How to write the 6S work promotion plan?

Promote the establishment of organizations

2

Preparatory preparation

three

Publicity and education development

four

Template area selection

five

6S Implementation in Template Field

six

Demonstration regional phased exchange meeting

4. Description and education

To do a good job in 6S management, we must first explain it in place. Explaining and educating is the fourth important step to implement 6S management. Many enterprises will invite some experts or teachers to give lectures, but after all, only a few people in the enterprises can attend the lectures, and most front-line workers at the scene have no chance to attend the lectures.

Therefore, enterprises should explain the necessity and corresponding contents of implementing 6S management to all employees through various effective ways. For example, enterprises can use the morning meeting time to explain, or they can conduct publicity and education through publicity columns, blackboard newspapers and other forms.

5. Pre-publicity activities

The fifth step of implementing 6S management is pre-publicity. 6S management is actually to create a culture of pursuing excellence and a good working atmosphere. Therefore, proper publicity and publicity activities are essential. In the process of implementing 6S management in many successful enterprises, the most common form of publicity activities is to ask workshop directors or department managers in several sample areas to take an oath at the company-wide meeting.

6. Import and implementation

The sixth step of implementing 6S management is introduction and implementation. Preparation before operation (clear responsibility area, equipment and method preparation), implementation of model area, fixed-point photography, thorough company "bathing" campaign, division and marking of areas, red card battle, visual management and clear implementation time of 6S management are all tasks that need to be completed in the implementation process.

The contents of import and implementation include very detailed regulations. Take zoning and signs as an example: the width of main passage, the width of signs, the use occasions of red, yellow, green and yellow colors, and the use methods of solid lines and dotted lines all need to be negotiated between the executive office and the workshops, and finally the executive office will formulate unified rules.

situation

In the process of implementing 6S management in enterprises, the regulations on regional division and marking are as follows: the width of main channel line is 8 ~ 15 cm, and the marking line is 4 ~10 cm; Red indicates nonconforming product area or abnormal situation, yellow indicates general area, and green indicates nonconforming product area and normal situation; The solid line indicates the fixing device placement area, and the dotted line indicates the animal placement area.

The following photos show the model area of the machining workshop after the implementation of 6S management in this enterprise, which is very clean and tidy. By setting up such a model area, all departments and employees of the whole enterprise can visit and study. In this way, each department can not only imitate the model area, but also improve its management level to the level of the model area through innovation.

7. Determination of evaluation method

In the process of determining the evaluation method, we should pay attention to a set of suitable evaluation standards and use them in different systems according to local conditions: 6S evaluation of all production sites in an enterprise should be scored according to the same site standard, 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, we can consider using the weighted coefficient: setting the difficulty coefficient, the number of people coefficient, the area coefficient and the correction coefficient according to the differences in different regions, and then averaging these four coefficients to get the weighted coefficient of each department, and multiplying the weighted coefficient of each department by the assessment score is equal to the final score of that part. The empirical formula of weighting coefficient is as follows:

Among them, K 1, K2, K3 and K4 refer to the difficulty coefficient, the number of people, the area coefficient and the correction coefficient respectively, and the specific values of each coefficient should be determined after a preliminary evaluation of the production management status of the enterprise.

8. Assessment and evaluation

In order to make the evaluation feasible and reliable, it is very important to formulate scientific evaluation and scoring standards. The assessment standards formulated by some enterprises are difficult to quantify (such as "the trash can can't be too full". ), so that the standard loses operability, and the implementation of 6S management is in trouble. Therefore, it is very necessary for enterprises to formulate a set of 6S management evaluation standards with high feasibility and scientificity.

9. Scoring results and announcement of rewards and punishments

The ninth step of 6S management is to publish the grading results and make corresponding rewards and punishments. Conduct 6S assessment twice a month, and publish the results at the initial stage of the implementation of 6S management in the following month, give appropriate rewards to departments and individuals with excellent performance, and give certain punishments to departments and individuals with poor performance, so that they have the pressure to improve. Figure 5-2 shows an example of the publishing process of enterprise 6S management evaluation results.

Figure 5-2 Example of 6s Management Scoring Results

10. Review and modify, summarize and improve

The tenth step of 6S management is to review and revise, and then summarize and improve. Problems will always exist, and problems will be encountered in every evaluation. Therefore, 6S management is an endless process of continuous improvement. With the improvement of 6S management level, the assessment standards can be appropriately modified and adjusted, and gradually tightened. In addition, we can also add some quality control (QC) and industrial engineering (IE) engineering improvements, so that the 6S management level of enterprises can reach a higher level.

1 1. Incorporate into routine management activities.

After the implementation of 6S management for several months or even a year, and the first ten steps of 6S management are gradually implemented and the 6S management is gradually normalized, it is necessary to consider incorporating 6S into routine management activities at this time. For example, some 6S management promotion months (including red card combat month and visual management month) can be launched: red card combat every three months and visual management month every three months or half a year. Through these good methods, the 6S management of enterprises can be consolidated and improved.

