第六十五篇5S Is More Than Just a Tool
本帖最后由 小编D 于 2012-10-15 15:02 编辑
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翻译：275641119 校稿：spear
5S Is More Than Just a Tool
5S不仅仅是一个工具
Quality pros should promote lean principles over lean techniques
质量优点应该提倡精益准则高于精益技术
My monthly newsletter’s theme is “Integrating Lean and Quality.” I call it this because there seems to be somewhat of a common understanding and acceptance that lean and quality have no relationship to each other. 5S is an example of a process that transcends, or should transcend, this misdirected thought. Any quality professional that is not aware of the 5S process is missing out on a great opportunity to improve quality within their organization by employing the tool, and the philosophy, of 5S.
我的月简报主题为“整合精益和质量”。我之所以这样称呼它，是因为精益和质量彼此之间没有关系似乎在某种程度上有点司空见惯。这个误导的思想认为：5S是一个提升或应该提升的过程例证。任何对5S过程没有认识的质量专家都正在失去一个在组织内实施5S工具或应用5S哲学来改进质量的绝佳机会。
Many of you who have read my columns know that what I try to preach and get company professionals to understand is the importance of lean principles over lean tools. So much of lean in America focuses on transformation through the implementation of tools rather than the deep understanding of lean principles and the creation of a lean culture based on respect of the individual and continuous improvement. Without management transformation and knowledge gain of these lean principles, any improvements made through the use of lean tools will not be sustained.
许多读过我专栏的人知道我试图传授什么并让公司专家理解精益准则高于精益工具的重要性。美国很多精益注重通过实施工具而不是深刻理解精益准则以及基于尊重个人和持续改进之精益文化的创造来转型。没有管理的转型和这些精益准则知识的获得，任何通过使用精益工具所取得的改善都不会持续。
So now, I pick on what is probably the most popular of lean tools—5S—to explain how even with the most obvious of tools, we must understand the philosophy behind 5S in order to gain the most benefit.
因此现在，我选取了也许是最流行的精益工具---5S---来解释即使使用这种非常简单的工具，为了获得最大利益，我们如何必须理解5S背后的哲学。
5S, the tool, has five easy-to-understand steps that can simply be followed in the very order given, step by step:
5S这种工具，有五个简单易懂的并且可以一步一步地以特别给出的顺序简单地列出的步骤：
It is a tool because it has easy steps to follow.
5S是一种工具，因为它有简易的步骤去遵循
It is arguably the “funnest” to use of all the lean tools, it is the easiest to teach and learn, and it makes everything so pretty. How could anyone not love this tool?
毫无疑问，所有的精益工具中5S是最有意思的，它是最易教和学的，并且它可以让一切看起来井然有序。谁又能不喜欢这个工具呢？
When I ask people in class to define 5S, many provide an answer such as, “It’s a housekeeping and workplace organization thing.” That sounds nice and good and perhaps something we should all follow. No one would ever argue against housekeeping, and it is certainly something we should all do at work (and home, for that matter), and oh yeah, Toyota did it, so it must be good, right? But maybe, just maybe (this might be what someone thinks, but would dare not say), we should wait to do it when we get a little bit less busy because after all, it really is just housekeeping. Also, 5S is a project (they think)—you know, part of a big week-long kaizen event—so it’ll take some time to do, and we don’t have the time to dedicate to a project.
当我在课堂发问来定义5S时，很多人都回答“5S是整理东西和工作场所组织物品”。这听起来很好，也许也是我们都应该做的一些事情。没人会反驳整理东西，这些当然是我们大家在工作中（就整理东西而言，在家里）做过事情，哦，对，丰田也做，因此5S是好的，对不？但是，也许，仅仅是也许（有人会认为是这样，但不敢说），当我们不怎么忙的时候，我们应该去做，因为毕竟，5S真的是仅仅整理东西而已。同样，5S也是一个项目（他们认为）---如你所知，一个大的为时一周的改善事件---因此它需要花费一些时间去做，并且我们没有时间去致力于一个项目。
Let’s dismiss some myths or inaccuracies about these assumptions.
