What are the 5s management tools?

three tools for on-site management: standardization, visual management and management kanban 1. standardization is one of the two wheels for enterprises to improve their management level, and it is an important means for enterprises to pursue efficiency and reduce errors.

The four purposes of standardization are in the factory. The so-called manufacturing is to produce products with uniform quality and specifications at a specified cost and specified working hours. In order to achieve the above objectives, if the operations in the manufacturing site, such as the sequence of processes, are changed at will, or the operation methods or conditions change from person to person, products that meet the above objectives will definitely not be produced. Therefore, it is necessary to stipulate and implement the operation flow, operation method and operation conditions, so as to standardize them.

Standardization has the following four purposes: technical reserve, improving efficiency, preventing recurrence, and education and training. The function of standardization is mainly to preserve the technology and experience accumulated by members in the enterprise by means of documents, and the whole technology and experience will not be lost because of the flow of personnel. The organization knows as much as the individual knows, that is, transforming the personal experience (wealth) into the wealth of the enterprise; Because of standardization, even if different people operate each job, there will not be much difference in efficiency and quality.

If there is no standardization, when an old employee leaves his job, he will pack all the valuable experiences such as the corresponding methods and operation skills that have happened in his mind, and the new employee may repeat the previous problems. Even if there is teaching during the handover, it is difficult to remember them completely by memory. Without standardization, different masters will bring out different apprentices, and the consistency of their work results can be imagined.

the formulation of good standards requires many enterprises to have standards of one kind or another, but after careful analysis, you will find that many standards have some problems such as poor operability and ambiguity, for example, "moderate cooling water flow is required". What is moderate flow? Not operable. "Require careful insertion", what is careful? It's incomprehensible. In fact, the formulation of a good standard requires the following six points: < P > 1. Goal orientation. Standards must be goal-oriented, that is, following standards can always keep producing products of the same quality. Therefore, words and contents irrelevant to the goal should not appear.

2. show the reason and result. For example, "Tighten the screws safely on the ground". This is a result, and it should be described how to tighten the screws. Another example is, "The welding thickness should be 3 microns." This is a result, which should be described as: "The welding work applies a current of 3.A for 2 minutes to obtain a thickness of 3. microns".

3. accurate. To avoid abstraction, "be careful when tightening screws", what is being careful? Words with vague concepts should not appear.

4. quantification? Specific. Everyone who reads the standard must be able to interpret the standard in the same way. In order to achieve this, more figures and figures should be used in the standard. For example, use a more quantitative expression, "use centrifuge A to rotate the dehydrated material at 1+/-5rpm for 5-6 minutes" instead of the expression "dehydrated material".

5. Reality. Standards must be realistic and operational. The operability of standards is very important. Poor operability is a common problem in many domestic enterprises. We can see operating procedures, equipment maintenance and other standards on the walls of many enterprise workshops. Let's compare the following two tables and feel what operability is.

Visual management level Visual management can be divided into three levels:

Primary level: having representation, being able to understand the current state; Intermediate level: anyone can judge whether it is good or not; Advanced level: management methods (exception handling, etc.) are all listed. Third, management kanban (that's more) is a very effective and intuitive means to find and solve problems, especially one of the indispensable tools for excellent on-site management.

management kanban is a manifestation of management visualization, that is, transparent management activities on the status of data and intelligence at a glance. It reveals the hidden information on documents, in the brain or on the spot through various forms such as slogans, status boards, charts, electronic screens, etc., so that anyone can grasp the management status and necessary information in time, so as to quickly formulate and implement countermeasures.

