Electric Locomotive Workshop Central Railway, Bhusawal

Chapter 1 The City of Locomotives

In the heart of Maharashtra, where railway lines stretch like silver threads across the land, stands the historic town of Bhusawal. For more than a century, Bhusawal has been known not merely as a railway junction, but as a place where movement, industry, and human dedication come together. Every whistle that echoes across its yards carries the story of countless railway workers who have devoted their lives to keeping India connected.

At the center of this story is the Electric Locomotive Workshop, Central Railway, Bhusawal, located at Bhusawal – 425201, India. To many, it is a large industrial establishment filled with machines, tools, and locomotives. But to those who work within its gates, it is a living institution—an organization built on discipline, craftsmanship, teamwork, and public service.

The workshop was created to serve a growing railway network that increasingly depended on electric traction. As Indian Railways expanded, the need for reliable maintenance, overhaul, and modernization of electric locomotives became critical. Bhusawal, already an important railway hub, was naturally suited for such a responsibility. Over the years, the workshop developed into a center of technical expertise, handling complex repair and maintenance activities that ensured locomotives could continue hauling passenger and freight trains safely across the country.

Every morning, long before the city fully awakens, the workshop begins to stir. Workers arrive in batches, carrying lunch boxes, tools, and years of experience. Supervisors review schedules, engineers examine technical reports, and the day’s activities are planned with precision. The atmosphere is not one of noise alone; it is one of purpose. Each component inspected, each cable tested, and each assembly fitted contributes to the reliability of the railway system that millions of people depend upon.

Yet the journey of the workshop was not always smooth. Like many large public-sector industrial units, it faced challenges that accumulated gradually over time. Different departments often developed their own methods of working. Tools were not always stored in a standardized manner. Material movement could become complicated. Documentation demanded increasing attention. As technology advanced, expectations regarding quality, safety, and efficiency also rose.

Senior officials began to recognize that technical capability alone would not be sufficient for the future. The workshop needed a stronger culture of workplace organization and process discipline. It needed systems that would make work easier, safer, faster, and more transparent. Most importantly, it needed the participation of every employee—from officers and engineers to technicians and support staff.

Around this period, discussions on quality management and workplace improvement gained momentum. The principles associated with ISO 9001 had already influenced many organizations by emphasizing documented processes, consistency, corrective action, and continual improvement. For the Electric Locomotive Workshop, these ideas were not seen merely as requirements for certification; they represented a path toward organizational transformation.

The leadership understood that real change could not be achieved through instructions alone. A cleaner workplace for a single day would not create lasting improvement. What was required was a structured method that could become part of daily behavior. This thinking eventually led to the adoption of the FIVE-S Workplace Management System.

In 2018, the workshop implemented Kosher FIVE-S as part of its workplace management initiative. The certification carried an issue date of 2018 and a validity period up to 2021. The decision marked an important milestone. FIVE-S was not introduced as a decorative program; it was intended to improve the way work was performed, how materials were handled, how cleanliness was maintained, and how employees took ownership of their surroundings.

The announcement generated curiosity across the workshop. Some employees welcomed the initiative enthusiastically, believing it would reduce confusion and improve working conditions. Others were cautious. They had seen many improvement campaigns come and go. They wondered whether this would become another short-term exercise or a genuine organizational movement.

Training sessions were organized to explain the meaning of each element of FIVE-S. Demonstrations were conducted on sorting unnecessary items, arranging tools systematically, cleaning work areas, establishing standards, and sustaining discipline. Visual examples helped employees understand that workplace organization was directly connected to quality, safety, and productivity.

For the first time, many departments began looking at their workspaces with new eyes. Old racks filled with unused material were reviewed. Tool locations were marked. Pathways were identified more clearly. Inspection points became easier to access. Small changes started appearing across the workshop floor.

What seemed modest in the beginning carried the seeds of a larger transformation.

This chapter marks the beginning of that journey—a journey in which the Electric Locomotive Workshop, Central Railway, Bhusawal would move beyond routine maintenance and enter a new phase of organized growth, quality consciousness, and workplace excellence. The story that follows is not only about machines and systems; it is about people who chose to improve the place where they worked, and through that effort, strengthened an institution that serves the nation every day.

#ElectricLocomotiveWorkshop

Chapter 2 The Workshop Before Transformation

Before the introduction of the FIVE-S Workplace Management System in 2018, the Electric Locomotive Workshop at Bhusawal was already a respected establishment within Central Railway. It possessed experienced manpower, technical knowledge, and a strong sense of responsibility toward the maintenance of electric locomotives. Trains continued to run, targets were achieved, and the workshop fulfilled its essential role in the railway network. Yet beneath this operational success, several challenges quietly affected efficiency and workplace discipline.

The workshop had grown over many years. Different sections had been developed at different times, often according to immediate operational needs. As a result, the layout of certain areas reflected historical expansion rather than modern industrial planning. Some departments had well-organized spaces, while others struggled with congestion, excess material, and unclear storage practices.

In the traction motor section, technicians sometimes spent valuable minutes searching for specific tools or gauges. In stores and material areas, items that were frequently used could be located beside components that had not been required for months or even years. Old fixtures, damaged containers, and obsolete materials occupied space that could have been used more effectively. None of these issues stopped the work entirely, but together they created hidden losses.

Engineers often discussed productivity in terms of machine utilization and manpower deployment. However, experienced supervisors knew that another factor was equally important: the condition of the workplace itself. A technician who must search for a spanner, move unnecessary material, or clean a workbench before starting a task loses time and concentration. When such interruptions occur repeatedly across hundreds of employees, the cumulative effect becomes significant.

Safety was another area of concern. The workshop handled heavy equipment, electrical systems, rotating machinery, and lifting operations. Even a small obstacle in a passageway or an improperly stored item could increase risk. Officers conducting inspections occasionally observed blocked access paths, unclear markings, or inconsistent housekeeping standards between departments.

Documentation had also become increasingly important. As quality expectations rose, records of inspection, maintenance, corrective actions, and process compliance required greater accuracy and accessibility. Some sections maintained excellent records, while others relied heavily on individual experience. The leadership recognized that dependence on personal memory was not a sustainable system for a modern industrial organization.

Despite these challenges, the workshop possessed a powerful strength: its people. Many employees had spent decades in service. They understood locomotives intimately. Senior technicians could identify abnormalities by sound, vibration, or smell long before instruments confirmed them. Their knowledge was invaluable, but management also realized that such expertise needed to be supported by standardized workplace practices so that quality would remain consistent across generations of workers.

