第七十篇 To 5S or Not to 5S
本帖最后由 小编D 于 2012-10-26 14:23 编辑
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翻译：275641119 校稿：ccsspp454
To 5S or Not to 5S
实施还是不实施5S
The popular tool isn’t the only, or even the best, way to initiate lean thinking
开始精益思想，是最受欢迎的工具，不是唯一或者甚至最佳的方法。
Many companies begin their lean improvement journey by first implementing 5S, the Japanese methodology minimizing errors and mistake proofing: seiri (sort), seiton (set in order), seiso (shine), seiketsu (standardization), and shitsuke (sustain) .
许多公司通过导入5S来开始他们的精益改善之旅，日本方法减少误差和防误措施：整理，整顿，清扫，清洁和素养。
For many firms 5S seems like a logical starting point, and many have been convinced by lean consultants that they should begin their lean journey by implementing 5S. Yet, we should ask, is this right, or does it even make sense?
就很多公司而言，5S就像一个逻辑起始点，精益顾问使很多公司相信他们应该通过执行5S来开始他们的精益之旅。然而，我们应该扪心自问，这是对的吗？或这行得通吗？
5S is a valuable member of the lean tool kit. Few would argue that it’s difficult to make improvements or approach world-class levels of process excellence with work areas that are poorly organized, unclean, unsafe, and not standardized. 5S is a systematic way to improve workplace organization and functioning by establishing the basic conditions that are essential to process stability. In addition, 5S is often a good way for firms to familiarize themselves with continuous improvement by involving and engaging workers to improve workplace conditions and organization.
5S是精益工具箱一个有价值的宝贝。很少人会争论取得改善或使原本管理不善，不干净，不安全和无标准化之工作区域能成为世界级过程卓越之典范。通过对过程稳定性建立必不可少的基本条件，5S是一个提高工作场所组织和功能的系统性方法。另外，通过工人参与来提高工场条件和组织，5S是一个公司常用来的、随着持续改善熟悉他们自己的好方法。
Strengths of 5S as an initial improvement activity include the following:
作为一个起始的改善活动，5S的优势包括以下几点：
• Successful implementation of 5S requires that processes be defined and process ownership assigned. This begins to create basic process team structures with assigned responsibility and accountability for process conditions and performance.
5S成功执行要求过程被定义和过程所属被确定。这起始于建立对过程条件和绩效负责和有义务的基本过程团队结构。
• Through 5S, process conditions start to become standardized, leading to the surfacing of abnormal conditions, which in turn can lead to problem solving, learning, and developing corrective and preventive actions.
通过5S，过程条件开始变得标准化，致使异常条件平整化，这又依次利于问题解决，学习，开展开发改正和预防措施。
• 5S begins to stimulate employee contributions and ideas for improvement. It is important for firms that begin their improvement journey with 5S to nurture the employee contributions which can flow out from 5S activity.
5S激励员工对改善做出贡献和创意。对公司而言，用5S开始他们的改善之旅以培养员工从5S活动中流出的贡献，这点非常重要。
• Well-implemented, 5S can open up entry points into flow and pull, equipment reliability, standardized work, and value analysis.
有效执行，5S能开启流动和拉动进入点，设备可靠性，标准化工作和价值分析
However, pursuing a “5S first” approach can have drawbacks and pitfalls, including the following:
然而，追求“5S第一”的方法有缺点和陷阱，包括下面内容：
• If 5S is perceived as a program, it may take on a life of its own and become an end goal of a firm’s improvement journey. The proper role of 5S is to stimulate and shape a culture for the wider use of appropriate techniques that improve the functioning of a firm’s process system.
若5S被看作是一个项目，它会呈现它本身的生命周期，成为一个公司改善之旅的终极目标。。5S的合适角色是促进和塑造一个公司过程体系功能之合适技术的广泛使用之文化。
• 5S may not be an appropriate starting point for improvement if there are serious constraints to performance. For example, if a firm is capacity-constrained, focusing improvement effort at the bottleneck process that is limiting system capacity will have more effect than embarking on a companywide 5S program.
