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1、5S PhilosophyAnyone who has recently opened a new machine shop has certainly had thesethoughts: How can I improve efficiency, work organization, quality, safety andhousekeeping and protect my investment at the same time? Todd Skaggs, President ofMetaltek Mfg. Inc., decided that the 5S process could
2、effectively impact the way hiscompany did business.Based on Japanese words that begin with S? The 5S Philosophy focuses on effectivework place organization and standardized work procedures. 5S simplifies your workenvironment, reduces waste and non-value activity while improving quality efficiencyand
3、 safety.Sort (Seiri) 整理 the first S focuses on eliminating unnecessary items from theworkplace. An effective visual method to identify these unneeded items is called redtagging. A red tag is placed on all items not required to complete your job. Theseitems are then moved to a central holding area. T
4、his process is for evaluation of thered tag items. Occasionally used items are moved to a more organized storagelocation outside of the work area while unneeded items are discarded. Sorting is anexcellent way to free up valuable floor space and eliminate such things as brokentools, obsolete jigs and
5、 fixtures, scrap and excess raw material. The Sort process alsohelps prevent the JIC job mentality (Just In Case.)Set In Order (Seiton) 整顿 is the second S and focuses on efficient and effectivestorage methods.You must ask yourself these questions:1. What do I need to do my job?2. Where should I loca
6、te this item?3. How many of this item do I need?Strategies for effective Set In Order are painting floors, outlining work areas andlocations, shadow boards, and modular shelving and cabinets for needed items such astrash cans, brooms, mop and buckets. Imagine how much time is wasted every daylooking
7、 for a broom? The broom should have a specific location where all employeescan find it. A place for everything and everything in its place.Shine: (Seiso) 清扫 Once you have eliminated the clutter and junk that has beenclogging your work areas and identified and located the necessary items, the next st
8、epis to thoroughly clean the work area. Daily follow-up cleaning is necessary in order tosustain this improvement. Workers take pride in a clean and clutter- free work area andthe Shine step will help create ownership in the equipment and facility. Workers willalso begin to notice changes in equipme
9、nt and facility location such as air, oil andcoolant leaks, repeat contamination and vibration, broken, fatigue, breakage, andmisalignment. These changes, if left unattended, could lead to equipment failure andloss of production. Both add up to impact your company bottom line.Standardize: (Seiketso)
10、 清洁 Once the first three 5S have been implemented,you should concentrate on standardizing best practice in your work area. Allow youremployees to participate in the development of such standards. They are a valuablebut often overlooked source of information regarding their work. Think of whatMcDonal
11、ds, Pizza Hut, UPS, Blockbuster and the United States Military would bewithout effective work standards.Sustain: (Sitsuke) 身美 This is by far the most difficult S to implement andachieve. Human nature is to resist change and more than a few organizations havefound themselves with a dirty cluttered sh
12、op a few months following their attempt toimplement 5S. The tendency is to return to the status quo and the comfort zone of theold way of doing things. Sustain focuses on defining a new status quo and standardof work place organization.Once fully implemented, the 5S process can increase moral, creat
13、e positiveimpressions on customers, and increase efficiency and organization. Not only willemployees feel better about where they work, the effect on continuous improvementcan lead to less waste, better quality and faster lead times. Any of which will makeyour organization more profitable and compet
14、itive in the market place.1、 5S运动的兴起20世纪末，“日本制”的产品遍布世界每一个角落，许许多多的经济专家及管理学者不禁要问，他们是怎么啦？当然这其中的因素很多，有因缘际会的机遇，但更大的原因应该是他们不断的追求效率，不断的追求品质，不断的研究发展，也因不断的研究发展才能争取更大的市场空间。也因不断的追求效率与品质，才能降低成本，创造更大的企业利润。在追求的过程中有两个特色：循序渐近 从基础做起，如5S运动的产生。全员参与 从基层做起，如QCC活动，提案改善活动等。“5S“对某些人来讲也许不屑一顾，认为很简单，但是再简单的事不去做，或不彻底去实施，就不会有效果。
15、再者实施”5S“如缺乏实施前的规划与准备，加上推动及实施人员应具有的共识与决心，往往也会流于虎头蛇尾，所以实施“5S”应让其形式化行事化习惯化等到到了习惯化后，一切事情就变成了那么自然，也成了企业内活动的一种准则（标准）了。2、5S之实施5S定义整理（SEIRI） 将工作场所的任何物品区分为有必要与没有必要的，除了有必要的留下来，其它的都清除掉。目的：腾出空间，空间活用。防止误用、误送。塑造清爽的工作场所。注意：要有决心，不必要的物品应断然的加以处置，这是5S 的第一步。整顿（SEITON） 把留下来的必要用的物品依规定位置摆设，并放置整齐，加以标示。目的：工作场所一目了然。消除找寻物品的时间。整整齐齐的工作环境。消除过多的积压物品。注意：这是提升效率的基础。清扫（SEISO） 将工作场所内看得见与看不见的地方清扫干净，保持工作场所干净、亮丽的环境。目的：稳定品质。减少工业停害。清洁（SEIKETSU） 维持上面3S的成果。素养（SHITSUKE） 每位成员养成良好的习惯，并遵守规则故事。培养主动积极的精神。目的：培养好习惯，遵守规则的员工。营造团队精神。*以上的“5S“为日语英文拼音的第一个字母。3、5S实施的技巧红牌作战在5S活动展开的过程中，红牌作战是个很重要的活动工具之一。红牌目的 运用醒目的“红色“标签标明问题之所在。实
