5S:

GOOD HOUSEKEEPING
TECHNIQUES FOR ENHANCING
PRODUCTIVITY, QUALITY AND
SAFETY AT THE WORKPLACE
 5S:
GOOD HOUSEKEEPING TECHNIQUES FOR
ENHANCING PRODUCTIVITY, QUALITY AND SAFETY
THE WORKPLACE
This bulletin provides information on 5 S good housekeeping techniques which can be used as a tool for systematic approach for productiv

The designations employed and the presentation of material in this document do not imply the expression of any opinion
whatsoever on the part of the International Trade Centre concerning the legal status of any country, territory, city or area or of its
authorities, or concerning the delimitation of its frontiers or boundaries.

This document has not formally been edited by the International Trade Centre.
Contents
1. What is 5S all about? 12. What is the meani

Annexes
I. Diagnostic Checklist for 5S 11
II. Applying 5S in a Quality Improvement Project in the Light Engineering Sector (LES)
in Bangladesh 14
Table 1. The five steps of Japanese 5 S 1Table 2. Sort - Seiri
EXPORT QUALITY
BULLETIN
NO 89/2012
QUES FOR
UALITY AND SAFETY AT
as a tool for systematic approach for productivity, quality and safety improvement in all types of business.This bulletin has been prepared, without forma

mply the expression of any opinion

country, territory, city or area or of its

12. What is the meaning of 5S? 13. Why do we pract

11
or (LES)
14
1Table 2. Sort - Seiri 4Table 3: Set-in-order - Se
 1. What is 5S all about?
5S is amongst the first and fundamental steps implemented by an enterprise towards the path of implementin
Quality Management and continuous improvement at the operation level. 5S is a process designed to organi
workplace, keep it clean, maintain effective and standard conditions. It instils the discipline required to
individual to achieve and maintain a world-class environment.
The use of this tool was started in 1972 by Henry Ford in the United States as the CANDO program
Cleaning up, Arranging, Neatness, Discipline and Ongoing improvement. The technique was populariz
‘Japanese 5S’ in 1980 by Hiroyuki Hirano.
Many enterprises have practiced the 5S and derived significant benefits from it. In particular, this tech
been widely practiced in Japan. Most Japanese 5S practitioners consider 5S useful not just for improving t
environment, but also for improving their thinking processes too. In Japan it is also called ‘workplace m
5S will be needed if the workplace is messy and unorganized. It will also be needed if employees spend extra t
searching tools, papers, information, etc.

2. What is the meaning of 5S?

5S is the acronym for five Japanese words: Seiri, Seiton, Seiso, Seiketsu and Shitsuke and they represent the five steps for a system
technique for good housekeeping as indicated in the table below:
Table 1. The five steps of Japanese 5 S
Step Corresponding action
Seiri (Sort) Distinguish between necessary and unnecessary items. Remove the latter.

Seiton (Set in order) Enforce the dictum ‘a place for everything and everything in its place’.

Seiso (Shine) Clean up the workplace and look for ways to keep it clean.

Seiketsu (Standardize) Maintain and monitor adherence to the first three Ss.

Shitsuke (Sustain) Follow the rule to keep the workplace 5S-right. Hold the gain.

Figure 1. The five steps of Japanese 5 S

3. Why do we practice the 5S?
The general concept of the 5S is that they are intended to eliminate waste (Osada, 1993).
Working in disorder is neither productive, nor safe. 5S is a simple and practical method to instil a quality culture at the wo
relatively easy to undertake, and requires minimal additional resources. The first and small investment made in time and effort pays o
bigger manner when the results are realized and maintained.
Among the main benefits of implementing 5S are:
 the workplace becomes cleaner, safer, well-organized and more pleasant
 floor space utilization is improved
 workflow becomes smoother and more systematic and non-value added activities are reduced;
 time for searching tools, materials and document is minimized;
 machine breakdowns are reduced since clean and well-maintained equipment breaks down less frequently and it also be
to diagnose and repair before breakdowns occur, therefore extending equipment life;
 errors are minimized leading to making defect-free products;
 consumables and material wastage are minimized;
 the morale and satisfaction of employees improves; and
 the productivity of the organization improves together with the quality of products and services.
Figure 2. Disorder is neither productive nor safe

Source: Micazen Consulting & Technologies (http://www.micazen.com/)

