5 s manual-2009

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FIVE-S WORKPLACEMANAGEMENT SYSTEM

MANUAL

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NTPC Ltd.SIMHADRI SUPER THERMAL POWER PROJECT

PREPARED BY APPROVED BY

\

FIVE – S MANUAL

Doc. Ref: SMPP/5SM-01 TITLE: FOREWORD BY GM

Effective Date: 01.08.2009 Revision: 0.1 Secion:0.0, Page of 27

FOREWORD ;

The present globalised and competitive business scenario calls for fundamentalrethinking and radical redesign of business processes to achieve improvementsin the key measures of performance, such as Quality, Cost, Services and Speed.NTPC in its quest for achieving excellence has taken up “Total Quality forExcellence” as one of its core values.

Five S is a basic step in our journey towards Total Quality. Good house keepingproper handling of documents/materials and optimization of inventory leadstowards improvement in the performance of products and services rendered atlow 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 areaswith an objective to inculcate the spirit of team work and self discipline among allof us which in turn help us reap rich dividends in terms of high morale,organizational pride and improved work environment.

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Five S is a systematic approach towards methodical housekeeping with a senseof purpose. It is a silent informer of company’s attitude towards quality. One ofthe main objectives of Five S is to have a better work place organisationminimising waste. The idea is to organize ourselves better so as to be ableperform better. Five S also significantly contributes to a safe workingenvironment

This manual describes the system of work place management as per 5S. Thepresent scope of coverage has a provision of expansion to CISF and educationalinstitutions also. The improved working atmosphere shall lead to joy andcommitment 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 MANAGERNTPC - SIMHADRI

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NTPC SIMHADRI

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Doc. Ref: SMPP/5SM-01 TITLE: ISSUE/ AMENDMENT RECORD


ISSUE RECORD:

COPY NO.

ISSUED TONAME: DESIGNATION:DEPARTMENT: DATE OF ISSUE:

ISSUED BYSIGNATURE NAME:

DESIGNATION/ DEPARTMENT: DGM (BE)

AMENDMENT RECORD:

Issue No Revision No. Rev. Date Section Reason* Brief description

• REASONS FOR CHANGE: A: Editorial ChangesB: Scope; inclusions/exclusionsC: Changes due to Audit findingsD: Miscellaneous

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Doc. Ref: SMPP/5SM-01 TITLE: TABLE OF CONTENTS Effective Date: 01.08.2009

Revision: 0.1 Secion:0.0, Page of 28

TABLE OF CONTENTS:

S.No.

SectionNo.

DESCRIPTION No. ofSheets

DocumentPage Nos.

1. 0.0 Foreword 012. 0.1 Issue & Amendment Record 013. 0.2 Table of Contents 014. 1.0 Plant Profile 015. 2.0 & 3.0 Purpose, Scope & 5 S Concepts 026. 4.0 Roles and responsibilities 027. 5.0 Workplace management system 048. 6.0 & 7.0 Amendment procedure & Evaluation System 019. Appendices

Appendix-1 Business Excellence SteeringCouncil

Appendix-2 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 Don’ts

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Doc. Ref: SMPP/5SM-01 TITLE: PLANT PROFILE

Effective Date: 01.08.2009


1.0 PLANT PROFILE:

NTPC Ltd., (NTPC), a Maharatna Public Sector Undertaking, is thelargest Power utility of India. With installed 18% of (country's) capacity,NTPC contributed 27% of the country’s entire power generation. As aprime mover of power development in the country, it has earned laurels forproject implementation, operation and maintenance of power plants, whichstands at par with international standards. NTPC has power generating

capacities spread over all the five major regions of the country having theirheadquarters at New-Delhi, have thermal power plants all over India. Thepresent installed capacity is 34,854 MW at 22 power stations. NTPC has15 coal fired, 6 gas fired, one Naphtha fired power station. It suppliespower to 24 states and 5 Union Territories. NTPC has established threestations in the Southern region, viz. Ramagundam Super Thermal PowerStation 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. Theproject has created a new benchmark of excellence by commissioning itsfirst 500 MW unit in just 39 months. Among the other highlights of theproject are construction of biggest intake well in the Bay of Bengal andAsia’s tallest (165 meters) Natural Draught Cooling Towers for use of Seawater in the CW System for condenser cooling as make-up.

