Workshop safety posters - collection of slogans or slogans about environmental protection

The significance of organizing a safety exhibition in the workshop

The ultimate function of creating a safety culture bulletin board in the factory is the long-term infiltration and accumulation of culture, so that company leaders and all employees can form a "safety culture" First" consciousness, the moral values ??of "life above all else", the mindset of abiding by laws and regulations, the habitual way of abiding by rules and regulations and conscious actions; enable all units to form prevention-oriented political wisdom, people-oriented sense of responsibility, Relying on the scientific vision to ensure intrinsic safety with the support of science and technology, the ability to calmly respond to emergencies and quality accumulation, and supervision are the behavioral ethics that serve employees.

At the same time, units and individuals who work safely are respected, and those who violate laws and disciplines and cause accidents are punished as they should be, thus promoting the company's sustainable, stable and safe development. Collect slogans or slogans about environmental protection

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15. Environmental protection posters, environmental protection posters, environmental protection posters, environmental protection wall charts, environmental protection slogans, environmental protection slogans 6s publicity tips

1. How to carry out 6S learning and publicity

The implementation of 6S management cannot be achieved only with the participation of management personnel. Its management scope involves every member of the company, so , not only the company's leaders pay attention to this matter, but all employees also need to know and understand it in order to implement production management work.

To this end, the company needs to organize corresponding publicity and learning activities, such as hanging banners at the production site; hanging some posters about 6S management on the wall; publishing relevant knowledge and importance in the publicity window ;Introduce 6S management in the company’s internal publications. Through these channels, employees can know the knowledge of 6S management and the significance of the company's implementation of 6S management.

These publicity efforts can make employees recognize the company's implementation of 6S management activities, fully mobilize employees' enthusiasm for participating in activities, and create an atmosphere for learning and implementing 6S management. This kind of atmosphere can make the whole company work together and be conducive to the smooth development of organizational activities.

After learning and publicity, the training phase begins. This stage: first, you need to learn the theoretical knowledge of 6S management, including the study of books and audio-visual materials; second, you need to visit other companies that have implemented 6S management better, and do not work behind closed doors; third, you need to have a good understanding of the company's employees and The management provides multi-faceted and multi-level training so that trainees can not only change their concepts, but also know how to implement 6S management and master its essence.

2. How to carry out 6S learning and publicity

The implementation of 6S management cannot be achieved only with the participation of management personnel. Its management scope involves every member of the company, so , not only the company's leaders pay attention to this matter, but all employees also need to know and understand it in order to implement production management work.

To this end, the company needs to organize corresponding publicity and learning activities, such as hanging banners at the production site; hanging some posters about 6S management on the wall; publishing relevant knowledge and importance in the publicity window ;Introduce 6S management in the company’s internal publications. Through these channels, employees can know the knowledge of 6S management and the significance of the company's implementation of 6S management.

These publicity efforts can make employees recognize the company's implementation of 6S management activities, fully mobilize employees' enthusiasm for participating in activities, and create an atmosphere for learning and implementing 6S management. This kind of atmosphere can make the whole company work together and be conducive to the smooth development of organizational activities.

After learning and publicity, the training phase begins. This stage: first, you need to learn the theoretical knowledge of 6S management, including the study of books and audio-visual materials; second, you need to visit other companies that have implemented 6S management better, and do not work behind closed doors; third, you need to have a good understanding of the company's employees and The management provides multi-faceted and multi-level training so that trainees can not only change their concepts, but also know how to implement 6S management and master its essence.

3. How to do a good job in 6S management publicity and launch

11 steps for 6S management publicity, launch and implementation. Understanding the content and essence of 6S management is the basis for carrying out 6S management.

However, just knowing the content of 6S is not enough. The key to achieving significant results lies in strengthening the process control of 6S management and implementation. Generally speaking, the implementation of 6S management includes the following 11 steps: 1. Establish an implementation organization. The first step to implement 6S management is to establish an implementation organization.

Just equipping the workshop director with a few textbooks and giving each cadre and employee a few classes will not ensure good 6S management. 6S management itself is a kind of enterprise behavior. Therefore, the implementation of 6S management must be based on enterprises.

As shown in Figure 5-1, from the beginning of the establishment of the organization, the director of the enterprise personally serves as the director of the implementation committee, and there can be another deputy director position below. In the 6S Promotion Committee, the Promotion Office is a very important functional department. It is responsible for controlling the entire 6S promotion process and formulating corresponding standards, systems, competition methods, reward and punishment conditions, etc.

