (SEGREGATION) :
The objective of Seiri is to distinguish between necessary and
unnecessary items or activities and to get rid of unnecessary items or
activities.
Each department shall look around the workplace (Office, Work Site,
Common Places etc.) and scrutinize each and every thing so as to
determine what is really wanted.
Items, which are not needed, shall be segregated.
segregation shall be identified.

Frequency of

A list of items, which are needed to be made. Similarly, another list of

items not needed/segregated, to be made.
The segregated items shall be disposed by shifting to
department/section where these could be of use or sent to scrap.

other

Retention period of records shall be defined.

If already done as a
requirement under ISO 9000 / 14000, the same shall be indicated.
Unnecessary Calendars may be disposed. Table top displays may be
reduced to bare minimum. However, displays, which are referred to every
day, may be kept.
Periodical checks are to be conducted : e.g. daily/weekly/fortnightly for
Table Top/Drawers/Almirah/Racks/Documents/Equipments as well as
area/equipments etc. Take photographs of the work area and display the
same for showing improvements visually.



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SEITON (Systematic Arrangement ) :

The objective of Seiton is to establish a neat layout so that retrieval is
easy.
After segregation, each place will be left with necessary items only. These
items should be systematically arranged so that retrieval is convenient.
For the purpose of systematic arrangements in offices, filing cabinets,
slotted angle racks, almirahs, book cases as appropriate may be used. If
there is any requirement beyond what is presently available, the
requirement may be forwarded to HR department for procurement.
For the purpose of systematic arrangement in workplaces, racks, shelves
or stands of suitable size may be used. Some of these may be fabricated
as per requirement.
All items should be identified with labels, markings or boards for easy
identification. Labels for indoor applications may be computer print outs
preferably. For site marking and labeling painted boards may be used.
All offices should have name plates / tripods as per entitlement and as per
specifications in Corporate identity manual for uniformity. These shall be
arranged by HR, necessary follow up shall be done by Business
Excellence.



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Painting of coloured strips on floor may be used for demarcation and

identification in Service Building Workshop, CHP.
1. Establish criteria for classification of items into different groups based
on :
(i) Frequency of usage, (ii) Convenience in access, (iii) Type of item,
(iv) Type or storage required and (v) Regulatory requirements etc.
2. Identify location for needed and useful items and allocate place with
markings and labeling as per type of item and storage requirement.
3. Keep table top neat and clean and put bare minimum visuals on the
front board.
4. Prepare two files one as reference file - for regular reference
documents, the other inspiration file - for personal documents like
posters/pictures, quotations etc., which you would like to keep at your
work place for drawing inspiration from.
5. Check working condition of furniture/fixtures, electrical/electronic and
other equipments in your work area and take appropriate action.
6. Segregate areas by clear cut marking. Exhibit sign boards and
direction boards.
7. Suggest periodical check schedule for above.
5.3

SEISO (Cleaning) :
The objective of Seiso is to eliminate dust, trash, filth and foreign matter to
make and keep the work place clean.
All places shall be thoroughly cleaned. Cleaning shall include everything
available in the place including floors, furniture, ceilings, walls, equipment,
toilets, corridors, etc.
The cause of generation of dust/trash/filth/foreign matter etc., may be
studied and understood. Having ascertained the cause of their generation,
work orders as necessary may be raised for stoppage/minimization of the
generation of dust/trash/filth/foreign matter etc. Efforts may be made to
check generation of dust/trash/filth/foreign matter etc. in the work place.



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If cleaning at any place is not satisfactory, the agency carrying out the
cleaning work shall be intimated. If the type of cleaning or area to be
cleaned is not in the scope of the present contract, provision may be kept
in the future contract so as to include the desired type of cleaning or area
to be cleaned in the scope of the contract. In case cleaning frequency is
not adequate to keep the places clean, the same provision may be kept in
future contracts.
1. Identify type of cleaning, method of cleaning and periodicity of cleaning
for your work area and common places, pathways and equipments.
2. Make a list of electrical, electronic and other fittings and fixtures in your
area and common areas. Make a cleaning schedule for them.
3. Organise Brain Storming Sessions with zone leaders and members to
identify source of generation of dust/wastage/safety hazard etc. and
suggest ways and means for their prevention.