The pressure for improvement increased as Indian Railways moved toward higher standards of reliability, availability, and safety. Electric locomotives were becoming more sophisticated, and expectations from maintenance facilities were rising accordingly. The workshop could not rely solely on past achievements; it had to prepare for future demands.

Around this time, discussions on quality culture gained momentum within the organization. Officers who had visited other industrial units observed how workplace organization influenced performance. Clean floors, marked locations, visual controls, and standardized procedures were not merely aesthetic features; they were tools for reducing errors and improving accountability.

A series of internal reviews highlighted recurring issues:

• Difficulty in locating tools and materials quickly.
• Accumulation of unnecessary items.
• Variation in housekeeping standards.
• Inefficient use of storage space.
• Limited visual management.
• Dependence on individual working habits rather than standardized practices.

These findings did not indicate failure. Instead, they revealed an opportunity for systematic improvement.

When the proposal for implementing Kosher FIVE-S was introduced, reactions across the workshop were mixed. Younger employees generally viewed it as a modern management approach that could improve working conditions. Some senior staff members were skeptical. They wondered whether marking floors and arranging tools would truly affect locomotive performance.

The leadership chose not to impose the program through authority alone. Instead, awareness sessions were conducted to explain the connection between workplace organization and operational results. Examples from industry were shared. Employees were encouraged to identify problems in their own areas.

One memorable exercise involved asking technicians to calculate how much time was spent searching for tools during a typical shift. The results surprised many participants. What seemed like a few seconds at a time added up to a considerable loss over weeks and months.

Gradually, the conversation began to change. FIVE-S was no longer seen only as a cleanliness campaign. It was being understood as a method for eliminating waste, improving safety, supporting quality, and making work easier.

The workshop stood at a turning point. The old system had carried it through years of dedicated service, but the future demanded greater discipline, transparency, and consistency. The challenge was not to replace the experience of the workforce; it was to organize that experience within a stronger management framework.

As the year 2018 approached, preparations intensified. Training schedules were finalized, pilot areas were selected, and departmental teams were formed. Few employees realized that the changes about to begin would gradually reshape not only the appearance of the workshop, but also the habits, attitudes, and culture of the organization itself.

The transformation had not yet started, but the need for it had become impossible to ignore.

#BhusawalRailway

Chapter 3: The Decision to Change

The transformation of the Electric Locomotive Workshop, Central Railway, Bhusawal, did not begin with a machine, a new building, or a major investment. It began with a decision—a decision to look at familiar workplace problems differently and to search for a systematic way of solving them.

By 2018, the workshop had already developed considerable technical capability. Its employees understood the demanding nature of locomotive maintenance and the importance of returning equipment to service safely and reliably. Yet management recognized that technical expertise would produce better results when supported by an organized workplace and clearly defined practices.

The idea of introducing a FIVE-S Workplace Management System therefore gained importance. The objective was not simply to make the workshop appear cleaner during inspections. The larger purpose was to establish habits that would remain effective every day.

The leadership understood an important principle: sustainable improvement begins with the workplace itself. When tools have designated locations, unnecessary materials are removed, equipment is identified clearly, pathways are kept accessible, and cleaning becomes part of routine work, employees spend less time dealing with avoidable problems. Their attention can then remain focused on the actual job.

The proposed system, Kosher FIVE-S, provided a structured framework for this transformation. The approach emphasized five interconnected disciplines: sorting what was necessary from what was unnecessary, arranging required items systematically, maintaining cleanliness, establishing standards, and sustaining the discipline needed to prevent the workplace from returning to its previous condition.

At first, these principles appeared simple. Yet simplicity was one of their greatest strengths. Employees did not need complicated technology to begin. They needed observation, teamwork, consistency, and a willingness to change established habits.

Awareness became the first priority.

Meetings and training sessions were used to explain why FIVE-S was being introduced. Employees were encouraged to understand that the system belonged to everyone, not only to management. A workshop could not become organized if only supervisors cared about organization. Technicians, helpers, store personnel, engineers, inspectors, and administrative staff all had a role to play.

One of the most important changes was the way employees were encouraged to identify problems themselves. Instead of waiting for an inspection team to point out every deficiency, workers were asked to look at their own areas critically.

What items were no longer required?

Which tools were difficult to locate?

Where was material being stored unnecessarily?

Which pathways needed better identification?

Where could cleaning be improved?

Which activities depended too heavily on individual memory?

These questions changed the nature of workplace discussions. Problems that had previously been accepted as normal began to be viewed as opportunities for improvement.

The sorting stage was particularly revealing. Over the years, industrial workshops naturally accumulate material. A component may be retained because it might be needed someday. A damaged container may remain because it could perhaps be repaired. An old fixture may occupy a corner simply because nobody has formally decided what should happen to it.

FIVE-S challenged this habit.

Items were examined according to their actual need. Materials that were required frequently were separated from those required occasionally. Unnecessary items could be identified for disposal, relocation, or further review. The result was more than additional space. Employees began to understand the financial and operational value of controlling workplace inventory.

The next step was arrangement.

Tools and materials needed to have logical locations. Frequently used items were positioned so that employees could reach them easily. Identification and visual controls helped make the workplace understandable at a glance. A properly arranged workplace reduced dependence on individual memory. If a tool had a defined location, anyone trained to perform the task could find it.

This was particularly valuable in a large organization where employees could be transferred, promoted, or assigned to different responsibilities. A good system had to remain effective even when individuals changed.

Cleanliness was treated in a similar manner. Cleaning was not considered merely the responsibility of designated housekeeping personnel. Workers were encouraged to take ownership of their immediate work areas. The principle was simple: the person performing the work is often the first person capable of identifying abnormalities.

Oil leakage, damaged equipment, loose fittings, unusual accumulation of dust, or deteriorating workplace conditions could become visible during routine cleaning. In this way, cleaning became connected with inspection and preventive action.

Standardization followed naturally.

If one department organized its tools effectively, the method could become an example for another. Visual standards, markings, check points, photographs, schedules, and defined responsibilities helped convert individual improvements into repeatable practices.

The final challenge was sustainability.

Management knew that any workplace could be cleaned and organized once. The real test was whether the same standard would remain six months or one year later. FIVE-S therefore required discipline. Reviews, audits, awareness activities, corrective actions, and employee participation became essential.