Case Study The organizational structure of the 6S Implementation Committee of the manufacturing department of a company is divided into chairman, committee members, officers and auditors, as shown in the figure below (the names in the figure are all fictitious). Among them, the main responsibilities of the committee members include: evaluating audit items, arbitrating 6S audit complaints, studying and discussing feasible plans for implementing 6S, handling abnormal problems during the audit process, timely spot checks on the implementation of 6S, formulating 6S score sheets and various other stipulate rewards and punishments, and supervise the fairness of 6S evaluation.

The responsibilities of the officer include participating in 6S audits, maintaining fairness, having the right to raise objections to the scoring standards, and making suggestions for the implementation of 6S activities. All scores must be fair, otherwise severe penalties will be imposed. The auditor's main powers and responsibilities include: auditing the implementation of 6S in the manufacturing department, maintaining fairness, actively raising issues and suggestions in the implementation of 6S, each audit item must be approved by the squad leader, and those who resist will be submitted to the committee for processing , Audit four times a month, with an interval of at least three days between each audit.

2. Formulate implementation policies and goals. The second step in implementing 6S management is to formulate implementation policies and ultimate goals for 6S management. The 6S promotion policies of some well-known enterprises include: "Farewell to yesterday, challenge yourself, and create a gorgeous new image", "Standardize the site and current objects, and improve the quality of people", "Change equipment, change people, change the environment, and ultimately achieve the goals of corporate constitution." Fundamental innovation" etc.

For promotion goals, each promotion department can consider setting some staged goals for itself and achieve these goals down-to-earth, so as to achieve the overall goals of the enterprise. For example, you can require "the evaluation score of each department in the fourth month is above 90 points" and "find the required documents within one minute."

3. Formulate an implementation plan and schedule. The third step in implementing 6S management is to formulate an implementation plan and corresponding schedule, and publish the plan so that everyone knows the implementation details. Develop a schedule and plan as shown in Table 5-1, so that the heads of relevant departments and employees throughout the company know what work should be completed within what time, such as: when to enter the selection of the sample area, and when to conduct the sample Regional 6S implementation and when will the model regional stage *** briefing be held.

Table 5-16S management implementation schedule and planned items Project implementation 6S management schedule January February March April May June June 1 Implementation organization establishment 2 Preliminary preparation 3 Publicity and education launch 4 Model area selection 5 Model area 6S implementation 6 Model area stage ***Flow meeting 4. Explanation and education If you want to implement 6S management well, you must first explain it in place. Explanation and education are the fourth important steps in implementing 6S management.

Many companies invite some experts or teachers to give lectures. However, after all, only a few people in the company can attend the lectures, and the vast majority of on-site front-line workers do not have the opportunity to attend lectures. Therefore, enterprises should explain the necessity and corresponding content of implementing 6S management to all personnel through various effective channels.

For example, companies can use morning meetings to explain, and can also conduct publicity and education through bulletin boards, blackboards and other forms. 5. Preliminary publicity and momentum The fifth step in implementing 6S management is early stage publicity and momentum.

6S management is actually to create a culture of pursuing excellence and create a good working atmosphere. Therefore, appropriate publicity and campaigning is essential.

In the process of implementing 6S management in many successful companies, the most common form of publicity and campaigning is to ask workshop directors or department managers from several model areas to take an oath at a company-wide meeting. 6. Introduction and Implementation The sixth step in implementing 6S management is introduction and implementation.

Preliminary work preparation (clear responsibility area, preparation of tools and methods), model area promotion, fixed-point photography, company's thorough "bath" campaign, area division and demarcation, red card operation, visual management and clarity 6S management implementation time, etc., are all tasks that need to be completed during the introduction and implementation process. The introduction and implementation of various contents include very detailed regulations.

Take area division and line drawing as an example: the width of the main channel, the width of the area line, the use occasions of the three colors of red, yellow and green, and the use of solid and dotted lines all need to be implemented in the office and Each workshop negotiates, and finally the implementation office formulates unified rules. In the case of a company, the regulations on area division and demarcation during the implementation of 6S management are as follows: the main channel line width is 8~15cm, and the zone line width is 4~10cm; red indicates unqualified product areas or abnormal conditions, yellow indicates general areas, and green Indicates the qualified product area and normal conditions; the solid line indicates the fixed object placement area, and the dotted line indicates the moving object placement area.

