The document discusses the concept of 5S and how it was implemented at ICICI Bank to improve organization and efficiency. 5S is a workplace organization method that involves 5 steps: (1) sorting, (2) setting in order, (3) shining, (4) standardizing, and (5) sustaining. At ICICI Bank, all contents were sorted into 5 buckets of needed, wanted, and scrap items. Red tags were used to identify items for disposal or relocation. The process aimed to reduce waste and ensure clean and well-organized workspaces that facilitate continuous improvement.

1. CONCEPT OF 5S AND ITS IMPLEMENTATION IN SERVICE INDUSTRY
Akshar, Narendra, Pramod, Siddharth, Vineet
PGPM IInd Year, International Management Institute, New Delhi
Abstract
The core of Total Quality Management is continuous improvement. The first step in continual improvement is by
becoming more organized. 5S is a small yet powerful concept to effectively manage one’s workplace. 5S
originated from Japan after World War II and it refers to small changes that lead to large improvements. 5S
addresses process improvement through constant elimination of waste or non-value adding activity,
inconsistencies and strains experienced by people and equipment within an organization. Traditionally the
Japanese automobile companies used the concept to make their shop floor more organized and efficient. The
concept is now widespread and is being applied in nearly all the industries. The concept is so simple that its
implementation takes only three to four days once the initial idea has been understood. We have taken the
example of ICICI bank to show how the concept of 5S can be extended to service industry.
Keywords: 5S, continuous improvement, seiri, seiton, seiso, seiketsu, shitsuke, lean, and workspace
management
Introduction:
5S is a Japanese concept basically meant for housekeeping. From there it has evolved and adopted by
manufacturing industries and now it is internalized to such an extent that it is practiced in every sphere of life
and function. It is a structured, systematized approach to workplace optimization and a cornerstone of any world
class manufacturing/service operation. Most professionals can walk into a facility and in a matter of minutes
make a reasonable judgment about the degree of efficiency with which it can produce quality products. This
judgment is derived primarily from observation of the cleanliness or the clutter of the plant and workplace.
5S simplifies the work environment, reduces waste and non-value activity and at the same time improves
quality, efficiency and safety. The principle behind 5S is one of continuous improvement, looking at how each
task is carried out and continually seeking to improve efficiency and quality.
The 5S’s
5S is a collection of the first alphabets of the following Japanese words. Their corresponding English
translations below their Japanese names
• Seiri - Put things in order.
(Remove what is not needed and keep what is needed)
Sort
• Seiton - Proper Arrangement
(Place things in such a way that they can be easily reached whenever they are needed)
Set in Order
• Seiso – Clean
(Keep things clean and polished; no trash or dirt in the workplace)
Shine
• Seiketsu – Purity
(Maintain cleanliness after cleaning - perpetual cleaning)
Standardize

2. • Shitsuke – Commitment
Sustain
When translated to English the concept of 5S got twisted slightly and its real meaning and intention got changed
due to attempts to keep each element in English word to start with letter 'S', like the real Nippongo words (Seiri,
Seiton, Seiso, Seiketsu, and Shitsuke). Well, whoever devised those equivalent English words did a great job,
the meanings are close, though the real interpretation is not exactly the correct one.
5S Life Cycle
Picture (Reference: http://www.5s.kaizen-powerpoints.com)
PROCESS (5 PILLARS)
1. SEIRI (Sort)