The 2018 Kosher FIVE-S certification represented an important milestone in this journey. It provided a formal recognition of the workshop’s commitment to a structured workplace-management approach, with the stated validity extending to 2021.

But certification was not the destination. It was the beginning of a larger cultural journey.

The workshop had taken the first decisive step: it had chosen to convert workplace organization from an occasional activity into a management system. The challenge ahead would be to ensure that the new principles became part of everyday behavior.

As employees returned to their departments after training, the workshop floor slowly began to change. A marked location here, an organized rack there, a cleared pathway, a standardized checklist, a newly identified tool—each improvement appeared small when viewed individually.

Together, however, they represented something much larger.

They represented the beginning of a new way of working.

#CentralRailway

Chapter 4: Implementing the FIVE-S Workplace Management System

The decision to introduce the FIVE-S Workplace Management System was only the beginning. The real challenge for the Electric Locomotive Workshop, Central Railway, Bhusawal, was implementation. A management system becomes meaningful only when its principles move from training rooms and written procedures onto the actual shop floor.

In 2018, the workshop began translating the principles of Kosher FIVE-S into everyday workplace practices. The objective was to create an environment in which every employee could immediately understand where materials belonged, how equipment should be maintained, and what standard was expected from each work area.

The first stage was Sort. Employees were encouraged to examine everything in their respective workplaces and distinguish between what was required and what was not. This exercise required careful judgment. Industrial workplaces naturally contain items that may be needed occasionally, so simply removing everything that was not used every day would have been inappropriate.

Instead, materials were considered according to their purpose and frequency of use. Frequently required tools were retained close to the point of work. Items needed less often could be relocated to suitable storage. Unnecessary or obsolete items were identified for appropriate action.

This process created valuable space. Areas that had previously appeared crowded began to look more open and accessible. Employees could see their equipment more clearly, and movement around workstations became easier.

The second principle, Set in Order, transformed the newly available space into an organized working environment.

The basic question was straightforward: if an employee needs something, how quickly can it be found?

Tools, equipment, components, documents, and other materials were arranged according to their use. Identification became increasingly important. Clearly defined locations reduced searching and helped employees recognize when something was missing.

Visual management played an important role in this stage. Markings, labels, identification boards, designated storage spaces, and workplace displays helped communicate information without requiring lengthy explanations.

A well-organized workplace also supported safety. When pathways, work areas, storage locations, and equipment positions were clearly defined, the possibility of accidental obstruction was reduced. Employees could identify abnormalities more easily because deviations from the standard became visible.

The third principle was Shine.

At first glance, cleaning might appear to be a simple housekeeping activity. Within the FIVE-S philosophy, however, cleaning had a deeper purpose. Employees were encouraged to clean their work areas while simultaneously looking for abnormalities.

A clean machine could reveal an oil leak more easily. A clean electrical area could make loose connections or damaged components more apparent. A clean floor could expose an obstruction that might otherwise have remained unnoticed.

Thus, cleaning became a form of inspection.

Employees began to understand that maintaining a clean workplace was not merely about appearance. It contributed to safety, equipment reliability, and quality consciousness.

The fourth principle, Standardize, was essential for maintaining consistency.

Without standards, improvements can quickly disappear. One employee may organize a workstation one way while another uses a completely different method. Standards establish a common expectation.

The workshop therefore emphasized defined responsibilities, visual standards, cleaning schedules, workplace checks, and methods for maintaining organized areas. The purpose was not to create unnecessary paperwork but to make good practices repeatable.

Standardization also helped new employees understand their responsibilities. Instead of learning everything through informal observation, they could refer to established workplace practices.

The fifth and perhaps most demanding principle was Sustain.

This stage required a change in attitude. Sorting, arranging, cleaning, and standardizing could all be completed through a concentrated campaign. Sustaining the results required daily discipline.

Employees had to develop the habit of returning tools to their designated locations, maintaining cleanliness, following established standards, and reporting abnormalities. Supervisors had to reinforce expectations through regular reviews. Management had to demonstrate that FIVE-S remained important even after the initial enthusiasm disappeared.

Audits and workplace assessments became useful mechanisms for sustaining the program. Areas could be reviewed against defined criteria, deficiencies could be recorded, and corrective actions could be followed up.

Importantly, the process encouraged employee participation. Improvements were more likely to survive when employees themselves had contributed to designing them. A technician who helped decide where a frequently used tool should be kept was more likely to maintain that arrangement than someone who simply received an instruction.

Gradually, the workshop began developing a stronger visual identity. Work areas became easier to understand. Materials had defined locations. Employees became more conscious of workplace conditions. Small abnormalities were increasingly treated as issues to be corrected rather than conditions to be ignored.

The implementation also reinforced an important connection between quality and workplace management. A high-quality locomotive overhaul does not depend on inspection at the end of the process alone. Quality begins with the condition of the workplace, the availability of the correct tools, the identification of materials, adherence to procedures, and the discipline of the people performing the work.

This philosophy complemented the broader quality-management thinking associated with ISO 9001. Rather than treating quality as the responsibility of a specialized department, the organization could increasingly view quality as a collective responsibility.

The 2018 Kosher FIVE-S initiative therefore became more than an exercise in housekeeping. It represented an attempt to create a systematic culture in which organization, cleanliness, safety, standardization, and discipline supported the technical work of the workshop.

The transformation did not happen overnight. Some areas progressed faster than others. Old habits occasionally returned, and standards needed reinforcement. But every successful improvement demonstrated that change was possible.

By establishing FIVE-S as a workplace management system rather than a temporary campaign, the Electric Locomotive Workshop created a foundation for its next stage of development.

#IndianRailways

Chapter 5: People Behind the Transformation

Every successful organizational transformation ultimately depends on people. Machines can be modernized, procedures can be rewritten, and workplaces can be redesigned, but sustainable improvement becomes possible only when employees understand the purpose of change and participate in it.

At the Electric Locomotive Workshop, Central Railway, Bhusawal, the implementation of the FIVE-S Workplace Management System therefore placed considerable importance on employee involvement. The workshop was not simply a collection of machines and buildings. It was a community of officers, engineers, supervisors, technicians, helpers, inspectors, store personnel, administrative employees, and many others whose combined efforts kept the organization functioning.

The introduction of Kosher FIVE-S in 2018 provided an opportunity to bring these different groups together around a common objective: creating a workplace that was organized, safe, disciplined, and supportive of quality work.