The project is funded to a large extent by Japanese Bank for InternationalCo-operation (JBIC) and the balance funds have been arranged by NTPCthrough internal resources and market borrowings. The primary fuel ofcoal 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 forcooling water requirements. Sweet water requirement for Boilers andother plant equipment as well as drinking water shall be met from Yelerumain canal. Power is being evacuated from the station through 400 K.V.double circuit lines of APTRANSCO to Vizag Pooling Sub-Station atKalapaka.

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Doc. Ref: SMPP/5SM-01 TITLE: PLANT PROFILE



LOCATION : The address of the power station is :

NTPC Ltd., SIMHADRI THERMAL POWER PROJECTP.O. NTPC – SIMHADRIDISTT. VISAKHAPATNAMANDHRA PRADESH, PIN : 531 020

Paravada mandal in Visakhapatnam District of A.P. has the pride of beingthe location for Simhadri Thermal Power Project. The project isapproximately 40 Kms from Visakhapatnam city and is approachable byNH-5 via Elamanchili – Visakhapatnam road and further from Paravada toVadacheepurupalli by road. The nearest railway station is Duvvada on theHowrah – Chennai main line. The nearest Airport, Visakhapatnam isabout 32 Kms.

Presently NTPC-Simhadri has completed its 10 years of CommercialOperation. With this point in view, it has taken up Business Excellenceactivities and embarked upon implementation of Five-S in the Plant andTownship areas.

Out of a total envisaged capacity of 2000 MW, 1000 MW is alreadycommissioned and is supplying power to the state of Andhra Pradesh.

Simhadri Super Thermal Power Project (SSTPP) is certified toISO:9001, ISO 14001, OHSAS-18001 & SA-8001 by M/s. DNV. It hascreated history in the construction of power plants by synchronizing 500MW Unit#1 in 39 months.

SSTPP has implemented & sustaining the 5S Work Place ManagementSystem so as to provide a clean and systematic work place to itsemployees.

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

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Doc. Ref: SMPP/5SM-01 TITLE: PURPOSE, SCOPE

& 5S CONCEPTS



2.1 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 toimplement, maintain and improve the 5S work place management systemin their respective areas.

2.2 SCOPE :

The scope of 5S system covers the list of departments/sections as perAppendix-2. Additions or deletions in the list can be done with approval ofStation General Manager.

3.0 WHAT IS FIVE-S ?

Five S is a Japanese concept developed by Takashi Osaka. It consists offive steps to create a conducive work atmosphere involving participationfrom Top Management to grass root level employees.

It is the door step in the journey towards Business Excellence. Five-S is asystematic and rational approach to work place organisation andmethodical house keeping. Five-S gives us the cardinals of work placemanagement.

Five- S are :

1. SEIRI (Sorting out/ Segregation) - Sorting out useful and not-usefulitems 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 foreverything & everything always in its place.

3. SEISO (Spic and Span/Cleaning) - Thorough clean up of our ownwork place, as well as common passages/areas andmachines/equipment, etc. to ensure safety, hygiene & a bright workingarea.

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Doc. Ref: SMPP/5SM-01 TITLE: PURPOSE, SCOPE& 5S CONCEPTS


4. SEIKETSU (Standardization) - Systematizing 1S, 2S and 3S as aregular and standardized procedure. Standardization for 1S, 2S & 3Sin job processes as per nature of work, machines used and the workarea involved. This is ensured by establishing evaluation criteria andconducting periodical audits.

5. SHITSUKE (Self-discipline) - This means following the systems andadherence to set procedures. The idea is to sustain the Five-Spractice 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 thegateway 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 atthe work place.

4. Better time management and punctuality in performing work, whichalso eliminates mistakes and rework. No loss of time and energy inlooking for articles/documents, etc.

