Once upon a time, in a small town, there stood a large power plant with problems all around. Its halls were abuzz with the whispers of safety hazards, and its machinery cried under the weight of neglect and inefficiency. But only a handful people knew that a group of five friends was determined to transform this unsafe and inefficient power plant into an example of safety and efficiency.
The first one of them was Seiri. With a keen eye for detail and a passion for order, Seiri had a great ability to spot what was important and what was not. As they explored the power plant, Seiri pointed out the clutter, the unnecessary items, and the wasteful practices. With determination in their eyes, the friends began to sort through the chaos, separating the critical from the non-critical, the useful from the wasteful. It was like unearthing hidden diamonds from the debris.
Next came Seiton, the second friend. Armed with a knack for organization and a love for efficiency, Seiton knew that setting things in order was the key to success. Together, they prioritized the chosen items, assigning them their rightful place within the power plant. They employed techniques like the 80/20 rule and Pareto analysis to ensure that the most important tasks received their due attention. As they worked, the power plant began to breathe, as if relieved to have a sense of purpose and usefulness once again.
But the journey was far from over. Seiso, the third friend, believed in the power of continuous improvement. They knew that HSSE practices should not be a mere switch that could be turned on and off. No, HSSE had to become a way of life, ingrained in their DNA. Seiso led the charge, encouraging their friends to make HSSE a 24/7 commitment. Regular checks became a habit, like a ritual before stepping into the unknown. They embraced technology, creating HSSE systems that would serve as a guiding light in the darkest of times. With each small step, they raised the bar, surpassing their previous best practices and pushing the power plant towards greatness.
Seiketsu, the fourth friend, understood the importance of consistency. They knew that to maintain the gains achieved through their efforts, standardization was crucial. Together, they established standards, developed checklists, and utilized control charts to eliminate errors and reduce variability. Fail safe, foolproof, poka-yoke techniques were developed. The power plant became a well-oiled machine, where every process had its place and every task was executed flawlessly. They integrated gauges, jigs, fixtures, and equivalents into their daily work management, like puzzle pieces that fit perfectly into the grand design.
Finally, Shitsuke, the fifth friend, brought the power of self-discipline to the forefront. They created an environment that inspired and motivated, decorating the power plant with slogans, posters, and visuals that reminded everyone of their commitment to HSSE. The friends benchmarked against the best-in-class performance, like warriors competing with champions to reach new heights. They led by example, walking the talk and inspiring others to follow suit. Audits became a matter of routine, evaluating their approach and recognizing the progress they had made. The power plant thrived under their watchful eyes, as self-discipline became the driving force behind its success.
And so, the power plant that was once beset with safety hazards and inefficiency transformed into a safe and efficient haven. The five friends, Seiri, Seiton, Seiso, Seiketsu, and Shitsuke, had turned the tides, breathing new life into the heart of the small town. Their journey was a proof to the power of friendship, determination, and the Five S approach. It was a story worth telling; a tale of triumph over adversity, and a reminder that with commitment and teamwork, anything is possible.n
About the Author
The author is a Mechanical Engineer from NED (1977-82 batch) and MBA from IBA (1985-90 batch). His professional experience started from Abbott laboratories, followed by almost twelve years in Philips Lighting Factories! Since last thirty years, he has been associated with power generation business; last eighteen as Founder and CEO of Energy Solutions (Pvt) Limited-ESL! He has taught for a while in business schools courses like strategic management, personal selling; production & quality management etc.

Engineers are more theoretical, analytical, and design-oriented while engineering technologists are more hands-on and applications-oriented.’ This is what Google tells you if one asks the search engine about the difference between the two lots. And also in Pakistan, neither engineers nor technologists possess any other definition.
Then why engineers in the country are averse to technologists and are adamant to herd them behind by creating a new register in the Pakistan Engineering Council (PEC) for them and allocate few seats in the governing body for them?
The technologists are part of a separate stream around the world connected with the Sydney Accord as are the engineers streamed through the Washington Accord. Both accords are separate as well as knitted in the backdrop of the sphere of engineering and technology and thus developed separately with freedom but have made miracles together.
Neither the Washington Accord which as per its objective ‘is a multi-lateral agreement between agencies or bodies that are responsible for providing accreditation and recognition to undergraduate-level engineering qualifications’ nor the Sydney Accord that is specifically focused on academic programmes dealing with engineering technology are in clash with each other. Then why is that commotion in Pakistan?
Engineering Review’s exchange of views with a variety of engineers in and around the PEC unearthed a number of engineers who are in favour of registering technologists in the PEC while an equal number of their brethren are against it. The logics that both categories put forth are interesting as well as funny. For instance the proponents of registering technologists with the council say since they are the part and parcel of the sphere of engineering and technology, they cannot be separated. They work alongside with the engineers on all projects where engineers have lead roles like designing, planning and thinking and technologists work under them in the field. If they are registered with the council with a separate register and given some representation, we shall develop at the faster rate as a nation. They claim other developing countries follow such model. With adopting this way, they believe they shall be able to get rid of National Technologists Council (NTC) formed on PEC pattern and ultimately overshadowing the council. If they did not do it they shall get their Act passed from the parliament. Also, the technologists are sharp and faster, they have moved their proposal for the separate Service Structure and ultimately will get it approved from the parliament. In other words, they shall leave engineers behind. Therefore, they should be registered with the council so that they are ceased from overshadowing the engineers’ council. The exchange with this lot also brought to surface an interesting alleged move that some top leaders of the council have made commitments with the private universities for registering technologists with the council. And, the major objective is to rescue them of the losses due to depleting admissions in those institutions.
The protagonists react to this thought sharply saying since the role of engineering council and the engineer is clearly enshrined in the Act of the parliament and the decisions of the apex court of Pakistan, technologists cannot be made part of the council. They say registering technologists with the PEC no matter through a separate register and also giving them a specific representation in the government body would ultimately create for them a full status as the engineers enjoy in the council. The council would not be able to exist against a huge number of technologists and thus the objective of the council will come to an end.
Interestingly enough both groups want technologists to linger at the tail of engineers. The former, allowing them in as their minors, and the latter through keeping them at bay and frustrating their plans.
The proponents, some of them revealed to ER, had decided in a GB moot at Karachi this year to activate relevant forums of the council to discuss the issue before reaching any consensus but some high ranking employees of the council and leaders arbitrarily moved the document with the relevant ministry for registration of the technologists with the council. Upon discourse, the protagonists raised the issues in Quetta meeting of the GB of the council with force.
The most significant part of this ‘Engineers Vs Technologists Saga’ seems to have been built on fear factor—fear of losing control over decision making which in the countries like Pakistan has a huge stake. Because, how is it possible that the NTC would overshadow PEC and eventually become cause of death of the council in a country whose parliament passed PEC Act and same parliament would give a nod to the legislation on the cost of the council? Also, how would technologists be able to get separate service cadres in a country whose bureaucrats and also their aides in the engineering community care not to pay heed to engineers for the same demand?
The NTC a new body of technologists is young enough exhibiting spirit and naturally would look to be active and of course it is not a threat to engineers anyway. But a sloth lot of engineers may surely use technologists activity to further their vested interest.