How to do a good job in 6S management

The team is the most basic and active organization in the enterprise, and it is also the starting point and specific practitioner of all the work of the enterprise. The quality of the team embodies and reflects the enterprise's production, operation and management level and competitiveness in participating in the market. The quality of "6S management" in team construction will directly affect the company's social image and economic benefits, and even determine the company's reserve talent cultivation, survival and development. Therefore, it is very important to strengthen "6S management" in team building. "6S Management" has been implemented by Liu Beizhan, the mechanical team of the Ranghu Road Storage Branch of Daqing Oilfield Materials Company for nearly 5 years. Through continuous strengthening and implementation, on-site management has been greatly improved, but there are still some shortcomings. .

1 Methods to promote "6S management" in the team

(1.1) Strengthen the publicity of "6S management"

Play a leading role in the concept. As the smallest production organization and an important component cell in an enterprise, the team's fundamental status is unquestionable. Once the solid foundation is lost, everything will become a castle in the air and a mirage. The foothold of "6S management" is the team, and the terminal is every employee. To promote "6S management" in the team, we must first strengthen the publicity of "6S management" in the team, so that team members have a correct and clear understanding of "6S management", know the content of "6S management", and promote The significance of establishing a correct concept is to change unfamiliarity into familiarity, change rejection into acceptance, change passivity into active innovation, give full play to the enthusiasm and subjective initiative of employees, and promote the gradual advancement and continuous deepening of "6S management". The team is an effective carrier for the enterprise to achieve self-development and growth. Only when the "6S management" of the team is well established can the foundation of the enterprise be solid, and only when the foundation is solid can the enterprise develop.

(1.2) Strengthen the training of team leaders

Comprehensively improve the quality of team leaders and play an exemplary role. The squad leader is a participant, planner and organizer of team work. The squad leader's ability directly reflects the team's ability. It is key to choose and use squad leaders well. Whether the company's spirit can be implemented smoothly, managers are very important, and the squad leader, as the head and tail, is responsible for accurately transmitting the superior's guidance to the cells - employees and ensuring implementation, and integrating the needs of employees with the basic needs of the site. Reporting the situation to superiors in a timely manner is a bridge for two-way communication. An excellent squad leader can turn a backward team into an advanced one and emit huge energy, while a squad leader with low ability is like a sheep leading a group of tigers. The quality of the team leader directly affects the management level of the team and is related to " The success or failure and effect of promoting "6S Management" in the team. This requires the team leader to have a high sense of professionalism and responsibility. He must not only understand production, be skilled in technology, and be proficient in management, but also have a set of flexible working methods to effectively mobilize team members and form synergy. Team leaders should strengthen the study of "6S management" knowledge, master the promotion methods of "6S management", take the lead in advancement, strictly demand themselves, and play the role of demonstration and example.

(1.3) Formulate the "6S Management" goals of the team

Clear the standards and determine the implementation details. It is necessary to formulate the team according to the unit's "6S Management" implementation plan and the actual situation of the team. "6S management" promotes goals and implementation details, clarifies and standardizes standards, formulates plans, and assigns responsibilities to individuals. Implement "6S management" into every process, every position, every piece of equipment, every work office area, and every employee to eliminate blind spots and leave no dead ends.

(1.4) Participation of all members of the team

Organize all employees of the team to participate in the "6S management" together, and do not allow anyone to be outside the "6S management". Let employees do it themselves, use their brains, solve existing problems by themselves, change the working environment by themselves, and improve work efficiency. Make extensive use of improvement proposals and other methods to strengthen guidance, fully tap the wisdom of employees, and continuously innovate, improve, and deepen "6S management."

(1.5) Strengthen supervision, assessment, and evaluation

Each unit must strengthen supervision of the "6S management" of the team, incorporate 6S into the job responsibility system, and conduct regular assessment and evaluation. Link the assessment results with economic interests, and use highlight displays, exposure tables and other "6S management" bulletin boards and other forms to commend the advanced and encourage the backward. An assessment and evaluation mechanism must also be established within the team to form a positive and positive atmosphere of helping, catching up, and surpassing, and promoting the continuous deepening of "6S management."