让我们抛弃关于这些假设的想法或不准确的表述吧
First, 5S is much more than just housekeeping and workplace organization. It is about quality assurance! It is about minimizing operator error and mistake-proofing. Or as the younger generation would say, it is about “My-Bad-Proofing;” or as the English would say, it is about “Oopsy-Daisy-Proofing.” Sort is about getting the sh#* out of the way so you can find the right tool, material, or document you need to do your job right and not make a mistake. Set in order is about making what you need accessible, visible, where you need it, when you need it, so you don't make a mistake and use something you’re not supposed to use. Shine is about not contaminating your product/process so that you can avoid another mistake. Standardize is about making this process consistent so other people do not make mistakes. Sustain is about keeping it going so you don’t make mistakes in the future. When we say “don’t blame people… blame the system,” we mean blame not having a system like 5S (or 7Y, 8Q, 4F, or whatever you come up with) and put a system like 5S in place.
首先，5S不仅仅是整理东西和工作场所组织。它攸关质量保证！也能减少操作工的错误并且能防错。年轻一代的或会说“它是防差的”，英国人或会说“它是防戴西的”。整理是区分要和不要的以便很容易的找到正确地做好工作而不犯错误所需要的工具、物料或文件。整顿是无论何时何地都能很容易得到需要的东西，因此不会犯错或者使用不该用的一些东西。清扫是保持你的产品/过程不被污染，因此可以避免犯另外的错误。清洁是保持这个过程连续，这样其他人不会犯错。素养是保持过程运行，以便以后不犯错。当我们说“不要怪人…怪系统的时候”，我们的意思是不要怪没有5S这样的体系（或7Y, 8Q, 4F,或你们想出的任何东西）并现场运行5S这样的体系。
Second, 5S should be thought of more as a mentality or philosophy or way of life that becomes almost natural in thought throughout the workday, as one observes a process or solves problems. It should not be thought of as a 5S project that would consume a great deal of time, and therefore we don’t have time to do it now or perhaps ever. (This is not to say that there is no value in a 5S project that consumes time; there is, indeed, value in doing so. But not having the time to do a full-blown 5S project should not be used as an excuse to not employ the 5S mentality throughout the day.
其次，当研究一个过程或解决问题时，在整个工作日期间，5S应该作为一个思想或哲学或者生活方式在我们的脑海里几乎成为自然。不应该认为一个5S项目会消耗大量时间因此我们现在或也许将来没有时间去执行（这不是说消耗时间的5S没有价值，事实上，那样做有价值。但是没有时间去做一个完整的5S项目不应该成为到那时不应用5S思想的借口）。
As the company I work for (yes, before anyone bashes consultants, I am now back in the “real world” and work as a vice president of global continuous improvement and supplier development for a $5 trillion company) begins to learn the value of the 5S mentality, and the individuals within the company become more adept at problem solving, we see 5S becoming more ingrained into the resolution of problems and customer complaints. As an example, we see employees realizing that oftentimes the root causes to so many problems lie in the fact that required items are not conveniently placed or “set in order” where they are needed, and because of this, mistakes occur. Employees then focus on making things easier to get to, “setting them in order” without doing a full-blown 5S project. It is now more of a philosophy, lived every day, than a tool used occasionally as part of a five-day kaizen event that would rarely ever happen.
当我工作的公司（是的，在任何人猛击顾问之前，我现在回到真实的世界，在一家有着5万亿资产的公司担任全球持续改善和供应商开发副总）开始了解5S思想的价值，并且个人在公司内更熟练解决问题的时候，我们发现5S更深入解决问题和客户抱怨。比如，我们发现员工认识到很多问题的根本原因是需要的东西不易取得或整顿到它们需要的地方，并由此发生错误。员工然后就致力于让东西更易取到，仅仅是“把它们排好序”而不是进行一个完整的5S项目。现在5S更是一个活生生的哲学，而不仅仅是作为很少发生的5日改善事件的一部分而偶尔使用的工具。
Continuous improvement involves the little improvements made every day by everybody, not the occasional big improvement or kaizen event. If quality professionals are not involved in waste reduction or the lean movement, they are missing a great opportunity to promote quality assurance, and that is just sinful.