according to the different responsible supervisors, it can be generally divided into three categories: company management kanban, department workshop management kanban and team management kanban. (as shown in the following table) Distinguish between the company management kanban department, workshop management kanban team management kanban responsibility, senior leaders, middle management cadres, grass-roots team leaders, common forms of various ERP system large slogans/picture frames/status boards, mobile kanban slogans/status boards/charts, mobile kanban/electronic screens, status boards/activity boards, activity logs/project contents, corporate vision or slogans, business policy/ Strategic quality or environmental policy core target indicator target decomposition system diagram departmental competition appraisal enterprise celebrity list enterprise growth history large-scale event display employee talent show general manager schedule production and sales planning department workshop slogan departmental policy strategic company decomposition target indicator cost decomposition system diagram PQCDSM monthly indicator equipment MTBF/ MTTR Improvement Proposal Activates Team Appraisal Target Assessment Management QC Process Benchmark Department Excellent Staff Department Schedule Progress Management Board Staff Going to Board Department Production Plan Safety and Health Care Status Board Area Sharing Diagram Cleaning Responsibility Table Group Activity Status Board Equipment Daily Checklist Regular replacement of Board Activity Log Change Point Management Work Instruction Personal Target Assessment Management Team Management Status Report Articles Status Board TPM Diagnosis Status Board Application Case and Implementation Method How visual management is implemented largely reflects the on-site management level of an enterprise. Whether in the field or in the office, visual management is of great use. On the basis of understanding its main points and standards, extensive use of visual management will bring great benefits to the internal management of enterprises.

1. Visual management is a management method that leads to the change of people's consciousness through vision.

2. Three key points of visual management:

① Anyone can tell whether it is good or bad (abnormal); ② It can judge quickly with high accuracy; ③ The result will not vary from person to person; in daily activities, we perceive things through the "five senses" (vision, smell, hearing, touch and taste). Among them, the most commonly used is "vision". According to statistics, 6% of human actions begin with the perception of "vision". Therefore, in enterprise management, it will bring great benefits to management to emphasize the clarity of various management states and management methods, so as to make them easy to understand and abide by, and to let employees fully understand, accept and carry out various tasks independently.

efficient management methods for managers, management itself may bring a sense of superiority, but it is not a pleasant thing for the managed. "Minimize management and try to manage independently", a management rule that meets the requirements of human nature, can only be brought into full play in visual management. The implementation of visual management, even if departments and staff do not know each other, can correctly grasp the on-site operation status of the enterprise through eye observation, and judge the normal and abnormal work, which can achieve the purpose of "self-management". Save a lot of unnecessary instructions, orders, inquiries, so that the management system can operate efficiently.

The method of knowing right and wrong at a glance Many enterprises' management rules and regulations are only left on the documents, but I don't know how important it is for on-site management to judge right and wrong on the spot without looking at the documents.

The level of visual management can be divided into three levels:

① Primary level: there is expression, and you can understand the current state; ② Intermediate level: anyone can judge whether it is good or not; ③ Advanced level: Management methods (exception handling, etc.) all indicate that in many enterprises, it is usually only the primary level of visual management, and it is rare to reach the intermediate level, and it is even more rare to reach the advanced level. Let's use an example to illustrate the difference between junior, middle and senior levels.

Implementation method of visual management Visual management itself is not a systematic management system or method, so there are no steps that must be followed. If it is necessary to list the implementation methods, it is advisable to set up a model area by learning more and doing more, and then fully develop it in the company.

the implementation of visual management can be easy first and then difficult, starting from the primary level and gradually transitioning to the advanced level.

It will be very beneficial to make full use of red card operations and fixed-point photography in the implementation process.

Visual management, as a prop to "expose" problems, has a very great effect. However, it doesn't make much sense to just use colors without paying attention to "ease of use" according to the specific situation. Therefore, it is important to give full play to the wisdom of all staff and make efforts to make everyone use it and use it easily.

management kanban, the third of the three tools of site management, is a very effective and intuitive means to find and solve problems. In particular, management kanban, one of the indispensable tools of excellent site management, is a manifestation of management visualization, that is, it shows the status of data and intelligence at a glance, mainly for transparent management activities of management projects, especially intelligence. It reveals the hidden information on the document, in the brain or on the spot through various forms such as slogans/status boards/charts/electronic screens, so that anyone can grasp the management status and necessary information in time, so as to quickly formulate and implement countermeasures. Therefore, management kanban is a very effective and intuitive means to find and solve problems, and it is one of the indispensable tools for excellent on-site management.

according to the different responsible supervisors, it can be generally divided into three categories: company management kanban, department workshop management kanban and team management kanban. As shown in the following table.

let's briefly explain how to use it through some examples.