如果对绩效有严重的限制，5S也许不是一个合适的改善起始点。比如，一个公司能力有限，注重正在限制系统能力之瓶颈过程之改善方向和努力，比起开始着手实行全公司的5S项目会有更多的效应。
• 5S is a tool. If a firm blindly pursues 5S without understanding its proper role in a lean system, then the tool loses its effectiveness. If all you have is a hammer, then everything begins to look like a nail. If you don’t have the problems that 5S is designed to address, then don’t apply it—or at least get to it in a proper logical sequence.
5S是一个工具。如果一个公司盲目地追求5S而不是理解它在精益体系中合适的角色，然后这个工具失去了它的有效性。若你所拥有的一切就是一个锤子，那么，那么一切开始事物在开始看起来像一个钉子。如果你没有5S预定能解决的问题，那么，不要使用它——或者至少以一个适当的逻辑次序使用它。
In connection with the point above, avoid the danger of becoming a 5S “toolhead.” Business systems are sociotechnical environments. Tools and techniques must work together with humans in an integrated and systemic way to create value for customers. The blind pursuit and application of tools is antithetical to real continuous improvement through people.
连同以上几点，预防变成唯5S使用之危险。商务体系是社会技术环境。工具和技术必须和人类一起以综合的和系统的方式为客户创造价值。盲目追求和使用工具是和通过 人来真正持续改善背道而驰的。
Many firms fail to integrate the basic practices and routines of 5S into their daily work. If 5S is seen as something else that has to be done besides the regular work, then it has not been well-implemented. 5S practices must become routine and part of the work; that is the purpose of concepts like standardized cleanup and visual control. Great 5S is transparent 5S.
许多公司没有成功整合5S的基本实践和惯例到他们日常的工作中。若5S被看成是除了日常工作之外的不得不要完成的其他的事情，那么它就没有很好的被执行。5S实践必须成为日常和工作的一部分，这是标准化清洁和目视管理理念的目的。好的5S是易懂的5S。
Many firms become 5S “score crazy” and obsess about the scores on 5S process audits, trying to get their processes to “level 5” as quickly as possible. That is just end-gaining to a target without paying attention to the means for getting there. What is more important than the 5S audit score is whether contribution for improvement is forthcoming from a process team, and whether the team is actively engaged and involved in thinking about improving their processes and work. When visiting a plant, I never ask to see a 5S score; I want to see what improvements the team has been thinking about, and executing, since its last audit or check. That is a better indicator to the level and quality of collaborative energy for improvement than a 5S score.
许多公司成为5S“计分狂”，他们着迷于5S过程审核的分数，并试图尽快让他们的过程达到5等级。那仅仅是以目标为目标，并没有注意达到之方法。比5S审核分数更重要的是改善贡献，这个贡献是来自于过程团队并且这个团队主动参与考虑改善他们的过程和工作当我参观一家工厂时，我从不要求看5S分数，我想看的是从上次审核或者检查后，这个团队考虑和执行那些改善（活动）。那是一种比5S分数更好的指标，来展现改善水平和协作能量的质量。
5S is not necessarily the only, or even the best way to initiate lean thinking and practice in an organization. Choosing a pilot or target process, and then beginning with standard work, can logically lead to value analysis and the application of other lean tools, including 5S. Defining the work method in a process provides a framework for evaluating whether proposed changes to a process and its work methods are indeed improvements.
5S不一定是唯一或最好的在组织中开启精益思维实践的方法。选择一个试点或者目标过程，然后以标准化工作开始，能逻辑上通向价值分析和包括5S的其他精益工具的应用。在一个过程中定义工作方法来提供评估的框架，评估一个过程提议的改革和它的工作方法事实上是在改善。
Many of the problems firms experience with respect to 5S result from the current mania for copying. Much of the lean movement is built on the premise of copying what other firms have done, and one firm in particular—Toyota. In fact, just about every lean implementation can trace its roots back to the tools and techniques of the Toyota Production System (TPS) .