The following photos show the model area of ??the machine shop after the company implemented 6S management. It is very clean and neat. By setting up such a model area, departments and employees across the enterprise can visit and learn.

In this way, each department can not only imitate the model area, but also improve the management level of its department above the level of the model area through innovation. 7. Determine the assessment method. In the process of determining the assessment method, it should be noted that there must be a set of appropriate assessment standards, and appropriate standards must be used in different systems according to local conditions: the 6S assessment of all production sites in the enterprise must be Scoring should be based on the same on-site standards, while office areas should be scored according to another set of standards.

For some workshops with serious pollution and difficult implementation, it is unreasonable to rely on only one set of standards. At this time, you can consider using a weighting coefficient: setting the difficulty system according to the differences in each region.

4.6S posters, 6s pictures, 6s slogans, 6s slogans, 6s promotional posters, 6s slogans,

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Website Shenzhen Meicai Advertising Co., Ltd. - long-term supply of 6S posters, 6s pictures, 6s slogans, 6s slogans, 6s promotional posters, 6s slogans, 6s management slogans to the country, using imported high-grade copper paper, beautifully printed! Enhance corporate image , casting perfect quality! The best quality products, the best prices, bringing the most satisfactory publicity effect to your company! Corporate culture slogans, corporate slogans, quality slogans, quality management slogans, iso posters slogan classification: ◆nbsp ; Quality promotion slogan series one (Category B): 18 sheets/set◆nbsp; Quality promotion slogan series two (B2 category): 30 sheets/set◆nbsp; Quality promotion slogan series three (B3 category): 20 sheets/set◆ nbsp; Corporate culture slogan series one (J category): 24 sheets/set◆nbsp; Corporate culture slogan series two (J2 category): 12 sheets/set◆nbsp; 5S/6S/7S/8S promotional slogan series one (C category ): 24 sheets/set◆nbsp; 5S slogan series two (category C2): 13 sheets/set◆nbsp; 6S slogan series two (category C5): 14 sheets/set◆nbsp; 7S slogan series two (category C9) ): 16 sheets/set◆nbsp; 8S slogan series two (C10 category): 16 sheets/set◆nbsp; Production site slogans (K category): 24 sheets/set◆nbsp; Production process control slogans (P category) ): 18 sheets/set◆nbsp; ISO promotional slogan series two (I2 category): 8 sheets/set◆nbsp; ISO promotional slogan series one (I3 category): nbsp; 18 sheets/set◆nbsp; Environmental protection slogans (E Category): 18 sheets/set◆nbsp; ROHS environmental slogans (E4 category): 12 sheets/set◆nbsp; Safety slogan series one (Q category): 16 sheets/set◆nbsp; Safety slogan series two (Q2 Category): 12 sheets/set◆nbsp; Fire safety slogans (R category): 25 sheets/set◆nbsp; Marketing slogans (S category): 12 sheets/set◆nbsp; Comprehensive slogans (L category) : 24 sheets/set◆nbsp; Warm small stickers (with kt board) (W category): 6 sheets/set◆nbsp; Canteen/canteen promotional slogans (T category): 12 sheets/set◆nbsp; Training and learning promotion Slogans (Category Category F): 30 sheets/set of promotional wall charts Category: ◆nbsp; Quality promotional wall chart series 1 (Category A): 10 sheets/set ◆nbsp; Quality publicity wall chart series 2 (Category A2): 8 sheets/set ◆nbsp; 5S Promotional wall charts (category C3): 8 sheets/set; 6S promotional wall charts (category C4): 8 sheets/set; 5S/6S/7S wall charts (category C6): 12 sheets/set; 6S Applied knowledge promotional wall charts (Category C7): 6 sheets/set◆nbsp; 5S illustrated promotional wall charts (Category C8): 7 sheets/set◆nbsp; 7S/8S promotional wall charts (Category C11): 9 sheets/set◆nbsp; ISO Promotional poster.

5. What are the techniques for implementing 6S

Methods:

1. Trilogy of 6S on-site management and lean management implementation

A layman can watch the excitement, establish a correct awareness, things are clear and orderly, the management status is clear, and the insider can see the door, the job specifications are clear, the operation process is clear, the monitoring points can be controlled, the enterprise looks at the culture, and everything is implemented thoroughly

II , 6S on-site management establishes a clear chain of responsibilities

Create an atmosphere where everyone has something to do and everything is managed, implement the management rules of one person, one thing and one thing, and clarify the responsibilities of people, things and things.

