PROJECT REPORT ON

5S practice is an essential & effective instrument for world class organization-A case study on Minerals Technologies India Pvt Ltd (MTIPL).
Submitted By

Ashisa Kumar swain

Roll RG/2011/1010885/CL
Project Report Submitted In Partial Fulfillment of the Requirements for the Award of the Graduate Diploma In Materials Management Under Indian Institute Of Materials Management.

No-

2013
Under The Guidance of

Sri Rajesh Dash

Faculty Member-IIMM-Kolkata Branch

Indian Institute of Materials Management

CERTIFICATE OF ORIGINALITY

This is to certify that the project 5S practice is an essential & effective instrument for world class organization-A case study on Minerals Technologies India Pvt Ltd (MTIPL). is an original work of the student and is being Submitted in partial fulfillment for the award of the Graduate Diploma In Materials Management Under Indian Institute Of Materials management. This report has not been submitted earlier either to this university or to any other university/ institution for the Fulfillment of the requirement of a course of study.

Signature of the Supervisor Signature of the Student Place: Date:

Place: Date:

DECLARATION
I do hereby declare that the dissertation submitted by me to INDIAN INSTITUTE OF MATERIALS MANAGEMENT, in partial of my own and it is not submitted to any other institution or university at any time before. Ashisa Kumar Swain Roll No. RG/2011/1010885/CL Date : At-Gobindpur P.O. Somepur Dist Jagatsinghpur 754130(ODISHA)

ACKNOWLEDGEMENT
Preparing a project of this nature is a tough work and I was fortunate enough to get support from the Minerals Technologies India Pvt Ltd authorities to whom I shall ever remain Grateful for their cordial cooperation. I owe my profound gratitude towards Sri. Rajesh Dash, Faculty member at IIMM-Kolkata, and my project guide, for his guidance and whole hearted support and motivation towards the completion of the project. I am thankful to the staffs and teachers of IIMM-Kolkata and my friends, those, who helped and motivated me for the preparation of the dissertation. Finally my deep gratitude from the core of my heart to my parents who always encouraged and supported me for the completion of my Master Degree.

Ashisa Kumar Swain

CONTENTS
CHAPTER 1 INTRODUCTION
Rationale for the study Objective of the study Research Methodology to be used for carrying out the study Limitation and Direction for future Research

EXECUTIVE SUMMARY This report provides description and analysis of 5S application in the industry of hotels. In this report, brief history of 5s is presented and then the importance of 5S is highlights in 5-star hotels as for being one of the important key drivers to reduce wastes, increase customer satisfaction and employee satisfaction and motivation. This report has touched different dimensions which belong to the topic such as, a brief account of the hotels background is presented, nature, objectives and aims of the report, obstacles that we have faced during study, data analysis, sources, references and finally conclusion. We have presented data analysis of four different 5-star hotels namely, Avari Tower, Sheraton, Pearl Continental and Marriott. The purpose of this project was to understand the 5S application in practical life and how it can be improved. This report aims at understanding how 5S application has its impact on hotel s environment. In the end; an attempt has been to enable every reader will be able to have a comprehensive view of the application of 5S application in the 5 star hotels. We were given the opportunity to learn much about practical application in various hotels. We feel that this knowledge will be helpful in future work terms, and in our careers.

PREFACE

A key tool in lean manufacturing is the 5S housekeeping and it is applied in manufacturing and also service industry. 5S application is not just bout to industries and service sector; it can also apply in our daily lifes to maintain a clean environment. For example: we can apply 5S in our kitchen, room and in every area of home to maintain a clean environment. 5s requires individual enthusiasm about cleaning and maintaining his things on the contrary traditional housekeeping only done occasionally on special events whenever guest arrived or any special events. The benefit of 5s is that whenever we want to find anything, it will be easy to find if we arrange everything in a systematic manner, which reduces occurring of any delays. We can all maintain 5S in our home, offices by just removing unnecessary things arrange necessary things in a systematic manner, cleaning, standardizing and make it as a habit. 5S is very useful in kitchen. I have observed in my home, my mother pick out all necessary utensils and all food items for cooking on one counter and place these items in such a manner that it would allow easy access to her at the time of cooking. After cooking she uses to clean all tins of sugar, salt and utensils and then put these things in cabinet/cupboard. This requires large efforts but when you apply it, than you come to know about the benefits of 5S!!!!! REALLY!!!!