3. Seiri is the identification of the best physical organization of the workplace. Those wishing to retain the S as the
initial letter of each element have variously anglicized it as Sort, Systematization or Simplify. It is the series of
steps by which we identify things which are being held in the workplace when they shouldn't, or are being held
in the wrong place. Putting it simply, we may identify a large area devoted to tools or gauges, some of which are
needed regularly and some infrequently. This brings all sorts of problems, including:
• Operators unable to find the item they need, being unable to see wood for trees. The time spent
searching is a waste (or in Japanese speak a muda) and if we only held the items needed regularly in a
prominent position we would save time.
• Quality issues when gauges are not calibrated on time because too many are held.
• Safety issues when people fall over things.
• Lockers and racking cluttering the workplace making it hard to move around or to see each other and
communicate.
This can be compared with JIT where we talk about elimination of excess materials and WIP. It restates JIT
goals of releasing capital, reduced movement, shorter cycle times, and so on. The question that can come to
our minds is: Should we then see inventory and WIP reduction as part of the implementation of the lean
approach or as an element of 5S? The answer, as ever, is that keeping inventory and WIP to a minimum is the
best practice. Whether we view it as JIT, or lean, or 5S or assign any other name it hardly matters.
The major element of Seiri is simply a critical look at the area. Involving cross-functional teams, or looking at
each other's areas, is an obvious first step. People tend to be blind to failings in their own work place and a
fresh pair of eyes can be useful. Another element of the standard approach is 'red tagging' where items are
given a tag which says what the item is, which location it is in and when it was identified in this location. We
then leave the area for a while and anybody using the item notes this. We go back some time later and can
readily identify things that haven't moved, or been used. Items which have not been used can then potentially
be disposed of. As a first pass we should perhaps create a quarantine area before throwing items away, selling
them or reworking them into something else. Other items may be deemed necessary but used infrequently and
so an alternative location can be found. If the operator needs a particular tool only once or twice a month then a
20-yard walk is not a problem - especially if the space thus saved on the workbench helps to make the
workplace more productive, or helps address quality issues.
2. SEITON (Set)
Seiton is the series of steps by which the optimum organization identified in the first pillar are put into place. The
standard translation is Orderliness but again some wish to keep the initial S and use Set in order, Straighten
and Standardization. The sorting out process is essentially a continuation of that described in the Seiri phase.
Removing items to be discarded or held in an alternative location will create space. This space will be visible
and facilitate the alternative layout of the area. In some cases, of course, we are talking about what a fitter will
have on his bench, or in racks alongside the bench. In other cases we may be considering where we should
locate a piece of plant - for example we may relocate a coin press to enable items to be completed in one work
area rather than requiring a significant movement down the shop. This is something similar to cellular
manufacturing technology. We then look at how we can restructure the work content so that certain operations
can be carried out within the cycle of others - for example we may carry out a trimming operation on a steel
component while the press which produced it is busy creating the next one. Again, the question can be: Is this
5S initiative, or part of a kaizen program, or something else? The answer: Who cares, as long as we get on and
achieve an improvement in business performance?
3. SEISO (Shine)
Anglicized as Cleanliness but again the initial S can be retained in Shine, or Sweeping. The principle here is
that we are all happier and more productive in clean, bright environments. A more practical element in this is if
everything is clean it is immediately ready for use. One would not want a precision product to be adjusted by a
spanner that is covered in grease which may get into some pneumatic or hydraulic fittings. We would not wish
to compromise a PCB assembly by metallic dust picked up from an unclean work surface. Other issues are
health and safety for e.g. slipping in a puddle of oil, shavings blowing into people's eyes. The task is to establish