许多问题公司经历关于5S结果从现在的狂热复制。精益运动很多建立在复制其他公司已经做的之前提下,特别是一个公司----丰田。事实上，几乎每个精益实施能追溯它的根源到丰田生产系统的工具和技术。
The problem with copying is that it works against thinking, inquiry, and learning. Toyota’s approach to production grew out of its need to find a way to effectively compete with mass producers that could take advantage of economies of scale. The tools and techniques of the TPS are solutions to executing high-variety, small-volume repetitive production in a cost-effective way. Most important, as the developer of these solutions, Toyota had to think and learn how to solve its production problems in a way that could enable it to compete effectively.
复制带来的问题是违背了思考、调查和学习。丰田生产方法不再需要找到一个有效地和利用规模经济大量生产者竞争的方法。TPS之工具和技术为以低成本方式执行多品种，小批量重复生产提供解决方案。最重要的是，作为这些解决方法的开发者，丰田不得不思考和学习如何解决它的生产问题，在某种程度上，这些方法使丰田变得更具有竞争力。
Blindly copying the tools and techniques of TPS bypasses this thinking and learning. It also assumes that your company has the same problems as Toyota did, and that you can replicate Toyota’s success by implementing those tools in a similar way within your business system.
盲目地复制TPS之工具和技术会绕过思考和学习。假设你的公司和丰田一样有同样的问题，你能在你的组织体系内以一种类似的方式执行这些工具来复制丰田的成功。
Rather than a tool-based approach to improvement, I think it is useful to think about the things that a firm has to do over and over again to improve its capability for serving customers. This includes defining and managing core processes such as those related to the supply chain, market demand, products and services, and product realization. Driving business improvement of these core processes is a key function of management. That improvement effort may lead to the use of appropriate tools and techniques to solve problems, improve process performance, and increase value-added benefits to customers. 5S may be one of those of tools, but for any given process it may not necessarily be the preferred starting point.
不是一个以基于工具方法的改善，我想思考一个公司必须反反复复做来改善它为客户服务的能力是有用的。
这包括定义和管理核心过程比如关乎供应链，市场需求，产品和服务，产品实现之类的相关事务。这些核心过程的强劲业务改进是管理的关键活动。这些改善效果可导致合适的工具和技术的使用来解决问题，改善过程业绩，为客户增加附加的好处。
5S也许是这些工具的一个，但是对于给定的过程，它不一定是首选的起始点。
By all means, use 5S. However, use it intelligently and appropriately, and adapt its principles to your situation. Avoid letting 5S become an end in itself, and remember to effectively integrate it with your people and their work.
当然，使用5S。然而，明智和恰当地使用它，是它的原则适用你的状况。避免让5S变成终极目标， 并请记住，把你的人员和他们的工作和5S有效地整合。
ABOUT THE AUTHOR
作者简介
Stewart Anderson
斯图尔特 安德森
Stewart Anderson is a partner with Anderson Lyall Consulting Group (www.andersonlyall.com), a Toronto-based consulting and advisory firm that helps firms develop their competitive advantage. Anderson’s background and expertise includes competitive strategy and value chain engineering. He has advised companies in the manufacturing, service, and contract manufacturing industries. Anderson is completing his bachelor of arts in economics and he is a certified trainer in lean manufacturing principles and techniques. Follow Anderson on Twitter: @AndersonLyall.
