5S MANUAL - 122.252.243.98

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ISSUED BY: MR

5S MANUAL

COPY NO :- ISSUE NO :- 01 DATE OF ISSUE : 26/09/17 REVISION NO. :- . 00 ISSUED TO :-

NORTH WESTERN RAILWAY

C&W WORKSHOP, BIKANER

RAJASTHAN – 334004

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5S MANUAL ISSUE NO : 01 REV.NO : 00 SECTION NO : 0.1

C&W WORKSHOP, BIKANER EFFECTIVE DATE

26/09/17

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0.1 REVISION HISTORY :

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0.2 DISTRIBUTION LIST :

SL. DESIGNATION COPY NO.

1.

2

CWM

CERTIFICATION BODY

01

02

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0.3 TABLE OF CONTENTS:

SECTION NO. ISO 9001-2015

CLAUSE NO.

TITLE NO. OF

PAGES

-- Cover Sheet 1

0.1

-- Revision History 1

0.2

-- Distribution List 1

0.3

-- Table of Content 3

0.4

-- Company Profile 1

0.5 -- Abbreviations 1

1.0 1 Scope 1

2.0 2 Normative Reference 1

3.0 3 Terms and Definitions 1

4.0 4 Context of C&W Workshop, Bikaner 3

4.1 Understanding C&W Workshop, Bikaner

4.2 Understanding the needs and expectations of interested

parties

4.3 Determining the scope of the 5S management system

4.4 5S management system and its processes

5.0 5 Leadership 2

5.1 Leadership and commitment

5.1.1 General

5.1.2 Customer focus

5.2 Policy

5.2.1 Establishing the 5S policy

5.2.2 Communicating the 5S policy

5.3 Organizational roles, responsibilities and authorities

6.0 6 Planning 2

6.1 Actions to address risks and opportunities

6.2 5S objectives and planning to achieve them

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CLAUSE NO.

TITLE NO. OF

PAGES

6.3 Planning of changes

7.0 7 Support 4

7.1 Resources

7.1.1 General

7.1.2 People

7.1.3 Infrastructure

7.1.4 Environment for the operation of processes

7.1.5 Monitoring and measuring resources

7.1.6 Organizational knowledge

7.2 Competence

7.3 Awareness

7.4 Communication

7.5 Documented information

7.5.1 General

7.5.2 Creating and updating

7.5.3 Control of documented information

8.0 8 Operation 5

8.1 Operational planning and control

8.2 Control of externally provided processes, products and

services

8.2.1 General

8.2.2 Type and extent of control

8.2.3 Information for external providers

8.3 Production and service provision

8.3.1 Control of production and service provision

8.3.2 Identification and traceability

8.3.3 Property belonging to external providers

8.3.4 Preservation

8.3.5 Post-delivery activities

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CLAUSE NO.

TITLE NO. OF

PAGES

9.0 9 Performance evaluation 3

9.1 Monitoring, measurement, analysis and evaluation

9.1.1 General

9.1.2 Customer satisfaction

9.1.3 Analysis and evaluation

9.2 Internal audit

9.3 Management review

9.3.1 General

9.3.2 Management review inputs

9.3.3 Management review outputs

10 10 Improvement 2

10.1 General

10.2 Nonconformity and corrective action

10.3 Continual improvement

SECTION

NO.

ISO CLAUSE NO. TITLE NO. OF PAGES

”A” ----------------- LIST OF PROCEDURES 1

”B” 5.3 ORGANISATION CHART 1

”C” 5.3 RESPONSIBILITY & AUTHORITY 1

”D” 8.1 PROCESS FLOW 2

”E” 6.2 DEPARTMENTAL OBJECTIVES 1

”F” 5.2 QUQLITY POLICY 1

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Introduction of the Workshop BRIEF HISTORY OF THE BIKANER WORKSHOP Foundation stone of Bikaner workshop was laid by late Shri Ganga Singhji Bhadur,

Maharaja of Bikaner state on 18th March 1925 on outskirts of Bikaner Town at

Lalgarh. The workshop started functioning w.e.f. 1st March 1926. It was under State

Government up to 01.04.1949 and thereafter under Central Government up to

01.04.1950.With the reorganisation of Railways, the workshop became a part of

Northern Railway w.e.f 14.04.1952. On formation of new zone w.e.f 01.10.2002, it

is now under the jurisdiction of NORTH WESTERN RAILWAY.

Initially this workshop was meter gauge workshop. The workshop was carrying

POH of Steam Locomotive, MG wagon and coach POH.

A track of 75 meters length in a covered bay of Loco side was converted to BG

Track on 02.02.1994 after gauge conversion of BTI-LGH section. This was done

for future planning to tackle BG Stock both BG coach and BG Wagon.