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SEIKETSU (Cleanliness) :
The objective of Shitsuke is to maintain a state of cleanliness so that
variations become visible for easy identification.
Parking areas will be labeled with painted boards for type of vehicle and
with painted strips for floor area of parking.
Adequate nos. of fire extinguishers of required grade shall be placed for
use in fire prone areas. The fir extinguishers shall be properly placed at
the locations. Empty extinguishers shall be refilled immediately after use.
Inspection slip shall be available on the extinguishers with respect to date
of inspection and expiry. Personnel shall be trained on use of fire
extinguishers.
Seiketsu will be possible through self-audits by the Co-ordinator along with
the Area Council Members.
Frequency of such audits may be
weekly/fortnightly or monthly (to be decided by the Co-ordinator)
depending on the state of the area.
For self audit, check sheets for office and plant as given in Appendix 4 & 5
may be used.
The audit score points shall be displayed at the office of the departmental
head for his knowledge. The audit score board will be as per appendix-6.
Upward score in subsequent audit indicates that 5S work place
management system is improving.



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The first internal audit by Business Excellence Steering Council shall be

arranged after 2/3 rounds of self audits. The internal audits shall be
undertaken once in six months.
1. Identify all appropriate criterion/check-points while implementing 1S,
2S & 3S.
2. Brainstorm in team and find out innovative ways to improve visual
management/convenience at work place.
3. Establish the check points on the basis of 1S, 2S & 3S for all areas
including common areas like passages, toilets, Notice boards, etc.
Decide frequency of checking and cleaning.
4. Evolve & Document your check sheet/sheets combining all points
which need to be checked and may describe specific method or tool,
wherever required. This will be the documented system for regularly
carrying out 1S, 2S & 3S.
5.5

SHITSUKE (Discipline) :
The objective of Shitsuke is to internalize the practice of 5S.
All employees shall be educated on 5S.
Business Excellence.

This shall be arranged by

Wearing of proper safety wear as per job requirement to be ensured by

the executive supervising work.
Inter departmental competitions shall be arranged to encourage active
involvement of all employees.
1. Follow the system created as a matter of habit and adhere to the
established procedures.
2. Evolve management policy to sustain and spread the concept of
Five-S by organizing periodical audits, competitions like slogan, poem,
poster & essay, etc., on Five-S and also house-keeping competitions
for zones and sub-zones, periodically.
3. Develop training modules and conduct refresher programmes to
sustain Five-S practice and to make it a way of life.

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PROCEDURE FOR AMENDMENT/CHANGE IN THE MANUAL/CHECK-LIST :

Changes, in overall consonance with Five-S practice, may be effected in the
manual or checklist. The Manual can be amended by Business Excellence. For
amendment in checklist of individuals/zones, proposal of the Individual/Zonal Cocoordinator as approved by concerned HOD shall be sent to Business
Excellence.
Functional utility of the manual/checklist may be periodically reviewed by the
Core Committee based on suggestions/feedback and appropriate
amendments/revisions may be affected.
All employees of NTPC-Simhadri, working directly or indirectly to implement the
Five-S can also suggest changes for improvements and give their feedback on
this manual to Business Excellence, who may take-up the same with Business
Excellence.

7.0

EVALUATION CRITERIA AND AUDIT :

Evaluation and audit is to assess the status of Five-S implementation and to
sustain it on long term basis. The criteria has been standardized for individuals,
zones/sub-zones and also for total NTPC Simhadri. Standard formats are
placed below :
1. A general checklist has also been enclosed for reference purposes at
Appendix 4 & 5.
Copy of this specific checklist duty filled in and
authenticated by individuals/Zonal Co-ordinator is to be available with the Coordinator.
2. All individuals and zone/sub-zone Co-ordinators will do self-assessment on
regular basis. All employees will assess Five-S status of their work area and
zone/sub-zone Co-ordinators for common work areas in their zones/sections,
every month and submit the assessment sheet to Business Excellence
through HOD.
3. Audit of NTPC Simhadri as a whole will also be conducted periodically.
Assessment of NTPC Simhadri for Five-S and some individual & common
locations on random basis will be done as per the standardized norms by
members of the Business Excellence Steering Committee nominated by the
Chairman of the Business Excellence Steering Committee. This audit will be
conducted once in every quarter.
4. Bi-annual Surveillance Audits by appropriate external agency to be carried
out for two years initially and once every year thereafter, as may be finalized
by the Business Excellence Steering Committee.

APPENDIX-1
BUSINESS EXCELLENCE STEERING COUNCIL
S.NO.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.

DESIGNATION
Business unit Head
Head of Business Excellence
Head of Stage-II
Head of O&M
Head of Maintenance
Head of FM
Head of MTP
Head of EEMG
Head of Operation
Head of TS
Head of CCD
Head of C&M
Head of IT & Comm.
Head of F&A
Head of HR
CMO
Head of CSR
Head of Vigilance
Head of Safety

DEPARTMENT
Chairman
Member Secretary
Member
Member
Member
Member
Member
Member
Member
Member
Member
Member
Member
Member
Member
Member
Member
Member
Member



APPENDIX-2
BUSINESS EXCELLENCE DEPARTMENT
Departmental 5-S Coordinators
S.NO.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.