斯图尔特 安德森是安德森莱尔咨询集团(www.andersonlyall.com)的合伙人，一家基于多伦多的咨询公司，其帮助公司开发他们的竞争优势。安德森背景和专业技能包括竞争策略和价值链工程。他在制造业，服务业，合同制造工业担任过咨询工作。安德森完成了他的经济学的文学士，他也是精益制造原则和技术的注册培训师。通过推特Twitter：@AndersonLyall联系安德森。
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翻译：275641119 校稿：ccsspp454
To 5S or Not to 5S
实施还是不实施5S
The popular tool isn’t the only, or even the best, way to initiate lean thinking
开始精益思想，是最受欢迎的工具，不是唯一或者甚至最佳的方法。
Many companies begin their lean improvement journey by first implementing 5S, the Japanese methodology minimizing errors and mistake proofing: seiri (sort), seiton (set in order), seiso (shine), seiketsu (standardization), and shitsuke (sustain) .
许多公司通过导入5S来开始他们的精益改善之旅，日本方法减少误差和防误措施：整理，整顿，清扫，清洁和素养。
For many firms 5S seems like a logical starting point, and many have been convinced by lean consultants that they should begin their lean journey by implementing 5S. Yet, we should ask, is this right, or does it even make sense?
就很多公司而言，5S就像一个逻辑起始点，精益顾问使很多公司相信他们应该通过执行5S来开始他们的精益之旅。然而，我们应该扪心自问，这是对的吗？或这行得通吗？
5S is a valuable member of the lean tool kit. Few would argue that it’s difficult to make improvements or approach world-class levels of process excellence with work areas that are poorly organized, unclean, unsafe, and not standardized. 5S is a systematic way to improve workplace organization and functioning by establishing the basic conditions that are essential to process stability. In addition, 5S is often a good way for firms to familiarize themselves with continuous improvement by involving and engaging workers to improve workplace conditions and organization.
5S是精益工具箱一个有价值的宝贝。很少人会争论取得改善或使原本管理不善，不干净，不安全和无标准化之工作区域能成为世界级过程卓越之典范。通过对过程稳定性建立必不可少的基本条件，5S是一个提高工作场所组织和功能的系统性方法。另外，通过工人参与来提高工场条件和组织，5S是一个公司常用来的、随着持续改善熟悉他们自己的好方法。
Strengths of 5S as an initial improvement activity include the following:
作为一个起始的改善活动，5S的优势包括以下几点：
• Successful implementation of 5S requires that processes be defined and process ownership assigned. This begins to create basic process team structures with assigned responsibility and accountability for process conditions and performance.
5S成功执行要求过程被定义和过程所属被确定。这起始于建立对过程条件和绩效负责和有义务的基本过程团队结构。
• Through 5S, process conditions start to become standardized, leading to the surfacing of abnormal conditions, which in turn can lead to problem solving, learning, and developing corrective and preventive actions.
通过5S，过程条件开始变得标准化，致使异常条件平整化，这又依次利于问题解决，学习，开展开发改正和预防措施。
• 5S begins to stimulate employee contributions and ideas for improvement. It is important for firms that begin their improvement journey with 5S to nurture the employee contributions which can flow out from 5S activity.
5S激励员工对改善做出贡献和创意。对公司而言，用5S开始他们的改善之旅以培养员工从5S活动中流出的贡献，这点非常重要。
• Well-implemented, 5S can open up entry points into flow and pull, equipment reliability, standardized work, and value analysis.
有效执行，5S能开启流动和拉动进入点，设备可靠性，标准化工作和价值分析
However, pursuing a “5S first” approach can have drawbacks and pitfalls, including the following:
然而，追求“5S第一”的方法有缺点和陷阱，包括下面内容：
• If 5S is perceived as a program, it may take on a life of its own and become an end goal of a firm’s improvement journey. The proper role of 5S is to stimulate and shape a culture for the wider use of appropriate techniques that improve the functioning of a firm’s process system.
若5S被看作是一个项目，它会呈现它本身的生命周期，成为一个公司改善之旅的终极目标。。5S的合适角色是促进和塑造一个公司过程体系功能之合适技术的广泛使用之文化。
• 5S may not be an appropriate starting point for improvement if there are serious constraints to performance. For example, if a firm is capacity-constrained, focusing improvement effort at the bottleneck process that is limiting system capacity will have more effect than embarking on a companywide 5S program.
