CANDO

BANAS DAIRY, FARIDABAD

 WHAT IS CANDO ?
• An important Ford principle
is CANDO, invented probably
before 1920, is an acronym
for five steps: Cleaning up,
Arranging, Neatness,
Discipline and Ongoing
improvement.
CANDO is an acronym developed by Henry Ford to make the
work area more organized and efficient.

C = Cleaning up
A = Arranging
N = Neatness
D = Discipline
O = Ongoing improvement

CANDO closely resembles the 5S methodology often credited

to Toyota and Taiichi Ohno.
 Mapping between CANDO & 5S

• A mapping between CANDO and 5S can be seen

here:
• Cleaning up Seiri
• Arranging Seitori
• Neatness Seiso
• Discipline Shitsuke
• Ongoing Improvement Seiketsu
• After the war, Japan was eager to learn from America. Notably, a team from
Toyota visited Ford in 1950. The team was awed by the scale of Ford. Toyota
produced just 40 automobiles per day while Ford did 8,000 a day. Toyota decided
to adopt American automobile mass production methods with a few changes. A
Toyota team was trained at Ford. In 1956 Taiichi Ohno, the company’s chief
engineer visited Ford and the Piggly Wiggly supermarket chain. Based on those
observations began the development of Toyota Production System, which
eventually led to the formation of the 5S practice.
• Japan adapted CANDO as 5S which stands for five Japanese words that begin with
the letter S: Seiri, Seiton, Seiso, Seiketsu, Shitsuke. 5S was in practice before it
was published in 1973 by Productivity Press.
• "Ford’s “CANDO” philosophy marks a striking resemblance to the 5S that Taiichi Ohno is
credited with. In fact Ford’s FPS (Ford Production System) was one of his inspirations”.
• The Ford principle had strong American roots. In 1827, Charles A. Goodrich, an
American writer and Congregational minister, popularized the motto, “a place for
everything and everything in its place” when he wrote and published an article
call “Neatness”.
• The quest for order can be seen in Rudyard Kipling’s Eathen:
• “Keep away from dirtiness -- keep away from mess.”
• Henry Ford wrote in his book Today and Tomorrow (1926): "The first job was to
clean up— that is always the first thing to do in order to find out what you are
about…We cannot afford to have dirt around— it is too expensive.…
• Ford's interest in teamwork can be
seen in his quote:
• "Coming together is a beginning;
keeping together is progress;
working together is success.“
• On learning from mistakes, the
spirit of continual improvement,
Ford said:
• "Failure is simply the opportunity to
begin again, this time more
intelligently.“
"Following are explanations of the original five S's:-
Seiri （整理 ) does not mean Sort. In everyday Japanese, it means sort out, as in resolving administrative problems.
In 5S, it means removing from the shop floor the items you don’t use routinely.
Seiton ( 整頓） does not mean Set in order. In everyday Japanese, it means arranging neatly. In 5S, it refers to
having assigned locations and labels for everything you retain on the shop floor.
Seiso ( 清掃 ) means Clean, not Shine. The idea is to have production operators clean their own workplaces at shift
end, so that they notice details like spills, frayed cables, or broken lamps. It is not about making them pretty.
Seiketsu （清潔 ) does not mean Standardize. In everyday Japanese, it is a noun meaning cleanliness. In 5S, it is
the reduction of the first three S’s to daily practice by management enforcement, through things like checklists,
assignment of responsibility for daily housekeeping activities, and routine audits.
Shitsuke （躾 ) does not mean Sustain. In everyday Japanese, it is a noun, meaning upbringing. It is not an action
but the condition you reach when the performance of the first three S’s has become second-nature to the organization.
As long as you tell your kid to brush his teeth every day, you are practicing Seiketsu; once he does it without
prompting, you have achieved Shitsuke."
• The last letter in Ford’s CANDO philosophy, namely O, standing for
ongoing improvement, deserves special mention. Ongoing
improvement was called continuous improvement by Deming who
later changed the phrase to continual improvement. Japan adapted it
as Kaizen, now a pillar of Lean. Ongoing improvement was called
POOGI (Process of Ongoing Improvement) (1984) by Eliyahu Goldratt,
the Theory of Constraints guru from Israel.
• In this sense CANDO emerges much bigger than 5S; it combines 5S
and Kaizen into a holistic approach.
• For continual improvement we look up to Japan and not Ford. The
Ford practice, unfortunately, is not celebrated. Deming had to ask
(1980) "If Japan can, why can't we?"
• It is worth recalling the experience of
an Indian company (TVS) which long
time ago won the Deming award from
Japan. During the quality journey
several teachers from Japan visited
them and when the company thought
they have completely implemented the
Japanese system, the teachers asked:
• “You have shown how you can do
things our (Japanese) way. That is not
enough. Now you must do it all your
way”
• That goes to prove that copying is
easier, but less important, than
internalizing.
 REFRIGERATION PILOT CANDO TEAM (UTILITY)
SR
CANDO MEMBERS DESIGNATION MACHINES/EQUIPMENT DAILY JOB RESPONSIBILITY
NO
WILL CHECK, GUIDE & SUPPORT TEAM MEMEBERS FOR
AMMONIA COMPRESSOR M/C - 1 TO 8,
DOING ALL CLTI AND PREVENTIVE MAINTENANCE
ECONOMIZER, AMMONIA RECEIVER,
ANKIT BHADAURIYA SR. OFFICER ACTIVITIES OF EQUIPMENT ALLOTED TO THEM
1 ACCUMULATOR, ICE SILO, OIL RECTIFIER, AIR
(CANDO LEADER) (MECHANICAL) ALONGWITH ANY ABNORMALITY/BREAKDOWN THAT
PURGER, EVAPORATOR CONDENSORS, AIR
IF REQUIRES WILL BE DISCUSSED DURING DMT
COMPRESSORS & DRYERS
MEETING & MAINTAIN SPARES INVENTORY.

