How to manage 5s and 6s?

6S: sorting, rectifying, cleaning, sweeping, literacy and safety.

I believe everyone knows the concept and meaning of p>6S. Here I would like to talk about some practical experiences in my implementation in recent years for your reference.

background: most factories only have simple line drawing, simple area division and basic cleaning work every day; The slogan "Several S" is hung, but the management concept of "5S" is not really implemented. My understanding of "5S" should be an on-site management method extended from the management philosophy of "standardization" and "timeliness".

Steps: 1. Conduct some simple training, focusing on showing some demonstration pictures and videos, so that all employees can have an intuitive understanding first.

2. With the full participation of mandatory (assessment) orders, each team will find 1~2 problems and improve them by themselves every week, take photos before and after improvement, note the problem points and post them on the publicity column of the workshop with color printing.

3. The top leaders are required to conduct a 2-minute inspection of the designated workshop once a week, accompanied by the workshop supervisor and team leader.

4. Grading each unit weekly, promulgating advanced units monthly, giving rewards and hanging red flags; Laggards hang yellow flags.

after 5, 2~3 months, we will start the guiding sorting and rectification work. Don't give technical support in material cleaning (red card battle), reasonable classification, fixed-point placement, marking and tool transformation, and implement the plan. Formulate the "Implementation Standards for Reorganization and Rectification" and implement them according to unified standards.

6. Carry out the system of pre-shift meeting and post-shift meeting, and standardize the contents of daily regular meeting, including 6S content for 2 minutes review.

7. Solidify some achievements made in rectification (it usually takes several months), and then formulate cleaning standards. Give a quantitative and intuitive explanation of the cleanliness of each area or part (as the floor is so clean that no dirt can be seen by wiping with a white cloth). At the same time, we should formulate rules and measures for cleaning.

8. Action-persistence-solidification-habit will form literacy.

As for the safety of 6S, in fact, 5S has been completed, and there is basically no potential safety hazard. However, since it is put forward, it must be emphasized in daily life, such as the operation specification of the machine, the inspection of the switch of the electric box, the location and inspection of the fire extinguisher, the smooth flow of fire exits, and the escape map.

The most important thing to understand when implementing 5S management is that these tasks are not an added "burden", but necessary tasks as important as eating, which can reduce unnecessary searching and handling, reduce the defective rate and improve the OEE effect of equipment, thus improving work efficiency (because some unit directors always complain that 5S work takes up their working hours, making it impossible to complete production tasks on time).

conclusion: the implementation of 6S should make a feasible work plan according to the specific situation of each unit, and the key is "action" and "solidification".