如果对绩效有严重的限制，5S也许不是一个合适的改善起始点。比如，一个公司能力有限，注重正在限制系统能力之瓶颈过程之改善方向和努力，比起开始着手实行全公司的5S项目会有更多的效应。
• 5S is a tool. If a firm blindly pursues 5S without understanding its proper role in a lean system, then the tool loses its effectiveness. If all you have is a hammer, then everything begins to look like a nail. If you don’t have the problems that 5S is designed to address, then don’t apply it—or at least get to it in a proper logical sequence.
5S是一个工具。如果一个公司盲目地追求5S而不是理解它在精益体系中合适的角色，然后这个工具失去了它的有效性。若你所拥有的一切就是一个锤子，那么，那么一切开始事物在开始看起来像一个钉子。如果你没有5S预定能解决的问题，那么，不要使用它——或者至少以一个适当的逻辑次序使用它。
In connection with the point above, avoid the danger of becoming a 5S “toolhead.” Business systems are sociotechnical environments. Tools and techniques must work together with humans in an integrated and systemic way to create value for customers. The blind pursuit and application of tools is antithetical to real continuous improvement through people.
连同以上几点，预防变成唯5S使用之危险。商务体系是社会技术环境。工具和技术必须和人类一起以综合的和系统的方式为客户创造价值。盲目追求和使用工具是和通过 人来真正持续改善背道而驰的。
Many firms fail to integrate the basic practices and routines of 5S into their daily work. If 5S is seen as something else that has to be done besides the regular work, then it has not been well-implemented. 5S practices must become routine and part of the work; that is the purpose of concepts like standardized cleanup and visual control. Great 5S is transparent 5S.
许多公司没有成功整合5S的基本实践和惯例到他们日常的工作中。若5S被看成是除了日常工作之外的不得不要完成的其他的事情，那么它就没有很好的被执行。5S实践必须成为日常和工作的一部分，这是标准化清洁和目视管理理念的目的。好的5S是易懂的5S。
Many firms become 5S “score crazy” and obsess about the scores on 5S process audits, trying to get their processes to “level 5” as quickly as possible. That is just end-gaining to a target without paying attention to the means for getting there. What is more important than the 5S audit score is whether contribution for improvement is forthcoming from a process team, and whether the team is actively engaged and involved in thinking about improving their processes and work. When visiting a plant, I never ask to see a 5S score; I want to see what improvements the team has been thinking about, and executing, since its last audit or check. That is a better indicator to the level and quality of collaborative energy for improvement than a 5S score.
许多公司成为5S“计分狂”，他们着迷于5S过程审核的分数，并试图尽快让他们的过程达到5等级。那仅仅是以目标为目标，并没有注意达到之方法。比5S审核分数更重要的是改善贡献，这个贡献是来自于过程团队并且这个团队主动参与考虑改善他们的过程和工作当我参观一家工厂时，我从不要求看5S分数，我想看的是从上次审核或者检查后，这个团队考虑和执行那些改善（活动）。那是一种比5S分数更好的指标，来展现改善水平和协作能量的质量。
5S is not necessarily the only, or even the best way to initiate lean thinking and practice in an organization. Choosing a pilot or target process, and then beginning with standard work, can logically lead to value analysis and the application of other lean tools, including 5S. Defining the work method in a process provides a framework for evaluating whether proposed changes to a process and its work methods are indeed improvements.
5S不一定是唯一或最好的在组织中开启精益思维实践的方法。选择一个试点或者目标过程，然后以标准化工作开始，能逻辑上通向价值分析和包括5S的其他精益工具的应用。在一个过程中定义工作方法来提供评估的框架，评估一个过程提议的改革和它的工作方法事实上是在改善。
Many of the problems firms experience with respect to 5S result from the current mania for copying. Much of the lean movement is built on the premise of copying what other firms have done, and one firm in particular—Toyota. In fact, just about every lean implementation can trace its roots back to the tools and techniques of the Toyota Production System (TPS) .