The first challenge was communication.

Employees needed to understand why changes were necessary. If FIVE-S had been presented merely as a housekeeping program, its significance could easily have been misunderstood. Instead, the emphasis was placed on its relationship with productivity, safety, quality, and ease of working.

During awareness and training activities, employees were encouraged to examine their own workplaces. They were asked to identify unnecessary materials, difficult-to-access tools, poorly organized storage areas, and other obstacles that affected daily work.

This approach gave employees ownership.

A technician who had worked at a particular workstation for many years often knew more about its practical difficulties than someone seeing it for the first time. Such experience could be transformed into improvement when employees were given an opportunity to express their observations.

Training also helped create a common language. Terms such as sorting, arrangement, cleaning, standardization, and sustainability became part of workplace discussions. Employees could talk about a problem using a shared framework rather than simply describing it as “untidy” or “difficult.”

One of the most valuable effects of this process was increased awareness of small problems.

In a large industrial environment, major failures attract immediate attention. Small problems are often ignored because each one appears insignificant. A missing label, an improperly placed tool, an obstructed passage, an untidy storage shelf, or an unclean machine may not appear serious individually.

FIVE-S encouraged employees to understand that many major problems begin as small abnormalities.

When employees began identifying these conditions earlier, corrective action became easier. The workplace gradually moved toward a preventive mindset.

Supervisors played a particularly important role. They were responsible not only for monitoring production activities but also for reinforcing the standards introduced through FIVE-S. Their behavior sent a powerful message to the workforce.

If supervisors respected workplace standards, returned materials to proper locations, participated in cleaning activities, and responded seriously to employee suggestions, workers were more likely to follow the same principles.

Leadership therefore became visible through everyday actions rather than instructions alone.

Another important factor was teamwork. Locomotive maintenance is not an activity performed by one person. Different technical functions depend on one another. A problem in one area can affect another department’s schedule and performance.

FIVE-S encouraged departments to consider their surroundings not only from an individual perspective but also from the perspective of the next person in the process.

For example, a properly organized workstation could make it easier for another technician to continue work. Clearly identified material could reduce the possibility of confusion. A clean and accessible area could improve the efficiency of inspection.

In this way, workplace organization became a form of respect for colleagues.

The initiative also created opportunities for learning. Younger employees could observe the practices of experienced workers while senior technicians could become familiar with systematic management methods. The combination of practical experience and structured improvement created a stronger foundation for the future.

Employee suggestions became another source of progress. Workers frequently notice inefficiencies that may not appear in formal reports because they experience them repeatedly. A suggestion to relocate a tool, redesign a storage arrangement, improve identification, or modify a cleaning routine can produce meaningful benefits when implemented carefully.

The culture of improvement therefore became increasingly participative.

Importantly, FIVE-S did not seek perfection in a single step. The philosophy encouraged continuous improvement. A workplace could be better organized today than yesterday and improved again tomorrow.

This mindset reduced resistance to change. Employees did not need to believe that every new arrangement would be perfect immediately. They needed to be willing to observe results and make further improvements.

The connection between people and quality became increasingly clear. A quality management system is effective only when employees follow procedures, identify problems, communicate abnormalities, and take corrective action. FIVE-S supported these behaviors at the workplace level.

The ISO 9001-oriented quality culture and the FIVE-S approach could therefore reinforce one another. Quality required consistency; FIVE-S encouraged consistency in the physical and organizational environment.

By the time the initiative became established, many employees could see tangible differences in their working areas. The changes were not limited to cleaner floors or better storage. There was a gradual shift in attitude.

Employees began asking:

“Can this be organized better?”

“Why is this item kept here?”

“Can we make this location easier to identify?”

“Can this activity be standardized?”

“Can we prevent this problem from happening again?”

These questions represented the real success of the initiative.

The greatest achievement of FIVE-S was not the physical transformation of the workshop. It was the development of a workforce increasingly willing to observe, question, improve, and sustain.

Behind every organized workstation stood a person who had accepted responsibility for it. Behind every standardized process stood a team that had agreed to follow it. Behind every improvement stood a belief that tomorrow’s workplace could be better than today’s.

The story of the Electric Locomotive Workshop was therefore becoming a story not only of systems and certification, but of people.

And as the workshop moved forward, these people would become the strongest foundation for its continuing growth.

#FiveSWorkplace

Chapter 6: Quality, Safety, and Productivity

The transformation brought about by the FIVE-S Workplace Management System gradually revealed an important truth: workplace organization was not an isolated activity. It was closely connected with the three objectives that matter most in a locomotive maintenance environment—quality, safety, and productivity.

At the Electric Locomotive Workshop, Central Railway, Bhusawal, employees were already accustomed to working with precision. Electric locomotives contain complex mechanical, electrical, and control systems, and their maintenance demands technical knowledge as well as discipline. The introduction of Kosher FIVE-S in 2018 provided a structured environment in which that technical capability could be used more effectively.

The first visible connection was with quality.

Quality does not begin when a finished locomotive is inspected. It begins much earlier—with the workplace, the tools, the materials, the instructions, and the people performing the work.

If the correct tool is readily available, the technician can perform the task according to the prescribed method. If materials are clearly identified, the possibility of selecting the wrong component is reduced. If inspection instruments are properly stored and maintained, they can be accessed when required. If work instructions are visible and standardized, employees have a common reference.

FIVE-S strengthened these basic conditions.

A properly arranged workstation reduced unnecessary movement. Clearly identified locations made abnormalities easier to notice. Standardized cleaning and inspection routines encouraged employees to pay attention to equipment condition.

The result was a workplace where quality could be supported continuously rather than checked only at the end.

Safety was equally important.

An electric locomotive workshop contains numerous potential hazards. Heavy components may need to be moved. Electrical systems require controlled working practices. Machinery may contain rotating or moving parts. Employees may work with tools, lifting equipment, cables, and other industrial materials.

In such an environment, disorder can become a safety concern.

A material left in an unsuitable location can obstruct movement. A poorly arranged tool can create a trip or handling hazard. An unclear pathway can complicate movement around equipment. Accumulated waste can interfere with normal work.

The FIVE-S approach encouraged employees to consider these conditions systematically.

Sorting removed unnecessary items from work areas. Arrangement created defined locations. Cleaning helped reveal abnormalities. Standardization established expectations. Sustaining ensured that safety-related improvements did not disappear after an initial campaign.