CHAPTER-1 INTRODUCTION: 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 program 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 high quality workplace. Its result is the effective organization of the workplace, reduction of works environment, elimination of losses connected with failures and breaks, improvement of the quality and safety of 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). 5 S means 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 (raw materials and materials), nonconforming products, and damaged tools. 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 rules 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 (in the workplace)? 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. B) 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. C) 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 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. Seiton (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. Set in order Especially important is visualization of the workplace (eg. 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.). Implementing the 2S rule [3]: 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 specialistic tools? Are all transport palettes storaged 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 operators 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. Seiso (shine, cleaning, removing of wastes, dust etc.). 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. 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 oils 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? Seiketsu (standardize, constant place for things, constant rules of organization, storage and keeping cleanness). Allows 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.

4 S Standardize: 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. Shitsuke (sustain, automatic realization of above-mentioned rules). Refers to maintaining standards and keeping the facility in safe and efficient order day after day, year after year. Implementing the 5S rules should begin from trainings of productive workers in the range of the 5Ss elements and advantages from their usage. It is important that all participants of trainings will understand the need of using the 5S rules on the own workplace and will agree on the changes. During trainings it is essential to train the usage of all rules on the clear example, so that every participant can understand the methodology of realization of the 5Ss elements. Very important fact is that these rules do not refer only to the productive positions, but also refer to the warehouse, office positions and others.

5 S Sustain 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. Implemented and in consequence the great changes have appeared 1 S: things were sorted on necessary and unnecessary, unnecessary things were removed, workplaces were released from the disturbing things, 2 S: all things to quick usage were properly arranged, the time of preparing the workplace was shortened, 3 S: machines are maintained in cleanness, conditions of work are tidy and safe, 4 S: all obligatory rules in the company are obeyed (procedures, instructions, regulations, orders), 5 S: self-control, cooperation in team solving the problems, proceedings is in accordance with decisions. In the aim of execution the inspection of the 5S rules activity it is used so-called Check List once a term.

 RATIONALE FOR THE STUDY: 5S is the name of a workplace organization method that uses a list of five Japanese words: seiri, seiton, seiso, seiketsu, and shitsuke. Transliterated or translated into English, they all start with the letter "S". The list describes how to organize a work space for efficiency and effectiveness by identifying and storing the items used, maintaining the area and items, and sustaining the new order. The decision-making process usually comes from a dialogue about standardization, which builds understanding among employees of how they should do the work. The basic purposes of 5s are: A safety working environment. It increases productivity. It strengths the team spirit. It improved the quality.

It the key factor for Cost saving. Personal Growth

. Literature Review
Competitive strategy is about being different; it means delivering a unique mix of values. Some of the major competitive dimensions that form the competitive position of an organisation are: cost, quality, customisation, delivery speed, and delivery reliability (Stevenson 2009). To stay competitive, organisations deal with these dimensions on a daily basis in offering a mix of products and services. Among the quality tools used to achieve competitive advantage, the 5S methodologies play an important role facilitating the introduction and development of other improvement philosophies (Ho 1999a, Liker 2004, Liker and Hoseus 2008). In a study of the Toyota Production System (TPS), Liker (2004) explains:
On a daily basis, engineers, skilled workers, quality specialists, vendors, team leaders, and . . . operators are all involved in continuous problem solving and improvement . . .. One lean tool that facilitates this teamwork is called 5S. (p. 36).

In Toyota, 5S sets the standard for the first step of problem solving, and it is the foundation for setting a proper work environment for all team members. Liker and Hoseus (2008) explain Often someone from Toyota will go to a supplier and ask them to do 5S (p. 161). Ansari and Modarress (1997) discuss that Boeing pursues 5S as a
*Corresponding author. Email: balidaee@bus.olemiss.edu
ISSN 00207543 print/ISSN 1366588X online _ 2010 Taylor & Francis DOI: 10.1080/00207540903382865 http://www.informaworld.com

world-class strategy. Boeing uses 5S as a tool for safety process improvement. Osada (1991) defines 5S as the baseline for a total quality environment. Melton (2005) considers 5S as one of the tools and techniques within the lean system. In a recent study of pull and lean systems, Hopp and Spearman (2004) explain:
According to Ohno (1998), the Toyota Production System rests on . . .: (1) autonomation and (2) just-in-time production (JIT) . . .. [TPS] also promoted 5S, . . . aimed at achieving Autonomation and Visual Control. (p. 134).