4. the maintenance of a clean environment as an ongoing, continuous program. Some time should be set aside for
cleaning each day, or each shift. Though we have cleaning staff but their role is limited and they can not clean
the production equipment. Cleaning then begins to impinge upon what we already know as preventive
maintenance. The implementation of Seiso revolves around the following two main elements.
• The first is the assignment map, which identifies who is responsible for which areas.
• The second is the schedule which says who does what at which times and on which days.
4. SEIKETSU (Standardization)
This is best described as Standardized cleanup, but other names adopted include Standardization,
Systematization and Sanitation. Seiketsu can be the thought of as a means by which we maintain the first three
pillars. The obvious danger in any improvement activity is that once the focus is removed and another 'hot
button' grabs management attention, things go back to the way they were before. Seiketsu is the set of
techniques adopted to prevent this happening. This involves setting a schedule by which all the elements are
revisited on a regular basis - referred as the '5S Job Cycle.'
The first step in the cycle is a periodic review of the area, perhaps involving red tagging but certainly involving
people from other areas of the business. This will identify where standards have slipped - for example pieces of
tooling or fixtures that are used infrequently are no longer being put in the remote location agreed at the outset
and consequently a bench is now cluttered with the regular items buried under a pile of irregular. The second
step is to undertake Seiton activities as required - that is, as prompted by the first step. Finally within Seiketsu
people from other areas visit and cast a critical eye over the state of the area. An external assessor may notice
degradation that is not clear to the people who work in the area. Hirano talks of a checklist within Seiketsu
whereby the external visitors mark the area on a number of key criteria defined at the outset of the program
(See Annexure 2). Standardization includes all the elements of setting out a consistent way of doing things.
5. SHITSUKE (Sustain)
The final stage is that of Discipline. For those who wish to retain the use of initial S's in English this is often
listed as Sustain or Self-discipline. There is a fundamental difference between Seiketsu and Shitsuke. The
fourth pillar is the introduction of a formal, rigorous review program to ensure that the benefits of the approach
are maintained. The fifth pillar is more than this; it is not simply the mechanical means by which we continue to
monitor and refine, it is the set of approaches we use to win hearts and minds, to make people want to keep
applying best practice for continual improvement. In this sense, discipline is perhaps an unfortunate term as it
implies people forced to do something, with consequent penalties if they do not. This can be achieved by:
• Establishing an ongoing commitment within the workforce
• Continual training and education
• Creating the right culture
• Communication: We need people to be aware of what we are trying to achieve, and why
• Education: They need to understand the concepts and the individual techniques
• Rewards and Recognition: People need to feel that their efforts are recognized
• Provide sufficient time for these activities
CHARACTERISTICS OF 5S
• Can be started immediately
• Can be done in short span
• Everyone can participate. One does not need to have any specific quality background
• Very simple tools derived from day to day experience
• It brings the concept of ownership at the workplace

5. • Develops a culture to have deeper insight of one’s place of work
• All wastages are made visible at the real place
Practical Problems
One of the problems faced in the successful implementation of 5S is convincing people who believe in method
behind the madness and order in chaos.
5S at ICICI Bank:
1 – Sorting
To start with, all the contents of the work area should be taken out and segregated into five different groups or
buckets. These buckets should be labeled and demarcated (temporarily) physically.
These Five buckets are:
Needed items
Bucket 1: Needed regularly
Bucket 2: Needed but not regularly:
Bucket 3: Needed but not so much in quantity:
Wanted items
Bucket 4: Wanted but not needed
Bucket 5: Scrap
Disposal schedules.
1. Items, which are, scrap and have no value.
2. Items, which have some value and need to be disposed off as per procedure.
3. Some items may fall under either of the above category but may need approval from some authority not
immediately available. If not, such item may be disposed off at a later date which is agreed upon in which case
we should Red Tag the item and have a disposal schedule for the same.
One portion of the tag is tied to the identified item and the other half is pasted in the Red Tag Register.
Red Tag Register
A Red Tag Register is to be maintained at a workplace by a supervising authority of that place (may be the
BOM in a branch, location coordinator at a RAPG centre or may be a floor champion Person designated to
maintain the Five S in the respective floor in a Corporate Office or a similar set up).
The first page of the Red tag register should clearly indicate start date and the name and designation of the
person responsible for maintaining the register
Frequency of review is at least once in every 15 days.
The review format is: -
Planned review Date Name Initial with review Date Remark

