第七十七篇 5S: Workplace organization and standardization

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5S: Workplace organization and standardization
5S：工作场所的组织和标准化
5S is a process of work place organization and house keeping which is carried
out gradually and systematically.
5S是一个在工作场地的组织和内部管理的过程，逐步地系统地推进的。

The 5S method is a structured program to implement workplace organisation and
standardisation. A well organised workplace motivates people, both on the shopfloor as well as others. 5S improves safety, work efficiency, improves productivity and
establishes a sense of ownership.
5S管理活动是一个有组织的项目，用来使工作场地规范化和化标准化。不管在车间里，还是其他别的地方，它都能很好地激励员工们工作。 以及其他国家。 5S管理活动能够提高安全性，提高工作效率，提高生产力和提升员工个人修养确立了主人翁意识。


5S is developed in Japan and stands for5S在日本的发展，及其含义。
Seiri - Clearing up: remove what is not needed and keep what is needed
Seiri – 整理：取消那些不需要的和保持所需要的

Seiton - Organizing: Place things in such a way that they can be easily
reached whenever they are needed
Seiton – 整顿 ：把必须的物品置于任何人都能立即取到和能够立即归位的状态。
Seiso - Cleaning: Keep things clean and polished; no trash or dirt in the
workplace
Seiso – 清扫：把生产现场及设备的脏污清扫擦拭、打扫干净，保持清洁，工作场所没有垃圾或污垢。

Seiketsu - Standardizing: Maintain cleanliness after cleaning - perpetual
Cleaning
Seiketsu - 规范 ：规范化又称标准化，认真维护整理、整顿、清扫三环节已取得的成果，使其保持永恒清洁的状态。
Shitsuke - Self-discipline: Commitment, a typical teaching and attitude towards any undertaking to inspire pride and adherence to standards established for the four components
Shitsuke - 素养- 自律 ：承诺，一个典型的态度和目标，激发自豪感和自觉遵守企业各项纪律。素养也是前面四个环节的核心。

Impact of 5S implementation reduce inventory, efficient on workplace usage, reduce time for searching spare part, reduce oil / water / air spilled, reduce unstabilization, preventive of machine function, cleaning&checking machine condition, improve working condition, reduce work accident, increase discipline, follow procedure, and better relationship among employee.
5S管理的执行，可以使得企业降低库存，提高工作场所的使用效率，减少备件搜寻时间，减少油/水/气等的浪费，保障产品品质，清理和检查机器、设备的状态，保障其有效运行，改善工作条件，减少工伤事故，提高纪律，遵守纪律，改善与雇员之间的关系。
Keys to successful implementation of 5S
成功实施5S管理关键



GET EVERYONE INVOLVED: 5S is not be the responsibility of a concerned few. It is a concern of every one to act. All levels of management should take part in decision making required to ensure 5S implementation. Incorporate 5S activities as part of company’s small group activities.
让每个人都参与 ：5S管理并非是一种很少责任的投入，而是需要每一个人的行动参与。各级管理层也应该参与到5S管理活动中来，以确保决策的执行情况。 把5S管理活动与公司的小组活动合并，纳入企业日常管理的一部分。
GET COMPANY AUTHORIZATION: 5S activities should not be performed in a secret or disguised such as overtime work. Get management approval for all 5S activities. Make signs and posters as means to promote 5S for everyone. Conduct a general monthly meeting where company and managers can address 5S issues and themes.
获得公司的授权：5S活动的推行不应该像一个秘密， 或者像是在工作闲暇之时做的事情。5S管理活动需要获得高级管理层批准。制作标志及海报宣传5S管理，让每个员工都清楚地认识什么是5S。5S管理活动的推进一般还需要举行月度会议，以便公司和经理人员能够讨论和处理5S管理活动中所遇到的问题。
FINAL RESPONSIBILITTY RESTS WITH THE PRESIDENT: The 5S’s will not be taken seriously until the managers and even the company president take personal responsibility and interest on its implementation. Nothing could be worse for the success of 5S implementation than tohave managers who “pass the 5S implementation buck” to their subordinates. Company managers must take a strong leadership role in 5S promotional meetings and other 5S events.
最终职责在于最高领导：如果公司的管理着和公司的最高领导投入了很高的兴趣和精力去执行，5S管理活动就不会没有效果。如果公司的管理层不重视它，把5S管理活动交给下属去做，那么就没有什么比这更更糟糕的了。公司管理者对于5S活动及其相关事件必须采取强有力的领导。