After closure of MG steam locomotive and MG wagon POH activity, this workshop

was entrusted with periodic overhauling of MG coaches with a target of 35 MG

coaches per month up to March 2009. Thereafter BG BOXN Wagon rehabilitation

work was started from April 2009 in addition to MG coaching POH.

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At present, Bikaner workshop is doing POH to MG Coaches,

Rehabilitation/Rebuilding of BOXN Wagons & their POH and also IOH of BG Coach

Bogies for Bikaner Division, Bikaner workshop is also supplying MG coach Wheels

and BG coach wheels to division as per their requirement. .

A Basic Training Centre is attached to this workshop, where skilled artisan staffs of

this Workshop are being trained. In addition to this, Engineering Graduates,

Engineering diploma holders, ITI certificate holders and defence personnel are also

being imparted the training under the Apprentice act, 1961.

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0.5 ABBREVIATIONS :

Sr. NO. ABBREVIATION EXPLANATION

1 C&W Carriage & Wagon. 2 REV Revision

3 5SM 5S Manual

4 PDCA Plan Do Check Act

5 MR Management Representative

6 DEPT Department

7 CWM Chief Works Manager

8 AWM Assistant Works Manager

9 WEE Workshop Electrical Engineer

10 APO Assistant Personnel Officer

11 DOC Document

12 DT. Date

13 PUR Purchase

14 R & A Responsibility & Authority

15 5SP 5S Procedure

16 SOP Standard Operating Procedure

17 NCR Non Conforming Report

18 C&P Action Corrective & Preventive Action

19 NO. Number

20 SEC Section

21 FIN Finance

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1.0 SCOPE :

The scope of Certification:

“Periodic Overhauling of MG Coaches & BG Wagons and

Intermediate Overhauling of BG Coach Bogies” within North Western Railway Workshop, Bikaner Premises

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2.0 NORMATIVE REFERENCE:

There is no normative reference for 5S

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3.0 TERMS AND DEFINITIONS :

THE TERMS USED IN THIS 5S MANUAL TO DESCRIBE THE SUPPLY CHAIN TO

REFLECT THE VOCABULARY.

Supplier Organization Customer

THROUGHOUT THE TEXT OF THIS 5S MANUAL, WHEREVER THE TERM

“PRODUCT” OCCURS, IT CAN ALSO MEAN “SERVICE”

DEFINATION :

Supplier : Organization or person that provides a product.

Organization : Group of people and facilities with an arrangement of responsibilities,

authorities and relationship.

Customer : Organization or person that receipts the product.

5S : Degree to which a set of inherent characteristics fulfils requirements.

Product : Result of a process.

Non Conformity : Non fulfillment of a requirement.

Process : Set of interrelated or interacting activities which transform inputs into outputs.

Top Management : Person or group of people who directs and controls an organization at

the highest level.

Document : Information and its supporting medium.

Record : Document stating results achieved or providing evidence of activities performed.

5S Policy : Overall intensions and direction of an organization related to 5S as

formally expressed by top management.

5S Objective : Something sought, or aimed for, related to 5S.

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4 Context of C&W Workshop, Bikaner

4.1 Understanding C&W Workshop, Bikaner

C&W WORKSHOP, BIKANER has determined external and internal issues that are relevant to its

purpose and its strategic direction and that affect its ability to achieve the intended results of its 5S

Management system.

C&W WORKSHOP, BIKANER is monitoring and reviewing information about these external and internal

issues.

4.2 Understanding the needs and expectations of interested parties

Due to their effect or potential effect on C&W WORKSHOP, BIKANER’s ability to consistently

provide products and services that meet customer and applicable statutory and regulatory requirements,

the C&W WORKSHOP, BIKANER has determined:

a) the interested parties that are relevant to the 5S management system;

b) the requirements of these interested parties that are relevant to the 5S management

system.

C&W WORKSHOP, BIKANER is monitoring and reviewing information about these

interested parties and their relevant requirements.

4.3 Determining the scope of the 5S management system

C&W WORKSHOP, BIKANER has determine the boundaries and applicability of the 5S

management system to establish its scope.

When determining the scope, C&W WORKSHOP, BIKANER has considered:

a) the external and internal issues ;

b) the requirements of relevant interested parties ;

c) the products and services of C&W WORKSHOP, BIKANER.

C&W WORKSHOP, BIKANER has applied all the requirements of this Standard which are applicable within the determined scope of its 5S management system.

Ref: SECTION 1.0

The scope of C&W WORKSHOP, BIKANER’s 5S management system are available and

maintained as documented information. The scope states the types of products and services

covered,

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4.4 5S management system and its processes

4.4.1 C&W WORKSHOP, BIKANER has established, implemented, maintained and continually

improving a 5S management system, including the processes needed and their interactions, in

accordance with the requirements of this International Standard.