6. Feb 20, 2004 Srinath BOM Reviewed on Feb Only two items pending as on
20, 2004 31- 03-2004
Reference: ICIC Bank Manual
The Red Tag Register will contain the details of all the red tag items in following format:
Red tag What Where Why When Who How Remark
Number
East/RCLG/010 Dot matrix Store It needs Feb Joe By Compliance
printer room to be 10, Bloggs taking Date or
of removed 2004 approval Reasons for
Andheri as no from Non
Branch more in Branch Compliance
use head
and
sending
it to RO
Red Tag No: In this column the counterfoil of the physical red tag having a unique number is to be pasted.
What: You should enter the name (commonly understood) of the item red tagged.
Where: You should enter the present location of the red tag item. It will help the owner or the concerned person
to locate the item at the work place
Why: You should enter the reason for red tagging.
When: You should enter the target date for compliance in consultation with the person responsible for
compliance.
Who: You should enter the name of the person responsible for the compliance and who has been informed of
this responsibility.
How: You should enter the ways/methods of disposing off the red tag i.e. the proposed way of compliance
Remark: This column needs to be filled in after the compliance with the date of compliance with some
comments if any.
Red tagging is not a one-time exercise (looking for abnormality), it needs to be carried out at a regular agreed
frequency and is indicated on the second page of the red tag resister.
Examples of different items under Five Buckets in a typical Storage area.
Storage Area Item
Needed AOFs, Pay-in-Chalans, DD-Challans, Composite Vouchers, Specific (Rubber
Regularly Stamps, Stationery items, Files) Registers (I/W, TDR, OCP, PIN Mailer, Locker),
(Bucket No. 1) SEIBEL Forms, Scroll Book, Return Cheque Books etc.
Needed but Statement Files, Registers (15 G, FCC etc) P-Form Report, Document of LOD, AOF
not Regularly of existing Customers (Like SB, FD, Room Freshener, Letter Heads, Emergency
(Bucket No. 2) lamp, Toiletries etc.)
Needed but Loose Cheque leaves, Floppies, Denomination-Slips, Photo-Copier and Printer
not so much Papers, Security Forms, Voucher Label Cards etc.

7. in quantity
(Bucket No. 3)
Wanted but Current Vouchers, Cash reports, loan files, locker notice, CAT statements, Files
not needed needed for Audit/Inspection (As per the format in Annexure 2), Locker opening
(Bucket No. 4) application etc.
Scrap Old (Brochures, Chalans, Vouchers, Files, Registers), Newspapers, Periodicals,
(Bucket No. 5) Disposable Items, Unused Cheque Books etc.
Corporate Office
Buckets Items Stationery Items (2 pens, 2 pencils, sharpener, Eraser, stapler, Scale, clips pins),
Needed Regularly Calculators writing pads, Post it slips, Floppies, diary, Emergency contact numbers
(Bucket No. 1) on the soft board etc.
Needed but not Reference books, Few floppies, Old diaries etc.
Regularly
(Bucket No. 2)
Needed but not so Business cards, Floppies, Photocopier paper, Excess promotional material etc.
much in quantity
(Bucket No. 3)
Wanted but not Personal material on soft board (cards, toys, photos), Speakers at desktop etc.
needed
(Bucket No. 4)
Reference: ICIC Bank Business Manual
S2 – systematic arrangement
We identify the right place for all the items. Systematic Arrangement means that “there is a place for
everything and everything is in its place
Bucket 1: most easy to retrieve.
Bucket 2: is kept at a place that is farther away.
Bucket 3: Five S commonplace (A place where all excess inventory and Red Tag items are stored)
To start with S2 we first take the following three steps
1. Make the layout of the workplace
2. Decide on what items to be placed where
3. Put all the necessary things in their identified place.
Example of Storeroom:
Make the layout of the workplace –should contain the front and top view
Take the layout and start specifying areas where things are supposed to be placed.
Bucket 1 Regularly needed items or files will be placed on the racks which are the nearest to the entrance in the
store.
Bucket 2 Items not needed regularly are placed at a little farther place to avoid clutter