For recent discussions on 5S and other tools and techniques within the lean system, also refer to Browning and Heath (2009), Julien and Tjahjono (2009), Suarez-Barraza et al. (2009), and Thomas et al. (2009). In TPS, 5S is a tool to help make problems visible and can be part of the process of visual control of a well-planned lean system (Hirano 1995); visual control systems are about improving value added flow (Liker 2004). In a recent study of 15 manufacturing companies plus Nissan Motor Manufacturing UK Ltd (NMUK) as identified exemplar, Herron and Braiden (2006) consider 5S as one of the most relevant tools for implementing lean manufacturing. Schonberger (2007) identifies 5S as a component of TPS, and TPS a constituent part of Japanese production management (JPM). Van Iwaarden et al. (2008) contemplate 5S as a prerequisite for implementation of six sigma. Durmusoglu and Nomak (2005) establish that cellular manufacturing systems require flexible labour, and in order to enhance the people involvement, training in 5S is required. Kulak et al. (2005) conclude that One of the major reasons for failure in the lean journey is the lack of institutionalization of 5S activities . . .. One way to insure the success of lean transition is to ensure the workers participation in 5S activities (p. 775). Ahuja and Khamba (2008) identify 5S as a tool to analyse and solve the equipment and process related problems which arise in total productive maintenance (TPM). Ahmed et al. (2005) present a systematic implementation-framework coupled with TPM, ecology oriented manufacturing (EOM) and 5S; and shows that the model enhances the accomplishment of organisational objectives beyond the equipment maintenance-subsystem goals and add an

array of benefits in the value chain across the various functional areas. Farris et al. (2009) consider 5S as a critical success factor for human resources outcomes in kaizen. Bullington (2003) and Scherrer-Rathje et al. (2009) emphasise on 5S as a lean tool both at shop floor and supply chain. Finally, Pil and Fujjimoto (2007) discuss 5S as a DNA part of TPS. The 5S practice is broadly used by manufacturing and service industries. Osada (1991) developed the original concept of the 5S practice; he considers that this is valuable practice for everyday life, 5S engages improvement activities in any environment, including homes, schools and workplaces. The name of the practice arises from five Japanese words that constitute the implementation phases. Seiri, seiton, seiso, seiketsu, and shitsuke are the original words and have been referred to as the five keys to a total quality environment, when translated to English they mean organisation, neatness, cleanliness, standardisation, and discipline, respectively. Several English translations of these Japanese words have been used in the literature by different authors (Warwood and Knowles 2004). In an analysis of application of the 5S concept as a business improvement strategy in Japan, the UK and the US, Kobayashi et al. (2008) explain:
Literature suggests . . . two major frameworks for understanding and applying 5S . . ., one proposed by Osada (1989, 1991), the other by Hirano (1995, 1996) .. . . 5S is widely understood in Japan as a method of improving lifestyle (Osada 1989). In Japan, the practice of 5S is . . . a group of . . . activities that shape basic morality and ethics in the workplace, at school, and in the home (De Mente 1994). (pp. 245246). 7064 J.H. Ablanedo-Rosas et al.