许多问题公司经历关于5S结果从现在的狂热复制。精益运动很多建立在复制其他公司已经做的之前提下,特别是一个公司----丰田。事实上，几乎每个精益实施能追溯它的根源到丰田生产系统的工具和技术。
The problem with copying is that it works against thinking, inquiry, and learning. Toyota’s approach to production grew out of its need to find a way to effectively compete with mass producers that could take advantage of economies of scale. The tools and techniques of the TPS are solutions to executing high-variety, small-volume repetitive production in a cost-effective way. Most important, as the developer of these solutions, Toyota had to think and learn how to solve its production problems in a way that could enable it to compete effectively.
复制带来的问题是违背了思考、调查和学习。丰田生产方法不再需要找到一个有效地和利用规模经济大量生产者竞争的方法。TPS之工具和技术为以低成本方式执行多品种，小批量重复生产提供解决方案。最重要的是，作为这些解决方法的开发者，丰田不得不思考和学习如何解决它的生产问题，在某种程度上，这些方法使丰田变得更具有竞争力。
Blindly copying the tools and techniques of TPS bypasses this thinking and learning. It also assumes that your company has the same problems as Toyota did, and that you can replicate Toyota’s success by implementing those tools in a similar way within your business system.
盲目地复制TPS之工具和技术会绕过思考和学习。假设你的公司和丰田一样有同样的问题，你能在你的组织体系内以一种类似的方式执行这些工具来复制丰田的成功。
Rather than a tool-based approach to improvement, I think it is useful to think about the things that a firm has to do over and over again to improve its capability for serving customers. This includes defining and managing core processes such as those related to the supply chain, market demand, products and services, and product realization. Driving business improvement of these core processes is a key function of management. That improvement effort may lead to the use of appropriate tools and techniques to solve problems, improve process performance, and increase value-added benefits to customers. 5S may be one of those of tools, but for any given process it may not necessarily be the preferred starting point.
不是一个以基于工具方法的改善，我想思考一个公司必须反反复复做来改善它为客户服务的能力是有用的。
这包括定义和管理核心过程比如关乎供应链，市场需求，产品和服务，产品实现之类的相关事务。这些核心过程的强劲业务改进是管理的关键活动。这些改善效果可导致合适的工具和技术的使用来解决问题，改善过程业绩，为客户增加附加的好处。
5S也许是这些工具的一个，但是对于给定的过程，它不一定是首选的起始点。
By all means, use 5S. However, use it intelligently and appropriately, and adapt its principles to your situation. Avoid letting 5S become an end in itself, and remember to effectively integrate it with your people and their work.
当然，使用5S。然而，明智和恰当地使用它，是它的原则适用你的状况。避免让5S变成终极目标， 并请记住，把你的人员和他们的工作和5S有效地整合。
ABOUT THE AUTHOR
作者简介
Stewart Anderson
斯图尔特 安德森
Stewart Anderson is a partner with Anderson Lyall Consulting Group (www.andersonlyall.com), a Toronto-based consulting and advisory firm that helps firms develop their competitive advantage. Anderson’s background and expertise includes competitive strategy and value chain engineering. He has advised companies in the manufacturing, service, and contract manufacturing industries. Anderson is completing his bachelor of arts in economics and he is a certified trainer in lean manufacturing principles and techniques. Follow Anderson on Twitter: @AndersonLyall.
斯图尔特 安德森是安德森莱尔咨询集团(www.andersonlyall.com)的合伙人，一家基于多伦多的咨询公司，其帮助公司开发他们的竞争优势。安德森背景和专业技能包括竞争策略和价值链工程。他在制造业，服务业，合同制造工业担任过咨询工作。安德森完成了他的经济学的文学士，他也是精益制造原则和技术的注册培训师。通过推特Twitter：@AndersonLyall联系安德森。
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小编D (威望:9) (广东 广州) 互联网 员工 - 记住该记住的，忘记改忘记的。改变能改变的，接受不...
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