8. Bucket 3 which are not so much in qty can be divided in two parts:
1. Optimum qty: Needed right now - Workplace
2. Excess inventory – Common place
Bucket 4 Commonplace – item to be got rid off (Can be moved offsite)
Bucket 5 Commonplace: Dispose After approval
Guideline: How to put Files and other items in Store
Label the files before they are moved into the storeroom.
The file label should be in a standard format and should include the following details
1. Name of the file
2. Start date and end date
3. Retention date
4. Owner of the file and department
• Color Coding
• Usage sequence and routine priority.
• Make bundles for pay in slips, brochures, draft slips, envelopes etc
• For stationary, envelopes etc. kanban will be used.
• All the racks and shelves in the storeroom should be labeled in sequence alphabetic, alphanumeric
labeling could be done.
• A segmental index should be created for the storeroom. This would tell what items are there in what
shelf
• Indexing
o The alphabetical and segmental index along with the layout should be pasted together in the
storeroom.
o The indexes and the layout will help us to easily locate the various files or documents in the
workplace without having to search for them.
o All the individual indexes available at a branch/location should be consolidated which is called a
master index.
Five S involves mistake proofing. Mistake proofing is the technique in which you build in such measures in the
system so that mistakes are eliminated.
S3 Spic –n- Span
Spic-n-span is about keeping things clean and in order (Maintenance mode). Whilst something is being cleaned
you should also be inspecting it looking for damage, defects and potential problems. It is a check whether S1
and S2 are done properly and on a regular basis. The staff should be given specific responsibilities for doing S3
and it important to periodically rotate responsibilities.
4.1 Store room /workstation /corporate office
• To clean a whole work area, first divide it into sections and allocate responsibilities for each to decide
what is to be cleaned and in what order.
• Identify proper methods and tools for cleaning such as vacuum cleaners soft cloths cleaning agents and
so on.
• Also make sure that proper protection is available for the person who is doing the cleaning.
• Always remember it is not just cleaning but cleaning with inspection.
• Are things properly disposed of when they are no longer needed?
S3 should be done on a regular and ongoing basis.

9. S4 –Standardization
This is the step for creating rules, procedures policies and standards, which are necessary to sustain the
movement of 5 S. One of the major tasks, is to make the workplace visually managed in this step we look at the
processes and try to design rules, policies or establish practices which are self sustaining.
Autonomous Maintenance Calendar: Identifies activities (See Annexure 1) / Task needed to keep the place
organized with clear responsibility and frequency mentioned in the format
S No What (Task to Who (Person When (When to At what
be performed) responsible for perform the task) frequency
this activity) (Optimum
frequency for this
task to sustain
the gain)
1 Cleaning and XYZ Second Friday Monthly
inspection –
Cupboard
A, B, C
May be revised after suitable time if needed
It is very important to have rules, policy/procedures to serve as to form the part of guidelines to maintain the
improvement. These policies should be communicated to the concerned and should be revised after suitable
time if needed.
Store / Workstation/ corporate office
• Policy for record management: There should be a clear policy about the documents to store and clear
retention period.
• Policy for pest control, scrap disposal, storing goods and procedure for safety equipment maintenance
Rules:
• Rules have beet set for workstation/ corporate office, checking the printer, clearing the papers and
printouts, putting the chairs back on place before leaving, cleaning the table, switch off the pc , lights
and lock the cabinets and telephone before leaving everyday.
5S Self discipline
• Objective of S5 is to follow and spread the learning and the lessons to the other colleague. it essentially
aims at standardization of the previous four steps.
• S5 is likely to happen over a period of time and as a result of regular S1, S2, S3, and S4.
• Education is important method to change the mindset. Employees can be trained to follow policies and
rules and to use the procedures made under S4.
• It is easy to think that discipline means following rules only and that using your own mind and common
sense is not required.

