6S is the number one project. The implementation of 6S is always carried out from top to bottom in the initial stage. Without a deep understanding and firm belief and commitment to 6S, 6S can easily become an achievement. Senior managers attach great importance to 6S, and are determined to ensure that employees know it through meetings and internal newspapers, but the most important thing is to do it themselves in this process.
2. Hold a 6S seminar on factory management.
Ensuring a unified understanding of management and establishing the initial 6S consciousness is the next problem to be solved, and management seminar is a very effective way. The history and development of 6S, its functions and benefits, its implementation process and success factors, its key points and difficulties, its promotion toolbox, etc. , all need to convey and form * * * knowledge through seminars. Of course, the field practice of 6S and the simulation application of tools are also indispensable contents of the seminar.
3. Establish 6S promotion organization, and determine 6S promotion policies and objectives.
The implementation of 6S should be led by a formal organization. The usual practice is to set up a promotion Committee and establish a regular activity mechanism, with the top managers of the factory personally in charge and the main managers of the factory as members. Similar organizations should be established at all levels and gradually expanded from top to bottom, thus establishing executive organizations from top management to front-line employees. Factories need to designate their own 6S promoters. The promotion policy and objectives of 6S must be confirmed and announced by the factory promotion committee.
4. Make a 6S implementation plan.
When did the factory start the training and activities of the 6S demonstration line? When will the comprehensive 6S promotion start? When will the phased audit be conducted? When will the incentives be introduced? These problems need to be clearly defined in this plan and made public to all employees.
5, 6S publicity and training education
Create a 6S atmosphere through various publicity media, such as hanging boards, posters, internal newspapers, etc. At the same time, it is necessary to start the 6S awareness training for employees, and if necessary, organize employees to visit the 6S demonstration factory to impress employees with conclusive facts.
6. Promote 6S in the demonstration area.
In most cases, before 6S is fully promoted, it is necessary to set up a demonstration area, and the factory can choose a demonstration line according to the functional blocks. Starting from the demonstration line, the factory can achieve the success of 6S in a short time, so that managers and employees can accumulate experience in successfully developing 6S and cultivate the fire of 6S. The factory can designate a manager to be directly responsible for the 6S implementation of the demonstration line, and name the demonstration line after the manager to reflect the commitment and practice of the factory management.
7. The factory fully promotes 6S.
After the success of the demonstration line, 6S can be fully implemented in the whole plant. In addition to the group activities in the demonstration stage, a large number of tools such as "Kanban Management" and "5 Why" analysis are needed to fully promote 6S.
8, the introduction of audit, the formation of the system.
Making a list and checking it regularly is an effective means to bring 6S into daily management. At the same time, the effective combination of audit results and performance appraisal can closely link 6S with employees' daily work. 6S publicity and cultural activities are held irregularly, such as 6S speech contest, essay contest and painting contest. , which can continuously strengthen employees' 6S awareness. Managers should also constantly guide employees to realize the benefits that 6S brings to the factory and someone in their daily management, thus gradually forming a bottom-up 6S culture.
9, continuous improvement, challenge new goals
After successfully consolidating the 6S achievements, the factory will present a clean, refreshing and orderly new look. More importantly, the implementation process of 6S and the wide application of a series of tools will lay a good foundation for cultivating a culture of full participation and continuous improvement. After that, the factory can introduce more advanced management systems, such as TPM, TPS and precision production. In order to continuously lock in and eliminate losses, and finally board the excellent manufacturing.