Visual management was particularly valuable. Marked areas and identified storage locations could make it easier for employees to understand where they should stand, walk, store materials, or perform particular activities.

This created an environment in which safety became more visible.

Productivity was the third major benefit.

In industrial organizations, productivity is often associated with doing more work in less time. However, genuine productivity is not simply about increasing speed. It is about eliminating avoidable effort while maintaining quality and safety.

FIVE-S addressed many forms of hidden waste.

Time spent searching for tools was waste.

Repeatedly moving the same material from one place to another was waste.

Keeping unnecessary items in prime working space was waste.

Cleaning the same area repeatedly because standards were unclear was waste.

Waiting for materials because their location was uncertain was waste.

Each individual loss might appear small. But across a large workshop and over many working days, these losses could become substantial.

By improving organization, the workshop could reduce such unnecessary effort.

Consider a simple example. A technician needs a particular tool for a maintenance operation. In an unorganized environment, the technician may spend several minutes searching. The tool may eventually be found in another workstation or storage cabinet. After use, it may be placed somewhere else because there is no clearly defined location.

Under FIVE-S, the tool has a designated place. The technician knows where to find it and where to return it. The next employee can therefore locate it immediately.

The improvement appears small. Yet repeated across hundreds of tasks, it can contribute to significant efficiency.

Another important productivity benefit came from better use of space. When unnecessary materials were identified and removed or relocated, working areas could be used more effectively. Storage became more systematic, and movement could become easier.

The connection between quality, safety, and productivity also demonstrated why FIVE-S should not be treated as a cosmetic exercise.

A clean workplace alone does not create productivity. A marked floor alone does not guarantee safety. An organized rack alone does not guarantee quality.

The real benefit emerges when these practices become part of a broader management system.

This philosophy was compatible with the principles of quality management associated with ISO 9001. ISO-based thinking emphasizes controlled processes, consistency, monitoring, corrective action, and continual improvement. FIVE-S supported these principles at the workplace level by creating an organized environment in which standards could be followed and deviations could be identified.

The workshop’s experience demonstrated another important lesson: improvements often reinforce one another.

Better organization supports safety.

Better safety supports uninterrupted work.

Better workplace conditions support quality.

Better quality reduces rework and avoidable delays.

Reduced waste supports productivity.

Productivity creates greater confidence in the system.

This creates a cycle of improvement.

As employees became accustomed to the new practices, the workshop increasingly developed a culture in which problems were not simply tolerated. Instead, employees were encouraged to identify causes and seek practical solutions.

The emphasis gradually shifted from “Who is responsible for this problem?” to “How can we prevent this problem from recurring?”

That change in thinking was significant.

It encouraged corrective action rather than blame. It encouraged teams to examine processes rather than individuals. It supported the principle of continual improvement that lies at the heart of modern quality management.

By the end of the initial implementation period, FIVE-S had therefore become closely connected with the workshop’s larger objectives.

The initiative was improving more than appearance. It was helping create the conditions necessary for reliable technical work.

The locomotives remained at the center of the workshop’s mission, but the organization had begun to recognize that the quality of those locomotives depended partly on the quality of the workplace in which they were maintained.

A safer workplace supported better work. A better-organized workplace supported faster work. A disciplined workplace supported consistent work.

And together, these improvements strengthened the foundation on which the workshop’s future growth would depend.

#WorkplaceManagement

Chapter 7: Standardization and the Culture of Continuous Improvement

As the FIVE-S Workplace Management System became established at the Electric Locomotive Workshop, Central Railway, Bhusawal, an important question emerged: how could the improvements be preserved?

Creating an organized workplace was one achievement. Maintaining that organization over months and years was a much greater challenge.

The experience of many industrial organizations shows that improvement can disappear when it depends entirely on individual enthusiasm. A workstation may be perfectly arranged after a special campaign, only to gradually become disorganized when daily pressures return. Tools are moved, materials accumulate, cleaning is postponed, and standards slowly become less visible.

The philosophy of Kosher FIVE-S addressed this challenge through standardization and sustainment.

At the Electric Locomotive Workshop, standardization meant converting successful practices into clearly understood routines. Employees needed to know not only what the desired condition looked like, but also who was responsible for maintaining it and how deviations should be corrected.

This created a more stable workplace environment.

One of the most useful concepts was visual management. In a large workshop, employees cannot depend on verbal instructions for every activity. Visual indicators communicate information quickly. Labels, markings, identification boards, designated locations, photographs, schedules, and check points can make a workplace understandable even to someone who is unfamiliar with a particular area.

A properly marked workstation effectively communicates a message without words: this is where the equipment belongs, this is the working area, and this is the expected condition.

Such visual standards also make abnormalities easier to detect.

If a tool is missing from a designated location, the empty space becomes visible. If material has been placed outside its defined area, the deviation is immediately apparent. If a pathway is obstructed, the problem becomes difficult to ignore.

This is one of the strengths of visual management—it reduces the amount of time required to identify a problem.

Standardization also supported consistency between employees and shifts.

A workshop operates through teamwork. Employees may work different shifts, and responsibilities can change. Without standardized practices, every person may develop a slightly different method. While individual experience is valuable, excessive variation can create uncertainty.

Standards provide a common foundation while still allowing employees to contribute improvements.

This was particularly relevant to training. New employees could learn the expected condition of a workplace more easily when standards were visible and documented. Experienced workers could explain not only how a task was performed but also why the surrounding workplace had been arranged in a particular way.

In this way, standardization helped preserve organizational knowledge.

The relationship between standardization and quality management was also important. An organization cannot achieve consistent results if the conditions under which work is performed change constantly.

When tools, materials, procedures, and workplace arrangements are controlled, employees have a more stable environment in which to perform technical activities.

The broader principles associated with ISO 9001 reinforced this approach. Quality management depends on defined processes, responsibilities, records, monitoring, corrective action, and continual improvement. FIVE-S provided practical support for these principles by creating discipline at the point where work actually occurred.

The next challenge was auditing.

Workplace assessments helped determine whether established standards were being followed. These assessments were not intended merely to identify shortcomings. Their greater purpose was to create a feedback mechanism.

When an area did not meet the required standard, employees could investigate why.

Was the standard unclear?

Was the designated location inconvenient?

Was the item being used by another department?

Was responsibility insufficiently defined?

Had the original arrangement become unsuitable?