持续改进包括大家每日所做的小小改进，不是偶尔的大的改进或改善事件。如果质量专家不涉及到减少浪费或精益活动，他们就正在失去一个提升质量保证的极好机会，那是有错的。
ABOUT THE AUTHOR
作者简介
Mike Micklewright
迈克Micklewright
Mike Micklewright is the vice president of global continuous improvement and supplier development for a manufacturing company in the Chicago area. Prior to this he was an independent business and quality consultant, keynote speaker, an impersonator of W. Edwards Deming, and a trainer for 17 years; and he continues to provide keynote speeches around the world. Micklewright is the author of Out of Another @#&*% Crisis! (Quality Press, 2010) and Lean ISO 9001 (Quality Press, 2010), and the developer of ISO, auditing, and lean videos. He is an Association for Manufacturing Excellence (AME) board member and award assessor; a member of the U.S. TAG to ISO/TC 176; and an ASQ-certified Six Sigma Black Belt, quality auditor, engineer, manager of quality/operational excellence, and supply chain analyst. He holds an engineering degree from the University of Illinois.
迈克Micklewright是芝加哥一家制造公司的全球持续改善和供应商开发的副总裁。在此之前他是一位独立的企业和质量顾问，主题演讲家，W.爱德华兹 戴明之传人，有着17年经验的培训师。他持续在全世界发表主题演讲。Micklewright是《脱离另一个危机》（质量出版社，2010）和《精益ISO9001》（质量出版社，2010）的作者，又是ISO审核和精益影像的开发者，是美国ISO/TC 176成员，和ASQ注册6西格玛黑带，质量审核员，工程师，质量、卓越运营经理和供应链分析师。他持有伊利诺州大学工程学位。
请对以下文章有翻译兴趣的组员留下你的预计完成时间和邮箱地址，以便小编登记翻译者信息以及文章最终完成时间
翻译：275641119 校稿：spear
5S Is More Than Just a Tool
5S不仅仅是一个工具
Quality pros should promote lean principles over lean techniques
质量优点应该提倡精益准则高于精益技术
My monthly newsletter’s theme is “Integrating Lean and Quality.” I call it this because there seems to be somewhat of a common understanding and acceptance that lean and quality have no relationship to each other. 5S is an example of a process that transcends, or should transcend, this misdirected thought. Any quality professional that is not aware of the 5S process is missing out on a great opportunity to improve quality within their organization by employing the tool, and the philosophy, of 5S.
我的月简报主题为“整合精益和质量”。我之所以这样称呼它，是因为精益和质量彼此之间没有关系似乎在某种程度上有点司空见惯。这个误导的思想认为：5S是一个提升或应该提升的过程例证。任何对5S过程没有认识的质量专家都正在失去一个在组织内实施5S工具或应用5S哲学来改进质量的绝佳机会。
Many of you who have read my columns know that what I try to preach and get company professionals to understand is the importance of lean principles over lean tools. So much of lean in America focuses on transformation through the implementation of tools rather than the deep understanding of lean principles and the creation of a lean culture based on respect of the individual and continuous improvement. Without management transformation and knowledge gain of these lean principles, any improvements made through the use of lean tools will not be sustained.
许多读过我专栏的人知道我试图传授什么并让公司专家理解精益准则高于精益工具的重要性。美国很多精益注重通过实施工具而不是深刻理解精益准则以及基于尊重个人和持续改进之精益文化的创造来转型。没有管理的转型和这些精益准则知识的获得，任何通过使用精益工具所取得的改善都不会持续。
So now, I pick on what is probably the most popular of lean tools—5S—to explain how even with the most obvious of tools, we must understand the philosophy behind 5S in order to gain the most benefit.
