波导客户管理系统 工厂5S.pdf

波导客户管理系统波导客户管理系统 波导员工波导员工 与合作伙伴与合作伙伴 工厂工厂 5S CONTENTS 目录目录 INTRODUCTION 介绍介绍 PART 1: ORGANIZING A 5S WORKSHOP 组织一个组织一个5S车间车间 1 - Making up a group.....................................................4 成立一个小组成立一个小组 2 - Setting up the workshop............................................................5 设立一个车间设立一个车间 3 - 5S qualifications and training........................................7 5S资格条件和培训资格条件和培训 4 - How the workshop operates..................................................8 5S车间如何运转车间如何运转 5 - Spreading 5S across the site .....................................................9 通过试点来推广通过试点来推广5S PART 2: FIVE STEPS TO PRODUCTIVE HOUSEKEEPING 生产日常保养管理的五个步骤生产日常保养管理的五个步骤 1 - Eliminate..................................................................................13 整理整理 2 - Straighten up................................................................................16 整顿整顿 3 - Clean........................................................................................21 清扫清扫 4 - Standardize..................................................................................24 清洁清洁 5 - Respect........................................................................................28 素养素养 NTRODUCTION介绍介绍 The 5S method is one of the fundamentals of our system; it is our framework for progress in safety, work conditions, performance and quality. 5S是我们体系的基础之一； 它是我们在安全、工作条件、性能和质量方面取得进步的框架。

To be effective, 5S must be applied with daily attention. 5S is a good housekeeping approach that will allow us to rediscover our work area and tools, thus enabling us to optimize the way we use space and machines. 为了有效实施，5S必须被每日有意识地去应用； 5S是一个优秀的日常保养管理方法，可以使我们重新审视我们的工作区域以及工具，从而使我们能够达到使用空间和机 器的方式最佳化 The 5S method has four guiding principles: - a place for everything and everything in its place - make rules and follow them - if nothing gets done nothing improves - if we cannot do it ourselves, request assistance. 5S方法有4个指导原理： 每一个东西都有自己的放置地点并且都放在规定的位置上； 制定规则然后遵守落实； 如果什么事情都不做就什么也不能改进； 如果我们自己不能做，就请求协助。

Thoroughness, regularity and, most importantly, simplicity are the keys to ensuring that the method is successfully applied in our everyday operations. 彻底、有规律和简单 （最重要），是确保5S被 成功应用到每天操作之中 的关键 1 - MAKING UP A 5S GROUP设立一个设立一个5S小组小组 WHO TAKES PART?谁参与谁参与 The 5S group is formed in a clearly defined production area to be called the 5S zone. All of the personnel working in this zone will be involved in the 5S workshop. For production areas organized in three shifts, each shift is to work on the same 5S zone. The link between shifts will be managed by the 5S coaches (explained below). 5S小组是在一个称为5S区域中形成的，这5S区域是指被详细说明的生产区域。

在这个区域的所有工作人员将被包括在5S车间 对于有三次轮班的生产区域，每次轮班都是在同一个5S区域工作 在各班次之间的交接由5S教练管理（以后会解释） * Four to seven people per working group: Note that if a production line has 20 people per shift, staff should be divided into groups of four to seven members in each shift. This will require several coaches. 每组4-7人：注意如果一条生产线每班有20人，那么每班的人员应分为每组4-7人的几个组，这将需要几个教练 * The personnel of the zone: Although they do not actually participate in setting up the 5S workshop, zone personnel do have a vital role to play during the five phases of implementation, both on the shop floor and in progress-check meetings. 这个区域的职员：虽然他们没有实际参与设立5S小组; 但这个区域的员工,在执行5个阶段里的包括工作场所和改进检查会 议中都扮演着关键的角色。

* Workshop coaches: are not group leaders in the “command” sense of the term, but rather, “facilitators” (their job is not to give orders, but to guide group members to discover their own answers). The coaches ensure coherence among different shifts working on the same zone and liaise with the Workshop Coordinator. It should be noted that one 5S objective is to bring people in from support functions to act as coaches. 教练：并不是 “命令”意味的小组领导人，而是引路人（他们的工作不是发命令，而是指导小组成员自己去找到答 案）教练要保证这些在同一个区域工作不同班次的员工协调一致以及和车间协调者保持联络。

应当注意5S的一个目标就是培养人从维持职责到担当教练 The Workshop Coordinator: keeps the workshop on track and, at the end of each week, advises the coaches on “where we should go from here”. 车间协调者：保持车间正常发展，在每个周末，建议各位教练“从这儿往哪儿开展工作” * The Zone Supervisor: The person who normally supervises the production area corresponding to the new 5S zone absolutely must be involved. If already trained in 5S methodology, he/she leads the 5S workshop him/herself. If not, leadership is temporarily handed over to a supporting 5S Coordinator and the supervisor gets directly involved in a workgroup where he/she will discover each of the 5S steps “hands on” and learn the coaching objectives specific to each of these steps. The Supervisor is responsible for carrying on 5S at the end of the fifth step. 区域主管：与5S区域相应的产品区域的负责人绝对肯定地要参与。

如果他已经培训过5S方法，那么他/她自己可以领导5S 车间如果没有培训过5S方法，5S方面的领导权力应暂时移交给5S协调者，区域主管直接加入一个5S小组，在小组里，他/她 可以发现每一个5S步骤之间的传递和学习每个步骤中的指导目标细节管理者负责在5S第五个步骤结束时继续 5 S的工 作 2-SETTING UP THE WORKSHOP设立设立5S车间车间 OBJECTIVES OF。