International Journal of Lean Six Sigma

An application of 5S concept to organize the workplace at a scientific instruments

manufacturing company
Shaman Gupta, Sanjiv Kumar Jain,
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An application of 5S concept to An application

of 5S concept
organize the workplace at a
scientific instruments
manufacturing company 73
Shaman Gupta Received 16 August 2013
Revised 7 July 2014
Department of Mechanical Engineering, Accepted 26 July 2014
Maharishi Markandeshwar University, Ambala, India, and
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Sanjiv Kumar Jain

Department of Mechanical Engineering,
Ambala College of Engineering and Applied Research, Ambala, India

Abstract
Purpose – The purpose of this paper is to use the 5S tool to assist a small-scale manufacturing
organization to become more productive and more efficient.
Design/methodology/approach – A simple approach has been adopted to create the teams for
implementing 5S. Cause-and-effect diagram has been studied for shop floor analysis. Later, four data
collection methods have been used to ensure right implementation of the 5S.
Findings – In the frames of this case study, it has been analyzed that implementation of “5S” resulted
in overall improvement of the organization. With the implementation of “5S”, major benefits in the form
of tool searching time have been achieved. Tool searching time from shop floor has been reduced from
30 minutes to 5 minutes. “5S” audit has been conducted in the organization. “5S” audit score has been
increased from 7 (Week 1) to 55 (Week 20).
Practical implications – 5S is a powerful tool and can be implemented in various industries whether
micro, small, medium or large. Implementation of 5S has large horizontal development and can be
implemented in all the workstations of an organization.
Originality/value – The publications and case study presented in this paper will be useful to
researchers, professionals and others concerned with this subject to understand the significance of 5S.
Keywords Continuous improvement, Lean manufacturing, Organizational effectiveness, 5S
Paper type Case study

1. Introduction to 5S
The 5S is the English meaning of five Japanese words which stands for Seiri (sorting),
Seiton (set in order), Seiso (sweep), Seiketsu (standardize) and Shitsuke (sustain)
(Ho et al., 1995; Ho, 1997; Vasudevan, 1998). In mid 1950s, Japan was the first country to
use the 5S approach to assist a manufacturing sector organization (Korkut et al., 2009).
Implementing 5S in the organization is one of the important steps toward continuous
International Journal of Lean Six
improvement. Implementing 5S ensures continuous improvement in housekeeping and Sigma
results in better safety standards and environment (Ho, 1999; Mente, 1994). To start with Vol. 6 No. 1, 2015
pp. 73-88
5S implementation, there is a need of developing a common language that is understood © Emerald Group Publishing Limited
2040-4166
by all, so that people in the organization can communicate with each other (Sethi and Pal, DOI 10.1108/IJLSS-08-2013-0047
 IJLSS 1995). However, 5S is a practice which cannot be implemented without self-discipline
6,1 (Pheng, 2001). There are many problems which simply can be solved by organizing the
5S team (Ho, 1999a, 1999b). Organizing the 5S team results in establishing a quality
environment in the firm (Hough, 1998; Mente, 1994; Sethi and Pal, 1995). A quality
environment includes both cleanliness and order (Pheng and Khoo, 2001; Saraph et al.,
1989). 5S becomes a more effective approach when it is integrated with a management
74 system (Sevim, 2005). Support from the management level is a must to gain potential
benefits from 5S implementation (Narasimhan, 2009). Schools, homes, workplaces and
communities all of them can be improved by 5S activities (Gapp et al., 2008). 5S
implementation brings the plant to a neat and organized state and results in
improvement in overall productivity of the product (Gunasekran and Lyu, 1997).
Employee learning and participation is the first benefit observed when 5S is
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implemented in the organization (Hubbard, 1999). 5S implementation results in better

housekeeping and thereby a better visually appealing workplace is observed in the
organization (Cooney, 2002; Becker, 2001). 5S implementation also ensures a safer work
environment (Chapman, 2005). Reduction in waste, time and cost is another very good
benefit of 5S (Hough, 1998). Sharrock (2007) discovered that 5S implementation results
in improved quality, productivity and efficiency. Chang and Chen (2014) implemented
5S activities in a semiconductor wafer fabrication organization in Taiwan. They
reported more farmable scopes to implement 5S practice and sustain 5S scene
management. Venkateswaran et al. (2013) improved healthcare warehouse operations
through the implementation of 5S. The 5S approach improvements include 15.7 per cent
space saved and the least non-conformities to the 5S ideals. Jaca et al. (2014)
implemented 5S principles in five manufacturing companies. They explained best
managerial practices based on 5S principles and discussed most important principles
associated with the success of the 5S method. Ghodrati and Zulkifli (2013) studied the
effect of 5S implementation on industrial organizations. The results show that 5S is an
effective tool for improvement of organizational performance, regardless of
organization size, type, its service or its production. Consequently, 5S techniques would
strongly support the objectives of an organization to achieve higher performance and
continuous improvement.

