RESITOFLEX was founded in 1947 by R.K. Jain and offers products for vibration, shock, noise control, flexible piping systems, air springs, and seismic isolation systems. The company implemented the 5S methodology to establish order and cleanliness in the workplace. The 5S include sorting, setting in order, shining, standardizing, and sustaining processes. Through red tagging and organizing equipment, establishing cleaning procedures, creating standards, and sustaining practices with training and rewards, RESITOFLEX aims to foster continual improvement using the PDCA cycle.

1. Chaudhary Jitendra Singh
D-15
KNOWLWDGE MANAGEMENT

2. • RESISTOFLEX founded in 1947 by Late Mr. R.K. Jain after graduating in Electrical & Mechanical Enginee
ring from BHU, India.
• He was joined by Mr. Ratish Jain, B.Tech & Silver medallist from IIT Delhi. He forged several alliances with
globally acclaimed companies in related fields. Further RESISTOFLEX was co-opted to the Mechanical Vibra
tion and Shock Sectional Committee of Bureau of Indian Standards (BIS).
• RESISTOFLEX offers a most comprehensive range of products for :
• Vibration, Shock & Noise Control
• Flexible Piping Systems
• Air Springs & Suspension Systems
• Seismic Base Isolation Systems
• Seismic Restraint Systems
About The Company

3. 5S Process:
5S is a management tool from Japan, that focuses on establishing a quality environment in the org
anisation, ensuring adherence to standards and in the process, fosters the spirit of continual impro
vement. The 5S are as follows:
SORT: To sort and systematically discard items that are not needed in the workplace.
SET IN ORDER: To arrange necessary items in a neat and systematic manner so that they can be
easily retrieved for use and to return after use.
SHINE: To clean and inspect the workplace thoroughly so that there is no dirt on the floor,
machines and equipments.
STANDARDISE: To maintain a high standard of workplace organisation by keeping everything
clean and orderly at all times.
SUSTAIN: To train people to practice the 5S system continuously so that it becomes habitual
and ingrained in the culture of the organisation.

4. WHY 5S ?
The 5S concept is easy for everyone to understand because: It does not require the u
nderstanding of difficult terminologies. It is simple, driven by logic and natural to h
uman behavior. It is within the reach of all type and size of industry or organisation.
BENEFITS OF 5S
• Workplace becomes cleaner and better organized.
• Shop floor and office operation becomes safer.
• Visible results enhance the generation of more and better ideas.
• Lead-time reduced
• Changeover time reduced by streamlining operations.
• Breakdowns and minor stops eliminated on production lines.
• Defects reduced by mistake proofing.
• Clear methods and standards are established. In-process inventory is reduced.
• Space usage is improved. Customer complaints are reduced.

5. Adoption and modification of 5S
SORT: The organisation has implemented the first S by implementing the concept of red tagging. The usefulness of e
quipment and tools is measured by asking the questions such as Is the item useful?, how often it is needed? And how
much it is needed. Then depending upon the answers an item is red tagged if it is not important and an immediate acti
on is taken whether to throw the item away, sell it or look for a proper disposal. Everything is documented and hence
a better communication is established between workers by illumination unwanted equipments
SET IN ORDER: Once the first S has been successfully implemented, what is left is arranged so that there is ease of
use and storage. Not much is changed in this S. Equipment and items which are frequently used are kept near the poin
t of use, items less used are kept away and items which are not generally used but must be kept are stored carefully wi
th labels hence increasing efficiency and reducing time.
SHINE: To implement 3rd S, the company has adopted the following Strategy
• Step 1: Delegate Cleaning Assignments.
• Step 2: To Determine What is to be Cleaned.
• Step 3: To Determine the Methods to be Used.
• Step 4: To Prepare the Cleaning Tools and Materials
• Step 5: Implement Cleanliness

6. STANDARDISE: Once the 3S are in place, the next step is to concentrate on standardizing best practises.The plan m
ust include the creation of procedures and simple daily checklists which are to be visibly displayed at every workplac
e. The key word is to consolidate the 3S by establishing standard procedures. This activity is carried out to determine
the best work practices and find ways of ensuring that everyone carries out their individual activity in their workplace
. Hence a better workplace environment is achieved
SUSTAIN: The fifth S is to make it a habit of maintaining the momentum of the previous four S to ensure sustainabili
ty of the system and to make further improvement by encouraging effective use of P-D-C-A Cycle. Sustainability is i
mplemented by:
Building awareness of the importance of 5S through retraining.
Rewarding and recognizing efforts of staff.
Using techniques / approaches / strategies to sustain activities.

7. PDCA Cycle
Finally everything is controlled and maintained with the help of PDCA Cycle.