These questions transformed audits from inspection exercises into opportunities for improvement.

Corrective actions therefore became an important part of the system.

A mature FIVE-S culture does not expect every standard to remain unchanged forever. Operational requirements evolve. Equipment changes. Work processes change. New technologies are introduced. Employee feedback may reveal a better arrangement.

Continuous improvement means that standards themselves can be reviewed and improved.

For example, a storage arrangement that worked effectively for one type of component might become inefficient after the introduction of new equipment. Instead of preserving the old arrangement simply because it had once been approved, the organization could review the situation and develop a better solution.

This approach prevented standardization from becoming rigidity.

The most important element remained sustainment.

Sustainment required leadership attention. Employees needed to see that management continued to value FIVE-S after certification. Supervisors had to reinforce standards through regular observation. Corrective actions had to be followed through. Positive practices had to be recognized.

Recognition could be particularly powerful. When employees saw their efforts acknowledged, they were more likely to continue participating. A department that achieved a significant improvement could become an example for other sections.

This created healthy internal competition—not competition based merely on appearance, but competition based on better systems.

Over time, the language of improvement became part of workplace culture.

Employees began noticing waste.

Supervisors began asking about root causes.

Departments began comparing practices.

Teams began discussing how to make their workstations more efficient.

These behaviors represented a deeper transformation than any physical rearrangement.

The workshop was gradually developing a continuous improvement mindset.

The idea was simple: improvement did not have to be dramatic. A small change that saved a few minutes, reduced movement, improved safety, or prevented an error was valuable.

When hundreds of such improvements accumulated, the organization became stronger.

This was especially important in a large public-sector organization, where systems must survive changes in personnel and leadership. Individual champions may initiate improvement, but institutional systems must sustain it.

The FIVE-S initiative therefore helped move workplace excellence from personal preference toward organizational discipline.

By the time the workshop approached the later years of the certification period, the significance of the 2018 initiative had become clearer. The certification was not simply a certificate displayed on a wall. Its deeper value lay in the systems, habits, and awareness that had developed around it.

The workshop had begun to understand that excellence was not a destination reached once. It was a daily practice.

Every correctly stored tool, every clear pathway, every clean machine, every standardized procedure, every identified abnormality, and every corrective action represented another small step toward that objective.

The future growth of the organization would depend not only on new technology or infrastructure, but also on its ability to preserve this culture of discipline and improvement.

The foundation had been established.

The next stage would be to measure what the transformation actually meant for the organization.

#QualityManagement

Chapter 8: Measuring the Impact of Change

A transformation becomes truly meaningful when an organization can observe its effects. For the Electric Locomotive Workshop, Central Railway, Bhusawal, the introduction of the FIVE-S Workplace Management System created many visible changes, but management also needed to understand the broader impact of those changes.

The Kosher FIVE-S certification issued in 2018 and valid through 2021 provided a framework for disciplined workplace management. Yet certification itself was only one indicator. The more important question was whether the system was contributing to better working conditions, improved discipline, stronger quality awareness, and more efficient use of resources.

Measurement therefore became an important part of the journey.

The first indicators were often visible at the workplace level. Areas that had previously contained unnecessary material began to have more usable space. Tools became easier to locate. Storage arrangements became more logical. Walkways and work areas became clearer.

These changes could be observed without sophisticated instruments.

An employee entering an organized workstation could immediately recognize where tools belonged. A supervisor could identify an abnormal condition more quickly. A visitor could understand the basic arrangement of a work area without requiring a detailed explanation.

This was the power of visual management.

However, management also needed to consider less visible benefits.

One such benefit was the reduction of unnecessary movement. In a large workshop, employees may walk significant distances during the course of a shift to collect tools, components, documents, or equipment. If frequently used items are placed closer to the point of work, unnecessary movement can be reduced.

The time saved in one activity may be small, but repeated across many employees and many working days, the cumulative effect can become important.

The same principle applied to searching.

Before systematic arrangement, a technician might know that a tool existed somewhere in the department but not exactly where it was located. Searching consumed time and interrupted concentration.

After workplace organization, the tool had a defined location. If it was not there, its absence itself became visible.

This introduced another advantage: accountability.

A standardized system makes responsibility clearer. Employees understand that tools and materials must be returned to their designated locations. Supervisors can identify deviations more easily. Missing or misplaced items can be investigated before they create larger delays.

Quality awareness also became easier to observe.

Employees working in an organized environment are more likely to notice abnormalities. A clean machine reveals leakage. A clearly arranged storage area makes incorrect material placement visible. A defined workplace standard allows deviations to be recognized immediately.

This supports preventive thinking.

Instead of waiting for a failure to occur, employees can identify early warning signs and communicate them.

Safety improvements were another important area of impact. Clearly defined workspaces and storage locations help reduce obstruction. Better housekeeping can reduce avoidable hazards. Visual identification can support controlled movement and material handling.

Again, the value lies in prevention.

A safety system is most successful when it prevents an incident rather than merely responding after one has occurred.

The FIVE-S approach also supported employee morale. Workplace conditions influence how people feel about their jobs. A clean, organized, and well-maintained environment communicates respect for employees and their work.

When workers can find the tools they need, move through the workplace safely, and understand the standards expected of them, frustration can decrease.

Employee involvement strengthened this effect.

Workers who participated in improvements could see their ideas reflected in the physical environment. This created a sense of ownership. The workplace was no longer simply “management’s area”; it became a shared responsibility.

The impact on management practices was equally important.

FIVE-S encouraged supervisors to observe conditions more systematically. Rather than relying solely on general impressions, they could examine defined aspects of workplace organization.

This made discussions more objective.

Instead of saying that a department “needs improvement,” a supervisor could identify specific issues: tools not returned to designated locations, storage standards not followed, cleaning schedules incomplete, identification missing, or unnecessary materials accumulating.

Specific observations made corrective action easier.

The relationship between FIVE-S and ISO 9001 quality-management principles also became increasingly apparent. ISO 9001 emphasizes process control, customer focus, evidence-based decision-making, corrective action, and continual improvement. FIVE-S supported these principles by improving the environment in which processes were executed.

A well-controlled workplace does not guarantee quality by itself, but it creates conditions in which quality is easier to achieve and sustain.

The measurement process also revealed an important lesson: not every benefit can be expressed as a single number.

Some improvements are quantitative. Time saved, space released, number of abnormalities corrected, audit scores, and completion of improvement actions can be tracked.