5. In scrutinizing the workplace, safety hazards come to notice and areeliminated.

6. A thorough scrutiny brings inventory also under review and helps ininventory control.

7. Positive change in the attitude and behaviour due to stress reductionand 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 theservices.

10. Conducive, clean and efficiently organised work areas not only makeemployees happy and better oriented towards work but also make avery good impression on the customers and visitors.

11. Projects visible demonstration of Department's Commitments toBusiness Excellence.

12. It puts us in a position to serve our customers better.

FIVE-S CAN BE IMPLEMENTED EVERYWHERE; EVEN IN HOUSE-HOLDS FOR A CONVENIENT AND CLEAN PLACE TO LIVE ANDWORK AT, IT IS PRUDENT TO TAKE UP THE FIVE S.

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Doc. Ref: SMPP/5SM-01 TITLE: PURPOSE, SCOPE

& 5S CONCEPTS

Effective Date: 01.08.2009 Revision: 0.1 Secion:0.0, Page of

28

3.2 STEPS FOR INSTITUTIONALIZING THE FIVE S :

1. Awareness Programme for Senior Executives.2. 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 promotionalactivities among them.

8. Step by step implementation of Five-S in all sections identified aszones and sub zones.

9. Periodical review and surveillance audit.10. Refresher training programmes.

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Doc. Ref: SMPP/5SM-01 TITLE: ROLES & RESPONSIBILITIES Effective Date: 01.08.2009 Revision: 0.1 Secion:0.0, Page

of 28

4.0 ROLES AND RESPONSIBILITIES :

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

4.1 GENERAL MANAGER :

He is the overall in charge of the station. He shall chair the BusinessExcellence Steering Council Meetings to review the implementation andprovide overall direction and guidance.

4.2 FIVE-S STEERING COMMITTEE :

The already existing Business Excellence Steering Committee of NTPC-Simhadri acts as Five-S Steering committee. The functions of theSteering Committee are as under :

1) The Business Excellence Steering Committee shall be the Chief

executing and reviewing agency for implementing and sustainingFive-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 extendrequired help. It shall also organize external surveillance audits as maybe necessitated from time to time.

4) The Business Excellence Steering Committee shall periodically review(every quarter), render guidance and extend required help. It shallalso organize external surveillance audits as may be necessitated from

time to time.5) The Business Excellence Steering Committee shall organize periodicalcompetitions like slogan, poster, essay, poems and quiz etc., on Five-Samongst the zones/sub-zones for better implementation andsustenance.

6) The Business Excellence Steering Committee shall recommendallocation of funds in annual budget, required for sustaining Five-Spractice.

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Doc. Ref: SMPP/5SM-01

TITLE: ROLES &RESPONSIBILITIES



7) The Business Excellence Steering Committee shall organize regularand refresher training programmes on Five-S periodically.

The Business Excellence Steering Committee shall meet once in threemonths. Provision shall be kept for Steering Council Meeting in GM'sMonthly Calendar by TS department and the meeting shall be coveredand co-ordinated by Business Excellence department.

The Business Excellence Steering Committee shall review progress ofimplementation of 5S, discuss constraints and provide resources asrequired. They shall also conduct internal audit of the departments so asto assess extent of 5S implementation.

4.3 DEPARTMENTAL HEADS :

The departmental heads are responsible to establish, implement andreview 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 beresponsible for fulfillment of 5S requirements and for mitigation of auditobservations, if any, in their respective areas.

4.4 BUSINESS EXCELLENCE DEPARTMENT:

Training and consultancy as required shall be arranged by BusinessExcellence. General awareness training shall be provided to allemployees. The coordinators and area council members shall beprovided with specialized training. General promotional activities likeliterature, posters, publicity through cable TV etc., required forpopularising 5S shall be arranged by Business Excellence. Monthlymeeting with Coordinators shall be convened by Business Excellence forfacilitation and dissemination of progress.

