What is 6S management?

6S management is the upgrade of 5S, that is, sorting (SEIRI), rectifying (SEITON), cleaning (SEIKETSU), literacy (SHITSUKE) and SECURITY. 6S, like 5S management, rises in Japanese enterprises.

1.seiri- Classify any items in the workplace as necessary and unnecessary, and eliminate everything except those that must be left behind. Objective: To make room for flexible use, prevent misuse and create a refreshing workplace.

2. Seiton)-Put the necessary items left behind in the designated location and mark them neatly. Objective: The workplace should be clear at a glance, which can save the time of searching for articles, create a clean working environment and eliminate excessive backlog of articles.

3. Seiso)-Clean the visible and invisible places in the workplace and keep the workplace clean and beautiful. Objective: To stabilize quality and reduce work-related injuries.

4.seiketsu- Carry out sorting, rectification and cleaning to the end, and institutionalize it to keep the environment beautiful all the time. Objective: To create a clear scene and keep the above 3S achievements.

5, literacy (shitsuke)-every member should develop good habits, and abide by the rules to do things, and cultivate a proactive spirit (also known as habits). Objective: To cultivate employees' good habits and rules and establish team spirit.

6, safety (security)-pay attention to the safety education of members, always have the concept of safety first, nip in the bud. Objective: To establish a safe production environment, and all work should be based on safety.

Extended data

1. Does the transformation and development of enterprises need effective management tools?

In the first 30 years after the founding of the People's Republic of China, under the leadership of the former Ministry of Foreign Trade and Economic Cooperation, China Resources Group implemented the central foreign trade policy for a long time. In Hong Kong, the company is mainly engaged in the local sales of mainland goods and the re-export of overseas goods to the mainland. It is a state-owned super-large foreign trade company.

After the reform and opening up, state-owned foreign trade enterprises gradually changed from administrative orientation to market orientation, and China Resources Group encountered the same problems faced by most foreign trade enterprises: market opening led to intensified competition in the same industry; In Sino-Hong Kong trade, processing trade quickly replaced general trade, which led to the vacillation of China Resources' traditional trade position. The scope of trade agents has shrunk, and the supply of goods and orders have lost a lot.

The trade volume of China Resources has been in a downward trend throughout the 1990s. The profit contribution of its main business trade is decreasing year by year, and the business risk is increasing.

China Resources Group must adapt to the market economy and rapidly improve its management level in the market competition environment in order to continue to develop and grow. 1999 the 6S management system of China resources group came into being and was officially used in 2000. In the past five years, the 6S management system of China Resources has undergone strategic, informational and other innovative transformations, and gradually upgraded to a comprehensive management tool including strategy, finance and human resources.

Second, the origin and main content of 6S system?

The 6S management system designed by 1999 is established to overcome many problems brought by China Resources' diversified development from trade. At that time, the hierarchical structure of China Resources Group was complex, financial management was decentralized, the decision-making power of investment guarantee was out of control, the management of similar businesses was decentralized, and the core business was unstable.

For example, many subsidiaries are engaged in real estate and hotel business; The same processing enterprise appears repeatedly in each subsidiary; Upstream and downstream products belong to different subsidiaries and so on. The 6S management system aiming at these problems takes strengthening management as the basic starting point. Specifically, the 6S management system at that time consisted of six parts:

1, profit center coding system. According to the principle of management accounting, the group and its subsidiaries are divided into several profit centers with relatively unified business (called primary profit centers), and each profit center is divided into smaller branch profit centers (called secondary profit centers, etc.). ), and numbered one by one, with clear management arrangement and convenient classification and statistics.

2. Profit Center Management Reporting System. On the basis of the coding system of profit centers, each profit center prepares management accounting statements according to the format and content uniformly formulated by the Group Finance Department.

Summarize the operating results of each profit center into the management report of the group, thus solving the management problem that the comprehensive financial statements of the group were too general in the past and it was difficult to find specific and detailed problems.

3. Profit center budget system. On the basis of the classification of profit centers, budget management will be fully implemented, and the business objectives will be implemented in each profit center, decomposed layer by layer, and finally implemented in the monthly business objectives of each responsible person. The budget is revised repeatedly from bottom to top, and finally summarized to form a comprehensive budget report for the whole group.

4. Profit center evaluation system. Different business evaluation methods are implemented for different industries where profit centers are located. Evaluate profitability, process and comprehensive ability and strengthen management.

5. Audit system of profit center. Ensure the authenticity of management report through audit, check the completion level of budget and the implementation of unified management system of the group, strengthen comprehensive budget management and improve the quality of management information system.

6, profit center manager assessment system. The evaluation system of profit center managers mainly focuses on financial performance evaluation, which evaluates managers from two aspects: management quality and professional ethics, and evaluates their current work performance, future development potential, competent positions and work suggestions.

Third, the role of the 6S system after implementation?

The 6S system was put into operation on June 5438+ 10, 2000, and played the following roles:

First, vigorously support the Group's work of cleaning up and merging too many subsidiaries, and prevent the disorderly spread of large state-owned enterprises through the coding system. After the implementation of coding, profit points can be clearly identified, and how many business units there are under the first-level profit center can be clearly seen at the group level.

For example, China Resources Cement; Some business units have market prospects and a good business foundation, so they are gradually upgraded from third-and fourth-tier companies to the group level and enter the first-class profit center sequence for key development.

For example, China Resources Power, China Resources Alcohol and China Resources Supermarket; Some businesses that do not conform to the development of the main business, have serious losses and have little significance to our holding are listed in the special asset sequence and will be cleaned up by the special asset management department.

Second, the phenomenon that the entire group's investment is out of control has been effectively stopped. According to the management reporting system and budget control system, all subordinate units only have the right to make investment suggestions, and the right to make investment decisions is in the hands of the group.

According to the requirements of strategic development and asset optimization, the Group decides the focus of capital investment. Guide the profit center to focus on how to become stronger and bigger in the main business, so as to improve the return on investment of the whole group.

Third, make financial management highly transparent and prevent most financial loopholes. Through the 6S budget evaluation and financial management report, the group decision-makers can obtain management information timely and accurately, and deepen their understanding of the actual operating conditions and management level of each profit center.

Due to the electronic systematization and transparency of financial information and strict internal audit (regular audit and outgoing audit), internal corruption and financial loopholes have been effectively prevented.

Fourthly, a new financial performance evaluation standard oriented by the capital market performance evaluation standard has been gradually formed. This evaluation system draws lessons from the commonly used methods of listed companies in Hong Kong, changes the previous manager evaluation method, reduces arbitrariness, ensures the objectivity and fairness of performance evaluation, and promotes the formation of China Resources' performance-oriented corporate culture.

Fifth, it solves the problem of how to realize the professional development of business under the management structure of diversified holding companies. Through the 6S management system, various businesses of China Resources have been rationalized, and the professional development of various businesses has been promoted on the basis of clear business. Some businesses have gradually produced synergistic effects, and new business models have begun to take shape.

The 6S management system of China Resources Group has been proved to be a very powerful management tool in practice, which laid the foundation for the gradual development of China Resources management.

Baidu Encyclopedia -6S Management

China Economic Net? China Resources Group adheres to 6S management system.