Self-check

Training is an essential link for the smooth implementation of 6S management, and enterprises must mobilize and encourage employees to actively participate in 6S knowledge training. However, in the process of 6S training, it is often found that many employees are not interested in it and have a weak sense of active participation. So, what kind of training methods should be adopted to change employees' ideas and make them actively participate in 6S activities? If you are the promoter of 6S activities, what are you going to do? Please describe it briefly.

See reference answer 5- 1.

Comprehensively and systematically control the 6S management process.

Total process control

In order to achieve the expected results, the enterprise's 6S management must first have a good and all-round process control. As shown in Figure 5-3, for the company, it is necessary to set up a 6S promotion committee and office, have planned objectives, publicize and conduct backbone training, establish a model area, conduct fixed-point photography, 6S competition and red card battle, etc. For the department, it is necessary to set up a 6S implementation team and carry out publicity and education within the department; Everyone fills in the 6S daily responsibility form. Only in this way can we fully control the implementation process of 6S management.

Figure 5-3 Omni-directional Process Control

Planning process control

The implementation of 6S management also needs a planned process control, from the early stage to the selection of model areas, and then gradually make 6S activities daily, and finally form the implementation inertia. As shown in Figure 5-4, from defining organizational responsibilities, determining policies, objectives, plans, promoting momentum, establishing model areas to improving personal manners, it is necessary to achieve all-round and planned process control through continuous PDCA cycle, and finally achieve good implementation results.

Figure 5-4 Planning Process Control

The key to implementing 6S management activities lies in the consciousness change and process control of enterprise personnel. Enterprise leaders and ordinary employees can fully and accurately understand the significance of 6S activities, which is a prerequisite for the implementation of 6S. In addition, in the specific implementation process of 6S management, executors should also pay attention to mastering some tools to effectively promote 6S management and carry out 6S activities in a targeted and strategic manner, so as to get twice the result with half the effort. This lecture will introduce two effective tools to promote 6S management: red card fighting and fixed-point photography.

Red card war

Red card fighting is often used in the whole implementation of 6S management, which is of great significance for finding and thoroughly solving problems in the workplace in advance. Therefore, enterprise managers should master the implementation method of red card operation and use it flexibly in the implementation of 6S management.

The concept of red card battle

1. What is a red card?

The so-called red card refers to the 6S problem disclosure sheet made of red paper. Among them, red represents warning, danger, unqualified or bad. The contents recorded in the 6S problem disclosure sheet include the responsible department, the description of existing problems and corresponding countermeasures, the time required to complete the rectification, the completion time and the reviewer, as shown in Table 6- 1.

During the whole red card battle, the Executive Board often takes the lead in posting red cards, and relevant departments make rectification within the required time. Finally, the executive board will cancel the red card after passing the acceptance. Every red card game should be recorded in detail: how many red card games have been played, which department the red card was issued in, and so on.

Table 6- 1 Problem Disclosure Table

Responsible department

Required completion time

Problem description:

Countermeasures:

end time

observer

compilers

Acceptance results:

Date of acceptance

observer

compilers

2. The purpose of the red card battle

Implementing red card operation in 6S management is to constantly find out all things and processes that need improvement, identify problems with eye-catching red signs, and then find and solve problems by increasing or decreasing red cards.

Therefore, the focus of the red card campaign is to find problems in the workplace. Once the problem is found, it will be marked with the corresponding red card to prevent the problem from being missed due to time delay, and remind and urge the on-site staff to solve the problem from time to time until the red card is cleared.

situation

In the process of implementing 6S management, a private enterprise issued 18 15 red cards in the assembly workshop, machining workshop, heat treatment workshop and office within 4 months (as shown in the following table), among which 1733 problems were solved, with a solution rate of 95.5%! There is a philosophical view that quantitative change will produce qualitative change when it reaches a certain level. That's exactly what happened. This enterprise has effectively strengthened its "physique" and improved its adaptability by implementing 6S management and red card combat strategy.

workshop

Problem point login

Solved quantity

Unresolved number

Dissolution rate

assembly shop

5 10

500

10

98%

machine shop

425

420

five

99%

heat/thermal treatment workshop

623

560

63

90%

office

18

17

1

95%

Library 1

143

14 1

2

98.5%

Debugging workshop

55

54

1

98%

Foreign cooperation field

4 1

4 1

100%

be equal to

18 15

1733

82

95.5%

Implementation of red card operation

There is no definite trend in the implementation of the red card war. All enterprises should carry out the red card operation according to their own actual characteristics and corporate culture, and specifically determine the implementation object and implementation method of the red card operation of their own enterprises.

1. The goal of the red card war

The goal of the red card movement is to violate the "three principles" (fixed items, positioning and quantification), including: items that are not needed in the workplace, items that need improvement, places, and items (equipment, trucks, pedals, fixtures, knives, tables, chairs, materials, molds, spare parts, materials, products, space, etc.). ) and oil pollution.