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TITLE: ROLES &

RESPONSIBILITIES


Revision: 0.1 Secion:0.0, Page

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Still photography of areas before and after 5S implementation shall bearranged by Business Excellence. The album of photographs shall beavailable with Business Excellence. The 5S Manual, which shall serve asthe central document, shall be prepared by Business Excellence for theapproval of the General Manager. Amendments to the Manual, asnecessary, shall also be made by Business Excellence for approval ofGeneral 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 theirareas in consultation with respective departmental heads. They shall besuitably trained on the 5S concept. They shall get adequate no. of AreaCouncil Members nominated by the departmental heads depending on thesize of the department and take their assistance in implementation of 5S.

Coordinators shall arrange to conduct self-audit of their areas with theassistance of Area Council Members and shall arrange to display the auditscores at departmental head's office. The Coordinators shall maintain 5SRegister pertaining to their areas in the format suggested in appendix-6.The Coordinators shall have freedom and authority to communicatedirectly with their departmental heads regarding 5S implementation.

4.6 AREA COUNCIL MEMBERS :

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

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TITLE: WORKPLACEMANAGEMENT SYSTEM


Revision: 0.1 Secion:0.0, Page

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5.0 5S WORK PLACE MANAGEMENT SYSTEM :

The 5S concept shall form the basis of all activities being undertaken ondaily basis in all places. Nomination for 5S Coordinators fromdepartments/sections shall be taken by Business Excellence and thenecessary office order shall be issued.

All areas will be covered by still photography prior to implementation of5S.This shall be arranged by Business Excellence.

5.1 SEIRI (SEGREGATION) :

The objective of Seiri is to distinguish between necessary andunnecessary items or activities and to get rid of unnecessary items oractivities.

Each department shall look around the workplace (Office, Work Site,Common Places etc.) and scrutinize each and every thing so as todetermine what is really wanted.

Items, which are not needed, shall be segregated. Frequency ofsegregation shall be identified.

A list of items, which are needed to be made. Similarly, another list ofitems not needed/segregated, to be made.

The segregated items shall be disposed by shifting to otherdepartment/section where these could be of use or sent to scrap.

Retention period of records shall be defined. If already done as arequirement under ISO 9000 / 14000, the same shall be indicated.

Unnecessary Calendars may be disposed. Table top displays may bereduced to bare minimum. However, displays, which are referred to everyday, may be kept.

Periodical checks are to be conducted : e.g. daily/weekly/fortnightly forTable Top/Drawers/Almirah/Racks/Documents/Equipments as well asarea/equipments etc. Take photographs of the work area and display thesame for showing improvements visually.

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Doc. Ref: SMPP/5SM-01 TITLE: WORKPLACEMANAGEMENT SYSTEM

Effective Date: 01.08.2009Revision: 0.1 Secion:0.0, Page of 28

5.2 SEITON (Systematic Arrangement ) :

The objective of Seiton is to establish a neat layout so that retrieval iseasy.

After segregation, each place will be left with necessary items only. Theseitems 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. Ifthere is any requirement beyond what is presently available, therequirement may be forwarded to HR department for procurement.

For the purpose of systematic arrangement in workplaces, racks, shelvesor stands of suitable size may be used. Some of these may be fabricatedas per requirement.

All items should be identified with labels, markings or boards for easyidentification. Labels for indoor applications may be computer print outspreferably. For site marking and labeling painted boards may be used.

All offices should have name plates / tripods as per entitlement and as perspecifications in Corporate identity manual for uniformity. These shall bearranged by HR, necessary follow up shall be done by BusinessExcellence.

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Painting of coloured strips on floor may be used for demarcation andidentification in Service Building Workshop, CHP.

1. Establish criteria for classification of items into different groups basedon :

(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 withmarkings and labeling as per type of item and storage requirement.

3. Keep table top neat and clean and put bare minimum visuals on thefront board.

4. Prepare two files – one as reference file - for regular referencedocuments, the other inspiration file - for personal documents likeposters/pictures, quotations etc., which you would like to keep at yourwork 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 anddirection 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 tomake and keep the work place clean.