2. Literature review
2.1 Seiri (sorting)
Sorting is the first step of 5S and its main idea is to eliminate the unnecessary items from
the workplace. Red tagging is done to the items which are not required in the
organization. The items which are rarely used are moved to a more organized storage
area outside of the work area. Items which are completely not necessary are disposed
from the organization (Peterson and Smith, 2001). Sorting helps in eliminating broken
tools, scrap and obsolete jigs and fixtures (Harrington, 2000). This makes item flow
smoother and workers work and move easily. Specify the work areas to be evaluated
and identify type of items which need to be evaluated. In setting red-tag criteria, one
should ask the questions: How much is it needed? How often is it needed? Is it useful?
After all these questions are answered, attach the red tag and decide what actions are to
be taken (Dudek-Burlikowska, 2006). Documentation of the results is the next process so
as to measure the improvements and savings through the process (Lancucki, 2001).
 2.2 Seiton (set in order) An application
“A place for everything and place for everything”is a quote well-suited for the second S of 5S concept
(Peterson and Smith, 2001). It focuses on segregation of things and effective storage
(Harrington, 2000). Activities included in this are labeling each item, using color for
quick identification, storing similar items together, storing different items together,
putting names and numbers on everything, painting floors and using a rack or shelf and
shadow boards for tools. Arranging items in the right place will make jigs, fixtures, tools 75
and other resources detectable, noticeable and easy to use (Dudek-Burlikowska, 2006;
Lancucki, 2001).

2.3 Seiso (shine)

The third “S” focuses on the cleaning activities in the organization. Daily cleanliness has
to be done to have a better work area. A more comfortable and safe workplace is ensured
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when the third S is implemented (Peterson and Smith, 2001; Harrington, 2000).
High-quality work is achieved. A clean and organized work area itself acts as a
motivation factor for the employees. Every employee enjoys his/her work in a clean and
healthy environment which boosts up his/her confidence (Dudek-Burlikowska, 2006).
People have to make the third “S” as a habit. They have to maintain cleanliness without
being told to do so. Zone-wise responsibilities should be given to the employees. Some
standards have to be followed to ensure that people do the cleaning effectively
(Lancucki, 2001).

2.4 Seiketsu (standardize)

The high standard of workplace organization can be ensured by standardization
(Peterson and Smith, 2001). Good work standards have to be maintained. McDonalds
and Pizza Hut are the best examples of it (Harrington, 2000). Employee play a great role
in developing these standards. Every employee knows his/her responsibilities, and
housekeeping duties are performed in a regular routine. Best work practices are carried
out and different ways are found out to ensure that everyone carries out their individual
activity in their workplace (Dudek-Burlikowska, 2006; Lancucki, 2001). Audits have to
be held regularly and scores should be assigned for areas of responsibilities.

2.5 Shitsuke (sustain)

This “S” is considered to be the toughest to implement. Many firms do the 5S activities
for months. But it becomes very difficult to sustain the activities performed for a longer
period (Peterson and Smith, 2001). Standards have to be maintained year after year in an
effective manner (Harrington, 2000; Dudek-Burlikowska, 2006). Counseling of the
employees should be done regularly. Proper discipline should be maintained. Also there
should be an award and reward system in place to motivate the employees. It can be a
financial gain or formal presentation of a certificate (Lancucki, 2001).