4. How do we practice the 5S?
The meaning, methods of implementing and benefits of each of the 5S are given below.
4.1. SORT - SEIRI
The emphasis of Seiri is on stratification management and being able to spot the unwanted and unnecessary before they become proble
1993).
Figure 3: Sort - Seiri
wards the path of implementing Total
is a process designed to organize the
ls the discipline required to enable each

tates as the CANDO programme:

The technique was popularized as

rom it. In particular, this technique has

useful not just for improving their physical
it is also called ‘workplace management’.
eded if employees spend extra time in

t the five steps for a systematic

nstil a quality culture at the work place. It is
t made in time and effort pays off in a much

less frequently and it also becomes easier

sary before they become problematic (Osada,
 Table 2. Sort - Seiri
Meaning Methods
This means distinguishing or sort out  First decide what is necessary and what is unnecessary.
between ‘wanted’ and ‘unwanted items’ at To find out unnecessary items you should not only check
place of work and removal of unwanted the floor but also shelves, lockers, storehouse, stairs, roofs,
items notice boards, etc.

 Put a red tag on unnecessary items and keep them in a

separate area.
 Discard or throw those items which have not been used
in the past one year.
 Things used once in 6 to 12 months may be stored at a
distance from work station.
 Things used more than once a month should be
available at a central point in the workplace.

 Things used hourly/everyday/once a week should be

near the work station or may be worn by or kept in the
pocket of your worker there.

4.2. SET IN ORDER - SEITON

Seiton in essence can be defined as neatness, having things in the right places or set up so that they are readily available for us
the need to search. Once everything has a right place so that it’s functionally placed for quality and safety, it can then be deemed tha
workplace is neat (Osada, 1993). While Seiri helps you to decide what items are needed, Seiton helps you to decide the wa
be placed.

Figure 4: Set-in-order - Seiton

Source: 5S Best Practices( www.5sbestpractices.ning.com).

 Benefits
Your useful floor is saved.
Your searching time of tools, materials, and papers
is reduced.
You have better flow of work.
Your inventory cost of unnecessary items is
reduced.

ces or set up so that they are readily available for use, eliminating
y placed for quality and safety, it can then be deemed that the
at items are needed, Seiton helps you to decide the way things are to
 Table 3: Set-in-order - Seiton
Meaning Methods
Arranging items in such a manner that they are easy  If necessary, reassign spaces, racks, cabinets, etc.
to use.  Decide the right places for everything.
Labelling them so that they are easy to find and put  Put all materials and equipment at a place
back. allocated to them with proper label or signalization.
This means a place for everything (necessary) Use alerts or indications for out-of- stock situations.
and everything in its place. No more  Use floor paint marking to define working area,
homeless items.
path, entrance/exit, safety equipment, cart/ trolley
locations, etc.
 Use standard colour coding for pipelines for
steam, water, gas, drainage, etc.
 Use display cautions, messages, instructions at
proper place at proper height and written clearly

4.3. SHINE - SEISO

Seiso places emphasis on cleaning so that things are clean; in other words carrying out cleaning as a form of inspection i.e. getting rid
and foreign matter. It is important to note that depending on the circumstance, with higher quality, higher precision and finer pro
technologies, even the minute details may have the greatest ramifications, hence the importance to carry out cleaning as a form
inspection (Osada, 1993).
Figure 5: Shine - Seiso

Source: ENNA (http://www.enna.com )

 Benefits
You take things out and keep things back easily.
You make lesser mistakes. You reduce searching
time.
Your work environment becomes safe

rying out cleaning as a form of inspection i.e. getting rid of waste,

stance, with higher quality, higher precision and finer processing
hence the importance to carry out cleaning as a form of

nna.com )
 Table 3. Shine - Seiso
Meaning Methods
This means removing dirt, strain, filth, soot  Divide the total area in zones and allocate
and dust from the work area. responsibility for cleaning for each zone.
This includes cleaning and care for
equipment and facilities and also
inspecting them for abnormalities. In  Decide on cleaning points, order of cleaning, type
a way it also includes primary maintenance of cleaning, cleaning aid required, etc.
of equipment.
Note: Cleaning is not polishing, etc.,
 Display cleaning schedule.
to make the piece of equipment
more beautiful – it looks after its  During cleaning look for defective conditions
condition and fitness for use. (loose bolts, vibrations, excessive sound, high
temperature, fallen tools, etc.) and solve the problem.