C&W WORKSHOP, BIKANER has determine the processes needed for the 5S management

system and their application throughout the organization, and has:

a) determined the inputs required and the outputs expected from these processes;

b) determined the sequence and interaction of these processes;

c) determined and applied the criteria and methods (including monitoring, measurements

and related performance indicators) needed to ensure the effective operation and

control of these processes;

d) determined the resources needed for these processes and ensure their availability;

e) assigned the responsibilities and authorities for these processes;

f) addressed the risks and opportunities as determined in accordance with the

requirements;

g) evaluated these processes and implemented any changes needed to ensure that these

processes achieve their intended results.

h) improve the processes and the 5S management system.

4.4.2 To the extent necessary, C&W WORKSHOP, BIKANER has :

a) maintained documented information to support the operation of its processes;

b) retained documented information to have confidence that the processes are

being carried out as planned.

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5 Leadership 5.1.1 General

CWM has demonstrated leadership and commitment with respect to the 5S

management system by:

a) taking accountability for the effectiveness of the 5S management system;

b) ensuring that the 5S policy and 5S objectives are established for the 5S

management system and are compatible with the context and strategic direction of the

organization;

c) ensuring the integration of the 5S management system requirements into the

organization’s business processes;

d) promoting the use of the process approach and risk-based thinking;

e) ensuring that the resources needed for the 5S management system are available;

f) communicating the importance of effective 5S management and of conforming to

the 5S management system requirements;

g) ensuring that the 5S management system achieves its intended results;

h) engaging, directing and supporting persons to contribute to the effectiveness of the

5S management system;

i) promoting improvement;

j) supporting other relevant management roles to demonstrate their leadership as it

applies to their areas of responsibility.

5.1.2 Customer Focus

CWM has demonstrated leadership and commitment with respect to customer focus

by ensuring that:

a) customer and applicable statutory and regulatory requirements are determined, understood and consistently met;

b) the risks and opportunities that can affect conformity of products and services and the ability to enhance customer satisfaction are determined and addressed;

c) the focus on enhancing customer satisfaction is maintained.

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5.2 Policy

5.2.1 Establishing the 5S policy

CWM has established, implemented and maintained a 5S policy that:

a) is appropriate to the purpose and context of C&W WORKSHOP, BIKANER and supports its

strategic direction;

b) provides a framework for setting 5S objectives;

c) includes a commitment to satisfy applicable requirements;

d) includes a commitment to continual improvement of the 5S management system.

Ref: ANNEXURE “F”

5.2.2 Communicating the 5S policy

The 5S policy is:

a) available and maintained as documented information;

b) communicated, understood and applied within the organization;

c) available to relevant interested parties, as appropriate.

5.3 Organizational roles, responsibilities and authorities

CWM has ensured that the responsibilities and authorities for relevant roles are assigned, communicated and understood within the organization.

CWM has assigned the responsibility and authority for:

a) ensuring that the 5S management system conforms to the requirements of ISO

9001:2015 Standard;

b) ensuring that the processes are delivering their intended outputs;

c) reporting on the performance of the 5S management system and on

opportunities for improvement, in particular to top management;

d) ensuring the promotion of customer focus throughout the organization;

e) ensuring that the integrity of the 5S management system is maintained

when changes to the 5S management system are planned and

implemented.

Ref: ANNEXURE “C”

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6 Planning

6.1 Actions to address risks and opportunities

6.1.1 When planning for the 5S management system, C&W WORKSHOP, BIKANER has considered the

issues and the requirements and determine the risks and opportunities that need to be addressed to:

a) give assurance that the 5S management system can achieve its intended results;

b) enhance desirable effects; c) prevent, or reduce, undesired effects; d) achieve improvement.

6.1.2 C&W WORKSHOP, BIKANER has planned:

a) actions to address risks and opportunities;

b) how to: 1) integrate and implement the actions into its 5S management system processes;

2) evaluate the effectiveness of these actions.

Actions taken to address risks and opportunities which are proportionate to the potential impact on the conformity of products and services.

Work planning for each activity is prepared before start of the work considering:

i) Work/Job/Activity to be done

ii) Assigning that work to competent person

iii) Work instruction to carry out that activity using PPEs/ correct tools/equipments/measuring

instruments

iv) Time schedule to complete that activities

v) Person responsible to monitor the progress of work on daily basis

vi) Risk involved and consequences that of

vii) Opportunities to complete the work as per plan

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6.2 5S objectives and planning to achieve them

6.2.1 C&W WORKSHOP, BIKANER has established 5S objectives at relevant functions, levels and processes needed for the 5S management system.