3. Methodology
The scientific instruments manufacturing industry at Ambala has been selected for the
5S implementation. The industry is decade-old and has been relied upon using the good
old manufacturing technologies and management concepts. Now as the market is
becoming volatile and more competitive, there is an urgent need for the industry to quit
old manufacturing techniques and respond to the changing environment. There is also
an urgent need for the industry to get competitive enough for its survival. The aim of the
 IJLSS research is to assist a scientific industry to improve overall effectiveness. Like many
6,1 new systems, resistance is seen at first. It is how you handle the implementation process
and resistance that can have an impact on your success. As expected, the organization
has more resistance at the start trying to implement 5S. The three main obstacles
observed were not enough time, lack of top management support and resistance to
change. It was hard to convince the team because they thought it was more work for
76 them. These obstacles were overcome by training the team and showing them the
benefits on an individual level. Top-level management also get convinced when they
learn about the audits and how we can measure 5S success through it. The method
adopted to implement 5S was selecting target areas like a shop floor. Shop floor was
picked because it allows people to actually see results in a shorter period. Having the
right supplies on-hand and ready to go at all times is essential to sustaining a 5S system.
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The most common supplies listed by the respondents included training materials, label
makers, sign holders, colored tape, floor tape, red tags, shadow boards, camera (for
before-and-after photos), bins and holders. After visiting the shop floor, it has been
found that, there were many opportunities to improve the shop floor. There were some
observations made after visiting the shop floor. Figure 1 shows a cause-and-effect
diagram for an unorganized shop floor:
• Workplace is disorganized; materials are laying all round.
• Cannot find things or “lost” or misplaced material or equipment.
• Lack of housekeeping.
• No visibility of the process.

The data are collected in the organization using the following methods:
• direct observations;
• participative observations;
• documentary analysis; and
• semi-structured interviews.

Getting started with an effective program to implement 5S requires careful planning,

design and execution of the business changes needed to achieve the desired
improvement goals. Figure 2 shows the methodology flowchart.

Material Machine

No proper storage Poor keep and maintenance

Figure 1. Unorganized shop

Cause-and-effect floor
Poor record keeping and handling
diagram for an Poor system understanding
unorganized shop
floor Men
Method
 Visit to the Industry An application
of 5S concept
Analyzing the current state of the industry

Problem identification

Problem devising the action plan 77

5S implementation

Audits and Guidelines for corrective action Figure 2.

Methodology
flowchart
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Results and Conclusion

4. 5S implementation
4.1 Sort implementation action plan
The goal is to eliminate nonessential items from the workplace. Items are “red tagged”
and stored in a local red-tag area for a specific period, typically five days. If not
reclaimed by the work group, items are then moved to one of the company’s central-red
tag areas. Here everyone can shift through the items to see if there is anything they need.
When items have been in the central area for a specific period, the company disposes of
them through resale, donation, recycling or trash. Table I represents before-and-after
pictures of sort implementation.

4.2 Set in order implementation action plan

In set in order, team members come together and share the insights they have gained
during S1. They analyze the work area for additional improvement opportunities and

Aspect Before After

State

Conditions Unneeded equipments, tools and furniture Unneeded equipments, tools and furniture
are present are eliminated
Unneeded inventories, materials or parts Unneeded inventories, materials or parts
are present are not present Table I.
Many other useless things are present Many other useless things are removed Sort implementation
 IJLSS look for ways to reduce sources of waste and error as well as to make the workplace more
6,1 visually instructive. The team brainstorms potential solutions, with special emphasis on
using visual resources to achieve improvement. Be sure to get feedback and approval
from stakeholders (production, maintenance, safety, management, etc.) before making
changes. Table II represents before-and-after pictures of sort implementation.
We understand that it is not always easy to calculate savings, but this may also be a
78 reason that the largest obstacle in implementation is management buy-in. If we cannot
convert improvements to a rupee value, management will lose interest in implementing
the 5S system. Thus before implementing set in order activity, a time– cost analysis was
performed. It was observed that workers were spending average of 30 minutes/day in
search of a tool when there was no shadow board in the making. After providing shadow
board for the tools, average time observed was only 5 minutes/day, thereby saving lots
of money. Figure 3 represents the tool searching time.
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Aspect Before After

State

Conditions Operators were placing the tools here and Tools were given a proper place
there Workers don’t need to waste their
Table II. Operators wasting time searching for productive time in search for tools
Set in order tools Damage to tools was prevented
implementation Tools are prone to damage

Figure 3.
Tool searching time
 4.2.1 Cost analysis An application
Worker pay per month ⫽ Rs. 8,000 of 5S concept
Average working hours per day ⫽ 8
Average labor rate per minute ⫽ 8,000/(30 ⫻ 8 ⫻ 60) ⫽ Rs. 0.55
Saved minutes/day ⫽ (30 ⫺ 5) ⫽ 25 minutes
Total money saved/day ⫽ 25 ⫻ 0.55 ⫽ Rs. 13.88
Per month saving ⫽ 13.88 ⫻ 30 ⫽ Rs. 416 79