Other improvements are qualitative. Greater employee awareness, stronger discipline, improved communication, better visual understanding, and increased ownership are equally important even when they are harder to calculate.

A mature management system therefore considers both.

By comparing workplace conditions before and after implementation, the organization could recognize the direction of change. The objective was not simply to achieve a high audit score but to create a workplace that remained effective even when external observers were not present.

This distinction was crucial.

If employees cleaned an area only before an inspection, the system would have little long-term value. If the area remained organized every day because employees had accepted the standard, then the organization had achieved something much more significant.

The true measure of FIVE-S was therefore sustainability.

As the years progressed, the workshop could increasingly view workplace organization as part of normal operations rather than as a special project.

The 2018 certification had provided recognition and structure. The subsequent experience provided learning.

Management learned which standards worked well, where additional attention was required, and how employee participation influenced results. Employees learned that small improvements could have large cumulative effects.

The transformation was therefore becoming measurable not only in cleaner and more organized workplaces, but in changed behavior.

And behavior was perhaps the most important indicator of all.

A tool returned to its location without being instructed.

A damaged item reported before it caused a problem.

An employee cleaning a workstation while inspecting equipment.

A supervisor correcting an abnormality immediately.

A team suggesting a better arrangement.

These were signs that FIVE-S had moved beyond a formal system and into workplace culture.

The impact of change was becoming visible.

But the workshop’s journey was not complete. The next challenge was to connect these workplace improvements with a larger organizational vision—one that included reputation, stakeholder confidence, operational excellence, and long-term growth.

#ContinuousImprovement

Chapter 9: Leadership, Recognition, and Organizational Growth

Every successful improvement program requires leadership that can look beyond immediate results. At the Electric Locomotive Workshop, Central Railway, Bhusawal, the implementation of the FIVE-S Workplace Management System demonstrated that organizational development is not achieved through individual initiatives alone. It requires direction, participation, follow-up, and the willingness to continue improving after the initial enthusiasm has passed.

The Kosher FIVE-S certification of 2018, with validity through 2021, became an important milestone in this journey. It represented a formal recognition of the workshop’s commitment to systematic workplace management. More importantly, it provided leadership with an opportunity to establish a stronger culture of discipline and continuous improvement.

Leadership began with setting expectations.

Employees needed to understand that FIVE-S was not a temporary campaign connected only with certification. The desired standards were intended to become part of routine operations. This required supervisors and managers to communicate consistently and demonstrate through their own actions that workplace organization mattered.

When leadership regularly visited work areas, asked questions, listened to employees, and followed up on improvement actions, the message became stronger than any written instruction.

A successful leader does not simply ask, “Is the workplace clean?”

A stronger question is, “Why does this condition exist, and what can we do to prevent it from returning?”

This shift from inspection to improvement was significant.

The workshop’s leadership could use workplace assessments to identify recurring issues and encourage departments to address their root causes. If material repeatedly accumulated in an area, the solution was not simply to remove it. The department could examine why the material was being generated, whether its storage location was appropriate, and whether responsibility for disposal or relocation was clearly defined.

This approach connected FIVE-S with problem-solving.

Recognition also played an important role.

When employees invest time and effort in improving their workplaces, acknowledgement of their contribution can reinforce the desired behavior. A department that demonstrates good organization can become a model for others. Successful practices can be shared rather than remaining isolated within one section.

This creates a multiplier effect.

One department discovers a better method. Another department observes the result. The method is adapted to its own circumstances. Soon, an improvement that began in one small area becomes part of a broader organizational culture.

Such sharing is particularly valuable in a large railway workshop where different sections perform different but interconnected functions.

The impact of leadership was also visible in employee confidence.

When workers see that management responds seriously to their suggestions, they become more willing to communicate problems. This improves organizational learning. Problems can be identified before they become major disruptions.

Open communication is especially important in technical environments. Employees working directly with equipment often notice changes that may not immediately appear in formal reports. A strange sound, an unusual vibration, repeated difficulty accessing a component, or an inefficient material arrangement can provide valuable information.

A workplace culture that encourages reporting turns these observations into opportunities for prevention.

Leadership also had to balance improvement with operational requirements. A railway workshop cannot stop its essential activities simply to reorganize every workplace. Changes therefore had to be practical and carefully integrated with ongoing work.

This required planning.

Departments could identify priorities, establish improvement schedules, and introduce changes without unnecessarily interrupting critical operations. Such an approach demonstrated that FIVE-S was intended to support productivity rather than compete with it.

The relationship between workplace improvement and organizational reputation also became increasingly important.

A well-managed workshop creates confidence among visitors, auditors, employees, and other stakeholders. When people enter an organized industrial facility, they receive an immediate impression of discipline and professionalism.

However, reputation should not be based solely on appearance.

The strongest reputation comes when visual order reflects genuine process discipline. If a workplace looks organized but underlying processes are uncontrolled, the improvement is superficial. If organization, documentation, safety, quality, and employee behavior reinforce one another, the impression is much stronger.

The FIVE-S program helped move the workshop toward this integrated view.

It also complemented the broader quality-management philosophy associated with ISO 9001. Quality systems depend on leadership commitment, employee involvement, process management, evidence, corrective action, and continual improvement. FIVE-S created a practical workplace environment in which these principles could become visible.

Over time, the workshop’s growth could therefore be understood in broader terms than physical expansion.

Organizational growth includes stronger processes.

It includes better-trained employees.

It includes improved workplace discipline.

It includes increased ability to identify and solve problems.

It includes greater confidence among stakeholders.

It includes preservation of institutional knowledge.

And it includes the ability to adapt to changing technical requirements.

The 2018 initiative contributed to these dimensions by encouraging the organization to think systematically about its workplace.

The certification period through 2021 also provided a useful window for consolidation. The workshop had the opportunity to review its practices, reinforce standards, and continue building upon the foundations established during implementation.

One of the most important lessons was that certification should never become the final objective.

A certificate can demonstrate that an organization has met defined requirements at a particular point in time. Sustainable excellence requires something more: the ability to maintain standards when nobody is watching and to improve them when circumstances change.

This distinction separated compliance from culture.

Compliance asks, “Have we met the requirement?”

Culture asks, “How can we do this better?”

The Electric Locomotive Workshop’s FIVE-S journey increasingly reflected the second question.

Leadership created the direction, employees provided practical knowledge, supervisors maintained discipline, and systematic reviews provided feedback.