All places shall be thoroughly cleaned. Cleaning shall include everythingavailable in the place including floors, furniture, ceilings, walls, equipment,toilets, corridors, etc.

The cause of generation of dust/trash/filth/foreign matter etc., may bestudied and understood. Having ascertained the cause of their generation,work orders as necessary may be raised for stoppage/minimization of thegeneration of dust/trash/filth/foreign matter etc. Efforts may be made tocheck 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 thecleaning work shall be intimated. If the type of cleaning or area to becleaned is not in the scope of the present contract, provision may be keptin the future contract so as to include the desired type of cleaning or areato be cleaned in the scope of the contract. In case cleaning frequency isnot adequate to keep the places clean, the same provision may be kept infuture contracts.

1. Identify type of cleaning, method of cleaning and periodicity of cleaningfor 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 toidentify source of generation of dust/wastage/safety hazard etc. andsuggest ways and means for their prevention.

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5.4 SEIKETSU (Cleanliness) :

The objective of Shitsuke is to maintain a state of cleanliness so thatvariations become visible for easy identification.

Parking areas will be labeled with painted boards for type of vehicle andwith 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 atthe locations. Empty extinguishers shall be refilled immediately after use.Inspection slip shall be available on the extinguishers with respect to dateof inspection and expiry. Personnel shall be trained on use of fireextinguishers.

Seiketsu will be possible through self-audits by the Co-ordinator along withthe Area Council Members. Frequency of such audits may beweekly/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 & 5may be used.

The audit score points shall be displayed at the office of the departmentalhead for his knowledge. The audit score board will be as per appendix-6.Upward score in subsequent audit indicates that 5S work placemanagement system is improving.

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The first internal audit by Business Excellence Steering Council shall bearranged after 2/3 rounds of self audits. The internal audits shall beundertaken 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 visualmanagement/convenience at work place.

3. Establish the check points on the basis of 1S, 2S & 3S for all areasincluding common areas like passages, toilets, Notice boards, etc.Decide frequency of checking and cleaning.

4. Evolve & Document your check sheet/sheets combining all pointswhich need to be checked and may describe specific method or tool,wherever required. This will be the documented system for regularlycarrying 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. This shall be arranged byBusiness Excellence.

Wearing of proper safety wear as per job requirement to be ensured bythe executive supervising work.

Inter departmental competitions shall be arranged to encourage activeinvolvement of all employees.

1. Follow the system created as a matter of habit and adhere to theestablished procedures.

2. Evolve management policy to sustain and spread the concept ofFive-S by organizing periodical audits, competitions like slogan, poem,poster & essay, etc., on Five-S and also house-keeping competitionsfor zones and sub-zones, periodically.

3. Develop training modules and conduct refresher programmes tosustain Five-S practice and to make it a way of life.

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

Changes, in overall consonance with Five-S practice, may be effected in themanual or checklist. The Manual can be amended by Business Excellence. Foramendment in checklist of individuals/zones, proposal of the Individual/Zonal Co-coordinator as approved by concerned HOD shall be sent to BusinessExcellence.

Functional utility of the manual/checklist may be periodically reviewed by theCore Committee based on suggestions/feedback and appropriateamendments/revisions may be affected.

All employees of NTPC-Simhadri, working directly or indirectly to implement theFive-S can also suggest changes for improvements and give their feedback onthis manual to Business Excellence, who may take-up the same with BusinessExcellence.

7.0 EVALUATION CRITERIA AND AUDIT :Evaluation and audit is to assess the status of Five-S implementation and tosustain it on long term basis. The criteria has been standardized for individuals,zones/sub-zones and also for total NTPC – Simhadri. Standard formats areplaced below :

1. A general checklist has also been enclosed for reference purposes atAppendix 4 & 5. Copy of this specific checklist duty filled in andauthenticated by individuals/Zonal Co-ordinator is to be available with the Co-ordinator.

2. All individuals and zone/sub-zone Co-ordinators will do self-assessment onregular basis. All employees will assess Five-S status of their work area andzone/sub-zone Co-ordinators for common work areas in their zones/sections,every month and submit the assessment sheet to Business Excellencethrough HOD.