MAKE YOURSELVES UNDERSTOOD & AWARE OF: Don’t leave people wondering “Why are we sticking red tags on things?” or “Is all this 5S stuff really necessary before we can make any improvements?”. Hold 5S promotional meetings to clearly explain 5S and to entertain all questions from all participants. Present actual examples of successful 5S implementation, or take participants on tour to successful 5S workplaces.
使自己理解和认识：不要离开人们而去猜想“为什么我们坚持红色标记的事情？”或着“在作出改善前猜想到底5S的这些活动是不是必须的”。增加5S活动宣传和解释工作，解决所有5S管理活动参与者们心中的困惑。树立成功实施5S管理活动的样板区 ，或者在成功推行5S活动的工作场所展示。

DO IT ALL THE WAY : When establishing proper arrangement, make sure to carry out red tag campaigns and use correct red-tagging formats and procedures. When establishing orderliness, use signboards. Make sure the signboards have proper format, descriptions, and locations. Prepare your company’s own 5S manual, complete with all the necessary details.
一直持续下去：当确定合适的安排后，应该推行红牌作战，正确使用红色标记格式和程序。当建立有序时，使用标签。要确保标签有正确的格式，描述和位置。 给自己的公司建立属于自己的5S活动手册，手册中还应当包括所有必要的细节。

THE PRESIDENT SHOULD INSPECT THE GEMBA (SHOPFLOOR) PERSONALLY : The President should personally inspect offices and point out their various positive and negative conditions. The President should help by pointing out specific improvement items and proposing improvement themes at 5S promotional meetings. GEMBA should work individually as well as in groups to study and report on improvement methods taken in response to improvements suggested by the President.
最高领导应亲临督导检验（车间里）
最高领导要亲自检查办公室并指出各种积极之处和不足之处。最高领导应该帮助具体项目的改善，并且在5S管理活动的小组会议上提出需要改进的地方。精益管理的个人和及小组团体都应该学习和宣传改进的方法，积极响应高层领导。

DON’T STOP HALFWAY IN ESTABLISHING 5S: Don’t do things halfway. Once the 5S promotional organization and methods have been established, get started and stick with it. When developing red taggingand signboards throughout the company, make sure gets everyone involved. Once you have laid the foundation by establishing proper arrangement and orderliness, start developing “discipline” habit to keep the foundation strong.
不要半途而废：做事情不能半途而废。一旦5S管理活动被确立推行后，应当始终坚持下去。当红牌作战和看板管理贯穿整个公司执行时，要确保每个员工都参与进来。一旦你已经奠定了基础，就应当的安排有序，要形成“制度”保持并进一步发展。

5S IS A HALFWAY TOWARD OTHER IMPROVEMENTS: Don’t stop with 5S: Follow through with Zero Defects, Cost Reduction, and other Productivity & Quality improvements. Once the office has been cleaned up, start putting casters on drawer cases to make them easily movable. Eliminate defects as close to their source as possible and implement flow process.
5S管理要不断持续改进：不要停止5S管理活动，要始终贯彻，发现问题，及时纠正，始终保持完好的零缺陷状态。使得企业降低成本，提高生产效率，提升产品质量。如果办公室表面已经打扫干净时，还要把抽屉，文件筐中的文件、资料等整理好，使其易于查找、取放。消除障碍物，尽可能地使资源靠近便于拿取，此外工具还要列队摆放整齐。

By implementing 5-S, eventually productivity, efficiency and working spirit will be promoted. It is not only useful to manage work place physically but also useful to develop employee’s attitudes and discipline.
通过推行5S管理活动，最终公司的产品产量，生产效率和工作精神都将得到改善。5S管理活动不但有利于工作场地的有序管理，而且它还有利于开发员工的潜力，端正工作态度、遵守劳动纪律。