A clear division of labor is for better cooperation

3. How does the company form an effective production management network

How to let supervisors take the initiative to take on the responsibility of implementation and how to let the leading personnel operate effectively Employees have a thorough understanding of issues

IV. Formulation and implementation of plans

Formulation of policies, goals, and implementation content, setting of theme activities, and assessment methods and policies for the level of activities , goals, implementation content, setting and carrying out theme activities

5. Key points for the implementation of various contents of 6S on-site management

Only by grasping the key points and essence of the activities can we achieve real results The effect is to achieve twice the result with half the effort

6. Visual production management and kanban production management

Make the projects (information) you want to manage known to everyone, so that the site, tooling, and warehouse items can be seen at a glance Explanation of visual management examples Implementation essentials of visual production management and kanban production management

7. Evaluation of the level of each activity of 6S on-site management

Set the level of theme activities and evaluate them regularly , clearly understand the achievement of the activity's goals and the subsequent efforts to put aside

8. Common misunderstandings in 6S on-site management activities

Analyze common misunderstandings and understand the reasons for them and their How to understand correctly, once the obstacles are removed, the effect will be more easily demonstrated

9. Create a good lean management atmosphere for 6S on-site management

Creating a lean management atmosphere for 6S on-site management is an activity The most important guarantee for continued advancement is that when 6S on-site management and lean management become a belief in the work of company employees, it will bring unexpected effects to management

Techniques:

(1) Before food and grass are moved, organization takes precedence

For an enterprise to smoothly promote the development of 6S on-site management activities, it must first eliminate temporary and secondary misunderstandings from the consciousness of every employee. Therefore, the 6S Promotion Committee and Promotion Office were established to ensure that the promotion of 6S activities is taken seriously from an organizational perspective and implemented in place. In the preparation stage for this activity, organizational guarantees were first used to dispel the temporary activity mentality of employees and even some middle-level cadres.

(2) Fixed-point photography, red card operations

The implementation skill of red card operations lies in the timing of its entry. If red card operations are implemented on a large scale in the early stages of the activity, it is easy to discover a large number of problem, it will inevitably end up in the embarrassing situation of "the mountains and rivers of the motherland are all red", which will seriously dampen everyone's enthusiasm for improvement. Therefore, publicity should focus on emphasizing that being given a red card is a qualification. Only areas with significant rectification effects are eligible to enter the red card operation. Those who are unable to enter within the designated time shall be appropriately punished. After hanging the red card, you must not let it go. You should follow up on the progress of the improvement, and combine fixed-point photography to reveal the contrasting effects before and after the improvement on the bulletin board.

(3) Pay attention to publicity and reward appropriately

The promotion process of the activity is also the process of publicity and promotion. The success or failure of the 6S activity cannot be separated from the vigorous publicity of the activity by the promotion department . Through a series of coherent publicity activities, the 6S concept has been deeply rooted in the hearts of the people, and employees have transformed from passive acceptance at the beginning to active participation. The promotion department can select the promotion proposals of the month based on the collection of proposals, and hold monthly presentations to commend outstanding improvement cases and proposers, etc.

(4) Visual management, Kanban management

Visual management is a simple and effective implementation technique in 6S activities. It is defined as "you can tell at a glance" ”, the focus is on the art of logos. Several points that need to be considered in the production of billboards are: the posting location should be chosen close to the site or near the road that employees must pass, and the height should be moderate, with normal people’s eye level being the best; the content of the billboard should be concise and to the point, with clear layout and reasonable classification. You can tell at a glance; signs that are not working should be adjusted or removed in time.

What are the contents of 6.6s training?

The first two points to make clear are: 6S activities are the easiest activities to see results, and are also the basis of TnPM; 6S is easy to do , but not easy to maintain.

So from the beginning of the training, the company's managers must have a mentality of continuous development and never stagnation. They must continue to go deep into the scene to encourage and participate in employees' 6S activities. The advancement of 6S is step-by-step and must not be rushed. First, employees must have an understanding of the origin and content of 6S, which is the basic knowledge training of 6S.