(1.6) Continuous improvement and continuous deepening

Promptly summarize the team's "6S management" experience, continue to innovate, continue to improve, persevere, continue to optimize, and continuously deepen "6S management" so that The team's on-site management level continues to improve.

(1.7) Learn from experience, learn from each other’s strengths to offset weaknesses

Strengthen communication and exchanges with brother teams, learn from each other, learn from experience, learn from each other’s strengths, and improve together.

2 Several misunderstandings in promoting "6S management"

(2.1) Some departments believe that "6S management" means general cleaning and housekeeping, and there is a lack of understanding of "6S management" Limitations, in fact, cleaning is only one of the contents of "6S management". "6S management" includes six aspects: sorting, rectification, cleaning, cleanliness, literacy, and safety. Of course, if you can't even clean well, it's even less likely to do "6S management" well.

(2.2) "6S management" will only increase corporate costs and will not bring substantial benefits. Through "6S management", we can reduce the occupation and waste of time, space, and funds, promote savings, improve the use efficiency of space, funds, and equipment, improve work efficiency, ensure safe production, enhance corporate image, enhance corporate cohesion, and bring benefits to the enterprise. Economic benefits.

(2.3) "6S management" will only increase the burden on employees and will not bring benefits. The implementation of "6S management" is to create a clean and tidy working environment, improve work efficiency, ensure safe production and promote savings. In the early stage of the promotion of "6S management", employees will feel that their workload has increased due to sorting, arranging, sweeping, cleaning and other tasks. However, as the "6S management" progresses, they will feel the clean environment, convenient work, and convenience brought by "6S management". Improved efficiency, safety and savings, among other benefits.

(2.4) "6S management" must rely on large investment to do well. "6S management" requires a certain amount of investment, but promoting 6S must consider the actual situation of the enterprise. In addition to some necessary investments, it must be in the spirit of frugality, adapt to local conditions, and mainly rely on employees themselves to improve the working environment. It does not necessarily have to cost a lot. Invest.

(2.5) "6S management" can be carried out by surprise. "6S management" is a long-term and persevering work. It must improve the quality of employees, develop good habits, continue to improve, optimize and deepen, and ultimately achieve continuous improvement in on-site management levels.

(2.6) Enterprises will still develop without implementing "6S management". "6S management" is an important method and tool for on-site management, and on-site management is the most basic management of an enterprise. Therefore, promoting "6S management" will improve the management level and have a profound impact on the sustainable, healthy and stable development of the enterprise.

The effect of the implementation of 3 "6S Management" in Liu Beizhan's team:

Daqing Oilfield Materials Company asked Liu Beizhan's team of the Mechanical Team of Hulu Storage Branch to focus on their own construction and promote In terms of "6S management", we have implemented "five managements", namely family safety management, on-site management of personnel and post integration, humanized management, standardized management and characteristic cultural management, and achieved good results. Under the influence of the spirit of "good workers" and the leadership of team leader Liu Beizhan, the team members managed the team in an orderly manner and developed vigorously.

(3.1) Safe management of family ties is heart-warming

In order to create a harmonious team as close as a family, the team launched a "Family Affection Tips Board". The monitor determines the mood and status of employees based on the color of the heart-shaped logo posted behind their name every day. Green represents a good mood, yellow represents calmness, and red represents understanding and helping me. If someone has a red heart next to his name, he will not be assigned to a job with a high risk factor. Once, Liu Beizhan discovered that the heart shape after the name of young worker Yan Bo was red. When assigning work, Yan Bo only received auxiliary repair tasks. Liu Beizhan used his lunch break to do Yan Bo's ideological work. Before going to work in the afternoon, Yan Bo had already The logo was changed to green.

(3.2) Integrated management of personnel and posts improves efficiency

In order to maximize the role of assets and equipment, the team will place the assets and make them into cards. Whenever people walk up to the device, their eyes are drawn to the cards on the wall. It records the basic information of the person in charge and fixed assets, as well as a warm human-machine dialogue similar to "I care for you with my heart, and you care for me with safety."

(3.3) Humanized management increases friendship

The harmonious team is people-oriented and implements systems such as "rotating squad leader", "mutual inspection and mutual evaluation", and "open bonus".