The 5S objectives are:

a) consistent with the 5S policy;

b) measurable;

c) take into account applicable requirements;

d) relevant to conformity of products and services and to enhancement of customer satisfaction;

e) monitored;

f) communicated;

g) updated as appropriate.

C&W WORKSHOP, BIKANER has maintained documented information on the 5S objectives and

progress/achievement is monitored on regular basis.

Ref: ANNEXURE “E”

6.2.2 When planning to achieve its 5S objectives, C&W WORKSHOP, BIKANER has determined:

a) what is to be done;

b) what resources are required;

c) who is responsible;

d) when it is completed;

e) how the results are evaluated.

6.3 Planning of changes

When C&W WORKSHOP, BIKANER determines the need for changes to the 5S management system,

the changes are carried out in a planned manner.

C&W WORKSHOP, BIKANER has considered:

a) the purpose of the changes and their potential consequences;

b) the integrity of the 5S management system;

c) the availability of resources;

d) the allocation or reallocation of responsibilities and authorities.

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7 Support

7.1 Resources

7.1.1 General

C&W WORKSHOP, BIKANER has determined and provided the resources needed for the

establishment, implementation, maintenance and continual improvement of the 5S management

system.

C&W WORKSHOP, BIKANER has considered:

a) the capabilities of, and constraints on, existing internal resources;

b) what needs to be obtained from external providers.

7.1.2 People

C&W WORKSHOP, BIKANER has determined and provided the persons necessary for the effective

implementation of its 5S management system and for the operation and control of its processes.

7.1.3 Infrastructure

C&W WORKSHOP, BIKANER has determined, provided and maintained the infrastructure

necessary for the operation of its processes and to achieve conformity of products and services.

7.1.4 Environment for the operation of processes

C&W WORKSHOP, BIKANER has determined, provided and maintained the environment

necessary for the operation of its processes and to achieve conformity of products and services.

7.1.5 Monitoring and measuring resources

7.1.5.1 General

C&W WORKSHOP, BIKANER has determined and provided the resources needed to ensure valid and

reliable results when monitoring or measuring is used to verify the conformity of products and services

to requirements.

C&W WORKSHOP, BIKANER has ensures that the resources provided:

a) are suitable for the specific type of monitoring and measurement activities being undertaken;

b) are maintained to ensure continuing fitness for their purpose.

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C&W WORKSHOP, BIKANER has retained appropriate documented information as evidence of

fitness for purpose of the monitoring and measurement resources.

7.1.5.2 Measurement traceability

When measurement traceability is a requirement, or is considered by C&W WORKSHOP,

BIKANER to be an essential part of providing confidence in the validity of measurement results,

measuring equipment has been:

a) Calibrated or verified, or both, at specified intervals, or prior to use, against measurement

standards traceable to international or national measurement standards; when no such standards

exist, the basis used for calibration or verification has be retained as documented information;

b) identified in order to determine their status;

c) safeguarded from adjustments, damage or deterioration that would validate the

calibration status and subsequent measurement results.

C&W WORKSHOP, BIKANER is determining the validity of previous measurement results which

adversely affects when measuring equipment is found unfit for its intended purpose, and taking

appropriate action as necessary.

7.1.6 Organizational knowledge

C&W WORKSHOP, BIKANER has determined the knowledge necessary for the operation of

its processes and to achieve conformity of products and services.

This knowledge is maintained and made available to the extent necessary.

When addressing changing needs and trends, C&W WORKSHOP, BIKANER is considering

its current knowledge and determines how to acquire or access any necessary additional

knowledge and required updates.

Organizational knowledge has been determined and maintained on Doc. No TRG/02 and is used

when planning for carrying our wok/activities.

In case of changing needs and trend any necessary additional knowledge is acquired though training

to update knowledge and it is maintained on Doc. No. TRG/01

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7.2 Competence

C&W WORKSHOP, BIKANER has:

a) determined the necessary competence of persons doing work under its control that affects

the performance and effectiveness of the 5S management system;

b) ensures that persons are competent on the basis of appropriate education, training, or

experience;

c) where applicable, take actions to acquire the necessary competence, and evaluate

the effectiveness of the actions taken;

d) retaining appropriate documented information as evidence of competence.

Ref: Procedure 5SP: 7.2

7.3 Awareness

C&W WORKSHOP, BIKANER ensures that persons doing work under the organization’s control are

aware of:

a) the 5S policy;

b) relevant 5S objectives;

c) their contribution to the effectiveness of the 5S management system, including the benefits of improved performance;

d) the implications of not conforming with the 5S management system requirements.

7.4 Communication

C&W WORKSHOP, BIKANER determines the internal and external communications relevant to the 5S management system, including:

a) what is communicated;

b) when communicated;

c) with whom communicated;

d) how that is communicated;

e) who communicates.