 Allocate space for storage of cleaning aids and

consumables for cleaning.

4.4. STANDARDIZE - SEIKETSU

This aspect of the 5S focuses on standardization, making the first three S’s, Seiri, Seiton, and Seiso a constant routine. The emphasis
visual management, an important aspect to attain and maintain standardized conditions to enable the individuals always act quic
1993).

Figure 6: Standardize - Seiketsu

Source: Lean Expertise Source: Concare Inc. (http://www.concare.com) (www.tpmonline.com/articl

 Benefits
Your work place becomes free of dirt and stains which is
the starting point for quality.
Your equipment lifespan will be prolonged and
breakdowns will be less.
Creates a pleasant environment. Prevents accidents.

S’s, Seiri, Seiton, and Seiso a constant routine. The emphasis here is on
ndardized conditions to enable the individuals always act quickly (Osada,

re Inc. (http://www.concare.com) (www.tpmonline.com/articles_on_total_productive_maintenance/leanmfg/the5sindetail.htm)

 Table 5: Standardize – Sieketsu
Meaning Methods
This call for systematizing the above 4S 
practices. This means ensuring that whatever Document procedures and guidelines for sorting, set in
cleanliness and orderliness is achieved order and shine.
should be maintained.  Make a checklist for each section and train your people
This requires that you should develop a work in using them
structure that will support the new practices  Carry out periodic evaluation by using the above check
and turn them into habits. The purpose of list.
standardization is to make sure that everyone in  Use visual management to act quickly, for example
the company follows the same procedure, the same
putting/using:
names of items, the same size of
signalization/floor marking, shapes, colours, etc.  Open and shut directional labels on switches, etc.
Standardize also helps to do the right thing the  Temperature and safety labels
right way every time.  Zone labels on measuring metres (normal zone,
danger zone, etc.)
 OK or hold marks on product.
 Put transparency control
 Make transparent covers of drawers.
 Put inspection windows in the metal covers.
 Use location maps with emergency exits, fire fighting
equipment, etc.

4.1. SUSTAIN - SHITSUKE

Shitsuke places emphasis on being able to forge a workplace with good habits and discipline. Demonstrating to others what needs to
encouraging practice amongst them. This is mainly a management responsibility.
Figure 7 Sustain – Shitsuke

Source: 5S Best Practices (http://www.5sbestpractices.ning.com)

 Benefits
Your activities will be simplified.
You will have consistency in the work
practices.
You will avoid mistakes.
With better visual and
transparency management work efficiency
will improve.

iscipline. Demonstrating to others what needs to be done and

ity.

g.com)
 Table 4. Sustain - Shitsuke
Meaning Methods
Sustain also means  Create awareness and publicize the system. For example develop
‘Discipline’. It denotes your 5S News, 5S Posters, 5S Slogans, 5S Day, etc.
commitment to maintain
orderliness and to practice first 3S
as a way of life. This also requires  Create a structure of how and when 5S activities will be
that your employees show implemented.
positive interest and overcome  Formulate guidelines for audit/evaluation of 5S implementation.
resistance to change.

 Provide management support by providing resources and

leadership.
 Reward and recognize best performers.

Figure 8. Sustain - Shitsuke

Source: 5S Best Practices (www.5sbestpractices.ning.com)

5. What is management’s role in implementing 5S?

It is important to note that the implementation of 5S concerns and benefits everyone in the organisation. Like any other initiative, ma
the important role to
facilitate and support the process by:
  Acknowledging the importance of 5S for the organization;
 Allowing employees time for 5S;
 Providing resources and infrastructure for 5S implementation;
 Personal involvement in implementation of 5S;
 Creating tangible and intangible rewards and recognition for improvements; and
 Promoting ongoing 5S efforts.

Figure 9. Before and after 5S

Source: Marshall Institute (http://www.info.marshallinstitute.com)

6. Additional guidelines for implementing 5S

The methods of implementing each of the 5S have been indicated in the tables above. An ITC diagnostic tool is included in Annex I t
to assess and score the implementation of your 5S. It would be advisable to start the implementation with one selected area in the org
then after getting positive results to extend gradually to other areas. However for effective implementation, it would be important to:
 sensitize management and all employees concerned about the importance and benefits of 5S and get their commitment;
 conduct a status audit with photographs ‘as is state’. The diagnostic tool given in the appendix may be used;
 measure throughput, time in materials handling, floor space, flow distance, rack storage, engineering cycle times, annual ph
inventory time, and defect ratios before and after the 5S implementation.
 develop an implementation plan, with clear responsibilities and deadlines, in consultation with management and
concerned;
 implement the 5 S plan;
 take photographs after the implementation and assess the difference;
 share the experience and extend the implementation to other areas;
 conduct periodic 5S Internal Audits with ratings to monitor progress.
Several companies have introduced annual 5S awards where efforts of work teams are recognized and rewarded.