3. Audit of NTPC Simhadri as a whole will also be conducted periodically.Assessment of NTPC – Simhadri for Five-S and some individual & commonlocations on random basis will be done as per the standardized norms bymembers of the Business Excellence Steering Committee nominated by the

Chairman of the Business Excellence Steering Committee. This audit will beconducted once in every quarter.

4. Bi-annual Surveillance Audits by appropriate external agency to be carriedout for two years initially and once every year thereafter, as may be finalizedby the Business Excellence Steering Committee.

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APPENDIX-1

BUSINESS EXCELLENCE STEERING COUNCIL

S.NO. DESIGNATION DEPARTMENT1. Business unit Head Chairman2. Head of Business Excellence Member Secretary3. Head of Stage-II Member4. Head of O&M Member5. Head of Maintenance Member6. Head of FM Member7. Head of MTP Member8. Head of EEMG Member9. Head of Operation Member10. Head of TS Member11. Head of CCD Member12. Head of C&M Member13. Head of IT & Comm. Member14. Head of F&A Member15. Head of HR Member16. CMO Member17. Head of CSR Member18. Head of Vigilance Member19. Head of Safety Member

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APPENDIX-2

BUSINESS EXCELLENCE DEPARTMENT

Departmental 5-S Coordinators

S.NO. NAME (S/SH) DESIGNATION DEPARTMENT1. S. Palanichamy Supdt. MTP2. K. Laxmaiah Dy.Supdt. FC3. NSP Rao Supdt. EM4. V.B. Raju Sr.Mgr. EEMG5. S.Kanta Rao Dy.Supdt. OPN6. J.V. Subba Rao Mgr. Chemistry7. Ch. Ravi Kant Sr.Mgr. Erection8. Y Srinivasa Rao Mgr. IT & Commn9. Mrs. P.N. Jyothi Manager FES10. K Raghavan Dy.Manager TS11. K. Venkateswara Rao Sr.Manager FQA12. Y Syupriya Officer HR13. B. Venkateshwar Sr.Manager F&A14. GNP Rao Dy.Manager C&M15. T.Satyanarayana Sr.Mgr. Civil-MP16. G.Srinivasa Rao Dy.Manager Safety17. Dr.P.S.Govind Sr.Spl(O&G) M&HS18. ABSSN Murthy Sr.Mgr. Civil – T/S19. A. Prabhakar Dy.Manager BE

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APPENDIX-3

DEPARTMENTAL 5`S’ REGISTER

COVER PAGE

DEPARTMENT / SECTION

NAME OF CO-ORDINATOR

NAME OF AREA COUNCIL MEMBERS

INDEX

SN. NO. D E S C R I P T I O N01 Audit Sheet(s) of the Department / Section02 Audit frequency03 Audit date / Council meeting minutes04 Responsibility chart of Area Council members05 Liquidation of problems detected during Audit06 Periodicity of job rotation of area council members

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

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APPENDIX-4

(Total 2 pages)

FIVE `S’ AUDIT SHEET (OFFICE)Date :

Department/ Section : / Area _______________________

Marks : ____________ ; Previous Marks : __________

SN CHECKING ITEM EVALUATION CRITERIA M A R K S1 2 3 4 5

1 Lockers, File,Cabinets, Almirah,Side racks

i) No irrelevant material keptii) Proper arrangementiii) No loose paper kept in the fileiv) Filing index

2 Desks

i) Papers placed below the glasstopii) Prefixed location fortelephone, desk calendar, tray,etc.iii) Proper arrangement of itemsin table drawersiv) No irrelevant paper to be keptin trayv) Standard paper weight to beused

3 Standard for disposal Standards to be fixed fordisposal of documents(Retentionperiod of records defined)

4. VisualControl

i) Irrelevant items or documentscan be identified at a glance.ii) Calendar and all visualdisplays of the room should beupdated.iii) Prefixed location for tools,instruments.iv) Prefixed location for fist aidbox.

