How to grasp 6S on-site management

The following information is reproduced for reference

6S on-site management method

6S management implementation principles:

(1) Efficiency: Fixed Location is a prerequisite for improving work efficiency; (2) Persistence: humaneness, global compliance and maintenance; (3) Beauty: making products - making culture - conquering the customer base. The management concept adapts to the on-site scene, and the display makes people comfortable and touching.

6S Management Regulations

1.0 Purpose

Create a civilized and orderly working environment, achieve safe production, improve labor efficiency and reduce waste.

2.0 Scope

Applicable to all locations of the Company.

3.0 Responsibilities

3.1 Operations Management Department: Responsible for the formulation and inspection of 6S standards;

3.2 Each department: Responsible for the implementation of the 6S standards in this department.

4.0 Definition

4.1 Organization:

Clearly distinguish the items in the office and work site into essentials and non-essentials, and properly store the essentials. Seal warehouses or otherwise dispose of non-essential items.

4.2 Arrangement:

Place the necessities neatly according to the prescribed positioning and quantitative storage methods, and clearly label them to minimize the search time.

4.3 Cleaning:

Clean the office and on-site working environment to keep it in a clean and tidy state with no garbage, no dust, no dirt, and prevent it from the occurrence of contamination.

4.4 Cleaning:

Carry out the implementation practices of sorting, rectifying, and cleaning to the end, maintain the results, and standardize and institutionalize the implementation practices.

4.5 Literacy:

Cultivate a common management language through improvement activities such as sorting, rectifying, cleaning, and so on, so that all employees can develop good habits of abiding by standards and regulations. habits, thereby promoting the improvement of overall management level.

4.6 Safety:

Refers to the company's ability to provide employees with safety and comfort in a series of activities such as working status, behavior, equipment and management during the production process of products. work environment.

5.0 Division of 6S areas

Each department is responsible for the 6S management of its own department area and formulates a detailed division of labor.

6.0 6S standard requirements

6.1 Corporate terms

6.1.1 Cleaning shall not occupy working time;

6.1. 2 The doors of production workshops, warehouses, conference rooms, technical department offices, and financial departments must be locked at all times when no one is around;

6.1.3 Clothes are not allowed to be dried in the work area during work;

6.1 .4 The office chair should be reset (pushed under the desk) when leaving the working position;

6.1.5 Items that can be placed on the desk:

1) Computer, telephone, pen holder ;

2) File racks (frames) can be placed (folders, notebooks);

3) Water glasses, desk calendars;

4) Currently in use Other information;

6.1.6 Wall postings and hangings should be firm and clean, and customized or printed slogans and logos should be in a uniform format and marked with the company's VI logo;

6.1. 7 There should be no paper scraps, scraps and other debris on the floor;

6.1.8 No snacks during working hours;

6.1.9 No playing games or browsing non-work-related websites during working hours ;

6.1.10 Computers and monitors should be turned off after get off work;

6.1.11 Things in desks and drawers should be placed in an orderly manner, and production and office tools should be put back after use In drawers or tool boxes;

6.1.12 The windows in the premises should be closed after work;

6.1.13 The garbage of the day should be cleaned up after get off work;

6.1. 14 All electrical equipment, including air conditioners, fans, etc., should be turned off when no one is around;

6.1.15 Behave in a civilized manner and refrain from spitting or swearing;

6.1.16 Clothing Basic appearance etiquette:

A) Employees must look neat and tidy when entering the factory and wear factory uniforms as required;

B) Do not wear dirty, torn, or harmful clothes. High heels, slippers, vests or fancy clothes are not allowed;

C) Men's hair and beards should not be grown too long, and their heads should not be bald. Female workers in the production workshop should have their long hair tied up, and they are not allowed to wear long earrings.

6.2 Production site

The goal of on-site management: the workplace should have "obvious areas, clearly marked, clean and safe".

6.2.1 The floor of the production site is clearly marked and the functional divisions are clear;

6.2.2 Passage width requirements: more than 1.0 meters, no items can be stopped or stored in the passage;

6.2.3 All items on the production site are placed in the specified areas and requirements, and returned to their places at any time after use. There are no useless or long-term items on site;

6.2.4 Awaiting inspection The area shall not store materials that have been inspected and judged for two working days;

6.2.5 Incoming materials, work-in-progress (semi-finished products), and finished products should be clearly marked with the quantity, status, and model consistent with the actual items and placed neatly on the pallet. , the width shall not

exceed the pallet, the height shall not exceed 2 meters, and shall not fall on the ground;

6.2.6 Personnel shall not rely on or sit on the product;

6.2.7 Unqualified products at the production site must be clearly marked;

6.2.8 Waste, remaining materials, and dead materials at the production site are cleaned up in a timely manner;

6.2.9 Sheet metal Waste paper, water bottles, cotton yarn, waste labor protection supplies, etc. must not be mixed in the waste trough in the work section;

