Yuntianhua’s on-site “6S” management

Yes, the wind is quite strong. Our company often sets low standards, which makes it difficult for people to do their work. Most of our working time is now spent on activities like 6S implementation and cleaning. Since we started adopting 6S in our company, it seems that nearly 80% of our working time is devoted to cleaning. In my opinion, it’s unlikely for state-owned enterprises to successfully implement foreign-style 6S methods; they need to find a 6S approach that suits them and develop their own way of implementing it!

In fact, it is still the case that during the implementation of 5S, employees are not made aware of its advantages. Many companies reduce 5S to a mere formality – cleaning – and whenever there is an 5S inspection, the first thing that comes to people’s minds is cleaning. That is, many companies have still not resumed cleaning; as for organizing and sorting things, they haven’t reached that stage yet

Our company uses 7S management; we’re a bit ahead of you. Haha

6S management can improve a company’s management level, providing employees with a good working environment in which they can feel relaxed and happy!

6S management should be properly implemented in domestic enterprises, as it can have a significant impact within them.

Management drives efficiency. It is worth learning from by our domestic manufacturers*.

Could you tell us what your 7s actually are? Everyone, let’s learn about it* – thank you!

It seems that the leaders of state-owned enterprises need to come up with some new concepts every day just to show that they exist. The first half of the year was spent intensively studying the Western Pacific ； Learn DuPont in the second half of the year ； Learned TnPM last year; focusing on clean production this year ； I guess we’ll be learning 6S soon too. With all those tricks, nothing is truly one’s own. It’s humiliating just to think about it: the process package was imported from abroad ； The key core equipment is purchased from abroad ； The operating software and hardware are from abroad ； Even the concept is foreign. Why are we so obsessed with \"complete adoptionism\"? ? ? Leaders should reflect on this more.

5S management originated in Japan and has become widely adopted by Chinese companies in recent years. It represents practical approaches to on-site management, and various companies have expanded upon it by incorporating concepts such as safety, culture, and harmony, thus developing the 7S+H management approach. Still, at its core, 5S is merely one method among many, depending on the specific management systems of each company

Whether it’s 5S, 6S, or 7S, it’s important not to stop at superficiality and formality!

6S is quite useful in chemical plants, but it shouldn’t be reduced to a mere formality; it should truly facilitate operations and serve production. That is the purpose of 6S, not just to maintain cleanliness for the sake of inspections. I’ve also seen Yuntianhua’s 6S system; it’s quite good. The fact that they manage to maintain it makes it a valuable example worth learning from.

The original intention behind 6S management is good, but it has been distorted in many cases. . . . . . Instead, it adds a lot of complicated labor

Whether it’s 5S or 6S, the key is to understand its true meaning. Don’t we always talk about the need to thoroughly embrace a certain spirit? Therefore, when we learn from others’ practices, we can’t just adopt them without more. Even if we have 5S in place, if people don’t truly understand it or experience it firsthand, then that won’t do. Now we are implementing 6S, and many companies are doing the same. However, in the end, employees end up thinking of it as simply cleaning up. That won’t do. Therefore, we hope that our companies can truly adopt 5S and transform it into what we now call 6S, so that every employee can realize that 6S indeed makes production processes more convenient and improves efficiency. That is the real goal.

The key to learning experience lies not in form but in essence; by taking into account the characteristics of one’s own company, creating a management model suitable for that company is what truly solves problems

Sichuan Meifeng Chemical Co., Ltd. has been implementing 7S management for a long time. By the way: zjm3116, are you from Meifeng?

Why is 5S management needed? In factories that do not implement 5S, the messiness in the work environment is evident at a glance: garbage, oil stains, and debris stick to the floors, forming a dark layer over time; parts and boxes are piled up haphazardly, while cranes or trolleys move around in tight spaces. For another example, even the latest models of equipment that were painstakingly acquired are not maintained; after a few months, they become faulty machines. It’s unknown where the tools and measuring devices needed for use are kept, resulting in a dirty and messy environment. The employees were casual in their work, and they only adhered to the prescribed rules for the first couple of days. To change the appearance of such factories, implementing 5S activities is the most suitable approach. The best way to change the appearance of such factories is to implement 5S activities. Through 5S activities, the working environment can be improved, safe production ensured, and employee satisfaction enhanced. On this basis, high-quality products at reasonable prices can be continuously provided to customers, who can also receive the required quantities in a timely manner, thus achieving customer satisfaction. First, 5S is a silent yet powerful salesperson. 5S management can earn praise from customers for its clean factories, build trust in product quality, and attract many people to visit the factory, thereby enhancing the organization’s image ； A tidy factory will be able to attract customers’ willingness to place orders. Secondly, 5S is a powerful tool for reducing costs, as its philosophy is based on zero-based management, which helps to cut costs, minimize waste, and reduce inventory levels ； After implementing 5S, reduced waste leads to savings in production time, and of course, delivery delays also disappear automatically. Thirdly, 5S is also a driver for standardization; implementing 5S management principles in any industry creates a satisfactory workplace ； It can also foster a climate of improvement throughout the entire organization ； When employees feel they serve as role models, they will be more motivated to improve, thereby fostering a spirit of full participation in the work. Fourth, by implementing 5S activities, it is also possible to cultivate a group of managers and employees who are organized, capable, and able to manage themselves independently. 5S enhances internal communication, helps employees adopt a positive attitude and show self-discipline, thereby driving business success and improving the company’s image and competitiveness.