REFERENCES
Harper-Franks, Kathy; The 5S for the Office User’s Guide. Published by MCS Media Inc., 2008 Hirano, Hiroyuki. 5S for Operators:
 Benefits
Promotes habit for
complying with workplace rules
and procedures.
Creates healthy atmosphere and a
good work place.
Helps you to develop team work.
Provides you with data for
improving 5S.

ne in the organisation. Like any other initiative, management has

rovements; and
bove. An ITC diagnostic tool is included in Annex I to enable you
the implementation with one selected area in the organisation and
effective implementation, it would be important to:
and benefits of 5S and get their commitment;
iven in the appendix may be used;
ce, rack storage, engineering cycle times, annual physical

deadlines, in consultation with management and all employees

rk teams are recognized and rewarded.

Media Inc., 2008 Hirano, Hiroyuki. 5S for Operators: 5 Pillars of the Visual Workplace. Productivity Press, 1996. Ho, Samuel K. TQM: An Integrated app
ANNEX I: DIAGNOSTIC CHECKLIST FOR 5S
Use the scoring table below to rate your progress with 5S. Total your score and check against the Assessment Report table at the end.
SCORING TABLE

Score* Stage of readiness

0 Not at all.

1 Little done in that respect.

2 It is done but not systematically

3 This is being complied with more systematically

4 There is an ability to maintain it.

5S - CHECKLIST
REQUIREMENT SCORE*

1.0 SORT OUT - SEIRI

1.1 Is the floor area free of unwanted items?

1.2 Are tops and insides of all cupboards, shelves, tables, etc. free of unwanted
items?
1.3 Are items stored according to frequency of use?
1.4 Are walls free of old posters, calendars, pictures , notices etc.?

1.5 Is there a general clutter free appearance?

2.0 SET IN ORDER -SEITON

2.1 Are direction indications available to all facilities from the entrance
onwards?
2.2 Do all items of equipment have identification labels?
2.3 Are all rooms, cubicles and similar areas clearly numbered or named?

2.5 Are specific areas demarcated for garbage/rejects/waste, etc.?

2.6 Are switches, fan regulators, controls, etc. labeled?

2.7 Are all cables, wires, pipes etc. neat and straight?
2.8 Is colour coding used effectively for easy identification?
2.9 Is there a general appearance of orderliness?
2.10 Is it easy to find any item/document without delay?
ssment Report table at the end.

REMARKS
 SCORING TABLE
Score* Stage of readiness

0 Not at all.

1 Little done in that respect.

2 It is done but not systematically

3 This is being complied with more systematically

4 There is an ability to maintain it.

5S – CHECKLIST (CONTINUED)
REQUIREMENT SCORE*

3.0 SHINE-SEISO

3.1 Are cleaning schedules available and displayed?

3.2 Are floors, walls, windows doors etc. maintained at a high level of
cleanliness?
3.3 Is use of adequate cleaning tools evident?

3.4 Are machines, equipment, tools, furniture maintained at a high level of

cleanliness and their maintenance schedules displayed?

3.5 Is there a general appearance of cleanliness all round?

4.0 STANDARDIZE - SEIKETSU

4.1 Are all 5S procedures standardized?

4.2 Are standard check lists used to regularly inspect 5S?
4.3 Are labels, notices etc. standardized?
4.4 Do isles/gangways have a standard size and colour?
4.5 Are pipes, cables etc. colour coded?

5.0 SUSTAIN - SHITSUKE

5.1 Is there a system for how and when the 5S activities will be implemented?

5.2 Does management provide support to 5S programme by recognition,

resources and leadership?
5.3 Have first 3S become a part of the daily work?
5.4 Do employees show positive interest in 5S activities?
5.5 Are 5S posters and 5S points of work reminders displayed?