6.2.10 The production site is divided into hygienic areas and implemented by people. Cleaning is done after each shift and the production process Keep their work area clean and orderly at all times;

6.2.11 The documents used on site must be the current and valid version. Documents and records should be kept neat and intact, and records must be filled out completely and clearly. ;

6.2.12 Production (inspection) must be strictly carried out in accordance with process regulations, and the following situations are prohibited:

1) Operations without process or process route cards;

2 ) The previous process did not sign before entering the next process;

6.2.13 The items stored in the tool box should be consistent with the contents of the label.

6.3 Electrical appliances and equipment management

6.3.1 Equipment must be maintained according to maintenance plans and maintenance standards, and maintenance records must be filled in;

6.3.2 Before get off work The equipment should be clean and free of dust and oil, and there should be no garbage, waste or other debris on the ground around the equipment;

6.3.3 When no one is using the equipment, the power of the equipment should be turned off, so that the equipment stops when people are away. ;

6.3.4 Water cups, materials, tools and other sundries are not allowed to be placed on the equipment;

6.3.5 Operators of electric welding, punching machines, shearing, bending equipment and hose crimping should Obtain the corresponding operating qualifications.

6.4 Tooling and fixture management

6.4.1 Tooling, molds, and fixtures are placed on tooling racks and mold racks, neatly arranged, and clearly marked;

6.4.2 The items in the tool box should be placed according to the designated placement requirements and cleaned every day. The tools should not be dirty or oily;

6.4.3 Tools should be returned to the marked storage area after use;

6.4.4 Material trucks and hydraulic trucks should be returned to the specified area after use;

6.4.5 Measuring instruments should be calibrated regularly and must be placed in the measuring tool box when not in use;

6.4.6 The mold should be regularly maintained and maintained as required, and should not be rusted or oily.

6.5 6S management requirements for warehouses

6.5.1 Warehouse items are placed according to the warehouse material storage location plan;

6.5.2 items are placed neatly as required. The identification (parts receiving and receiving cards, certificate of conformity) is clear, and the quantity, specifications/models are consistent with the actual products;

6.5.3 Store unqualified materials in isolation, prevent mixing, and organize timely returns;

6.5.4 Handle the receipt, delivery and storage procedures of materials in accordance with the "Warehouse Management Regulations";

6.5.5 Regularly conduct inventory on time to ensure that accounts, materials and cards are consistent.

6.6 6S management requirements for the office

6.6.1 Office equipment is clean;

6.6.2 File cabinets: items are classified and arranged neatly. Clearly marked;

6.6.3 The temperature setting of the air conditioner in summer should not be lower than 26 degrees, and the temperature setting of the air conditioner in winter should not be higher than 17 degrees. Doors and windows must be closed when the air conditioner is on;

6.6.4 Trash baskets must not be overflowing.

6.7 Safety management requirements

6.7.1 Smoking is not allowed in the factory;

6.7.2 Dangerous equipment should have warning signs and protective measures;

6.7.3 Equipment must not be worked while sick, and the status of the equipment should be correctly marked (such as under maintenance, under maintenance, pending repair, etc.);

6.7.4 Safety protection drugs (band-aids, cotton gauze) are available ;

6.7.5 Electric wires and switches must not have exposed copper wires, and common sockets must be firmly fixed;

6.7.6 Temporary lines must not cross channels or be immersed in oil or water;

6.7.7 Do not use metal wires such as copper wires to replace fuses;

6.7.8 Management of acetylene cylinders and oxygen cylinders

a) Acetylene cylinders , the distance between oxygen cylinder and open flame should not be less than 10m;

b) the distance between acetylene cylinder and oxygen cylinder should not be less than 5m;

c) the distance between acetylene cylinder and welding machine The distance should not be less than 5m;

6.7.9 In processes that require the use of protective equipment, protective equipment must be worn correctly before working (all employees in the sheet metal section wear anti-smash shoes and polishers

Welders wear glasses and masks, and welders wear protective masks or glasses);

6.7.10 Material safety data sheets must be established for hazardous chemicals, clearly marked, and stored in a dedicated area for hazardous chemicals;

6.7.10 p>

6.7.11 Fire extinguishers must be inspected regularly and replaced immediately when the air pressure is insufficient;

6.7.12 Fire-fighting equipment should be reported for repair in a timely manner if it is insufficient or damaged;

6.7 .13 The Operations Management Department is responsible for checking the water pressure of fire hydrants in April and October every year;

6.7.14 The stacking of equipment, materials and items must not hinder the access to fire-fighting equipment:

6.7.15 People on the second floor are not allowed to lean out of the window;

6.7.16 Traffic rules must be followed when commuting to and from get off work;

6.7.17 Employees are not allowed to work after drinking.

6S on-site management is one of the most advanced on-site management tools and on-site management methods in the world. 5S on-site management originated in Japan in the 1950s and matured in the 1980s. In Japan, 5S on-site management is mainly implemented. Because Japanese companies represented by Toyota achieved success in implementing 5S on-site management, it soon spread to all parts of the world. 5S on-site management was introduced to my country in the 1990s and developed rapidly from south to north from the Pearl River Delta to the Yangtze River Delta. In the development process of 5S on-site management, some companies represented by Haier added another S (safety), which became 6S on-site management.