Hirano (1995, 1996), on the other hand, develops an alternative version of 5S during the same period as Osada, but with a more practical focus. Hirano (1996, p. 28) explains the significance of 5S as a tool for corporate survival that enables just-in-time (JIT) production, rather than a way of guiding action. In summary, Osada views 5S as a strategy for organisational development, learning and change, whereas Hirano (1996) considers 5S as an industrial formula that differentiates a company from its competitors (Kobayashi et al. 2008). In a study of implementing 5S within a Japanese context as an integrated management system Gapp et al. (2008) emphasise A primary objective of practising 5S is to maximise the level of workplace health and safety in conjunction with increased productivity (p. 567). Since its introduction, the 5S practice has been identified as a foundation to more rigorous quality improvement programmes (Ho and Fung 1994, 1995; Ho 1997, 1998, 1999a, 1999c). The 5S practice has been used to improve the physical environment and the industrial management processes as well. Brown (1996) cites The incorporation of 5S . . . efforts into many quality programs symbolizes the increasing interest in physical attributes of the operating environment and their effects on employee safety, health and well-being (p. 160). The 5S implementation requires commitment from both the top management and everyone in the organisation. The 5S practice requires significant investment in time and if properly implemented it has a huge impact on organisational performance (Ho 1999a; Liker 2004; Liker and Hoseus 2008). Ho (1999b) has developed an auditing system to measure the performance of 5S practices. In a recent study, Pheng (2001) presents an integration and correspondence of the 5S principles with ISO 9001:2000. Ho (2006) introduces the 5S practice as the first step to achieve TQM, ISO 9000, ISO 14001, and OHSAS18001; additionally, Ho (2006) shows a joined 5S and six sigma application. Furthermore, 5S has been identified as part of the green productivity techniques (Johannson 2006, pp. 320). There is no doubt about the benefits of the 5S in practice. However, there is not any extensive research about its implementation, and obstacles to keep the 5S practice going everyday. Liker (2004) emphasised that:
the fifth S, sustain, is arguably the hardest . . .. This effort requires a combination of committed management, proper training, and a culture that makes sustaining improvement a habitual behaviour from the shop floor to management. (p. 36).

There are only a few studies about industry experience of the 5S practice. Ho et al. (1995) surveyed 3000 companies in the UK and 200 in Japan, the results proved that 5S is an important base for TQM success. Ho and Cicmil (1996) presented two cases where the 5S practice showed to be a good basis for quality circle activities. Ho (1999a) presented a 5S auditing approach in 10 examples from the manufacturing and service sector. Nwabueze (2001) identified leadership style to implement 5S as support to a TQM model in the UK National Health Service. Warwood and Knowles (2004) applied a survey to

26 manufacturing and services organisations in the UK, where just 15 of them were practising the 5S principles. Implementation cases in standalone industries are as follows. Hubbard (1999) describes implementation in a manufacturing company where 5S is a foundation for continuous improvement. OhEocha (2000) presents a case in a manufacturing company where the 5S practice is seen as a technique to improve environmental performance and health and safety standards. Pheng and Khoo (2001) show how the 5S principles were applied to
International Journal of Production Research 7065

enhance team performance setting management and staff personnel in a common organisational objective. Bryar and Walsh (2002) present a case in a management consultancy and training business; they report that the 5S practice was part of the strategic business plan. Melton (2005) discusses benefits of lean, in particular 5S, in process industry. Kumar et al. (2007) perform an implementation study in a manufacturing company operating in India with the aim to analyse the financial performance of the 5S. Pal and Byrom (2003) analyse application of 5S practice in retail operations. Several 5S successful applications have recently been reported in health care (Printezis and Gopalakrishnan 2007, Withanachchi et al. 2007, Gabow et al. 2008). In a recent paper, Herron and Braiden (2006) develop a model to direct and generate productivity improvement in a group of manufacturing companies, and consider 5S as some of the most relevant tools for implementing lean manufacturing. Quality systems have different interpretation, implementation, and performance; they vary from country to country, from community to community, or even from organisational culture to organisational culture (Maull et al. 2001). Recent studies (e.g., Gapp et al. 2008, Kobayashi et al. 2008) show the different ways in which the 5S practice has been interpreted and implemented in different national cultures. Japanese organisations see 5S as having two components, the first being a high level management and organisational system that has a complex and philosophical meaning. . . The second is the provision of a management portfolio of tools (Gapp et al. 2008, p. 576). Western cultures, specifically the UK and the US, see 5S as a technique or tool (Kobayashi et al. 2008, p. 260). The aim of this research is to understand the interpretation, implementation experience, empirical relationships, and ongoing challenges of the 5S practice in a small cluster of manufacturing and service organisations located in Hidalgo State, Mexico. The surveyed organisations, immersed in a Western culture, play an incipient role in one of the most important global markets defined by the North American Free Trade Agreement (NAFTA). In the next section we present the research methodology, and then we present research questions as 19 hypotheses with their corresponding analyses and discussion. Finally, we present conclusions and future research.

