5S management originated in Japan. In 1950s, Japan put forward the slogan "Safety begins with sorting, and finally sorting", and promoted the first two S's. Later, with the development of economy, the concept of "cleanliness, cleanliness and literacy" was gradually put forward, which is the last three S, thus further expanding the concept of 5S management.
After World War II, Japanese enterprises took the development of 5S activities as the basis of management, and gradually began to implement some advanced on-site management and quality control methods, such as TPM.
TQC and so on. The product quality of Japanese enterprises has been improved rapidly, which has also established the position of Japanese manufacturing hegemon. Later, under the advocacy of Toyota, 5S gradually played an increasingly important role in many aspects and was recognized by the management circles of various countries. In 1980s, Massachusetts Institute of Technology studied the 5S management model of Japanese enterprises and promoted it internationally.
Domestic scholars' research results on 5S management theory are the "five-normal law" embodied in Hong Kong, that is, regular organization, regular rectification, regular cleaning, regular standardization and regular self-discipline. They mainly began to study the problems and solutions of 5S management system in enterprise application.
At present, with the further development of enterprises, 6S(www.chinatpm.net) appears on the basis of the original 5S, and the newly added part is safety (Saf).
Ety), but its most essential core concept is 5S.
Now 6S is widely used in tobacco, military, steel, seiko, electronic manufacturing, catering and other industries. Domestic enterprises that introduced the 6S concept earlier, such as Haier and China Tobacco, also have successful implementation cases.
Although 6S activities have been widely promoted in enterprises in China, the survey shows that many enterprises have not achieved satisfactory results after implementing 6S. Analysis, mainly for the following reasons:
1, plagiarism, lack of innovation
In order to pursue the development effect and progress, enterprises mostly listen to the opinions of consulting companies or experts to decide whether to adopt and implement this model. However, these consulting companies or experts ignored the specific environment and conditions of 6S development in the guidance process, and directly applied the previous implementation cases or steps. The implementation process of 6S is not acclimatized, which leads to the short-term and unsustainable effect of 6S management.
2. Lack of systematicness
When enterprises implement 6S application projects, most of them are carried out step by step in the order of sorting, rectification, cleaning and cleaning, which is superficial and formal, far from the specific situation of enterprises and more difficult to implement. In the process of development, the actual work is often out of line with the plan, the work plan is not completely implemented, it is not serious, and the regulations are changed at will.
3. The results are not consolidated.
The conclusions formed during the implementation of 6S management were not summarized in time, experts did not participate in the evaluation and guidance, the implementation results were lacking, and the continuous implementation lacked the support of normative documents, which made it difficult to continuously reflect the effect.
Because the company has many years of basic management experience in 6S management, in the development of 6S application project, according to the actual situation of the company, the project is decomposed into several task modules to complete, and the process effect is timely formed into results, forming a systematic normative document, focusing on establishing management mechanism to promote the continuous embodiment of the results.