因此现在，我选取了也许是最流行的精益工具---5S---来解释即使使用这种非常简单的工具，为了获得最大利益，我们如何必须理解5S背后的哲学。
5S, the tool, has five easy-to-understand steps that can simply be followed in the very order given, step by step:
5S这种工具，有五个简单易懂的并且可以一步一步地以特别给出的顺序简单地列出的步骤：
- Sort
- Set in order
- Shine
- Standardize
- Sustain
It is a tool because it has easy steps to follow.
5S是一种工具，因为它有简易的步骤去遵循
It is arguably the “funnest” to use of all the lean tools, it is the easiest to teach and learn, and it makes everything so pretty. How could anyone not love this tool?
毫无疑问，所有的精益工具中5S是最有意思的，它是最易教和学的，并且它可以让一切看起来井然有序。谁又能不喜欢这个工具呢？
When I ask people in class to define 5S, many provide an answer such as, “It’s a housekeeping and workplace organization thing.” That sounds nice and good and perhaps something we should all follow. No one would ever argue against housekeeping, and it is certainly something we should all do at work (and home, for that matter), and oh yeah, Toyota did it, so it must be good, right? But maybe, just maybe (this might be what someone thinks, but would dare not say), we should wait to do it when we get a little bit less busy because after all, it really is just housekeeping. Also, 5S is a project (they think)—you know, part of a big week-long kaizen event—so it’ll take some time to do, and we don’t have the time to dedicate to a project.
当我在课堂发问来定义5S时，很多人都回答“5S是整理东西和工作场所组织物品”。这听起来很好，也许也是我们都应该做的一些事情。没人会反驳整理东西，这些当然是我们大家在工作中（就整理东西而言，在家里）做过事情，哦，对，丰田也做，因此5S是好的，对不？但是，也许，仅仅是也许（有人会认为是这样，但不敢说），当我们不怎么忙的时候，我们应该去做，因为毕竟，5S真的是仅仅整理东西而已。同样，5S也是一个项目（他们认为）---如你所知，一个大的为时一周的改善事件---因此它需要花费一些时间去做，并且我们没有时间去致力于一个项目。
Let’s dismiss some myths or inaccuracies about these assumptions.
让我们抛弃关于这些假设的想法或不准确的表述吧
First, 5S is much more than just housekeeping and workplace organization. It is about quality assurance! It is about minimizing operator error and mistake-proofing. Or as the younger generation would say, it is about “My-Bad-Proofing;” or as the English would say, it is about “Oopsy-Daisy-Proofing.” Sort is about getting the sh#* out of the way so you can find the right tool, material, or document you need to do your job right and not make a mistake. Set in order is about making what you need accessible, visible, where you need it, when you need it, so you don't make a mistake and use something you’re not supposed to use. Shine is about not contaminating your product/process so that you can avoid another mistake. Standardize is about making this process consistent so other people do not make mistakes. Sustain is about keeping it going so you don’t make mistakes in the future. When we say “don’t blame people… blame the system,” we mean blame not having a system like 5S (or 7Y, 8Q, 4F, or whatever you come up with) and put a system like 5S in place.
首先，5S不仅仅是整理东西和工作场所组织。它攸关质量保证！也能减少操作工的错误并且能防错。年轻一代的或会说“它是防差的”，英国人或会说“它是防戴西的”。整理是区分要和不要的以便很容易的找到正确地做好工作而不犯错误所需要的工具、物料或文件。整顿是无论何时何地都能很容易得到需要的东西，因此不会犯错或者使用不该用的一些东西。清扫是保持你的产品/过程不被污染，因此可以避免犯另外的错误。清洁是保持这个过程连续，这样其他人不会犯错。素养是保持过程运行，以便以后不犯错。当我们说“不要怪人…怪系统的时候”，我们的意思是不要怪没有5S这样的体系（或7Y, 8Q, 4F,或你们想出的任何东西）并现场运行5S这样的体系。
Second, 5S should be thought of more as a mentality or philosophy or way of life that becomes almost natural in thought throughout the workday, as one observes a process or solves problems. It should not be thought of as a 5S project that would consume a great deal of time, and therefore we don’t have time to do it now or perhaps ever. (This is not to say that there is no value in a 5S project that consumes time; there is, indeed, value in doing so. But not having the time to do a full-blown 5S project should not be used as an excuse to not employ the 5S mentality throughout the day.