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7.5 Documented information

7.5.1 General

C&W WORKSHOP, BIKANER’S 5S management system includes:

a) documented information required by 5S Standard;

b) documented information determined by C&W WORKSHOP, BIKANER as being necessary

for the effectiveness of the 5S management system.

7.5.2 Creating and updating

When creating and updating documented information, the organization ensures appropriate:

a) identification and description (e.g. a title, date, author, or reference number);

b) format (e.g. language, software version, graphics) and media (e.g. paper, electronic);

c) review and approval for suitability and adequacy.

7.5.3 Control of documented information

7.5.3.1 Documented information required by the 5S management system and by

5S Standard are controlled to ensure:

a) it is available and suitable for use, where and when it is needed;

b) it is adequately protected (e.g. from loss of confidentiality, improper use, or loss

of integrity).

7.5.3.2 For the control of documented information, Southern Marine Services Pvt. Ltd

. addresses the following activities, as applicable:

a) distribution, access, retrieval and use;

b) storage and preservation, including preservation of legibility;

c) control of changes (e.g. version control);

d) retention and disposition.

Documented information of external origin determined by the organization to be necessary for

the planning and operation of the 5S management system shall be identified as

appropriate, and be controlled.

Documented information retained as evidence of conformity shall be protected from

unintended alterations.

Ref: Procedure 5SP: 7.5.3 & distribution is controlled through acknowledgement

receipt on Doc No. MLD/01

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8 Operation

8.1 Operational planning and control

Sort: The first S focuses on eliminating unnecessary items from the workplace. An effective

visual method to identify these unneeded items is called red tagging. A red tag is placed on all items

not required to complete your job. These items are then moved to a central holding area. This process

is for evaluation of the red tag items. Occasionally used items are moved to a more organized storage

location outside of the work area while unneeded items are discarded. Sorting is an excellent way to

free up valuable floor space and eliminate such things as broken tools, obsolete jigs and fixtures, scrap

and excess raw material. The Sort process also helps prevent the JIC job mentality (Just In Case.)

Set In Order : is the second S and focuses on efficient and effective storage methods.

You must ask yourself these questions:

What do I need to do my job?

Where should I locate this item?

How many of this item do I need?

Strategies for effective Set In Order are painting floors, outlining work areas and locations, shadow

boards, and modular shelving and cabinets for needed items such as trash cans, brooms, mop and

buckets. Imagine how much time is wasted every day looking for a broom? The broom should have a

specific location where all employees can find it. "A place for everything and everything in its place."

Shine: Once you have eliminated the clutter and junk that has been clogging your work areas and

identified and located the necessary items, the next step is to thoroughly clean the work area. Daily

follow-up cleaning is necessary in order to sustain this improvement. Workers take pride in a clean

and clutter-free work area and the Shine step will help create ownership in the equipment and facility.

Workers will also begin to notice changes in equipment and facility location such as air, oil and

coolant leaks, repeat contamination and vibration, broken, fatigue, breakage, and misalignment. These

changes, if left unattended, could lead to equipment failure and loss of production. Both add up to

impact your company’s bottom line.

Standardize: Now that the first three 5S’s have been implemented, you should concentrate on

standardizing best practice in your work area. Allow your employees to participate in the development

of such standards. They are a valuable but often overlooked source of information regarding their

work. Think of what McDonalds, Pizza Hut, UPS, Blockbuster and the United States Military would

be without effective work standards.

Sustain: This is by far the most difficult S to implement and achieve. Human nature is to resist

change and more than a few organizations have found themselves with a dirty cluttered shop a few

months following their attempt to implement 5S. The tendency is to return to the status quo and the

comfort zone of the "old way" of doing things. Sustain focuses on defining a new status quo and

standard of work place organization.


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8.2 Control of externally provided processes, products and services

8.2.1 General C&W WORKSHOP, BIKANER ensures that externally provided processes, products and services conform to requirements.

C&W WORKSHOP, BIKANER determines the controls to be applied to externally provided processes, products and services when:

a) products and services from external providers are intended for incorporation into the organization’s own products and services; b) products and services are provided directly to the customer(s) by external providers on behalf of the organization;

c) a process, or part of a process, is provided by an external provider as a result of a

decision by the organization.

C&W WORKSHOP, BIKANER determines and applying criteria for the evaluation, selection, monitoring of performance, and re-evaluation of external providers, based on their ability to provide processes or products and services in accordance with requirements. C&W WORKSHOP, BIKANER has retain documented information of these activities and any necessary actions arising from the evaluations.

8.2.2 Type and extent of control

C&W WORKSHOP, BIKANER ensures that externally provided processes, products and services do not adversely affect the organization’s ability to consistently deliver conforming products and services to its customers.