Together, these elements formed a cycle of organizational growth.

The workshop was not simply becoming more organized. It was becoming more conscious of how organization affected quality, safety, productivity, and employee engagement.

This was the deeper significance of the transformation.

The growth story of an industrial organization is often told through numbers—machines, production, infrastructure, budgets, or manpower. But another kind of growth is equally important: the growth of institutional capability.

By strengthening workplace management and continuous improvement, the Electric Locomotive Workshop was developing that capability.

The journey that began with FIVE-S in 2018 was therefore becoming part of a much larger story: the story of an organization preparing itself for the demands of the future while preserving the experience and dedication accumulated over decades.

#RailwayEngineering

Chapter 10: Beyond Certification — Building a Lasting Legacy

By the time the Electric Locomotive Workshop, Central Railway, Bhusawal, reached the later stage of the 2018–2021 Kosher FIVE-S certification period, the most important question was no longer whether the workshop could achieve a certification. The more important question was whether the principles behind that certification had become part of the organization’s everyday culture.

A certificate has a defined period of validity. Organizational learning does not have to end when that period expires.

This distinction became central to the workshop’s continuing journey.

The implementation of FIVE-S had demonstrated that workplace management could influence many aspects of daily operations. Sorting unnecessary materials created space. Systematic arrangement reduced searching and movement. Cleaning helped reveal abnormalities. Standardization created consistency. Sustainment encouraged discipline.

Together, these practices created a foundation for continual improvement.

But maintaining that foundation required conscious effort.

Industrial workplaces are constantly changing. Equipment is replaced, processes are modified, employees are transferred, technologies evolve, and operational priorities shift. A workplace arrangement that is effective today may need adjustment tomorrow.

Therefore, the workshop had to treat FIVE-S as a living management system rather than a fixed arrangement.

This meant continuing to review standards.

If a tool was repeatedly difficult to access, its location could be reconsidered. If material accumulated in a particular area, the reason could be investigated. If employees found a standard inconvenient, feedback could be collected. If a new machine changed the flow of work, the surrounding workplace could be redesigned.

Continuous improvement meant that yesterday’s solution could become tomorrow’s starting point.

The experience also reinforced the importance of employee ownership.

A system imposed entirely from above can survive only as long as supervision remains intense. A system accepted by employees can become self-sustaining.

This was why the cultural aspect of FIVE-S was so important.

Employees who had participated in organizing their work areas understood the practical reasons behind the standards. They were not simply following instructions; they had helped create the environment in which they worked.

This sense of ownership could be carried forward to future initiatives.

The workshop’s experience with FIVE-S also provided lessons for broader quality management. The principles of organization, standardization, preventive action, and continual improvement complemented the philosophy associated with ISO 9001.

ISO 9001 encourages organizations to manage processes systematically and improve their effectiveness. FIVE-S brings similar thinking directly into the workplace.

The two approaches therefore could reinforce each other.

A controlled process requires a controlled workplace.

A controlled workplace supports consistent work.

Consistent work supports quality.

Quality supports reliability and stakeholder confidence.

This chain demonstrates why workplace management should not be treated as a secondary activity.

For a railway workshop, reliability carries special significance. Locomotives support the movement of passengers and freight across an enormous national network. Every maintenance activity contributes, directly or indirectly, to the continuity of railway operations.

Employees may not see the final impact of their work every day. A technician working on a component may never meet the passenger who eventually travels behind the locomotive. Yet the connection exists.

The technician’s precision contributes to locomotive reliability.

Locomotive reliability contributes to train operations.

Train operations contribute to national connectivity.

This understanding gives workplace discipline a larger meaning.

The workshop therefore represented more than an industrial facility. It was part of a much larger public-service system.

The FIVE-S transformation could also influence the way visitors and stakeholders perceived the organization. An organized workplace communicates discipline. Clear standards communicate control. Employee participation communicates responsibility. Continuous improvement communicates maturity.

Such qualities strengthen institutional confidence.

Another legacy of the initiative was knowledge preservation.

Organizations often lose valuable knowledge when experienced employees retire or move to other responsibilities. Standardized workplaces and documented practices can help preserve some of that knowledge.

A tool’s location, a storage method, a cleaning routine, an inspection point, or a visual standard can become part of institutional memory.

This does not replace experience. Instead, it gives experience a structure that can be transferred to others.

The younger generation of employees therefore benefits from the systems created by earlier generations.

This is how organizational culture becomes sustainable.

The years following certification could also be viewed as a test of maturity. During the initial implementation phase, improvement activities often receive considerable attention. The real test comes later, when the novelty has disappeared.

Do employees continue to maintain standards?

Do supervisors continue to conduct reviews?

Do departments continue to identify improvements?

Do managers continue to listen?

Do workers continue to challenge inefficient practices?

The answers to these questions determine whether certification has created a temporary project or a lasting transformation.

The story of the Electric Locomotive Workshop demonstrates the possibility of the latter.

The 2018 Kosher FIVE-S certification was a milestone, but its deeper value was the change in thinking it encouraged.

The workshop learned that excellence is built from ordinary actions performed consistently.

Putting a tool back in its place is ordinary.

Cleaning a machine is ordinary.

Removing unnecessary material is ordinary.

Following a standard is ordinary.

Reporting an abnormality is ordinary.

Suggesting a small improvement is ordinary.

But when thousands of employees perform such actions consistently, the combined effect becomes extraordinary.

That is the essence of workplace culture.

The legacy of FIVE-S therefore cannot be measured only by the certificate issued in 2018 or its stated validity through 2021. Its true legacy lies in the habits, awareness, and systems that could continue beyond those dates.

For the Electric Locomotive Workshop, the future would inevitably bring new technologies, new locomotive systems, new expectations, and new operational challenges.

Yet the fundamental lesson would remain unchanged:

A strong organization is built not only by investing in machines, but by investing in people, processes, discipline, and continuous improvement.

The workshop’s journey from workplace organization toward a broader culture of quality demonstrated that meaningful transformation does not always begin with a dramatic event.

Sometimes it begins with a simple decision to put the right tool in the right place.

Sometimes it begins with clearing an unnecessary item.

Sometimes it begins with listening to a technician’s suggestion.

And sometimes it begins with five simple principles that, when practiced every day, change the way an entire organization thinks.

The journey that began in 2018 was therefore more than a certification exercise.

It was the beginning of a legacy.

#OperationalExcellence

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