其次，当研究一个过程或解决问题时，在整个工作日期间，5S应该作为一个思想或哲学或者生活方式在我们的脑海里几乎成为自然。不应该认为一个5S项目会消耗大量时间因此我们现在或也许将来没有时间去执行（这不是说消耗时间的5S没有价值，事实上，那样做有价值。但是没有时间去做一个完整的5S项目不应该成为到那时不应用5S思想的借口）。
As the company I work for (yes, before anyone bashes consultants, I am now back in the “real world” and work as a vice president of global continuous improvement and supplier development for a $5 trillion company) begins to learn the value of the 5S mentality, and the individuals within the company become more adept at problem solving, we see 5S becoming more ingrained into the resolution of problems and customer complaints. As an example, we see employees realizing that oftentimes the root causes to so many problems lie in the fact that required items are not conveniently placed or “set in order” where they are needed, and because of this, mistakes occur. Employees then focus on making things easier to get to, “setting them in order” without doing a full-blown 5S project. It is now more of a philosophy, lived every day, than a tool used occasionally as part of a five-day kaizen event that would rarely ever happen.
当我工作的公司（是的，在任何人猛击顾问之前，我现在回到真实的世界，在一家有着5万亿资产的公司担任全球持续改善和供应商开发副总）开始了解5S思想的价值，并且个人在公司内更熟练解决问题的时候，我们发现5S更深入解决问题和客户抱怨。比如，我们发现员工认识到很多问题的根本原因是需要的东西不易取得或整顿到它们需要的地方，并由此发生错误。员工然后就致力于让东西更易取到，仅仅是“把它们排好序”而不是进行一个完整的5S项目。现在5S更是一个活生生的哲学，而不仅仅是作为很少发生的5日改善事件的一部分而偶尔使用的工具。
Continuous improvement involves the little improvements made every day by everybody, not the occasional big improvement or kaizen event. If quality professionals are not involved in waste reduction or the lean movement, they are missing a great opportunity to promote quality assurance, and that is just sinful.
持续改进包括大家每日所做的小小改进，不是偶尔的大的改进或改善事件。如果质量专家不涉及到减少浪费或精益活动，他们就正在失去一个提升质量保证的极好机会，那是有错的。
ABOUT THE AUTHOR
作者简介
Mike Micklewright
迈克Micklewright
Mike Micklewright is the vice president of global continuous improvement and supplier development for a manufacturing company in the Chicago area. Prior to this he was an independent business and quality consultant, keynote speaker, an impersonator of W. Edwards Deming, and a trainer for 17 years; and he continues to provide keynote speeches around the world. Micklewright is the author of Out of Another @#&*% Crisis! (Quality Press, 2010) and Lean ISO 9001 (Quality Press, 2010), and the developer of ISO, auditing, and lean videos. He is an Association for Manufacturing Excellence (AME) board member and award assessor; a member of the U.S. TAG to ISO/TC 176; and an ASQ-certified Six Sigma Black Belt, quality auditor, engineer, manager of quality/operational excellence, and supply chain analyst. He holds an engineering degree from the University of Illinois.
迈克Micklewright是芝加哥一家制造公司的全球持续改善和供应商开发的副总裁。在此之前他是一位独立的企业和质量顾问，主题演讲家，W.爱德华兹 戴明之传人，有着17年经验的培训师。他持续在全世界发表主题演讲。Micklewright是《脱离另一个危机》（质量出版社，2010）和《精益ISO9001》（质量出版社，2010）的作者，又是ISO审核和精益影像的开发者，是美国ISO/TC 176成员，和ASQ注册6西格玛黑带，质量审核员，工程师，质量、卓越运营经理和供应链分析师。他持有伊利诺州大学工程学位。
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