CLTI (CLEANING, LUBRICATION, TIGHTENING &

2 RAJU PARMAR ITI ELECTRICIAN PHE, CHW BALANCE TANK, CHWS & CHWR PUMPS INSPECTION), PREVENTIVE MAINTENANCE,
ABNORMALITY

CLTI (CLEANING, LUBRICATION, TIGHTENING &

ITI AMMONIA COMPRESSOR- 1 to 8, OIL RECTIFIER- 1
3 LALIT PARMAR INSPECTION), PREVENTIVE MAINTENANCE,
REFRIGERATION TO 4
ABNORMALITY

CLTI (CLEANING, LUBRICATION, TIGHTENING &

MILK COLD ROOM - 1 TO 5, PANEER COLD ROOM,
4 GHEMAR JEGODA ITI FITTER INSPECTION), PREVENTIVE MAINTENANCE,
PANEER BLAST ROOM & CURD BLAST ROOM - 1&2
ABNORMALITY

CLTI (CLEANING, LUBRICATION, TIGHTENING &

ICE SILO, ACCUMULATORS, AMMONIA RECEIVER,
5 RAMESH CHAUDHARY ITI FITTER INSPECTION), PREVENTIVE MAINTENANCE,
AIR PURGER, OIL RECTIFIER- 1 TO 4
ABNORMALITY
 CLTI (CLEANING, LUBRICATION, TIGHTENING &
6 ALPESH CHAUDHARY ITI ELECTRICIAN EVAPORATOR CONDENSOR - 1 & 6 INSPECTION), PREVENTIVE MAINTENANCE,
ABNORMALITY

CLTI (CLEANING, LUBRICATION, TIGHTENING &

INSPECTION), PREVENTIVE MAINTENANCE,
7 HITESH DESAI JUNIOR OFFICER AIR COMPRESSOR - 1 & DRYER -1
ABNORMALITY, BREAKDOWN & MAINTAIN SPARES
INVENTORY

CLTI (CLEANING, LUBRICATION, TIGHTENING &

8 SURESH DESAI ITI FITTER AIR COMPRESSOR - 1 & DRYER -1 INSPECTION), PREVENTIVE MAINTENANCE,
ABNORMALITY

CLTI (CLEANING, LUBRICATION, TIGHTENING &

INSPECTION), PREVENTIVE MAINTENANCE,
9 HARSHIL JOSHI JUNIOR OFFICER AIR COMPRESSOR - 2 & DRYER -2
ABNORMALITY, BREAKDOWN & MAINTAIN SPARES
INVENTORY

CLTI (CLEANING, LUBRICATION, TIGHTENING &

10 HARESH RAWAL ITI FITTER AIR COMPRESSOR - 2 & DRYER -2 INSPECTION), PREVENTIVE MAINTENANCE,
ABNORMALITY

CTI (CLEANING, TIGHTENING & INSPECTION),

11 HEMJI PATEL ITI ELECTRICIAN REFRI. IMCC - 1,2,3 PANEL & IMCC-6 PANEL
PREVENTIVE MAINTENANCE, ABNORMALITY

PILOT MEANS:- Done as an experiment or

to test something that will be used by
everyone
 CANDO AUDIT CRITERIA
CANDO Team Date

Area covered

Total DMT
Members present for audit
Score Leader

Team should score 4 on each review point and an overall of

Cleared /
80%
Qualifying Criteria Result Not
Higher score cannot be given if criteria for lower score is not
Cleared
met

Sl.
Review Point Criteria for scoring Evidence for Clearing specific audit points Score Remarks
No
1. Team lists readily available.
1 Members are aware of structure / team members 2. Members are able to answer queries on team
structure

1. Equipment list available with responsibilities

Members are aware of equipment ownership and zone /
2 2. Members are able to answer queries on
subgroups
ownership

Team Structure and 1. Attendance records to be checked for last

1
Participation CANDO is attended by all members available on the shopfloor month
3
on time 2. Attendance to be greater than 80% for each
CANDO member