NAME (S/SH)
S. Palanichamy
K. Laxmaiah
NSP Rao
V.B. Raju
S.Kanta Rao
J.V. Subba Rao
Ch. Ravi Kant
Y Srinivasa Rao
Mrs. P.N. Jyothi
K Raghavan
K. Venkateswara Rao
Y Syupriya
B. Venkateshwar
GNP Rao
T.Satyanarayana
G.Srinivasa Rao
Dr.P.S.Govind
ABSSN Murthy
A. Prabhakar

DESIGNATION
Supdt.
Dy.Supdt.
Supdt.
Sr.Mgr.
Dy.Supdt.
Mgr.
Sr.Mgr.
Mgr.
Manager
Dy.Manager
Sr.Manager
Officer
Sr.Manager
Dy.Manager
Sr.Mgr.
Dy.Manager
Sr.Spl(O&G)
Sr.Mgr.
Dy.Manager

DEPARTMENT
MTP
FC
EM
EEMG
OPN
Chemistry
Erection
IT & Commn
FES
TS
FQA
HR
F&A
C&M
Civil-MP
Safety
M&HS
Civil T/S
BE



APPENDIX-3
DEPARTMENTAL 5`S REGISTER
COVER PAGE
DEPARTMENT / SECTION
NAME OF CO-ORDINATOR
NAME OF AREA COUNCIL MEMBERS

INDEX
SN. NO.
01
02
03
04
05
06

DESCRIPTION
Audit Sheet(s) of the Department / Section
Audit frequency
Audit date / Council meeting minutes
Responsibility chart of Area Council members
Liquidation of problems detected during Audit
Periodicity of job rotation of area council members

Note : The 5`S register shall be regularly updated and shall be available
with the Co-ordinator.



APPENDIX-4
(Total 2 pages)
FIVE `S AUDIT SHEET (OFFICE)
Department/ Section : / Area
Marks : ____________

Date :

_______________________
; Previous Marks : __________

SN

CHECKING ITEM

EVALUATION CRITERIA

Lockers, File,
Cabinets, Almirah,
Side racks

Desks

Standard for disposal

4.

Visual
Control

5.

Storage labels

6.

Labels for
documents

i) No irrelevant material kept

ii) Proper arrangement
iii) No loose paper kept in the file
iv) Filing index
i) Papers placed below the glass
top
ii)
Prefixed
location
for
telephone, desk calendar, tray,
etc.
iii) Proper arrangement of items
in table drawers
iv) No irrelevant paper to be kept
in tray
v) Standard paper weight to be
used
Standards to be fixed for
disposal of documents(Retention
period of records defined)
i) Irrelevant items or documents
can be identified at a glance.
ii) Calendar and all visual
displays of the room should be
updated.
iii) Prefixed location for tools,
instruments.
iv) Prefixed location for fist aid
box.
Labeling of lockers, file cabinets,
almirah
for
immediate
identification
Everything is clearly identified.

7.

Orderly storage

8.

Aisles and Display

areas

MARKS
3
4

i) Everything is stored in a
designated place.
ii) Old records are kept with
proper identification.
All dividing lines and notice
boards are clearly indicated.



SN

CHECKING ITEM

EVALUATION CRITERIA

9.

Floor

10.

Dust and Dirt

i) Condition of floor
ii) Cleaning of floor
Windows, window sills and
shelves, corners of the wall,
ceiling, grill etc. are clean.
i) Prefixed location for waste box.
ii) System for getting rid of waste
paper
i)Cleaning of name plate and
door closer.
ii)Distemper
condition
and
frequently to be decided
iii)Fans, tube lights are properly
cleaned.
i)Ventilation system is proper, air
is clean and odorless
i)Electrical fitting are properly
maintained
ii)Angle
and
intensity
of
illumination are proper.
Condition of table & chair
i)No water leakages
ii)No foul odor
iii)Ventilation system is proper
iv)Clean
i)No foul odor
ii)General cleaning and neatness
Participation of all employees in
5S activities
Retrievability of required items in
one minute
All rules and regulations are
strictly observed.
Total

11.

Waste basket

12

Cleaning

13

Ventilation

14

Lighting(Electrical)

15
16.

Furniture
Toilets

17

Tea kiosks

18

Participation

19

Retrievability

20

Rules

Area Council Member

Name & Signature
1 = Very Bad ; 2 = Bad ;

MARKS
3
4

Co-ordinator
Name & Signature
3 = Average ;

4 = Good ;

5 = Very Good



APPENDIX-5
(Total 2 pages)
FIVE `S AUDIT SHEET (PLANT)
Department/ Section : / Area
Marks : ____________
SN

CHECKING ITEM

Parts & Materials

Machine &
Equipment

Visual Control

Standard for disposal

Storage labels

6.