C&W WORKSHOP, BIKANER:

a) ensures that externally provided processes remain within the control of its 5S management system;

b) defines both the controls that it intends to apply to an external provider and those it intends to apply to the resulting output;

c) takes into consideration:

1) the potential impact of the externally provided processes, products and services on

the organization’s ability to consistently meet customer and applicable statutory and

regulatory requirements;

2) the effectiveness of the controls applied by the external provider;

d) determine the verification, or other activities, necessary to ensure that the externally

provided processes, products and services meet requirements.

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.

8.2.3 Information for external providers

C&W WORKSHOP, BIKANER ensures the adequacy of requirements prior to their communication to the external provider.

C&W WORKSHOP, BIKANER communicates to external providers its requirements for:

a) the processes, products and services to be provided;

b) the approval of:

1) products and services;

2) methods, processes and equipment;

3) the release of products and services;

c) competence, including any required qualification of persons;

d) the external providers’ interactions with C&W WORKSHOP, BIKANER;

e) control and monitoring of the external providers’ performance to be applied by the

organization;

c) verification or validation activities that the organization, or its customer, intends to perform at

the external providers’ premises.


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8.3 Production and service provision

8.3.1 Control of production and service provision

C&W WORKSHOP, BIKANER implements production and service provision under

controlled conditions. Controlled conditions include, as applicable:

a) the availability of documented information that defines:

1) the characteristics of the products to be produced, the services to be provided, or

the activities to be performed;

2) the results to be achieved;

b) the availability and use of suitable monitoring and measuring resources;

c) the implementation of monitoring and measurement activities at appropriate stages to

verify that criteria for control of processes or outputs, and acceptance criteria for

products and services, have been met;

d) the use of suitable infrastructure and environment for the operation of processes;

e) the appointment of competent persons, including any required qualification;

f the validation, and periodic revalidation, of the ability to achieve planned results of the

processes for production and service provision, where the resulting output cannot be verified

by subsequent monitoring or measurement;

g) the implementation of actions to prevent human error;

h) the implementation of release, delivery and post-delivery activities.

8.3.2 Identification and traceability

C&W WORKSHOP, BIKANER has use suitable means to identify outputs when it

is necessary to ensure the conformity of products and services.

C&W WORKSHOP, BIKANER has identify the status of outputs with respect to monitoring and measurement requirements throughout production and service provision.

C&W WORKSHOP, BIKANER has control the unique identification of the outputs when traceability is a requirement, and shall retain the documented information necessary to enable traceability.

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8.3.3 Property belonging to external providers

C&W WORKSHOP, BIKANER exercises care with property belonging to external providers while it is

under the organization’s control or being used by the organization.

C&W WORKSHOP, BIKANER is identifying, verifying, protecting and safeguarding external providers’

property provided for use or incorporation into the products and services.

When the property of a external provider is lost, damaged or otherwise found to be unsuitable for use, C&W WORKSHOP, BIKANER reports this to the external provider and retain documented information on what has occurred.

8.3.4 Preservation C&W WORKSHOP, BIKANER preserves the outputs during production and service provision, to the extent necessary to ensure conformity to requirements.

8.3.5 Post-delivery activities

C&W WORKSHOP, BIKANER meets requirements for post-delivery activities associated with the

products and services.

In determining the extent of post-delivery activities that are required, C&W WORKSHOP, BIKANER

considers:

a) statutory and regulatory requirements;

b) the potential undesired consequences associated with its products and services;

c) the nature, use and intended lifetime of its products and services;

d) customer requirements;

e) customer feedback.

APPROVED BY: CWM

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9 Performance evaluation

9.1 Monitoring, measurement, analysis and evaluation

9.1.1 General

The C&W WORKSHOP, BIKANER determines:

a) what needs to be monitored and measured;

b) the methods for monitoring, measurement, analysis and evaluation needed to ensure

valid results;

c) when the monitoring and measuring is performed;

d) when the results from monitoring and measurement is analysed and evaluated.

C&W WORKSHOP, BIKANER evaluates the performance and the effectiveness of the 5S management

system. C&W WORKSHOP, BIKANER retains appropriate documented information as evidence of the

results.

9.1.2 Satisfaction of interested parties

C&W WORKSHOP, BIKANER monitors interested parties’ perceptions of the degree to which their needs

and expectations have been fulfilled. C&W WORKSHOP, BIKANER determines the methods for

obtaining, monitoring and reviewing this information.

9.1.3 Analysis and evaluation

C&W WORKSHOP, BIKANER analyses and evaluates appropriate data and information arising from

monitoring and measurement.

The results of analysis are used to evaluate:

a) conformity of 5S requirements;

b) the degree of satisfaction of interested parties ;

c) the performance and effectiveness of the 5S management system;

d) if planning has been implemented effectively;

e) the effectiveness of actions taken to address risks and opportunities;

f) the performance of external providers;

g) the need for improvements to the 5S management system.