Workflow for abnormalities, kaizens and suggestions are known 1. Abnormalities, Kaizens, Suggestions are
4
and followed by all members discussed by CANDO team leaders in DMTs

5 Everyone participates during breakdowns and shutdowns 1. Visual evidence

 Housekeeping is limited to visible areas for dust, dirt 1. Inspection round to be taken in the
1 and waste specific CANDO area

1. Schedules to be provided by CANDO

Housekeeping schedules has been made which covers team leader at time of Audit. CANDO
2 entire CANDO zone members aware of schedule and working
in the designated areas on designated day

All unnecessary items have been identified and 1. Visual evidence during inspection round
3 removed 2. Sample Audits of 5 material chosen at
random

2 Housekeeping
1. TPM tool box.
2. DMT room.
3. Three Kaizens per month on Visual
Control
4 Place for everything and everything in place (Visual 4. Define a place for item that is kept on
Control) the shopfloor and mark them with a
yellow line.
5. Mark positions for tapes, tool kits near
the machine itself.
6. Mark positions for dustbins

1. Comparison of Before and After

5 Cleaning expenses have reduced due to CANDO activity expenses
 1. Members are aware of critical areas and are
1 Critical areas are being focused upon in CANDO focussing on the same. Members are able to
answer queries on Critical areas

1. List of Red and White tags available.

Abnormalities (red and white tags) are being identified and 2. No visual eveidence of tagless abnormality
2
rectified during CANDO 3. Rectification completed or written evidence
availble for rectification plan
Efficacy of CANDO
3
time CLTI is a regular activity in CANDO and all areas are 1. Interview with CANDO members to check
3
covered in CANDO activity awareness on CLTI and equipment zoning

1. Activity charter for A & B shifts is available.

4 CANDO is happening in A & B shifts 2. Attendance of each CANDO member is more
than 80%

Due to CANDO activity, accidents and breakdowns have 1. Comparison of Before and After breakdowns
5
reduced and accidents
Equipment drawings are available and accessible to 1. CANDO members are aware of location of
1
CANDO members Equipment drawings
Critical process parameters and critical equipment
2 1. Ready availability of OPLs and SOPs
conditions and standards are known
1. CANDO members can recollect last 3 Why-Why
Equipment 3 CANDO members are initiating Why Why Analysis
4 analysis done by their CANDO team
Understanding
1. Action plans have been initiated by CANDO
CANDO teams are able to complete Why Why analysis and team
4
reach root causes 2. Actions have led to reduction in the
equipment/process failure
CANDO is able to manage operations and maintenance
5 1. DMTs to confirm
without continual involvement of DMT
 1 Aware, but No work done

2 Sporadic activity on contamination sources 1. Evidence of some work done

1. Inspection round to be taken

All contamination sources have been
3 2. All identified Contamination
identified and classified
sources should have a record
Contamination
5
Sources

All contamination sources have action

4 plans in place to address and progress is 1. Data evidence to be seen
50%

Action plans have been implemented and

5 80% contamination sources have been 1. Data evidence to be seen
eliminated
 1 Aware, but no evidence of work done

2 Sporadic activity on hard to access areas 1. Evidence of some work done

1. Inspection round to be taken

All hard to access areas have been identified and
3 2. All identified Hard to Access Areas
classified
should have a record
Hard to Access
6
Areas
Action Plans to address hard access areas have been
4 1. Data evidence to be seen
made and progress is atleast 50%

Action plans have been implemented and 80% hard to

5 1. Data evidence to be seen
access areas have been eliminated

1. CANDO members should be able to

1 Accidents are reported and analysed in CANDO teams
answer queries on safety talk
1. Records to be checked for incident
Incidents are reported regularly and analysed in CANDO reporting.
2
teams 2. 8-10 incidents should be available for
each CANDO team per month

1. Inspection round to be taken

Unsafe areas and work practices are identified and 2. All identified Unsafe Areas should have
7 Safety 3
actions in place to address a record
3. No unsafe work practices are evident

Safety suggestions and action plan implementation is

4 1. Data evidence to be seen
atleast 50%

Risk evaluation is done by CANDO teams for all

5 1. Data evidence to be seen
operations/ maintenance activities
 CLTI standards have been initiated as per 1. CLTI standards are available for
1
criticality assessment 20% of equipment

CLTI standards made for 50% of the CLTI standards made for 50% of the
2
equipment equipment

CLTI standards made for 100% of CLTI standards made for 100% of
Operator Asset 3 equipment and achieved in 50% of the equipment and achieved in 50% of
8 Care (CLTI) equipment the equipment
standards

CLTI standards achieved for 80% of the CLTI standards achieved for 80% of
4
equipment the equipment

CLTI standards achieved for 100% of the CLTI standards achieved for 100% of
5
equipment the equipment
PREPARED BY: AJAY MISHRA