6S originated in Japan and is derived from 5S. 5S is the five Japanese words with "S": sorting (SEIRI), rectifying (SEITON), sweeping (SEISO), cleaning (SEIKETSU), and quality ( SHITSUKE) is pronounced as a simplified name for the word that begins with it, and 6S adds "SAFE" on this basis. By standardizing the scene and objects, we create a clear store environment and cultivate good working habits of employees. The ultimate goal is to improve the quality of people: get rid of carelessness and develop the habit of taking everything seriously (taking every aspect of work seriously Every "little thing", every detail), develop the habit of abiding by regulations, develop the good habit of consciously maintaining a clean and tidy store environment, and develop the habit of being civilized and polite.

Main content organization (SEIRI) - distinguish any items in the workplace into necessary and unnecessary items. Except for the necessary ones, keep them and eliminate the others. Purpose: Free up space, make full use of space, prevent misuse, and create a refreshing workplace.

Organize (SEITON) - Place the necessary items left behind in the prescribed locations, and place them neatly and label them. Purpose: Make the workplace clear at a glance, eliminate time looking for items, neatly organize the work environment, and eliminate excessive backlog of items.

Cleaning (SEISO) - Clean the visible and invisible places in the workplace to keep the workplace clean and bright. Purpose: Stabilize quality and reduce industrial injuries.

Cleaning (SEIKETSU) - Carry out sorting, rectification, and cleaning to the end, and institutionalize it, always keeping the environment in a beautiful state. Purpose: Create a clear scene and maintain the above 3S results.

Quality (SHITSUKE) - Each member develops good habits, follows the rules and develops a proactive spirit (also called habituality). Purpose: To cultivate employees with good habits and rules and create team spirit.

Safety (SECURITY) - Pay attention to safety education of members, have safety first at all times, and take precautions before things happen. Purpose: To establish a safe production environment, and all work should be done under the premise of safety.

In order to facilitate memory, it can be summarized as: (1) Organizing: choosing and separating, keeping and discarding; (2) Organizing: placing them in an orderly manner, quick to access; (3) Cleaning: cleaning the scene, leaving nothing behind Dirt; (4) Cleanliness: Form a system to maintain 3S results; (5) Literacy: Develop habits and abide by rules; (6) Safety: Safe operation, life first. The Key to 6S The advancement of 6S is gradual.

First start with 3S, that is, organize, straighten, and clean, and gradually develop to cleanliness, literacy, and safety. During the development of 6S, departmental benchmarks must be established, procedures and methods must be established, supervision and evaluation must be implemented, and management must be conducted through checklists, red tags, etc.

The timing of the implementation of 6S activities is also an important factor affecting the effectiveness of the promotion. Generally, it should not be implemented during the busiest production season. It is best to conduct it during the off-season of production. What is the relationship between the six elements in 6S? The core of 6S is literacy, and the other five Ss are all formed by literacy.

The factors for the success of 6S activities are (1) the recognition and support of the top leadership; (2) all employees must thoroughly understand the essence and importance of 6S; (3) promote it as a team; (4) There must be 6S activity goals; (5) There must be an evaluation and assessment system; (6) Step by step and perseverance; (7) Flexible use of skills and techniques; (8) Design vivid video boards for publicity and goal management.

Reasons for the failure of 6S activities: (1) The top leadership does not support or does not support enough; (2) The middle management does not cooperate; (3) The operators and grassroots cadres are in conflict; (4) The promotion personnel are not determined and capable enough; (5) The 6S promotion plan is incomplete; (6) The evaluation and assessment are unreasonable, unfair or cannot be reported every day; (7) Video board promotion and incentives are not fully used to create enthusiasm and target management.

What does the 6S evaluation process include (1) Determine the object/scope of the evaluation. e.g: Which departments? Which areas? (2) Evaluation criteria/basis.

e.g: 6S responsibility area division chart, 6S guidelines (specifications, requirements), deduction rules (3) review frequency/time. e.g: How often is the review interval? When is the review time? (4) Review method.

e.g: Should the review be concentrated on a certain period of the day, or should the review be divided into several days and conducted at irregular intervals? (5) Determine the reviewers. e.g: Who will perform the review work? (Assessors must be qualified through 6S training) (6) Methods for performing reviews.

(7) How to deal with the review results. e.g: Scoring, announcing, rewarding, and issuing 6S mobile red flags. 7.5S slogan, 6S slogan, 7S slogan, 8S slogan, corporate slogan, quality slogan, safety slogan