Ease of use

7.

Orderly storage

8.

Aisles and display

areas

9.

Floors

Date :

_______________________
; Previous Marks : __________

EVALUATION CRITERIA
i) Stocked spares/parts at work
place
ii) Proper identification
iii) Proper place to be assigned
for
(a) To be repaired (b) To be
replaced (c) Disposable &
defective items.
i)Labeling of equipment.
ii) Affixing of danger mark at all
unsafe
iii)Whether proper guards are
placed.
iv)Equipment are kept clean.
All unnecessary items can be
distinguished at a glance.
There are clear standard for
disposal
i)Stocking and storage are at
prefixed locations
ii)Stocking of items in almirahs
and tool boxes
iii)Labeling of lockers and
almirahs for immediate retrieval
iv)Size of storage space is
limited with clear indication for
minimum & maximum quantity
Storage is designed for easy and
faster access
Everything
is
stored
in
designated location
All dividing lines, pathways and
notice
boards
are
clearly
demarcated.
i)There are no grooves, cracks or
bumps on the floor which hinder
work or safety.
ii)The floor is always clean(bolts,
nuts, components papers and
other materials are not found on
the floor)

MARKS
3
4



SN

CHECKING ITEM

10

Working area

11

Lubrication

12.

Waste storage

13.

Lunch room

14.

Water taps

15.

Toilets

16.

General awareness

17.

Uniform

18.

Participation

19.

Retrievability

20.

Rules & regulation

EVALUATION CRITERIA
i)Cleanliness and neatness
ii)Lighting & ventilation
iii)Safety measures are proper &
noise level within control
i)Lubrication points, lubrication
schedules marked nearby.
ii)Lubricant identification marking
& oil spillage tray are provided
System of waste storage &
removal.
i)No spillage of water inside the
lunch room.
ii)No foul odor
iii)Lighting & ventilation system
proper
iv)To ensure general cleaning &
neatness
i)Neat & clean
ii)No water leakage
iii)Sign board for drinking water &
display of water conservation
related slogans
i)No water leakages
ii)No foul odor
iii)Lighting & ventilation system
iv)General cleaning & neatness
Use of Safety appliances by all
Employees
Wearing uniform has become a
habit
Participation of all employees in
5S activities
Retrievability of all items in one
minute
All rules & regulations are strictly
observed.
TOTAL

Area Council Member

Name & Signature

1 = Very Bad ; 2 = Bad ;

MARKS
3
4

Co-ordinator
Name & Signature

3 = Average ;

4 = Good ;

5 = Very Good



APPENDIX-7
BUSINESS EXCELLENCE DEPARTMENT
DOs AND DONTs FOR 5`S IMPLEMENTATION

DOs

Observe surroundings and suggest measures for improving aesthetics

Never compromise on Safety aspects
Ensure electrical JBs covered, Electrical & Telephone wiring properly
routed and computer cables properly dressed.
Please check caution/danger displays in your area
Monitor general cleaning in your work area for floors, windows, roofs,
walls, staircases, below staircases, check furniture fixtures, etc.
Please ensure cleaning of your table, telephone, pen stand etc. everyday
and arrange your drawers.
Conduct brainstorming sessions with your co-employees to identify and
seal the potential dust entry points in the office/work area, so that the root
cause of dust entry is eliminated.
Keep your computer stationery neatly on the designated rack.
Keep all the files/racks/cabinets etc. labeled. Use transparent plastic
folder for keeping the File Index label.
Check notice boards periodically and update them.
Dispose-off cartons, packing material etc. as soon as unpacking is done.
Wherever big spare-parts are to be kept on the floor, mark the area with
yellow lines & label the item.
Remove all scaffoldings, stools, benches, etc. after maintenance work.
Thoroughly clean the workplace after undertaking any maintenance jobs.
Please keep your personal appearance, clean and smart. This will help
you in keeping good health.
Periodically check for duplicate/temporary files and out dated programmes
in the PCs. Remove the unwanted and re-organise the required files under
properly labeled folders.

DONTs :

Dont keep calendars, greeting cards, pictures, list of holidays, etc. under
your table-top glass. Use a reference file for this purpose.
Dont throw waster-paper here and there. Put them in a dustbin.
Dont hang posters, calendars, etc. on the wall in a haphazard manner.\
Dont stick circulars etc. on the walls. Post them only on designated
notice boards.
Dont keep Almirahs on the corridors.
Dont touch the walls, doors, etc. when your hands are dirty.
Dont stick labels directly on the Almirahs.
Dont throw cotton waste, used oil, electrical cable/metal pieces on the
floor.
Dont park vehicles on the road in a haphazard manner. Keep them in
parking space only.
Dont allow cycles to be brought near plant equipment/machinery..