2. The implementation method of red card combat

The red card strategy runs through the whole 6S activity, which can be greatly applied in the six steps of sorting out, rectifying, cleaning, safety, cleaning and literacy. In each stage of 6S, the specific content of red card combat strategy is different, which is briefly introduced as follows:

arrange

In the process of sorting out, we should be able to clearly distinguish what we want from what we don't want, leave the most necessary and resolutely discard what we don't want, and find out what needs to be improved, where and what. In this process, the main purpose of applying the red card is to find out what can be improved in the workplace.

restructure

In the process of rectification, according to the basic principle of "fixing things, positioning and quantifying", the things, places and articles that need to be improved are marked with "red cards" respectively. In this way, we can intuitively see unreasonable projects in the workplace and remind employees to make improvements.

Thoroughly clean up

The cleaning process is to put forward effective and reasonable improvement measures for the "red card" problem, so as to reduce the number of "red cards". When cleaning, special attention should be paid to the following places and articles: oily and unclean equipment; Dead corners in the office and things that should not appear in the office and production site.

safe

Unexpected events such as equipment damage and personal injury will not only have a negative impact on the normal production order of the factory, but also bring heavy economic burden to the enterprise. Therefore, how to ensure the safety of the work site is a key issue for all enterprises, especially manufacturing enterprises. In 6S, through regular safety review, you can show red cards where there are potential safety hazards, which can avoid safety accidents to the greatest extent.

clean

In the process of cleaning up, unreasonable things and places were labeled as "red cards". Therefore, in the process of cleaning up, it is necessary to analyze the specific "red card" problem, find the root of the problem, and then put forward the fundamental solution to minimize the number of "red cards" in the workplace.

accomplish

In the stage of cultivating literacy, the method of red card combat is still a very effective means of implementation. Red card combat can help employees develop good work habits and improve their own quality. They can always pay attention to the things and places that need to increase "red cards" at work, and at the same time do everything possible to reduce the number of "red cards".

3. Key points of red card operation

On the one hand, some problems encountered in the red card battle can be solved quickly and effectively. Once these problems are solved, the "red card" at the work site should be removed in time. For example, after the untidy arrangement is removed, the oil stain on the equipment is removed and the damaged office tables and chairs are repaired, the field staff should immediately remove the original "red card" to prevent the confusion between the old and new red cards.

On the other hand, some problems encountered during the red card war cannot be solved immediately. Therefore, the red card battle is a continuous process. In this regard, departments with red cards within their jurisdiction should immediately discuss countermeasures and take actions until the red cards are cleared. The red card strategy of enterprises is constantly advancing with the implementation of 6S.

Self-check

Please read the case and answer the questions.

An enterprise mainly undertakes heavy processing business, its workplace is very narrow, and its products often need to be processed by multiple departments. However, due to the excessive accumulation of semi-finished products, it is difficult to issue products, which leads to messy and crowded workplaces and frequent accidents, which greatly affects the improvement of work efficiency.

If you are the manager of an enterprise, how will you promote 6S activities in the enterprise? How to use the red card to solve the difficulties encountered in the production site? Please briefly describe your idea.

See reference answer 6- 1.

Fixed point photography

What is fixed-point photography

Fixed-point photography mainly causes invisible pressure to all departments through the comparison of the situation before and after the scene and the horizontal comparison of different departments, and urges all departments to make rectification measures. It is wrong to simply understand fixed-point photography as taking pictures, which shows that promoters have not mastered the essence of fixed-point photography.

As shown in Figure 6- 1, in the process of using fixed-point photography, each workshop and department only need to post some representative photos, and the following information should be marked in detail on the photos: who is the workshop director, who is the person in charge at the scene, and which regulations of 6S management have been violated. In this way, the problem can be exposed clearly, which will bring considerable pressure on the departments with problems to rectify. The scene photos before improvement urge all departments to take solutions for the image and interests of their own departments, while the improved scene photos can bring a sense of accomplishment and satisfaction to employees of all departments, thus forming the motivation for further improvement.

Figure 6- 1 Example of fixed-point photography bulletin board

Fixed-point photography example

Fixed-point photography makes full use of the competitive psychology and face psychology of all departments and employees, which can effectively improve the dirty, chaotic and poor conditions of the production site, thus reducing the unqualified rate and error probability of products and ensuring the work efficiency and safety of the site.

Figure 6-2 lists some photo collections of fixed-point photography. As can be seen from the photos, after fixed-point shooting and improvement, the on-site items are placed in order, and the on-site space has increased by nearly one third. It can be seen that fixed-point photography is an indispensable and important tool in the implementation of 6S management.

Figure 6-2 Comparison of fixed-point photography before and after rectification

Self-check

Please read the case and answer the questions.

The boss of an enterprise in Zhejiang decided to implement 6S management in his own enterprise. However, after three months of implementation, it was found that the effect was not good. So, the boss decided to ask the experts for help. After the 6S management experts arrived at the scene, they found that the company did use "fixed-point photography": the company's workshops and staff canteens were densely covered with hundreds of photos. However, when every employee passed by, he just took a look and left.

What problems do you think this enterprise has in the process of implementing 6S management? Why is the application effect of fixed-point photography in this enterprise not good? If there is a problem, how to improve it? Please briefly describe your idea.