Eight common misconceptions about 5S. Misconception 1: Our company has already implemented 5S. The purpose of 5S is to help employees develop good habits over time; the idea that it’s unnecessary to continue implementing it once it has been done is completely wrong. 5S is an ongoing effort; there is only the present, with no concept of past or completed states. Myth 2: Our company is so small that implementing 5S is pointless. 5S activities are the foundation of on-site management and cannot be dispensed with. Furthermore, when a company is still small, it is important to help every employee develop good 5S* habits and to establish a strong 5S culture at an early stage. By leveraging the power of this culture, the behavior of new employees can be regulated, enabling them to integrate into the organization as quickly as possible. Myth 3: 5S means just keeping the work area clean. The purpose of 5S is not merely to keep the area clean; it is more important to ensure that a high level of 5S is maintained continuously in that area, and to help employees develop good 5S habits. Myth 4: 5S is only relevant to factory floors. The 5S initiative is not limited to the production areas; offices should also actively participate in it to reap its benefits. 5S is everyone’s responsibility; only with the participation of all employees and leaders taking the lead can 5S initiatives achieve good results. Myth 5: 5S activities yield no economic benefits. The contribution of 5S activities to profitability is a process that unfolds over time; business owners should focus on the long-term development of their companies. Although 5S activities do not bring immediate financial benefits, their effects can be expected if they are carried out consistently over the long term. Myth 6: I’m too busy at work to have time for 5S. Those who hold this view should realize that 5S is part of the work, and it must be treated in the same way as other tasks. Myth 7: We are in a technical field; doing 5S is a waste of time. Those who hold this view should realize that 5S is part of all work, and it should be treated with the same seriousness as one’s main responsibilities. Myth 8: It’s impossible to implement 5S effectively in our industry. 5S is suitable for all industries; it is precisely because of the various factors that cause clutter in the work area that continuous 5S practices are needed to address these issues.

Principles for implementing 5S: First, the principle of self-management. A good working environment must be created by those who work on the site themselves. As they transform the physical environment around them, they also transform their own mindset, developing an appreciation for beauty and fostering a culture of compliance with rules and high standards required in modern large-scale production. Second, the principle of running a factory thriftily: When carrying out 5S activities, it is necessary to remove many unnecessary items from the production site. Such wasteful behavior that disregards the company’s assets must be stopped, criticized, and educated against promptly; in serious cases, appropriate disciplinary action should be taken. Third, the principle of persistence: It is relatively easy to launch a “5S” initiative and create a lot of momentum to achieve noticeable results in a short period of time, but it is not so easy to keep going, to persist with it and to continue making improvements. Secondly, inspections, evaluations, and assessments must be carried out strictly and carefully, with the results of these assessments linked to the economic interests of various departments and individual employees ； Finally, it is necessary to adhere to the PDCA cycle, continuously improve the level of “5S” on site, and identify and resolve issues through inspections. Steps for implementing 5S: The first step is to establish an implementation organization. The organization responsible for promoting 5S is the same as the company’s organizational structure; the top manager of the company is the person accountable for driving these efforts. Senior managers within the organization should ideally be part of the committee, and at least the core decision-making should be in the hands of senior managers to ensure effective implementation and progress. Step 2: Formulate the policies and goals for implementation. Points to note when establishing policies: 1. They should be in line with the company’s mission ； 2. Identify the key points and convey confidence and determination to all team members ； 3. As the foundation for establishing the basic framework of 5S objectives ； 4.5 The 4.5S policy should be effectively promoted and implemented; once established, it needs to be widely publicized so that personnel at all levels can fully understand it. 5. The formulation of policies should take into account the specific circumstances of the enterprise, be inspiring, and be regularly reviewed and revised. Step three: Draw up a work plan. A plan means deciding in advance on the 5W1H. Step 4: Training – 5S training for all employees, and 5S training for key personnel (management and core staff). Judge 5S training. Conduct assessments and inspections, and summarize experiences. 5S knowledge training consists of content, items, and target values. Step 5: Promotion, awareness creation, and communication. To ensure that all employees understand and implement these practices, it is advisable to create custom implementation manuals and distribute one to each employee. Through training sessions, they can thoroughly grasp the definition, objectives, key principles, implementation methods, and evaluation criteria of 5S ； The commitment of top management and the supervision of external forces or experts. Step 6: Implement 5S on a selective basis. When advancing 5S, it’s not necessary to roll it out company-wide at once; instead, a pilot site should be selected to conduct an assessment of the entire company. Whether you bring in external experts or use internal specialists, the most important thing is to gain experience first before implementing it across the whole company. Step 7: Comprehensively promote 5S and inspections. 1. Conduct a thorough cleaning to clean every corner of the factory ； 2. The 5S initiative was fully introduced and implemented. 3. Activity inspection. Step 8: 5S Inspection and Evaluation 1. The 5S implementation team conducts regular or irregular inspections of the site ； 2. Questions and answers regarding 5S issues ； 3. Understand the implementation status of 5S in various departments on site ； 4. Praise and reward departments and employees who perform well in the activities, while exposing and punishing those with the worst performance. Step 9: Incorporate it into regular management activities. Due to differences in background, structure, corporate culture, and employee competence, companies may encounter various issues when implementing this approach. To achieve satisfactory results, it is necessary for those responsible for implementation to adopt appropriate strategies based on the specific problems that arise during the process.

No matter what the S is, as long as its best aspects are taken, it will be beneficial for the development of the company; formalism is deadly

Formalism is our common problem