Ref: Procedure 5SP: 9.1.3

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9.2 Internal audit

9.2.1 C&W WORKSHOP, BIKANER conducts internal audits at planned intervals to provide

information on whether the 5S management system:

a) conforms to:

1) the organization’s own requirements for its 5S management system;

2) the requirements of this International Standard;

b) is effectively implemented and maintained.

9.2.2 C&W WORKSHOP, BIKANER :

a) plans, establishes, implements and maintains an audit programme including the frequency, methods, responsibilities, planning requirements and reporting, whichl takes into consideration the importance of the processes concerned, changes affecting C&W WORKSHOP, BIKANER, and the results of previous audits;

b) defines the audit criteria and scope for each audit;

c) selecting auditors and conducting audits to ensure objectivity and the impartiality of

the audit process;

d) ensures that the results of the audits are reported to relevant management;

e) takes appropriate correction and corrective actions without undue delay;

f) retains documented information as evidence of the implementation of the audit

programme and the audit results.


9.3 Management review

9.3.1 General

CWM reviews the organization’s 5S management system, at planned intervals, to ensure its continuing suitability, adequacy, effectiveness and alignment with the strategic direction of the organization.

9.3.2 Management review inputs

The management review is planned and carried out taking into considerations:

a) the status of actions from previous management reviews;

b) changes in external and internal issues that are relevant to the 5S management

system;

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c) information on the performance and effectiveness of the 5S management

system, including trends in:

1) feedback from relevant interested parties;

2) the extent to which 5S objectives have been met;

3) process performance and conformity of products and services;

4) nonconformities and corrective actions;

5) monitoring and measurement results;

6) audit results;

7) the performance of external providers;

d) the adequacy of resources;

e) the effectiveness of actions taken to address risks and opportunities ;

f) opportunities for improvement.

9.3.3 Management review outputs

The outputs of the management review includes decisions and actions related to:

a) opportunities for improvement;

b) any need for changes to the 5S management system;

c) resource needs.

C&W WORKSHOP, BIKANER retains documented information as evidence of the results of management

reviews.


APPROVED BY: CWM

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10 Improvement

10.1 General

C&W WORKSHOP, BIKANER determines and selects opportunities for improvement and implements

any necessary actions to meet requirements and enhance satisfaction. which include:

a) improving products and services to meet requirements as well as to address future

needs and expectations;

b) correcting, preventing or reducing undesired effects;

c) improving the performance and effectiveness of the 5S management system.

10.2 Nonconformity and corrective action

10.2.1 When a nonconformity occurs, including any arising from complaints, C&W WORKSHOP, BIKANER:

a) reacts to the nonconformity and, as applicable:

1) takes action to control and correct it;

2) deals with the consequences;

b) evaluates the need for action to eliminate the causes of the nonconformity, in order that it

does not recur or occur elsewhere, by:

1) reviewing and analyzing the nonconformity;

2) determining the causes of the nonconformity;

3) determining if similar nonconformities exist, or could potentially occur;

c) implements any action needed;

d) reviews the effectiveness of any corrective action taken;

e) updates risks and opportunities determined during planning, if necessary;

f) makes changes to the 5S management system, if necessary.

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Corrective actions are appropriate to the effects of the nonconformities encountered.

10.2.2 C&W WORKSHOP, BIKANER retains documented information as evidence of:

a) the nature of the nonconformities and any subsequent actions taken;

b) the results of any corrective action.


10.3 Continual improvement

C&W WORKSHOP, BIKANER improves the suitability, adequacy and effectiveness of the 5S management

system.

C&W WORKSHOP, BIKANER is considering the results of analysis and evaluation, and the outputs from

management review, to determine if there are needs or opportunities that is addressed as part of continual

improvement.

APPROVED BY: CWM

ISSUED BY: MR

5S MANUAL ISSUE NO : 01 REV.NO : 00 SECTION NO : “A”


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“A” LIST OF PROCEDURES


CLAUSE NO.

TITLE NO. OF

PAGES

5SP:7.2 7.2 Competence 1

5SP:7.4 7.4 Communication 2

5SP:7.5.3 7.5.3 Control of documented information 1

5SP:8.1 8.1 Operational planning and Control 6

5SP:8.2 8.2 Control of externally provided

processes, products and services

2

5SP:9.1.3 9.1.3 Analysis and evaluation 1

5SP:9.2 9.2 Internal audit 1

5SP:9.3

9.3 Management review 2

5SP:10.2 10.2 Nonconformity and corrective action 1

APPROVED BY: CWM

ISSUED BY: MR

5S MANUAL ISSUE NO : 01 REV.NO : 00 SECTION NO : “B”


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“B” - Organization Chart

Note: In absence of a person, responsibilities go one layer upwards for delegation as well as

horizontal as per competency & Knowledge.