4.3 Shine implementation action plan

The shine step includes three primary activities which include getting the workplace
clean, maintaining its appearance and using preventative measures to keep it clean.
Shine the workplace by eliminating dirt, dust, fluids and other debris. Each team
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member should be equipped with adequate cleaning supplies that have been tested to
make sure the solution will not harm any equipment or work areas. Teams can clean
things such as equipment, tools, work surfaces, desks, storage areas, floors, lighting and
anything else that affects overall cleanliness. A team may also paint or coat work
surfaces, equipment, floors and walls. Treat cleaning as an inspection process. Use it to
identify even tiny abnormal and pre-failure conditions. Working in a clean environment
enables workers to notice malfunctions in equipment such as leaks, vibrations,
breakages and misalignments. To make sure everyone participates and works together,
each team should establish a regular schedule for routine cleaning as well as deep
cleaning. Once the work area, tools and equipment are clean, they need to be kept that
way. Table III represents before-and-after pictures of sort implementation. Table IV
represents cleaning schedule performed by different workers.

4.4 Standardization implementation action plan

During this phase of implementation, the team identifies ways to establish the improved
workplace practices as a standard. The goal of standardization is to create best practices
and to get each team member to use the established best practices the same way. To
standardize, roles and responsibilities must be clearly and consistently applied. This

Aspect Before After

State

Conditions Material lying on the floor Material placed in bin Table III.
Material gets dirty and chances of rusting Chance of rusting decreases and material Shine
increases does not get dirty implementation
 IJLSS can be accomplished by visual controls such as color-coding, flowcharts, checklists and
6,1 labeling to help reinforce a uniformed approach.
4.4.1 Standard operating procedures. Standard operating procedures (SOPs) are
documents which contain instructions, steps to be followed and descriptions indicating
how a task must be performed accordingly. They describe the easiest way of doing the
job to achieve quality requirements as well as the safety one, without any risk or injury.
80 They also specify which materials and tools are necessary to do the job. Using them, the
workers themselves can control the job efficiency and improve their performance. They
contribute to assure the results foresightedly. They are proved to be a very important
tool to improve productivity; reduce faults and mistakes; and decrease time, energy and
material wastefulness. SOP for one sample product has been shown in Table V.
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4.5 Sustain implementation action plan

The purpose of sustain is to maintain the momentum generated during the initial event
or project. A management auditing process should be put into practice to ensure that
employees understand that maintaining the level of workplace organization is a top
priority. Management audits should focus on ensuring that the routines and schedules
specified in standardize are being properly maintained. The audit also provides an
excellent opportunity for asking questions and providing suggestions that stimulate
further improvements. Next, the 5S effort needs to be expanded to other work areas. Be
sure to publicize success stories and provide appropriate recognition to team members.
5S newsletters, displays and awards are excellent ways to build employee morale and
motivation.

Days Sweeping Garbage removal

Monday Mr A Mr A
Tuesday Mrs B Mr B
Wednesday Mr C Mr C
Table IV. Thursday Mr D Mr D
Weekly cleaning Friday Mr E Mr E
schedule Saturday Mrs F Mr F

Company name: XYZ SOP no: 1

Product name: ABC Review period: six months

Prepared By: Researcher Approved by: CEO
Objective: Ensuring that every person who performs the task does it the same every time it is
performed
Standard operating procedure:
1) Size and shape of weights should be same
2) Finishing of weight should be very fine
3) Size and shape of knob should be same
Table V. 4) Threading of weight should be right and fine
SOP for product- 5) Threading of knob should be right and fine
dead weights 6) Finishing of knob should be very fine
 Finally, it should be reinforced that 5S is an on-going journey. Workers should be An application
encouraged to continue to make improvements to their workplace on a regular basis. of 5S concept
The same work area might even be scheduled for a follow-up 5S event six months or
a year later. Continuous improvement must become part of the routine expectations
and activities of the work day. When improvement stops, the likelihood is that
workplace organization will not just stagnate, but will actually deteriorate. To avoid
that, keep everyone continually looking for ways to improve their work conditions. 81
4.6 5S audit
For better execution of 5S activities under the company and the performance of
controls in a regular manner, the department engineer has been commissioned. 5S
activities applied in the manufacturing department of the surveyed company have
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been reviewed for 20 weeks and the forms have been filled as a result of the weekly
routine controls. Scores of each week are summed up, so weekly total assessment
scores are obtained and the assessments are made through reflecting the weekly
scores on the graphics. To provide proper understanding of 5S weekly score
calculations, 5S control list of Week 6 has been given in Table VI and scoring section
has been given in Table VII as examples. In the study, the data on these forms have
been used and the analyses are performed through observing the applications
within the company. Five assessment questions have been prepared and the 5S
assessment form has been prepared. For answers to be given to these questions in each week,
assessment scores as 0 ⫽ Very bad, 1 ⫽ Bad, 2 ⫽ Average, 3 ⫽ Good and 4 ⫽ Very good
have been determined.
4.6.1 5S audit results. In Figure 4 it has been observed that from Week 1 to Week 13,
the curve is vertical, that means till Week 7, sort activities are accepted as work
discipline by the personnel of the company. From Week 14 to 17, fluctuation is observed.
In this period, sort activities are not performed well, reasons being the increased
workload in the company during the same dates. In Figure 5, up to Week 8, set in order
activities are performed very well. Fluctuation from Week 9 to Week 16 is observed, but
this fluctuation is not on the higher side. Momentum is regained after Week 16. Thus, set
in order activities are taken as a continuous habit process.
In Figure 6 it is shown that shine activities, begun through the removal of water dust,
lubricants, etc., from the workplaces and environment, have been continued by the
personnel of the company in a systematic and regular manner during all 20 weeks. The
increase in the workload following Week 14 has been effective in the increase of the dirty
conditions in the workplace. But after Week 17, again a positive improvement is seen,
and now shine activities are taken as a habit by the personnel. In Figure 7 it is observed
that standardize scores had a stable process from weeks 4 to 15 and from Week 16 to 20,
the success level increased in a rapid manner. Increase in standardize activity reflects
that rules are very well-accepted in the company and 5S activities are applied in a very
well manner. As it can be seen from Figure 8, the curve of sustain scores is vertical till
Week 8 and after that almost a plain line is observed from Week 9 to 20. It shows that 5S
activities are performed by the company with full commitment and with proper
discipline, thus resulting in acceptance of the 5S system.
The results of an audit are most commonly shown using a bar chart. These can
quickly be created using a software program. The results of the actual audit,
 IJLSS Score
6,1 5S No. Check point General assessment criteria 0 1 2 3 4

SEIRI 1 Materials There is no unneeded material or ⫻

parts
2 Equipments No unused machine or ⫻
82 equipment is present
3 Connection apparatus No unused tools, dies or jigs are ⫻
present
4 Visual control Unnecessary materials can be ⫻
easily recognized
5 Written standards Clear standards to dispose ⫻
unused things
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SEITON 6 Quantity indicators Maximum and minimum levels ⫻

should be indicated
7 Item indicators Shelves should have signboards ⫻
for identification
8 Location indicators Storage area should marked with ⫻
indicator
9 Separation lines Separation lines are certain and ⫻
clear
10 Connection apparatus Tools are well-arranged and ⫻
return is easy
SEISOSE 11 Machines Machines kept away from chips ⫻
and oil
12 Floors Floor should be free of waste ⫻
water and oil
13 Cleaning and control Equipment maintenance ⫻
combines with inspection
14 Cleaning Person responsible for cleaning ⫻
responsibility operations
15 Cleaning habit Operator habitual cleans ⫻
IKETSU 16 Ventilation Air is odorless and fresh ⫻
17 Lighting Adequate lightening should be ⫻
there
18 Working clothes Operators’ clothes are clean and ⫻
free of lubricant
19 Protection from dirt Avoiding dirtiness is must ⫻
20 First 3S System for protecting first 3S ⫻
SHITSUKE 21 Training Adequate training in standard ⫻
operations
22 Tools and parts Tools and parts stored correctly ⫻
23 Stock controls Stock controls should be adhered ⫻
24 Activity boards Up to date and regularly ⫻
reviewed
25 Procedures Up to date and regularly ⫻
Table VI. reviewed
5S audit check sheet
form (of Week 6) Notes: 0: Very bad; 1: Bad; 2: Average; 3: Good; 4: Very good
 5S activities Set in Standardize Sustain Total
An application
(weeks) Sort score order score Shine score score score score of 5S concept
1 0 0 0 3 4 7
2 0 0 1 2 6 9
3 1 2 2 3 7 15
4 3 2 5 7 9 26
5 5 2 6 8 10 31
83
6 7 5 6 8 10 36
7 10 10 5 9 10 44
8 12 11 7 8 11 49
9 12 8 7 8 11 46
10 12 8 7 8 11 46
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11 11 8 7 8 11 45
12 11 7 6 8 11 43
13 10 7 6 6 12 40
14 5 6 3 6 12 31
15 5 6 3 6 11 31
16 5 6 4 10 11 36
17 5 11 4 11 11 42
18 11 11 8 13 11 54 Table VII.
19 12 11 8 13 11 55 5S weekly appraisal
20 12 11 8 13 11 55 scores