10. Conclusion
5 S is a very useful proven concept for manufacturing shop floors. But now the companies from service industry
also have adopted this concept keeping it in its true spirits.
It has increased the efficiency of the output and improved the layout and storage of materials, information,
tooling and other equipment in a work area to ensure quicker response times and process flows.
In the Banking and finance institutions, 5S managed floors always give a better impression to the customers.
Apart from the efficiency, the better impression on employee will provide a multiplying effect in competitive
advantage.
References:
Duane A. Floyd (1997); The Toyota Production System - The 5S Approach
Dr. Ronald S. Tibben-Lembke; Methods of Quality Improvement Nov. 16 - Toyota 5S
ICICI Bank Ltd; 5S plan and strategy paper.
Lean Advisors; http://www.leanadvisors.com (2000); Success through Knowledge.
Todd Skaggs, (09/29/03); Essential in the Lean Manufacturing Structure is
the "5S" Philosophy

11. Annexure 1: ICICI 5S CHECKLIST FOR ALL WORKSTATIONS
Sr No ITEMS
1. MOUSE PAD
2. PIN UP BOARD
3. STATE OF DRAWERS GOOD
4. PROPER ARRANGEMENT OF MATERIAL IN THE DRAWERS
5. GOOD ARRANGEMENT OF THINGS IN CUPBOARD
6. ARRANGEMENT OF LOOSE PAPERS
7. ARRANGEMENT OF MATERIAL UNDER THE DESKTOP
8. PROPER ARRANGEMENT FOR WATER AND GLASS
9. WELL DECORATED WORKSTATION
10. STATE OF VOICEMAIL BOXES
11. STATE OF WHITEBOARD
12. SPACE UTILIZATION
13. OVERALL FILE MANAGEMENT
14. CONDITION OF DESKTOP
15. PLEASING FOR ANYONE TO WORK HERE

12. Annexure 2 NAME:
AUDIT FORMAT
Dear Auditors kindly encircle, tick or mark the numbers / ranks given on the right side.
Sl. Item / Parameters RANK (5 Audits)
1 2 3 4 5
1. Mouse Pad
a) No Mouse pad 0 0 0 0 0
b) Mouse pad present but not being used 1 1 1 1 1
c) Mouse pad present and used but in bad state 2 2 2 2 2
d) Mouse pad in use and in good state 3 3 3 3 3
2. Pin Up Board
a) Posters, notices, photos on board in bad state (torn, dirty) 1 1 1 1 1
b) The material in haphazard state (overlapping, slanting etc.) 2 2 2 2 2
c) The material in good state and arranged in order 3 3 3 3 3
d) No material on board and is kept clean and neat 3 3 3 3 3
e) Material on board is neat, tidy, and relevant 4 4 4 4 4
3. State of Drawers
a) All the drawers not shut properly or half open when not in use 0 0 0 0 0
b) The drawers shut and not jutting out 1 1 1 1 1
c) No post its and torn stickers etc. on drawer 2 2 2 2 2
4. Arrangement of things in drawers
a) Haphazardly material is kept in drawer 0 0 0 0 0
b) Material in drawer is overflowing 0 0 0 0 0
c) Order in usage of items and their ease of access 1 1 1 1 1
d) Segregation is there in the materials of different drawers 2 2 2 2 2
e) The pins, tacks, staplers are all kept neatly 3 3 3 3 3
f) The things are in order and the papers are filed and stacked 4 4 4 4 4
g) Everything is in it’s place and is easy to locate for anyone 5 5 5 5 5
5. Arrangement of things in cupboard
a) Haphazardly material is kept in cupboard 0 0 0 0 0
b) Order in usage of items and their ease of access 1 1 1 1 1
c) Segregation is there in the materials of different shelves 2 2 2 2 2
e) The things are in order and the papers are filed and stacked 3 3 3 3 3
f) Everything is in it’s place and is easy to locate for anyone 4 4 4 4 4
6. Loose papers
a) Lots of loose paper around 0 0 0 0 0
b) loose papers untidily stacked under some paperweight 1 1 1 1 1
c) Loose papers are kept in piles and are segregated 2 2 2 2 2
d) loose papers are stapled or punched and filed neatly 3 3 3 3 3
e) No loose paper around, everything is in perfect order 4 4 4 4 4
7. Material under desktop
a) Bag, books papers etc. strewn around on floor 0 0 0 0 0