Because 6S activities have the characteristics of simple operation, quick results, visible results, and continuous improvement, more and more companies are carrying out 6S activities. Currently, 65% of companies around the world are widely implementing 5S or 6S on-site management. 6S on-site management is a lean on-site management activity carried out for business sites and work sites. Its activities include "SEIRI", "SEITON", "SEISO", "SEIKETSU", "SHITSUKE", "SHITSUKE" and "Safety". (SECURITY)", because the Japanese Roman pinyin of the first five contents and the English word of the latter one (security) all start with "S", so it is referred to as 6S on-site management.

In the development process of 6S on-site management, many companies regard 6S on-site management as a starting point to improve the overall management of the enterprise and enhance the corporate brand image. 6S on-site management has been extended to many aspects of corporate management. Therefore, people now refer to 6S on-site management as 6S management, which greatly expands the connotation and extension of 6S. 6S management is still developing. On the basis of 6S management, some companies add save (save) to become 7S, add service (SERVICE) to become 8S, and add customer satisfaction (SATISFICATl0N) to become 9S. Even so, the most essential thing is 5S on-site management, and the most widely used one recognized by enterprises in our country is 6S management.

--------The specific meaning and implementation key points are as follows:

1S sorting

It is to thoroughly distinguish the necessary and unnecessary things, and Disposing of unnecessary things is the first step to improving the production site. It is necessary to break through the concept of "it is useless to keep it and it is a pity to throw it away", and we must challenge the traditional concepts such as "it is difficult to make it", "it is a waste if it is thrown away", and "it may be used in the future". Always review the concept of "everything must be used". The purpose of tidying up is to: improve and increase the working area; keep the site clear of debris, keep the streets clear, and improve work efficiency; eliminate management errors such as mixing and mixing; and help reduce inventory and save money.

2S Reorganization

Quantify and position the necessary people, things, and objects that have been sorted out. In short, reorganization is the standardization of the placement methods of people and objects. The key to rectification is to achieve positioning, quality and quantity. After grasping the above three key points, you can create a layout and achieve visual management, thereby refining a method of placing things suitable for your enterprise and standardizing the method.

3S cleaning

It is to clean the surroundings of your work environment thoroughly, and if the equipment is abnormal, repair it immediately to restore it to normal.

The key point of cleaning activities is that they must be implemented according to the steps of determining cleaning objects; cleaning personnel; cleaning methods; preparing cleaning equipment; and implementing cleaning, in order to be truly effective. Cleaning activities should follow the following principles: (1) The items you use, such as equipment, tools, etc., should be cleaned by yourself instead of relying on others or adding special cleaners; (2) When cleaning equipment, focus on the equipment Maintenance and cleaning equipment should be combined with equipment inspection and maintenance; (3) The purpose of cleaning is to improve. When abnormal conditions such as oil and water leakage are found during the cleaning process, the cause must be identified and measures must be taken to improve it. , and cannot let it go.

4S Cleaning

It refers to carefully maintaining the work results after sorting, rectifying, and cleaning to keep the site in perfect and optimal condition. Cleaning is the persistence and depth of the first three activities. When implementing cleaning activities, three concepts need to be adhered to: (1) Only in a "clean workplace can high-efficiency, high-quality products be produced."; (2) Cleaning is a careful act, and it must not be just on the surface. Work hard; (3) Cleaning is a job anytime and anywhere, not before and after work. The key points of cleaning activities are: adhere to the "3 don'ts" principle - that is, don't leave unused things, don't make a mess, Don’t get dirty; not only items need to be cleaned, but workers on site also need to be clean; workers must not only be physically clean, but also be mentally clean.

5S Literacy

We must strive to improve the quality of personnel and develop the habit and style of strictly abiding by rules and regulations. Literacy is the core of the "6S" activities. Without the improvement of personnel quality, each department will An activity cannot be carried out smoothly, and even if it is carried out, it cannot be persisted.

6S Safety

It is to protect people and property from infringement, so as to create a zero-fault and accident-free workplace. The key points of implementation are: don’t lose the big for the small, establish and improve various safety management systems; train the operating skills of the operators; don’t neglect good deeds because they are small, and don’t do bad things because they are small, and all employees must participate. Eliminate hidden dangers and pay attention to prevention.