How to write a 6S management paper?

Abstract: Under the current overall situation of the industry, how to launch more practical and effective management ideas without losing time is naturally put on the agenda. Based on the introduction of 6S management tools in a coal enterprise, this paper briefly introduces 6S field management.

I. Introduction

On-site management is the key and difficult point of any enterprise management. A clean and standardized work site will not only leave a deep impression on customers and improve the working environment of employees, but more importantly, it can improve work efficiency, improve work style and ensure work safety. As an effective tool for on-site management, 6S activities have been introduced to China by people of insight for many years, and have been well practiced and demonstrated in manufacturing, service and other industries.

As one of the most basic elements of enterprise site management, 6S activities are paid more and more attention by enterprise management because of its specific operation steps, low implementation cost and obvious deployment effect. As a traditional industry with rapid growth in recent years-coal industry, 6S activity is still a new thing. Due to the extensive operation of traditional coal industry, coal mine site management is a more complex and challenging system engineering than other manufacturing industries, but it also represents the great operability and urgency of introducing 6S activities. This paper will discuss the introduction of 6S site management in a domestic coal enterprise.

Two. Introduction to 6S activities

The origin of 1.6S activity

6S activity evolved from 5S activity. 5S activities were first carried out in Toyota Company of Japan, including sorting (Seiri), rectifying (Seiton), cleaning (Seiso), cleaning (Seiketsu) and literacy (Seituske). 5S consists of the first s of the five-character Japanese phonetic alphabet, which is an activity to constantly sort out, rectify, clean up and clean the state of various production factors (mainly material factors) on the spot. Its essence is to strengthen the management of the work site, maintain its normal order, improve work efficiency and ensure the safety of employees. 5S activity is a basic management work in organizational management, which has been widely used and continuously improved in Japanese enterprises. Practice has proved that good results have been achieved.

In the process of the actual introduction of enterprises in China, the managers added the sixth "S", which is safe and more comprehensive, and more suitable for the application and promotion of enterprises in China, especially coal enterprises.

Content of 2.6S activities

The connotation of the six elements of 6S activities can be summarized in a few words: sorting out-whether it is necessary to leave one and abandon the other; Rectification-scientific layout and quick access; Cleaning-maintenance, zero failure; Cleanliness addiction-form a system and carry it out to the end; Literacy-observing standards and forming habits; Safety-safe operation, life first.

The following is a detailed explanation.

(1) "Tidying up" is to distinguish "necessary" from "unnecessary" and get rid of "unnecessary". The purpose of finishing is to make room, prevent misuse and create a refreshing workplace. Its real meaning is "organization", that is, to distinguish what is "necessary" and what is "want".

(2) "Rectification" refers to positioning the necessities of life according to regulations, placing them quantitatively and orderly, and clearly marking them as the state that anyone can immediately get them and put them back, that is, "the time for finding them is zero, and the time for putting them back is zero". The purpose of rectification is to make the workplace clear at a glance, keep the work in order and avoid wasting time looking for it. Its real meaning is the rationalization of on-site workflow, that is, "the art of placement".

(3) "Cleaning" means cleaning up the dirt in the workplace, immediately overhauling abnormal equipment and eliminating pollution sources (leakage, etc.). ) make the post clean and tidy, and the equipment is well maintained. The purpose of cleaning is to stabilize product quality, strive for zero failure, and ensure employees' good working mood. Its real meaning is "spot check", which focuses on finding problems and making up for existing problems while preparing for possible problems. However, it should be noted that cleaning is not the same as general cleaning. It can only be called general cleaning, because the ground and the surface of the object are polished very brightly and no hidden problems are found.

(4) "Cleaning" means standardizing and institutionalizing the implementation of the first three S's and keeping the effect. The purpose of cleanliness is to form a convention, become the basis of institutionalization and serve as the beginning of corporate culture. Its real meaning is to emphasize implementation, that is, "institutionalization, standardization and sustainability". We must have a sense of problems, pursue perfection endlessly, and uphold the principle of "strict management, detailed rules and practical promotion".

(5) "Literacy" means that everyone carries out the prescribed things as required and forms a habit. The purpose of literacy is to "improve people's quality", let employees abide by rules and regulations, cultivate talents with good quality habits, and build team spirit. Its real meaning is that a management activity is ultimately to improve the quality of employees, and it is guided by the external code of conduct.