13. b) Bags, books, papers, files kept in proper stacks 1 1 1 1 1
c) Only Bag kept there, no papers or books or files 2 2 2 2 2
d) Nothing present under the desktop 3 3 3 3 3
e) Neat arrangement of bag and wires etc. 3 3 3 3 3
8. Water and Glass (if present)
a) Absence of coaster 0 0 0 0 0
b) Proper utilization of coaster 1 1 1 1 1
c) Glass and water kept in a safe place 2 2 2 2 2
9. Voicemail Boxes (if applicable)
a) No. of msgs. If less than 2 and not more than 1 day old 4 4 4 4 4
b) No. of msgs If less than 5 and not more than 2 day sold 3 3 3 3 3
c) No. of msgs. If less than 10 and not more than 4 days old 2 2 2 2 2
d) No. of msgs. If less than 15 and not more than 7 days old 1 1 1 1 1
e) No. of msgs. If less than 25 and not more than 10 days old 0 0 0 0 0
10. State of Whiteboard (if applicable)
a) Neat and Clean, with board-markers, and pointers 5 5 5 5 5
b) Well used and tidily maintained 4 4 4 4 4
c) Neat and clean without stationery 3 3 3 3 3
d) Untidy and some stationery 2 2 2 2 2
e) Untidy and no stationery 1 1 1 1 1
f) Scratched, not properly hung and looks abused 0 0 0 0 0
11. Well decorated work station
a) Decorations present 1 1 1 1 1
b) Decorated neatly 2 2 2 2 2
c) Good decoration 3 3 3 3 3
d) Very well decorated 4 4 4 4 4
12. Pleasing for anyone to work here
a) Not pleasing at all / will be irritating 0 0 0 0 0
b) Needs major improvement 1 1 1 1 1
c) Can be tolerated 2 2 2 2 2
d) Will be okay to work 3 3 3 3 3
e) Glad to be in this workstation 4 4 4 4 4
f) Excellent and extremely well maintained 5 5 5 5 5
13. Space Utilization
a) The space is totally cramped and overfull 0 0 0 0 0
b) The space is full but things are not in place (m/c, printer etc.) 1 1 1 1 1
c) The space is full but things are in place 2 2 2 2 2
d) The space is there and is neat 3 3 3 3 3
14. Condition of Desktop
a) Desk is untidy, full of material and tit-bits 0 0 0 0 0
b) desk is full but material is arranged in piles and stacks 1 1 1 1 1
c) Desk is neat and tidy, no tit –bits 2 2 2 2 2
d) Desk is well managed, everything is filed properly and kept 3 3 3 3 3
in boxes
15. File management (Overall)
a) Very Bad 0 0 0 0 0

14. b) Bad 1 1 1 1 1
c) Satisfactory 2 2 2 2 2
d) Good 3 3 3 3 3
e) Excellent 4 4 4 4 4
TOTAL

15. Annexure 3 : AUDIT REPORT
AUDIT 1
DATE: __/__/03 TIME: _____ Name & Signature of Auditor
1)
2)
Remarks and Comments:
AUDIT 2
DATE: __/__/03 TIME: _____ Name & Signature of Auditor
1)
2)
Remarks and Comments:
AUDIT 3
DATE: __/__/03 TIME: _____ Name & Signature of Auditor
1)
2)
Remarks and Comments:
AUDIT 4
DATE: __/__/03 TIME: _____ Name & Signature of Auditor
1)
2)
Remarks and Comments:
AUDIT 5
DATE: __/__/03 TIME: _____ Name & Signature of Auditor
1)
2)
Remarks and Comments:
Total Score: