5S管理在吉乐公司的应用研究
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摘要
“5S”被实践证明在工厂的现场管理中是一种有效的科学管理方法,它来源于日本,5个日文单词的字头均为S,是指“整理”、“整顿”、“清扫”、“清洁”、“素养”。5S管理在企业管理,特别是在制造型企业中,具有重要的地位和意义,研究和实施5S管理是北京吉乐电子集团有限公司(以下简称:吉乐公司)提高企业管理水平和管理效率的客观需要,也对一般企业具有参考意义。
本文研究主要以5S理论探讨与吉乐公司的实际案例相结合的方式进行,研究流程首先整理和回顾5S的相关理论和文献,阐述了5S管理思想方法及其特点,以自己在企业从事现场管理及技术管理25年的实践经验,建立了5S管理应用的总体方案,提出了具有一定先进性、同时又具有可实现性和可操作性的5S管理应用的推进框图和步骤,给出了5S管理应用的具体方法、常用表单和打分评估法。根据吉乐公司的企业发展目标,针对吉乐公司管理的现状和特点,建立了吉乐公司实施5S管理的具体解决方案,同时,将本文给出的5S管理的应用方法和解决方案应用于吉乐公司的生产实践,并结合使用工业工程的技术和优化方法,在5S管理包括定置管理和目视管理方面取得了明显的效果,实现了现场管理的改善,最后给出了结论和建议。
从吉乐公司的应用实践表明,本文建立的5S管理应用的方案,包括框图和步骤,给出的5S管理应用的具体办法和常用表单,符合5S管理的思想理念,设计合理,使用简单方便,基本实现了企业5S管理的目标,在为吉乐公司现场管理的改善,提高管理水平方面提供了一种切实可行的方法。
吉乐公司应用5S管理,不仅使生产现场明亮整洁,而且使企业的管理适应了节约化大生产的要求,是一个好的范例。期盼本文的内容和结论对工厂,尤其是制造型企业的基层管理人员在5S管理应用及现场管理改善方面提供参考和帮助。
“5S”symbolizes a proven and practically effective scientific management method for good housekeeping practice at workplaces. It is originated in Japan and represents five Japanese terms beginning with the letter“S”, namely“Seiri, Seiton, Seiso, Seiketsu and Shitsuke”, which mean“Organization, Neatens, Cleanliness, Standardization and Discipline”. 5S management is importance for enterprises management, especially to manufacture factory. We have studied it and applied to Beijing Jile Electronics Group Co., Ltd. (hereinafter is JILE) for 5S management, that is improve JILE corporation management level and efficiency, I think to help for other manufacture factory.
This thesis, mostly discussed 5S theory and JILE practice. Firstly, I had studied flow look back 5S theory literature; expatiate on 5S management throughway and characteristic. secondly, according to practice experience because of I have engaged in scene management and technology management in factory for 25 years, found 5S management applications project, thirdly, we put forward 5S management applied block diagram and process of advanced and retaliate maneuverability, offered 5S management methods and check list for applied, in the light of JILE enterprise development policy, aim at JILE management actuality, based JILE apply 5S management project, at the same time applied it to JILE, and also use of IE methods,the result is desired purpose, scene management including fixation management and visual management have improved. Finally, I proposed some ideas about the 5S management applying for the future.
According to applied 5S management practice by JILE, this thesis found 5S management apply project and schedule, include 5S applied block diagram, methods and check list, that is reasonable with design and make use of suppleness and facility, accomplish 5S management successfully.
JILE have applied 5S management goes far beyond having a clean and well-organized factory. It is happens that good housekeeping and workplace organization is perfectly compatible with the mass production economies-of-scale paradigm. I look forward to this thesis afford to reference and help for corporation manager in 5S management and scene management.
本文研究主要以5S理论探讨与吉乐公司的实际案例相结合的方式进行,研究流程首先整理和回顾5S的相关理论和文献,阐述了5S管理思想方法及其特点,以自己在企业从事现场管理及技术管理25年的实践经验,建立了5S管理应用的总体方案,提出了具有一定先进性、同时又具有可实现性和可操作性的5S管理应用的推进框图和步骤,给出了5S管理应用的具体方法、常用表单和打分评估法。根据吉乐公司的企业发展目标,针对吉乐公司管理的现状和特点,建立了吉乐公司实施5S管理的具体解决方案,同时,将本文给出的5S管理的应用方法和解决方案应用于吉乐公司的生产实践,并结合使用工业工程的技术和优化方法,在5S管理包括定置管理和目视管理方面取得了明显的效果,实现了现场管理的改善,最后给出了结论和建议。
从吉乐公司的应用实践表明,本文建立的5S管理应用的方案,包括框图和步骤,给出的5S管理应用的具体办法和常用表单,符合5S管理的思想理念,设计合理,使用简单方便,基本实现了企业5S管理的目标,在为吉乐公司现场管理的改善,提高管理水平方面提供了一种切实可行的方法。
吉乐公司应用5S管理,不仅使生产现场明亮整洁,而且使企业的管理适应了节约化大生产的要求,是一个好的范例。期盼本文的内容和结论对工厂,尤其是制造型企业的基层管理人员在5S管理应用及现场管理改善方面提供参考和帮助。
“5S”symbolizes a proven and practically effective scientific management method for good housekeeping practice at workplaces. It is originated in Japan and represents five Japanese terms beginning with the letter“S”, namely“Seiri, Seiton, Seiso, Seiketsu and Shitsuke”, which mean“Organization, Neatens, Cleanliness, Standardization and Discipline”. 5S management is importance for enterprises management, especially to manufacture factory. We have studied it and applied to Beijing Jile Electronics Group Co., Ltd. (hereinafter is JILE) for 5S management, that is improve JILE corporation management level and efficiency, I think to help for other manufacture factory.
This thesis, mostly discussed 5S theory and JILE practice. Firstly, I had studied flow look back 5S theory literature; expatiate on 5S management throughway and characteristic. secondly, according to practice experience because of I have engaged in scene management and technology management in factory for 25 years, found 5S management applications project, thirdly, we put forward 5S management applied block diagram and process of advanced and retaliate maneuverability, offered 5S management methods and check list for applied, in the light of JILE enterprise development policy, aim at JILE management actuality, based JILE apply 5S management project, at the same time applied it to JILE, and also use of IE methods,the result is desired purpose, scene management including fixation management and visual management have improved. Finally, I proposed some ideas about the 5S management applying for the future.
According to applied 5S management practice by JILE, this thesis found 5S management apply project and schedule, include 5S applied block diagram, methods and check list, that is reasonable with design and make use of suppleness and facility, accomplish 5S management successfully.
JILE have applied 5S management goes far beyond having a clean and well-organized factory. It is happens that good housekeeping and workplace organization is perfectly compatible with the mass production economies-of-scale paradigm. I look forward to this thesis afford to reference and help for corporation manager in 5S management and scene management.
引文
[1]马林,六西格玛管理,北京:中国人民大学出版社,2004,448～450
[2]今井正明,现场管理,北京:机械工业出版社,2000,12～15
[3]门田安弘,大野语录,台湾:东方出版社,2005,18～20
[4]彼得·德鲁克,个人的管理,上海:上海财经大学出版社,2003,2～3
[5]张晓东、张屹、丁邦敏,现场管理与5S,北京:中国计量出版社,2001,128～170
[6]金仲信,现场管理三要素,现代铸铁,2006,5,54～55
[7]雷庆友、朱亮、陈庆国等,5S再谈工厂现场管理与改善,内燃机配件,2007,6,44～45
[8]蔡雪梅,强化现场管理提升企业形象,湖南农机,2007,3,94～95
[9]李大维,炼化企业环保现场管理“望、闻、问、切”工作法,社科经济,2006,3,63～64
[10]汪黎军、李斌,运用“5S”改善医学工程部的现场管理,科学管理,2006,6,65～66
[11]陈致亨,产能限制驱导现场管理模式建立,[硕士学位论文],台湾,私立中原大学,2004
[12]江支柱,丰田生产管理现场改善之导入、生根和扩散模式与关键性因素研究,[硕士学位论文],台湾,国立中央大学,2001
[13]吴志雄,全面生产管理活动导入与成效研究,[硕士学位论文],台湾,国立中央大学,2002
[14]林义辉,TPM活动实务之探讨,[硕士学位论文],台湾,国立中山大学,2003
[15]廖木璨,工作要求-资源模式与工作倦怠关系之研究,[硕士学位论文],台湾,朝阳科技大学,2007
[16]向号、张跃刚、张嗣徽,JIT现场管理特点分析,价值工程,2007,7,100～101
[17]陈军波,现场管理体系及其关键技术研究,[硕士学位论文],重庆,重庆大学,2006
[18]曹洪涛,泛亚公司提升管理水平的研究,[硕士学位论文],北京,北京交通大学,2006
[19]袁立志,江铃联成公司冲焊车间生产现场改善研究,[硕士学位论文],南京,南京理工大学,2006
[20]董志超,“5S活动”在发电企业班组管理中的应用,电力安全技术,2007年,1,1～2
[21]黄元元,5S现场管理,企业改革与管理,2004,1,54～55
[22]肖智军,现场管理的三大工具,企业管理,2003,11,65～71
[23]王中怡,创新5S管理铸就企业愿景,建设机械技术与管理,2004,12,92～94
[24]赵第播,丰友公司基于精益生产的现场改善研究,[硕士学位论文],天津,天津大学,2004
[25] Bounds,G., Shaw, A. and Gillard, J., "Partnering the Honda Way", in Bounds, G. M., Cases in Quality, Richard D. Irwin, 1996,26～56
[26] Miki, S.,Promotional Expertise for the 5S Plus Movement,Nikkan Kogyo Shimbun (ed.), Visual Control Systems, Factory Management Series, Productivity press, Portland, OR, 1995,167～182
[27] Nomizo, K.,Creating an All-New Plant Environment with the 6S's,Nikkan Kogyo Shimbun (ed.), Visual Control Systems, Factory Management Series, Productivity press, Portland,1995,153～165
[28] Osada, T.,This is Why We Start a 5S Program,in Nikkan Kogyo Shimbun (ed.), Visual Control Systems, Factory Management Series , Productivity press, Portland, 1995,131～151
[29] Roberta S. Russell,Bernard Taylor,Operations Management,2000,22～25
[30] Cathy, D. M.,Total Productive Maintenance,An Age for Change,Works Management,Vol. 48, No. 4, April 1995,14～15
[31] Enkawa, T,Production Efficiency Paradigms: Interrelationship Among 3T,TPM,TQC/TQM and TPS (JIT), 98 World-Class Manufacturing & JIPM-TPM Conference, Singapore,1998,3
[32] Seiichi Nakajima,TPM,Introduction to TPM,Total Productive Maintenance,, Cambridge, Mass. :Productivity Press,1988,14
[33] Charles W.L.Hill and Gareth R Jones ,Strategic Management Theory, 5th ed,Houghton Miffn Company,2001
[34] Japan,Institute of Plant Maintenance,TPM College Manager’s Course text,1997
[35] Cheng, T.C. E. and Podolsky, S., Just-in-Time Manufacturing: An Introduction, Chapman & Hall, London, 1993,21～24
[36] Harrison, A.,Just-in-Time Manufacturing in Perspective,The Manufacturing Practitioner Series,Prentice Hall,1992,113～123
[37] Hirano, H,5 Pillars of the Visual Workplace:The Sourcebook for 5S Implementation,Productivity Press,Portland,,1995
[38] Hirano, H,5S for Operators,5 Pillars of the Visual Workplace,Productivity Press,Portland,1996
[39] Kobayashi, I,20 Keys to Workplace Improvement,Productivity Press,Portland,1995,1
[40] Osada, T,5S's: Five Keys to a Total Quality Control Environment, Asia Productivity Organization, Tokyo,1991,2
[2]今井正明,现场管理,北京:机械工业出版社,2000,12～15
[3]门田安弘,大野语录,台湾:东方出版社,2005,18～20
[4]彼得·德鲁克,个人的管理,上海:上海财经大学出版社,2003,2～3
[5]张晓东、张屹、丁邦敏,现场管理与5S,北京:中国计量出版社,2001,128～170
[6]金仲信,现场管理三要素,现代铸铁,2006,5,54～55
[7]雷庆友、朱亮、陈庆国等,5S再谈工厂现场管理与改善,内燃机配件,2007,6,44～45
[8]蔡雪梅,强化现场管理提升企业形象,湖南农机,2007,3,94～95
[9]李大维,炼化企业环保现场管理“望、闻、问、切”工作法,社科经济,2006,3,63～64
[10]汪黎军、李斌,运用“5S”改善医学工程部的现场管理,科学管理,2006,6,65～66
[11]陈致亨,产能限制驱导现场管理模式建立,[硕士学位论文],台湾,私立中原大学,2004
[12]江支柱,丰田生产管理现场改善之导入、生根和扩散模式与关键性因素研究,[硕士学位论文],台湾,国立中央大学,2001
[13]吴志雄,全面生产管理活动导入与成效研究,[硕士学位论文],台湾,国立中央大学,2002
[14]林义辉,TPM活动实务之探讨,[硕士学位论文],台湾,国立中山大学,2003
[15]廖木璨,工作要求-资源模式与工作倦怠关系之研究,[硕士学位论文],台湾,朝阳科技大学,2007
[16]向号、张跃刚、张嗣徽,JIT现场管理特点分析,价值工程,2007,7,100～101
[17]陈军波,现场管理体系及其关键技术研究,[硕士学位论文],重庆,重庆大学,2006
[18]曹洪涛,泛亚公司提升管理水平的研究,[硕士学位论文],北京,北京交通大学,2006
[19]袁立志,江铃联成公司冲焊车间生产现场改善研究,[硕士学位论文],南京,南京理工大学,2006
[20]董志超,“5S活动”在发电企业班组管理中的应用,电力安全技术,2007年,1,1～2
[21]黄元元,5S现场管理,企业改革与管理,2004,1,54～55
[22]肖智军,现场管理的三大工具,企业管理,2003,11,65～71
[23]王中怡,创新5S管理铸就企业愿景,建设机械技术与管理,2004,12,92～94
[24]赵第播,丰友公司基于精益生产的现场改善研究,[硕士学位论文],天津,天津大学,2004
[25] Bounds,G., Shaw, A. and Gillard, J., "Partnering the Honda Way", in Bounds, G. M., Cases in Quality, Richard D. Irwin, 1996,26～56
[26] Miki, S.,Promotional Expertise for the 5S Plus Movement,Nikkan Kogyo Shimbun (ed.), Visual Control Systems, Factory Management Series, Productivity press, Portland, OR, 1995,167～182
[27] Nomizo, K.,Creating an All-New Plant Environment with the 6S's,Nikkan Kogyo Shimbun (ed.), Visual Control Systems, Factory Management Series, Productivity press, Portland,1995,153～165
[28] Osada, T.,This is Why We Start a 5S Program,in Nikkan Kogyo Shimbun (ed.), Visual Control Systems, Factory Management Series , Productivity press, Portland, 1995,131～151
[29] Roberta S. Russell,Bernard Taylor,Operations Management,2000,22～25
[30] Cathy, D. M.,Total Productive Maintenance,An Age for Change,Works Management,Vol. 48, No. 4, April 1995,14～15
[31] Enkawa, T,Production Efficiency Paradigms: Interrelationship Among 3T,TPM,TQC/TQM and TPS (JIT), 98 World-Class Manufacturing & JIPM-TPM Conference, Singapore,1998,3
[32] Seiichi Nakajima,TPM,Introduction to TPM,Total Productive Maintenance,, Cambridge, Mass. :Productivity Press,1988,14
[33] Charles W.L.Hill and Gareth R Jones ,Strategic Management Theory, 5th ed,Houghton Miffn Company,2001
[34] Japan,Institute of Plant Maintenance,TPM College Manager’s Course text,1997
[35] Cheng, T.C. E. and Podolsky, S., Just-in-Time Manufacturing: An Introduction, Chapman & Hall, London, 1993,21～24
[36] Harrison, A.,Just-in-Time Manufacturing in Perspective,The Manufacturing Practitioner Series,Prentice Hall,1992,113～123
[37] Hirano, H,5 Pillars of the Visual Workplace:The Sourcebook for 5S Implementation,Productivity Press,Portland,,1995
[38] Hirano, H,5S for Operators,5 Pillars of the Visual Workplace,Productivity Press,Portland,1996
[39] Kobayashi, I,20 Keys to Workplace Improvement,Productivity Press,Portland,1995,1
[40] Osada, T,5S's: Five Keys to a Total Quality Control Environment, Asia Productivity Organization, Tokyo,1991,2