CWM

APO WAEE AWM

APPROVED BY: CWM

ISSUED BY: MR

5S MANUAL ISSUE NO : 01 REV.NO : 00 SECTION NO : “C”


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“C” - RESPONSIBILITY & AUTHORITY CWM: He is responsible for: -

Formulation and approval of the 5S Policy.

Reviewing the 5S System periodically to ensure effectiveness. Chairing the Management Review Meeting. Over all in charge of C&W Workshop, Bikaner. Liaison with head quarters and other external agencies Providing resource needed for implementation & maintenance of 5S

AWM: -

Reporting as per organizational hierarchy Leading the team reporting to him Responsible for all activities related to his area of control Authorized accordance with provisions, extant rules and guidelines.

Accountable for Failure in achieving objectives, failure in safety and security of all within his Control WAEE :


Accountable for Failure in achieving objectives, failure in safety and security of all within his Control APO


Accountable for Failure in achieving objectives, failure in safety and security of all within his Control.

APPROVED BY: CWM

ISSUED BY: MR

5S MANUAL ISSUE NO : 01 REV.NO : 00 SECTION NO : “D”


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“D” - Process Flow (a)

PARTS REPAIR AND MANUFACTURING

BLACK SMITHY WELDING MACHINING

TOOL

INCLUDING SHOCK

ABSORBER OVER HAULING

WHEEL ASSEMBLY AND REPAIR

ROLLER BEARING

OVER HAULING

NOTE : Sub processes are shown in rectangles.

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“D” - Process Flow (b)

COACH IN

COACH STRIPPTING (Electrical Items Stripping)

CORROSION REPAIR (Body, Trough Floor, Under Frame Member)

COACH LIFTING

COACH LOWERING

COACH PAINTING

TRAIN LIGHTING (Electing Wiring & Battery Loading)

WATER FITTING & TESTING

VACUUM TESTING

COACH ADJUSTMENT

FINAL INSPECTION

COACH OUT

WHEEL

TURNINING

& R.B.

OVERHAULIN

H

TROLLEY

OVERHAULING

BODY

REPAIRING

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“D” - Process Flow (c)

BOGIE INTERMEDIATE OVER HAULING

Bogie Receive from Division

Stripping & De-wheeling of Bogie

Overhauling of Bogie Components

Lowering of Bogie

Final Inspection & Numbering

Dispatch to Division

Overhauling of Air Brake Component

Overhauling of Wheel & Roller Bearing

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“D” - Process Flow (d)

PARTS REPAIR AND MANUFACTURING

BLACK SMITHY WELDING MACHINING

TOOL

INCLUDING SAB, DV, SHOCK

ABSORBER OVER HAULING

WHEEL ASSEMBLY AND REPAIR

ROLLER BEARING

OVER HAULING

NOTE : Sub processes are shown in rectangles.

APPROVED BY: CWM

ISSUED BY: MR

5S MANUAL ISSUE NO : 01 REV.NO : 00 SECTION NO : ‘E’


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“E” - DEPARTMENTAL OBJECTIVES

Sr. No. Departments Objectives Target

1. Sorting Achieving Target as per plan 100%

2. Set in order Achieving Target as per plan 100%

3. Shine Achieving Target as per plan 100%

4 Standardize Achieving Target as per plan 100%

5 Sustain Achieving Target as per plan 100%

APPROVED BY: CWM

ISSUED BY: MR

5S MANUAL ISSUE NO : 01 REV.NO : 00 SECTION NO : ‘F’


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“F” – C&W WORKSHOP, BIKANER 5S POLICY

OUR AIM

• Implementation of 5S in Periodic Overhauling of MG Coaches & BG Wagons

and Intermediate Overhauling of BG Coach Bogies.

• Environmental protection, Healthy & Safe work Environment for all

concerned. OUR COMMITMENTS

• Compliance to all applicable legislations, regulations and corporate

requirements related to C&W Workshop activities.

• Improvement in performance and optimization of process & maintenance

activities.

• Control of pollution and adoption of waste management practices.

• Prevention and Control of Occupational Health and Safety Hazards.

• Train Human resources to continually upgrade their skills.

• Conservation of Natural resources and Enhancement of green culture.

OUR ENDEAVOUR • Implementation of 5S Management Systems of international repute and

continual improvement in their effectiveness.

• Regularly set and review objectives for continual improvement in Work

environment.

• Participation of all employees in building work culture and creation of

awareness amongst those associated.

CWM

C&W WORKSHOP, BIKANER

NORTH WESTERN RAILWAY

5S MANUAL - 122.252.243.98

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