Formulation of 6S management policies and objectives

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1. Formulate a 6S management policy: As the department responsible for promoting 6S management within the company, the FANG ZHEN 6S Management Office can, by taking into account the company’s business policies and objectives as well as the current state of on-site management, organize staff to develop a 6S management policy. This policy serves to provide direction for management efforts; it emphasizes the importance of employee participation, thereby stimulating their enthusiasm and motivation. It also helps employees fully understand the organization’s policies, which in turn facilitates their implementation. II. Establishing 6S management objectives: The establishment of 6S management objectives should comply with the SMART principle, which is composed of the first letters of five English words. S – Specific and clear (Specific) goals must be concrete. By \"specific,\" it means corresponding to the employees’ job responsibilities ； By clarity, it means that the workload of the task, the deadline, the responsible person, the resources, etc., are all determined. M – Measurable: If a goal cannot be measured, it is impossible to provide direction for employees, nor can it be determined whether the goal has been achieved. Without any criteria for measurement, the actual implementers might try to minimize their workload and efforts, as there are no specific indicators specifying the level of performance expected from them. Therefore, the goals of 6S management must be quantifiable. A – Acceptable: The goal must be acceptable, meaning it can be accepted by the person who is to carry out the goal. The acceptance mentioned here refers to the executor’s sincere willingness to embrace this goal and identify with it. R – Realistic. If a goal is not feasible under real-world conditions, it is often due to an overly optimistic assessment of the current situation; in other words, the various conditions required to achieve that goal may have been overestimated, such as technical requirements, hardware facilities, and the individual capabilities of employees, resulting in unrealistic goals ； On the other hand, it may be a misunderstanding of the higher corporate goals; subjectively, it is believed that the tasks assigned to subordinates can be completed, but objectively, those goals cannot be achieved. T – Time limit (Timetable). If no time limit is agreed upon in advance, everyone will have their own idea of when the task should be completed. The manager believes that the subordinate should finish it earlier, while the subordinate thinks there’s plenty of time and no need to rush. When the manager asks subordinates to submit something, they’re often surprised. This leads to the manager becoming dissatisfied and criticizing them for poor performance, resulting in negative performance evaluations ； On the other hand, subordinates feel aggrieved and dissatisfied; their enthusiasm for work is dampened. At the same time, they also perceive their superiors as being unfair. III. Decomposition of policies and objectives: When decomposing the 6S management objectives, the objectives at the lower level must be consistent with those at the higher level, and they must be derived from the higher-level objectives. The sum of all subordinate goals should equal or be greater than the superior goal. It is very difficult to align with higher-level goals, so it is important to take measures in advance to ensure such alignment. Most erroneous situations fall into the following categories. Scenario 1: \"Top-down approach,\" with targets assigned layer by layer. Scenario 2: “Reporting style” – subordinates submit the work plan for the next phase, which is then reviewed and approved by superiors. Scenario 3: “Consultation-based approach”. The superior already has a firm plan, and then “asks for” the subordinates’ opinions. Scenario 4: The subordinate says nothing, takes on the work that belongs to him, and assumes that this is in line with his own goals. Case 5: Sometimes, misaligned goals are due to misaligned understanding. After the implementation of 6S management, each department can set its own activity objectives based on its specific characteristics. In addition, during the implementation process, quantitative goals can also be established based on the specifics of the implementation, such as the number of cases handled per person or the number of issues resolved.