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PROJECT REPORT ON5S practice is an essential &

effective instrument for world classorganization-A case study onMinerals Technologies India Pvt Ltd(MTIPL).

Submitted By

Ashisa Kumarswain

Roll No-

RG/2011/1010885/CL

Project Report Submitted In Partial Fulfillmentof the Requirements for the Award of theGraduate Diploma In Materials ManagementUnder Indian Institute Of MaterialsManagement.

2013

Under The Guidance of

Sri Rajesh DashFaculty Member-IIMM-Kolkata Branch

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Indian Institute of Materials Management

CERTIFICATE OF

ORIGINALITY

This is to certify that the project5S practice is anessential & effective instrument for world classorganization-A case study on Minerals Technologies IndiaPvt Ltd (MTIPL). is an original work of the student and is beingSubmitted in partial fulfillment for the award of the Graduate

Diploma In Materials Management Under Indian Institute OfMaterials management. This report has not been submitted earliereither to this university or to any other university/ institution for theFulfillment of the requirement of a course of study.

Signature of the SupervisorSignature of the Student

Place: Place:Date: Date:

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DECLARATION

I do hereby declare that the dissertationsubmitted by me toINDIAN INSTITUTE OF MATERIALS MANAGEMENT, in partial of my ownand it is not submitted to any other institution or university at anytime before.

Ashisa

Kumar SwainRoll No.

RG/2011/1010885/CLDate : At-Gobindpur

P.O. SomepurDist Jagatsinghpur

754130(ODISHA)

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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 Ltdauthorities to whom I shall ever remain Grateful for their cordial cooperation.

I owe my profound gratitude towards Sri. Rajesh Dash, Facultymember at IIMM-Kolkata, and my project guide, for his guidance and wholehearted support and motivation towards the completion of the project.

I am thankful to the staffs and teachers of IIMM-Kolkata and myfriends, those, who helped and motivated me for the preparation of thedissertation.

Finally my deep gratitude from the core of my heart to my parentswho always encouraged and supported me for the completion of my MasterDegree.

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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

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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 oneof 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 facedduring study, data analysis, sources, references and finally conclusion.

We have presented data analysis of four different 5-star hotels namely, Avari Tower, Sheraton, PearlContinental 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

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A key tool in lean manufacturing is the 5S housekeeping and it is applied in manufacturing and alsoservice industry. 5S application is not just bout to industries and service sector; it can also apply in our

daily life s to maintain a clean environment. For example: we can apply 5S in our kitchen, room and inevery 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 eventswhenever 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 arrangeeverything 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 thingsin 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),

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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 ordiscarded. 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 helpsto 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

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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

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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.

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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 theform 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 afterthat, usage gives them possibility of understanding the essence and

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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

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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.

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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

http://en.wikipedia.org/wiki/Japanese_languagehttp://en.wikipedia.org/wiki/Transliterationhttp://en.wikipedia.org/wiki/English_languagehttp://en.wikipedia.org/wiki/Japanese_languagehttp://en.wikipedia.org/wiki/Transliterationhttp://en.wikipedia.org/wiki/English_language

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.

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 organisationare: cost, quality, customisation, delivery speed, and delivery reliability (Stevenson2009). 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 competitiveadvantage, the 5S methodologies play an important role facilitating the introduction anddevelopment of other improvement philosophies (Ho 1999a, Liker 2004, Liker and Hoseus2008). 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 . . .. Onelean 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 thefoundation for setting a proper work environment for all team members. Liker andHoseus (2008) explain Often someone from Toyota will go to a supplier and ask themto do 5S (p. 161). Ansari and Modarress (1997) discuss that Boeing pursues 5S as a*Corresponding author. Email: balidaee@bus.olemiss.eduISSN 00207543 print/ISSN 1366588X online

_ 2010 Taylor & FrancisDOI: 10.1080/00207540903382865http://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) autonomationand (2) just-in-time production (JIT) . . .. [TPS] also promoted 5S, . . . aimed at achievingAutonomation 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 andcan 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 recentstudy of 15 manufacturing companies plus Nissan Motor Manufacturing UK Ltd(NMUK) as identified exemplar, Herron and Braiden (2006) consider 5S as one of themost relevant tools for implementing lean manufacturing. Schonberger (2007) identifies 5Sas 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 ofsix sigma. Durmusoglu and Nomak (2005) establish that cellular manufacturing systemsrequire flexible labour, and in order to enhance the people involvement, training in 5S isrequired. 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 successof lean transition is to ensure the workers participation in 5S activities (p. 775). Ahuja andKhamba (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 orientedmanufacturing (EOM) and 5S; and shows that the model enhances the accomplishment oforganisational objectives beyond the equipment maintenance-subsystem goals and add an