"goal decomposition display board"

The goal decomposition display board can free senior leaders from daily management. The so-called goal decomposition is a systematic verification chart that the first-level indicators of the company's management are expanded to the second-level and third-level indicators. (as shown in Figure 1) When making, we must focus on the decomposition management of the main indicators according to the company's business policy. The general steps are as follows:

First, comprehensive goal setting: after comparison, select topics and determine comprehensive goals.

it is not advisable to select too many comprehensive objectives, otherwise it will distract attention. Generally, 1 indicator or 2~3 indicators are selected, and in most cases, there are no more than 4 indicators, and their target values should be specifically expressed by numerical values. (As shown in Table 1) Table 1 Examples of setting comprehensive goals Second, target development: according to TP (comprehensive productivity) target development, establish a countermeasure system. Goals can generally be broken down according to products, processes, reasons, technologies, etc. However, the following situations should be considered, such as the difficulty of grasping the phenomenon, the difficulty of implementing the countermeasures, the difficulty of grasping the results, etc., and then decide in what order to start. Table 2 shows an example of specific expansion mode selection.

★: Very suitable for ☆: Suitable for △: meaningless※: Selected cases that are not suitable for the target expansion mode in Table 2 Third: Countermeasure selection: countermeasure review and selection, establishment of countermeasure scheme and verification.

in order to achieve each target value, we should explore concrete countermeasures that can be practiced. Up to now, in the BOTTOMUP improvement activities, enterprises often have some cases of negative effects due to blind selection of countermeasures, or make an intuitive judgment on "what is a countermeasure", or establish and implement countermeasures according to past experience, so that they can't achieve their improvement results blindly.

in order to prevent the above-mentioned problems and improve the target completion rate, it is very important to carry out the cause verification in the target deployment stage, which will be of great help to the selection of countermeasures.

"equipment plan maintenance calendar"

"equipment plan maintenance calendar" refers to the equipment preventive maintenance plan, including the schedule of regular inspection, regular refueling and overhaul, which is made in advance in the form of calendar and implemented as scheduled. The advantage is that it is as convenient as viewing a calendar, and the necessary things have been recorded on the calendar, so mark them after completion.

"regional sharing chart"

"regional sharing chart" is also called responsibility kanban, which divides the area where the department is located (including equipment, etc.) into different teams, who are responsible for daily management such as cleaning and spot check. The advantage of this kind of kanban is that it will not miss a certain area or equipment from the overall situation, and it is an effective method to thoroughly implement the responsibility system.

"Safe and Disaster-free Board"

The purpose of "Safe and Disaster-free Board" is to carry out daily reminding activities to prevent the occurrence of safety accidents, including the number of days of safety and disaster-free, a daily sentence of safety, and safety education materials and information. It is generally set in the place where employees come in and out or concentrate at the gate.

"Team Management Status Board"

"Team Management Status Board" is a set of departmental objectives, attendance management, business contact, communication contact, information, rationalization suggestions, mailboxes and other contents. It is a daily management kanban for teams and teams, and is generally set in the lounge or early meeting place.

"Regular replacement board"

"Regular replacement board" is a management billboard that is replaced regularly according to the service life of spare parts. It is generally posted in the parts that need to be replaced, which is convenient for anyone to check or supervise. The advantage is that the homework items required in the document or computer can be visually expressed in the present, and it is not easy to forget.

"QC tool "

"QC tool" is the necessary means to carry out theme activities, mainly to analyze and discuss specific work mistakes or poor quality by using QC tools, and arrange the results in places that are easy for everyone to see, so as to remind them to prevent such problems, and everyone can put forward new suggestions and discuss and revise them at any time. Generally, it is suitable for single work or specific project activities, not every small project is like this.

"TPM diagnostic status board "

"TPM diagnostic status board" is a seven-stage internal certification recording board for continuously promoting TPM activities, which reflects the level of group activities, and the higher the stage, the higher the level.

In a word, management kanban is widely used, and appropriate kanban forms should be selected according to needs. The comprehensive and effective use of management kanban will have a good impact in six aspects:

1. Show the improvement achievements, so that participants have a sense of accomplishment and pride; 2. Create a competitive atmosphere; 3. Create a powerful means of on-site vitality.

4, clear management status, create tangible and intangible pressure, is conducive to the promotion of the work.

5. Establish a good corporate image. (Let customers or other people sincerely admire the management level of the company) 6. Show the improvement process so that everyone can learn good methods and skills.

Management Kanban is an efficient and easy management method, and its effective application is a great liberation for enterprise managers. The specific consultation content can be found on the website.