In the "rotating squad leader" management, the "temporary squad leader" elected by everyone is responsible for handling the week's work and daily trivial matters. Sun Zhipeng in the class is a typical "post-80s" person. Through the management of "rotating squad leader", his sense of responsibility has been enhanced. In the "mutual inspection and mutual evaluation" management, team members conduct self-examination and mutual inspection of deficiencies through special meetings, and provide each other with suggestions and opinions. Huang Zhengbo is a young worker who is not good at talking. Through "mutual inspection and mutual evaluation" management, his communication skills have improved. In the "open bonus" management, rewards and punishments are detailed and made clear based on employees' opinions and suggestions on rewards and punishments. Once, young worker Zhang Jianyu was two minutes late for work. When he saw the monitor, Liu Beizhan, he voluntarily admitted his mistake and accepted a fine of five yuan for every minute he was late.

(3.4) Standardized management to promote development

In order to ensure the continuous development and progress of the team, the team launched the "four grasps and four creations" system, that is, to grasp the quality of party members and create a first-class team; Team building, creating a first-class team; focusing on "6S management" to create a first-class environment; focusing on safety culture, creating a first-class brand. In the management of the team that focuses on the quality of party members and creates first-class teams, the team plays the vanguard and exemplary role of party members in three aspects: first, strengthening the education of party members on party style, party discipline, integrity and self-discipline; second, establishing a responsibility system for ideological and political work; and third, strengthening the construction of the party member team.

(3.5) In focusing on team building and creating first-class team management, the team builds a strong team from three aspects

The first is to further strengthen the system construction; the second is to improve job skills based on reality training; third, further strengthen diversified incentives. In grasping "6S management" and creating first-class environmental management, the team promotes "6S management" from three aspects. First, by formulating detailed promotion methods and assessment standards to make "6S management" deeply rooted in the hearts of the people; second, through "6S management", enhance Employees work enthusiastically and improve work quality; thirdly, through "6S management", the team's corporate cultural connotation is enriched and the team's image is enhanced. In the management of safety culture and creating a first-class brand, the team promotes the development of the team from three aspects. The first is to pay close attention to safety and environmental protection work; the second is to give full play to the role of team culture. Good worker Park Fengyuan summarized the "Repair Experience" and "Repair Practice" and " "Behavioral Motto", the language is vivid, easy to understand, thought-provoking and exciting; thirdly, it establishes the concept of "full service", which plays a positive role in standardizing team management. Distinctive management fuels passion: The team insists on morning training every day, and improves the morale of the team by singing the class song "Be a good worker" and chanting the class spirit "Working is a jack, learning is a screw". At the same time, we use the slogan of "common vision" to inspire a day's work morale. After the morning training, they can always devote themselves to the day's work with full energy. By promoting the implementation of "6S management", the team members have formed a joint force, and the branch's equipment attendance rate has always remained above 95%, with annual savings of more than 200,000 yuan, effectively ensuring the smooth progress of material warehousing and material supply work. Liu Beizhan’s team has successively won many awards such as Heilongjiang Province’s “Learning Team”, “Worker Pioneer”, “Youth Civilization”, Daqing Oilfield’s “Star Five Team”, and “Advanced Equipment Management Team”. Inspired and inspired by the spirit of "good workers", Liu Beizhan's team used "6S management" to make the repair work specific to the day, to the person, and to the job, without missing any small link. Conduct self-examination at any time during work, correct deviations on your own, and achieve a transition from passive management to active work, which greatly improves work efficiency.

4 Conclusion

"6S management" is the basis of on-site management. If "6S management" is not implemented on-site, other basic management will be castles in the air. "6S management" plays a very important role in improving the on-site environment and order. An important criterion for evaluating the success of "6S management" is whether the company has created a culture that pursues excellence and details, and whether it has improved the quality of its employees. The key to implementing "6S Management" is to master its implementation steps, control the management process in an all-round and planned manner, advance steadily, avoid detours, enhance employees' confidence in "6S Management", and stimulate employees' willingness to participate in "6S Management" enthusiasm. The effective implementation of "6S management" in grassroots teams requires the serious participation of all employees in order to effectively promote the level of corporate management.