Rational of THE STUDY Due to some limitations/obstacles we mentioned earlier, we found other possible alternatives to do research on our report: a) Interviews, questionnaires (email, in-person) and observations of the officers/managers/employees in the Five Star Hotels regarding the 5S application. b) The second alternative is to wholly depend on secondary data that is easily available on internet etc. c) The third and last option is that we can use both alternatives together. OUR APPROACH: We pick the option c, because of following reasons:

a) Secondary data saves time, efforts and expenses. It helps to make primary data collection more specifies, since with the help of secondary data, now we are able to make out what are the gaps and deficiencies and what additional information needs to be collected. b) The accuracy of secondary data is not known and sometimes it may be outdated. For this reason we took interview of such persons (managers) who have ability to provide information which can be useful to us for our term report.

CHAPTER - Vi METHODOLOGY The aim here is to define how we conduct research, how the research is design, the data collection and how we analyze procedure. RESEARCH PROCEDURE The Descriptive or Exploratory research was needed to analyze the data and to draw understanding to from recommendations for improvement of the system. Data was available in the form of Secondary data, journals, research reports and presentations on the topic, guidelines, books and articles. Subject: We choose four five star hotels for the purpose of conducting research on the application of five S housekeeping in four major hotels. Two hotels (SHERATON AND PC) located in some area and have very tough competition and other two (MARRIOTT AND AVARI) are located at different areas. During our subject research we visited the selected department that has assigned to us (restaurant, shopping area and reception) of every selected hotel. We collected the data by interviewing the manager of housekeeping department and the employees managing the housekeeping process. We also observed by our self that how they maintain and sustain the 5S program. For observation we see that hotels are clean and tidy and there is a peaceful environment. In Sheraton, Zaheer Khatib gives very useful information to use which helps in making our report. In Pearl Continental, Saeed Akram gives us precious time. Finally in Avari tower, Saad Abbasi has shared his expertise about the whole process of housekeeping department. In Marriott; fawad afzal khan gave us his precious time. Primary and secondary research has been undertaken through questionnaire and survey forms as per requirements. Primary data has been collected through face to face interviews; we also conduct survey from selected peoples in order to know the customer ratings of our targeted hotels, whereas secondary data will be gathered through magazines and internet. The study carried out is under a systematic, objective and controlled condition FORMULATION OF HYPOTHESIS: We have conducted exploratory and descriptive research. EXPOLATORY RESEARCH: In this research, researcher begins with ideas about the possible causes of phenomena and explores a setting and phenomena. The exploratory work provides background information needed to plan exploratory research. 17 | P a g e

DESCRIPTIVE RESEARCH: In this research, researcher does not begin with hypothesis. It describes the present status of people, attitudes and progress. It was done by collecting data which was needed for topic and by describing the phenomena to form conclusion. SOURCES OF DATA COLLECTION: Some sources for collecting data are used to form hypothesis a) Personal interviews b) Questionnaire c) Discussions d) Articles QUESTIONAREE: This method is very popular. First we make our questionnaire than we sent it to the designated manager of hotels with a request to answer the question. They read the questionnaire and give us an appointment to come and visit the department. Another type of questionnaire survey we have conduct to know the customer rating on the basis of quality, performance and clean environment etc DISCUSSIONS/WORKSHOPS: First we set the time for discussion with our group members, we went for taking an interview after that we discuss with each other that how we can apply 5S in hotels ARTICLES: We have selected few articles on our topic of 5S through internet. The names and website are given in bibliography. PERSONAL INTERVIEW: We first went to hotels to take an appointment than we visited again to conduct an interview with managers who have the ability to describe the process and benefits of 5S. Than we have visited the reception and restaurant that how they applying 5s in practical and now we are able to analyze the application of 5s housekeeping. SAMPLING: Cost is one main factor which prohibits in studying the entire sector of hotels. We limit our research to four hotels, because it requires enough time and money to conduct the interview. First we went for appointment after that we went to take an interview which also involves transportation cost. Therefore we bound to only four hotels. A) POPULATION: a population is defined as all members that are described by the characteristics selected by the researcher. The target population for our research report is segmented in to two categories: The managers working in Marriott, Avari, pc and Sheraton 18 | P a g e