Figure 4.
Sort score variations

improvement opportunities and the charts should be placed on display in that area. The
bar chart has been shown in Figure 9. Further, one sample check sheet has been shown
of Week 6 in Table VI. 5S activities total score from Week 1 to 20 has been shown in
Table VII.
 IJLSS
6,1

84
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Figure 5.
Set in order score
variations

Figure 6.
Shine score
variations

5. Top management/workers’ comments on changes

By the end of the implementation process of 5S, both management and workers
recognize the value of the 5S process within their workplace. They really understand
how each stage of 5S process could bring a very good improvement in the organization.
The CEO said, “Good 5S means we can run the organization well and it’s good when
the organization looks organized”. He commented that the work environment is
more visible now and there is less risk of accident in the workplace. The manager
said one of the biggest benefits of 5S was breaking the mentality of not sharing
information within the organization. One interesting view came out from a worker
who said, “Now I am less irritated at work”. Another worker responded now I am
 An application
of 5S concept

85
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Figure 7.
Standardize score
variation

Figure 8.
Sustain score
variation

proud of my workplace. So overall they were happy from the results they achieved
after implementing the 5S system. They promised to make 5S as a habit so the
organization is benefitted from it.

6. Conclusion
The 5S event was a part of the lean initiative at the manufacturing facility. Several
changes were made to the operating procedures, tool organization, cleaning schedules
and material handling.
The first phase, sort, resulted in removing unwanted items, broken tools and
cabinets, unused parts and scrap materials. Unused inventory was returned to
 IJLSS
6,1

86
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Figure 9.
Total 5S score
(Week 1 to 20)

purchasing, rarely used tools and items were assigned a new location and scrap items
were discarded.
The second phase, set in order, resulted in several changes in the organization of the
workplace. Each of the workstations received their own set of tools. All the tools were
color-coded to their respective workstation. All equipment had specific locations.
Trashcans and other items on the floor had floor markers to indicate their locations. All
tools and hoses were removed from the floor and were placed on clamps. Commonly
used parts were placed in bins on every workstation.
The third phase, shine, resulted in removing scrap, dust and other unwanted items
from each workstation. This initial clean-up helped to visualize other issues clearly.
The fourth phase, standardize, resulted in developing SOPs for the employees in the
assembly area. Some of the standards developed were:
• Each worker should use the tools assigned to him and put back the tools in their
allocated location after use.
• No units should be placed on the floor.
• Anytime a tool is missing, it should be immediately reported to the supervisor.

The fifth phase, sustain, resulted in the assembly employees conducting periodic audits
to monitor the changes made through 5S in the assembly area. Once a week, the
activities needed for continuous improvement and the audit results were put up on an
electronic notice board.

References
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About the authors

Shaman Gupta holds a bachelor’s degree and master’s degree in mechanical engineering from
Kurukshetra University, Kurukshetra, Haryana, India. Presently, he is working as an Assistant
Professor in the Department of Mechanical Engineering at Maharishi Markandeshwar
University, Ambala, Haryana (India). His main research area is lean manufacturing. Shaman
Gupta is the corresponding author and can be contacted at: shamangupta9@gmail.com
Sanjiv Kumar Jain holds a bachelor’s degree in mechanical engineering from The Institution of
Engineers, Calcutta; a master’s degree in industrial engineering from Guru Nanak Dev
Engineering College, Ludhiana; and a PhD from Punjabi University, Patiala, India. Presently, he
is working as an Associate Professor in the Department of Mechanical Engineering at Ambala
College of Engineering & Applied Research, Ambala, Haryana (India). His main research area is
ISO 9000 and lean manufacturing.

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