5. Storage labels Labeling of lockers, file cabinets,almirah for immediateidentification

6. Labels fordocuments

Everything is clearly identified.

7. Orderly storagei) Everything is stored in adesignated place.ii) Old records are kept withproper identification.

8. Aisles and Displayareas

All dividing lines and noticeboards are clearly indicated.

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SN CHECKING ITEM EVALUATION CRITERIA M A R K S

1 2 3 4 59. Floor i) Condition of floor

ii) Cleaning of floor10. Dust and Dirt Windows, window sills and

shelves, corners of the wall,

ceiling, grill etc. are clean.11.

Waste basketi) Prefixed location for waste box.ii) System for getting rid of wastepaper

12 Cleaning i)Cleaning of name plate anddoor closer.ii)Distemper condition andfrequently to be decidediii)Fans, tube lights are properlycleaned.

13 Ventilation i)Ventilation system is proper, airis clean and odorless

14 Lighting(Electrical) i)Electrical fitting are properly

maintainedii)Angle and intensity ofillumination are proper.

15 Furniture Condition of table & chair16. Toilets i)No water leakages

ii)No foul odoriii)Ventilation system is properiv)Clean

17 Tea kiosks i)No foul odorii)General cleaning and neatness

18 Participation Participation of all employees in5S activities

19 Retrievability Retrievability of required items inone minute

20 Rules All rules and regulations arestrictly observed.Total

Area Council Member Co-ordinatorName & Signature Name & Signature

1 = Very Bad ; 2 = Bad ; 3 = Average ; 4 = Good ; 5 = Very Good

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APPENDIX-5(Total 2 pages)

FIVE `S’ AUDIT SHEET (PLANT)Date :

Department/ Section : / Area _______________________

Marks : ____________ ; Previous Marks : __________

SN CHECKING ITEM EVALUATION CRITERIA M A R K S1 2 3 4 5

1 Parts & Materials

i) Stocked spares/parts at workplaceii) Proper identificationiii) Proper place to be assignedfor

(a) To be repaired (b) To be

replaced (c) Disposable &defective items.

2 Machine &Equipment

i)Labeling of equipment.ii) Affixing of danger mark at allunsafeiii)Whether proper guards areplaced.iv)Equipment are kept clean.

3 Visual Control All unnecessary items can bedistinguished at a glance.

4 Standard for disposal There are clear standard fordisposal

5 Storage labels

i)Stocking and storage are at

prefixed locationsii)Stocking of items in almirahsand tool boxesiii)Labeling of lockers andalmirahs for immediate retrievaliv)Size of storage space islimited with clear indication forminimum & maximum quantity

6. Ease of use Storage is designed for easy andfaster access

7. Orderly storage Everything is stored indesignated location

8. Aisles and display

areas

All dividing lines, pathways and

notice boards are clearlydemarcated.

9. Floors

i)There are no grooves, cracks orbumps on the floor which hinderwork or safety.ii)The floor is always clean(bolts,nuts, components papers andother materials are not found onthe floor)

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APPENDIX-7BUSINESS EXCELLENCE DEPARTMENT

DO’s AND DON’Ts FOR 5`S’ IMPLEMENTATION

DO’s 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 rootcause 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 underproperly labeled folders.

DON’Ts : Don’t keep calendars, greeting cards, pictures, list of holidays, etc. under

your table-top glass. Use a reference file for this purpose. Don’t throw waster-paper here and there. Put them in a dustbin. Don’t hang posters, calendars, etc. on the wall in a haphazard manner.\ Don’t stick circulars etc. on the walls. Post them only on designated

notice boards. Don’t keep Almirahs on the corridors. Don’t touch the walls, doors, etc. when your hands are dirty. Don’t stick labels directly on the Almirahs. Don’t throw cotton waste, used oil, electrical cable/metal pieces on the

floor. Don’t park vehicles on the road in a haphazard manner. Keep them in

parking space only. Don’t allow cycles to be brought near plant equipment/machinery..