 And group of people from which we conducted survey

Sample: A Sample is the representative of the population under study but is a part of the total
population. B) SAMPLE SIZE: In this study, our sample of the population is 4 respondents that are managers and 20 respondents from which we conducted survey. C) SAMPLING TECHINIQUE: The non-probabilistic sampling was of concern in this study. There are various types of Non-probabilistic techniques: o Convenience Sampling. o Snowball Sampling. o Purposive Sampling. o Quota Sampling. In this study convenience sampling and snowball sampling were used. D) UNIVERSE: In this study the universe is limited to managers of housekeeping department of Marriott, PC, Sheraton and other personnel related to cleaning, maintaining some assigned areas. In Sheraton they only give appointment of one manager of housekeeping department, which limits our study to obtain more information. In Marriott fawad afzal khan has enlightened us with knowledge about housekeeping department finally in avari, Saad Abbasi has shared his expertise about the whole process of housekeeping department. RESEARCH TOOLS: In our research, we have used questionnaire, interview and observation as an instrument for evaluating the four hotels. Questionnaire is based on the theory and most questions are continuous in type. After the completion of visits we analyzed our questionnaire and compared the remarks of all the group members that how we have collected data for four hotels. INTERVIEW SCHEDULE: The questions asked from the respondents were given at Appendix-I. However, as a result of face to face interview, we got detailed information about their experiences and opinions. It is also effective for our report because it clarifies our ambiguities due to face to face interview with designated manager. FIELD WORK: The interviews were conducted between 26 to 29 March, 2012 and mostly when the respondents had some relaxed time from their busy office schedule. ORGANIZATION OF DATA: Research design, sample design and field work are under taken to obtain the data that will yield desired information to draw inferences, conclusions, recommendations We finally organized and arranged the data that we got from interview, questionnaire, and articles on 5s. 19 | P a g e

We organized and arranged data into 3 steps 1) We conducted interview and asked questions to the officials in order to collect useful information. The questionnaire was designed in a manner so they do not become offensive to them and we can draw conclusion and recommendation from them easily. 2) We asked them about their historical data so we can analyze past and present differences. 3) We also gather information from HBR articles and videos on YouTube.

RESEARCH METHODOLOGY TO BE USED FOR CARRYING OUT THE STUDY:

The following Research Methodology has adopted to Carry out the Study: A. Nature of data to be collected: Most of the data that has been collected under the study related to : Introduction to Minerals Technologies India Pvt Ltd Company Profile Business activities of Minerals Technologies India Pvt Ltd. Mission and vision of Minerals Technologies India Pvt Ltd. 5S practices at Minerals Technologies India Pvt Ltd. office, warehouse & Project sites at various steel plants in INDIA. Annual Report of the organization B. Data Sources : The primary and secondary data has been collected from following sources: Primary data sources: The personal visit to Minerals Technologies India Pvt Ltd-Kolkata. Discussion with Minerals Technologies India Pvt Ltd officials Through questionnaires given to respondents.

Secondary data sources: Literature search about Minerals Technologies India Pvt Ltd. Official Records of Minerals Technologies India Pvt Ltd. Published papers from Journals, Magazines, Books, Newspapers and Internet Periodical Publications of Minerals Technologies India Pvt Ltd. Annual Reports of the organization under study. C. Data Collection Methods : Data has been collected in the standard tabular format using following methods: Observation Method (Personal visit by the Research Scholar).

Questionnaire Method (Structured and Unstructured). Mailed Questionnaire Method to experts (Structured).

D. Tools and Techniques of Data Analysis : The tools and techniques that has been used for data analysis /interpretations are: Tabular presentation of data (Numeric). Bar chart and pie-chart presentation of collected primary and secondary data. Calculation of various percentages related to 5s practice. E. Sampling : Sampling has been carried out at the organization taken under study size. Data sampling related to Training and Development has been thoroughly analyzed. Sample size has been taken 100 for the study.

LIMITATION AND DIRECTION FOR FUTURE RESEARCH :

The present study has the following limitations: This study area has been confined to the Minerals Technologies India Only. Some of the respondents cant fill the questionnaire due to lack of time. The outcome or the suggestions are only applicable to the organization under study. The study is only a reference material for