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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 floorand 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 wordsthat constitute the implementation phases. Seiri, seiton, seiso, seiketsu, and shitsuke are theoriginal 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 beenused in the literature by different authors (Warwood and Knowles 2004). In an analysis ofapplication of the 5S concept as a business improvement strategy in Japan, the UK andthe US, Kobayashi et al. (2008) explain:Literature suggests . . . two major frameworks for understanding and applying 5S . . ., oneproposed by Osada (1989, 1991), the other by Hirano (1995, 1996) .. . . 5S is widely understoodin Japan as a method of improving lifestyle (Osada 1989). In Japan, the practice of 5S is . . . agroup 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 duringthe same period as Osada, but with a more practical focus. Hirano (1996, p. 28) explainsthe 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 strategyfor organisational development, learning and change, whereas Hirano (1996) considers 5Sas an industrial formula that differentiates a company from its competitors (Kobayashiet al. 2008). In a study of implementing 5S within a Japanese context as an integratedmanagement system Gapp et al. (2008) emphasise A primary objective of practising 5Sis to maximise the level of workplace health and safety in conjunction with increasedproductivity (p. 567).

Since its introduction, the 5S practice has been identified as a foundation to morerigorous 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 theindustrial management processes as well. Brown (1996) cites The incorporation of5S . . . efforts into many quality programs symbolizes the increasing interest in physicalattributes of the operating environment and their effects on employee safety, health andwell-being (p. 160).

The 5S implementation requires commitment from both the top management andeveryone in the organisation. The 5S practice requires significant investment in time andif 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 tomeasure the performance of 5S practices. In a recent study, Pheng (2001) presents anintegration 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, andOHSAS18001; 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 anyextensive research about its implementation, and obstacles to keep the 5S practice goingeveryday. Liker (2004) emphasised that:the fifth S, sustain, is arguably the hardest . . .. This effort requires a combination ofcommitted management, proper training, and a culture that makes sustaining improvementa 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 isan important base for TQM success. Ho and Cicmil (1996) presented two cases where the5S practice showed to be a good basis for quality circle activities. Ho (1999a) presenteda 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 modelin the UK National Health Service. Warwood and Knowles (2004) applied a survey to

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26 manufacturing and services organisations in the UK, where just 15 of them werepractising the 5S principles.Implementation cases in standalone industries are as follows. Hubbard (1999) describesimplementation in a manufacturing company where 5S is a foundation for continuousimprovement. OhEocha (2000) presents a case in a manufacturing company where the 5Spractice 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 toInternational Journal of Production Research 7065

enhance team performance setting management and staff personnel in a commonorganisational objective. Bryar and Walsh (2002) present a case in a managementconsultancy and training business; they report that the 5S practice was part of the strategicbusiness plan. Melton (2005) discusses benefits of lean, in particular 5S, in processindustry. Kumar et al. (2007) perform an implementation study in a manufacturingcompany 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. Several5S successful applications have recently been reported in health care (Printezis andGopalakrishnan 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 themost relevant tools for implementing lean manufacturing.Quality systems have different interpretation, implementation, and performance; theyvary from country to country, from community to community, or even fromorganisational 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 practicehas been interpreted and implemented in different national cultures. Japaneseorganisations see 5S as having two components, the first being a high level managementand organisational system that has a complex and philosophical meaning. . . The secondis the provision of a management portfolio of tools (Gapp et al. 2008, p. 576). Westerncultures, 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, implementationexperience, 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 ofthe 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 researchquestions 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 inthe 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:

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a) Secondary data saves time, efforts and expenses. It helps to make primary data collection morespecifies, 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 tous for our term report.

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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 tofrom 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 fiveS 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 ofhousekeeping 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 cleanand tidy and there is a peaceful environment.

In Sheraton, Zaheer Khatib gives very useful information to use which helps in making our report. InPearl 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 ushis precious time.

Primary and secondary research has been undertaken through questionnaire and survey forms as perrequirements. 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 conditionFORMULATION 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 asetting and phenomena. The exploratory work provides background information needed to plan

exploratory research. 17 | P a g e

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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 hypothesisa) 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 wentfor taking an interview after that we discuss with each other that how we can apply 5S in hotelsARTICLES: 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. Thanwe 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 Sheraton18 | P a g e

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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 totalpopulation.

B) SAMPLE SIZE: In this study, our sample of the population is 4 respondents that are managers and 20respondents 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 abouthousekeeping 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 arecontinuous in type. After the completion of visits we analyzed our questionnaire and compared theremarks 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 obtainthe 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

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We organized and arranged data into 3 steps1) 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 CARRYINGOUT THE STUDY:

The following Research Methodology has adopted to Carry out theStudy:

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 andInternet

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).

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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 /interpretationsare: -

Tabular presentation of data (Numeric).

Bar chart and pie-chart presentation of collected primary and secondarydata.

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 beenthoroughly 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 organizationunder study.

The study is only a reference material for