TOTAL SCORE
REMARKS
 Assessment report
(Add the score obtained and check the assessment)
Score Percentage Maturity
level
Less than 30 Less than 25% Lack of awareness

More than 30 and More than 25% and less No formal approach
less than 60 than 50%

More than 60 and More than 50% and less Formal approach
less than 90 than 75%

More than 90 and More than 75% and up to Sustaining approach

up to 120 100%

Annex II: Applying 5S in a Quality Improvement Project in the Light Engineering Sector (LE
Bangladesh
Context: Bringing the LES to the level of quality management (QM) by firstly making the industry aware of syste
of good housekeeping and quality control (QC) practices.
The Bangladesh Quality Support Programme (BQSP) had two components, one implemented by UNIDO for strengthening the qualit
infrastructure and the other by ITC for export diversification. The ITC component in particular assisted Bangladesh in harmonising th
all relevant stakeholders through the development of export strategies at sector level using value chain approach and focusing on su
management, quality and food safety management and packaging to achieve export diversification objectives by enhancing the comp
and quality of products.

Objective
The objective of ITC interventions was to contribute to implement some of the recommendations for quality improvement included in
document “A strategy for developing the light engineering sector in Bangladesh”:
 Lack of standards and quality of product.
 Develop quality gradually into world-class quality.
 Build capacities for manufacturers to meet export requirements in terms of quality and production volume through trai
involving quality control and quality assurance.
 In the implementation plan of the above strategy document, inter alia, the following two activities have been suggested:
- Regularly organize group training courses on quality control and safety awareness.
- Develop quality management guidelines.

“We have been greatly benefited from BQSP assistance. By

implementing 5S we not only have a better working
environment but we have increased our productivity by 30%. By
introducing better controls during casting and machining we
have been able to reduce our product returns from market from
5% to 1% and our sales volume has increased by 20%. We are
also proud to say that we have been recently selected by a big
manufacturer to be their supplier of hand pump components. We
have no words to convey our appreciations for the valuable
advice given by ITC and regular support provided by the local
Trainer cum Counsellor who helped us in implementing 5S and
QCS in a short period of time.” - Mr. Razul Karim, Proprietor,
Reza Engineer’s, Bogra.
“We have been greatly benefited from BQSP assistance. By
implementing 5S we not only have a better working
environment but we have increased our productivity by 30%. By
introducing better controls during casting and machining we
have been able to reduce our product returns from market from
5% to 1% and our sales volume has increased by 20%. We are
also proud to say that we have been recently selected by a big
manufacturer to be their supplier of hand pump components. We
have no words to convey our appreciations for the valuable
advice given by ITC and regular support provided by the local
Trainer cum Counsellor who helped us in implementing 5S and
QCS in a short period of time.” - Mr. Razul Karim, Proprietor,
Reza Engineer’s, Bogra.
 Results of the project
 Knowledge on Basic Quality Concepts was imparted to 40 delegates from small enterprises and other stakeholders and 15 poten
cum-Counsellors (TCC) from Bangladesh
 15 participants from 6 participating enterprises along with 6 TCCs, selected for assisting the enterprises, received two-day traini
concepts
 Selected 6 enterprises provided advisory support to implement 5S and QCS by International Consultant and TCC attached to eac
 Five (5) TcCs are now available for conducting training on 5S and QCS to other key players in the sector
 The results achieved by the enterprises were disseminated in an experience sharing workshop attended by 51 delegates from LES
Dhaka and Bogr (i.e. increase in productivity and sales volume and reduction in waste and product returns)

Testimonials on results of 5S
“ITC project has been well received by the industry in the LES which is in a very nascent stage in Bangladesh. All the assisted
enterprises have found Japanese 5S as a very simple and good tool to practice and they demonstrated this by initiatin
implementation of 5S in a short period of time of six months. QCS practices were also understood well by them and the
QCS Manual, now developed by four enterprises with project assistance, will guide them to continue practicing QCS. The
TCCs have also taken keen interest in practicing these two concepts (5S & QCS) and they could get hands on experien
in implementing them in small companies. These TCCs can continue assisting other companies in future. This is a
unique example of capacity building.”
- Mr. Arora, ITC International Consultant

