preplanning

The third step of implementing 6S management is to draw up the implementation plan and the corresponding timetable, and publish the plan so that everyone can know the implementation details. Make the timetable and progress plan as shown in Table 5- 1, so that the responsible persons and employees of relevant departments in the whole company know what work to be completed within a certain period of time, how to choose the model area, when to carry out 6S implementation in the model area, and when to hold staged exchange meetings in the model area.

Table 5- 1 6S management implementation schedule and plan

Project order

project

Implementing the 6S management agenda

65438+ October

February

March

April

May

June

..... month

1

Promote the establishment of organizations

2

Get ready.

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 enterprise can attend lectures, and most front-line workers on the scene have no chance to attend lectures.

Therefore, enterprises should explain the necessity of implementing 6S management and the corresponding contents 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 the early publicity. 6S management is actually to create a culture of pursuing excellence and a good working atmosphere. Therefore, proper publicity and campaign 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 campaign, 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 marking as an example: the width of the main channel, the width of marking, 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 fixture placement area, and the dotted line indicates the animal placement area.

The following photos are 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 come to 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, it should be noted that there must be a set of suitable evaluation standards, which should be used in different systems according to local conditions: 6S evaluation of all production sites in an enterprise should be graded according to the same site standard, while office areas should be graded 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 weighting factor: set the difficulty factor, the number of people factor, the area factor and the correction factor according to the differences in different regions, and then get the weighting factor of each department after the weighted average of these four factors, and the weighting factor of each department multiplied 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 cannot be too full", etc.). ), which makes the standard lose operability and the implementation of 6S management is in trouble. Therefore, it is very necessary for enterprises to formulate a set of feasible and scientific 6S management evaluation standards.

9. Publish grading results and 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 announce the results of the early implementation of 6S management in the next 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 will have the pressure to improve. Figure 5-2 shows an example of the release process of the results of 6S management review in an enterprise.

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 modify, and then summarize and improve. Problems will always exist, and every assessment will encounter problems. 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 to make the 6S management level of enterprises by going up one flight of stairs.

1 1. Incorporate into routine management activities.

After the implementation of 6S management for several months or even a year, the first ten steps of 6S management are gradually implemented and 6S management is gradually normalized. At this time, it is necessary to consider incorporating 6S into routine management activities. For example, some 6S management promotion months (including red card combat month and visual management month) can be introduced: 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. Then, what kind of training methods should be adopted to change employees' ideas and let employees actively participate in 6S activities? If you are the initiator of 6S activity, 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, with planning objectives, publicity and backbone training, set up a model area, conduct fixed-point photography, 6S competition and red card battle. For the department, it is necessary to set up a 6S implementation team and carry out publicity and education within the department; Everyone should fill out 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 area, 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, setting up 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 Planned 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 the premise of implementing 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 way, so as to get twice the result with half the effort. This lecture will introduce two effective tools to promote 6S management: red card combat and fixed-point photography.

Red card war

Red cards are often used in the whole implementation of 6S management, which is of great significance for finding and thoroughly solving workplace problems 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 specified time. Finally, the red card will be revoked after the acceptance by the Executive Board. Every red card battle should be recorded in detail: how many red card battles, 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 the red card operation in 6S management is to constantly find out all the things and processes that need to be improved, identify problems with eye-catching red signs, and then find and solve problems by constantly increasing or decreasing red cards.

Therefore, the red card campaign focuses on finding 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 removed.

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 four 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 what happened. By implementing 6S management and red card strategy, this enterprise has effectively strengthened its "physique" and improved its adaptability.

workshop

Problem point login

Resolved number

Unresolved number

Dissolution rate

assembly shop

5 10

500

10

98%

machine shop

425

420

five

99%

Thermal/heat 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 execution of the red card war. Each enterprise should carry out the red card operation according to its own actual characteristics and corporate culture, and specifically determine the implementation object and implementation method of the red card operation of this enterprise.

1. The goal of the red card war

The object of the red card movement is to violate the "three principles" (fixing things, positioning and quantifying), including: things that are not needed in the workplace, things that need improvement, places and things (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 what we need most and resolutely discard what we don't want, and find out what needs improvement, places and things. 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 see the unreasonable projects in the workplace intuitively and remind the staff to improve.

Thoroughly clean up

The clean-up 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, red cards can be shown 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 marked with "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 the "red card" in their 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 will be removed in time. For example, after cleaning up the messy arrangement, cleaning up the oil stains on the equipment and repairing the damaged office tables and chairs, the on-site staff should immediately remove the original "red card" to prevent the old and new red cards from being confused.

On the other hand, some problems encountered in the course of the red card battle can not be solved immediately. Therefore, the red card battle is a continuous process. In this regard, departments with red cards in their jurisdictions 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, the workplace is very narrow, and products often need to be processed by multiple departments. However, due to the excessive accumulation of semi-finished products, it is difficult to deliver products, which leads to messy and crowded workplaces and frequent accidents, which greatly affects the improvement of work efficiency.

If you are a 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, all workshops and departments 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 in charge of the site, and which 6S management regulations have been violated. In this way, the problem can be exposed clearly, and there will be 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 make employees of all departments feel a sense of accomplishment and satisfaction, 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 an orderly manner, 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 owner of an enterprise in Zhejiang decided to implement 6S management in his own enterprise. But 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 of fixed-point photography in this enterprise not effective? If there is a problem, how to improve it? Please briefly describe your idea.

See reference answer 6-2.

Summary of this lecture

At present, many domestic enterprises have realized the important role of 6S and started to implement 6S activities. However, due to the lack of understanding of 6S management by enterprise leaders and employees, the implementation of 6S management is often a mere formality. It is difficult to get good results by ignoring the process control of 6S management. Therefore, the key to 6S management is to master its implementation steps, control the management process in a comprehensive and planned way, enhance employees' confidence in 6S activities and stimulate employees' enthusiasm for participating in 6S.

Improving the awareness of all employees is the key to implementing 6S activities. Both leaders and ordinary employees should correctly understand the significance of 6S management to ensure the implementation of 6S activities. In the specific implementation of 6S management, it is very important to master effective promotion tools, so as to get twice the result with half the effort and get immediate results.

Red card combat and fixed-point photography are the most common 6S management promotion tools. Among them, the objects of the red card can be materials, products, machines, equipment, space, desks, documents, archives and so on. , but never against people; Fixed-point photography must be compared with representative photos in order to exert real pressure on departments and individuals with problems. In addition, the promotion tools of 6S management include table lookup and visual management.