(6) "Safety" refers to eliminating unsafe behaviors of people and unsafe states of things. The purpose of safety is to ensure the personal safety of employees and the normal production, prevent all kinds of accidents and reduce economic losses. Its real meaning is "no unsafe equipment, operation and site", highlighting humanized management.

Implementation skills of 3.6S activities

6S activities are easy to do in content, but not easy to last. This point is based on the analysis of many failed import cases in the past, mainly because there are many deviations in participants' understanding and lack of skills in specific implementation. If we can pay attention to the following skills in the development of 6S activities, we can often get twice the result with half the effort.

(1) "Tidy up the hay before it moves"

If an enterprise wants to smoothly carry out 6S field management activities, it must first eliminate the temporary and secondary misunderstanding of every employee. Therefore, the establishment of the 6S "Implementation Committee" and "Implementation Office" ensures the importance of the implementation of 6S activities from the organizational level. The organization should be top-down, with clear responsibilities, so that everyone can know who is in charge and what, and provide a window for all departments to contact. In the preparatory stage of this activity, first of all, through organizational guarantee, the temporary activity mentality of employees and even some middle-level cadres is dispelled;

(2) "Fixed-point photography, red card combat"

After the 6S activities are rolled out, it is particularly important to find and rectify the existing problems and test the effect of rectification. "Red card war" refers to finding the problem at the scene and hanging a red card on the object, so that everyone can understand the problem and actively improve it to achieve the purpose of sorting out and rectifying; And "fixed-point photography", as its name implies, is to photograph the contrast before and after the improvement and show it to you as an experience.

The implementation skill of the red card battle lies in grasping the cut-in time. If a large-scale red card war is launched in the early stage of the activity, it is easy to find a lot of problems, and eventually it will inevitably fall into the embarrassing situation of "the motherland is red", which will seriously dampen everyone's enthusiasm for improvement. Therefore, it should be emphasized in the publicity that being hung with a red card is a qualification, and only areas with significant rectification effects are eligible to enter the red card war. Those who cannot enter within the specified time shall be given appropriate punishment. At the same time, the red card must be hung with sufficient reasons and conclusive facts, and not too frequently. It is worth noting that people are not the object of hanging red cards, otherwise morale will be low and conflicts will be triggered. Don't give up after hanging the red card, follow up the improvement progress, and combine fixed-point photography to reveal the contrast effect before and after the improvement in the publicity column.

(3) "Visual management, Kanban management"

Visual management is a simple and effective implementation skill in 6S activities, which is defined as "clear at a glance" and focuses on the art of logo. The font and size of the logo will directly affect the look and feel of the work site. Imagine the same item in the same department, but the logo is different; Logos of the same size, but different fonts, will lose harmony, in fact, this is also a reflection of corporate cultural literacy. In addition, we should pay attention to the color management of signs, and understand that different colors, brightness and chromaticity will give people different feelings. Use color to generate visual attention, and achieve the management purpose of not distinguishing and not reminding attention through text narration.

There are several points to consider in the production of kanban: the posting position should be chosen near the construction site or the road that employees must pass; The height should be moderate, and the normal head-up height is best; Kanban is concise in content, clear in layout, reasonable in classification and clear at a glance; Sorry, billboards should be adjusted or removed in time.

(4) "Pay attention to publicity and reward appropriately"

The promotion process of activities is also the process of publicity and promotion. The quality of 6S activities can not be separated from the vigorous promotion of activities by the promotion department. Through a series of continuous publicity activities, the concept of 6S has been deeply rooted in people's hearts, and employees have changed from passive acceptance at the beginning to active participation. Publicity activities should be combined with internal training to strengthen the 6S concept in employees' minds by organizing 6S management knowledge competitions. An employee improvement suggestion reward system should be implemented to encourage all employees to actively participate in the company's improvement activities. The implementation department may, according to the proposal collection, select the promotion proposal of the current month and hold a press conference every month to commend outstanding improvement examples and sponsors.

The above points are general skills for the deployment of 6S activities, but specific enterprises have their own actual conditions in the implementation process, and copying them completely may not have the due effect. On the basis of the big framework, enterprises can get twice the result with half the effort by giving full play to their awareness of independent innovation. The following is a further analysis based on the 6S case of a domestic coal enterprise.