“Our factory is now more organized and tidy, stores and warehouses are well arranged and productivity has also increased
considerably. We are confident that the Quality Policy and Quality Manual now introduced will enable us in achieving better
quality control which will contribute in boosting our exports which we have recently ventured into. We assure top
continuous endeavour in conforming and improving our 5S and QCS practices for our greater benefit. Thanking once again
to the International Trade Centre, Geneva, for its invaluable contribution.”
- Mr. Fazle RM Hasan FCA, Managing Director, North Bengal Cycle Industries Ltd. Mirzapur

“We are happy to say that we have very much benefited from the ITC assistance, for example, we had the opportunity to atten
training workshops which helped us review our understanding of quality and good housekeeping. We have modified our
layout to make it safer. We have eliminated many unnecessary items from the factory which gave us more space to do value
adding activities. Store activity is more organized now. We do problem solving in a more organized way following the workforce
become more efficient. We have also prepared a Quality Manual compiling our 5S and quality control activities. We will continu
our journey towards improving our 5S and QCS practices and adopt this knowledge in other units of our group of
companies.”
- Mr. Shiblee Noman, Chief Engineer, Sigma Technologies Ltd, Dhaka
ment)
Assessment

You are not aware about the usefulness of 5S

You are randomly practicing 5S

You are on the right track. If your score is close to 90 then you have fully implemented
first 4S. At this stage your work place should have a general appearance of orderliness
and cleanliness
Your management is committed to maintain 5S and employees are showing positive
interest in 5S activities

uality Improvement Project in the Light Engineering Sector (LES) in

l of quality management (QM) by firstly making the industry aware of systematic use
ntrol (QC) practices.
e (BQSP) had two components, one implemented by UNIDO for strengthening the quality
rt diversification. The ITC component in particular assisted Bangladesh in harmonising the efforts of
pment of export strategies at sector level using value chain approach and focusing on supply chain
ement and packaging to achieve export diversification objectives by enhancing the competitiveness

ontribute to implement some of the recommendations for quality improvement included in the
ht engineering sector in Bangladesh”:
uct.
-class quality.
to meet export requirements in terms of quality and production volume through training
nce.
ve strategy document, inter alia, the following two activities have been suggested:
urses on quality control and safety awareness.
nes.

m BQSP assistance. By
better working
our productivity by 30%. By
sting and machining we
returns from market from
ncreased by 20%. We are
recently selected by a big
hand pump components. We
ations for the valuable
port provided by the local
us in implementing 5S and
Razul Karim, Proprietor,
m BQSP assistance. By
better working
our productivity by 30%. By
sting and machining we
returns from market from
ncreased by 20%. We are
recently selected by a big
hand pump components. We
ations for the valuable
port provided by the local
us in implementing 5S and
Razul Karim, Proprietor,
 was imparted to 40 delegates from small enterprises and other stakeholders and 15 potential Trainers-

erprises along with 6 TCCs, selected for assisting the enterprises, received two-day training on quality

y support to implement 5S and QCS by International Consultant and TCC attached to each enterprise
conducting training on 5S and QCS to other key players in the sector
were disseminated in an experience sharing workshop attended by 51 delegates from LES both from
and sales volume and reduction in waste and product returns)

Testimonials on results of 5S
ustry in the LES which is in a very nascent stage in Bangladesh. All the assisted
very simple and good tool to practice and they demonstrated this by initiating
of six months. QCS practices were also understood well by them and the
prises with project assistance, will guide them to continue practicing QCS. The
ng these two concepts (5S & QCS) and they could get hands on experience
These TCCs can continue assisting other companies in future. This is a

ores and warehouses are well arranged and productivity has also increased
y Policy and Quality Manual now introduced will enable us in achieving better
ting our exports which we have recently ventured into. We assure top
oving our 5S and QCS practices for our greater benefit. Thanking once again
for its invaluable contribution.”
tor, North Bengal Cycle Industries Ltd. Mirzapur

benefited from the ITC assistance, for example, we had the opportunity to attend
our understanding of quality and good housekeeping. We have modified our
any unnecessary items from the factory which gave us more space to do value
ed now. We do problem solving in a more organized way following the workforce to
d a Quality Manual compiling our 5S and quality control activities. We will continue
QCS practices and adopt this knowledge in other units of our group of

Technologies Ltd, Dhaka

 BEFORE AFTER

Changes in fabrication shop of Modern Erection Ltd, Dhaka

Production area at Reza Engineer’s, Bogra

Source: ITC
 AFTER

shop of Modern Erection Ltd, Dhaka

a at Reza Engineer’s, Bogra