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Generally, companies are familiar with 6S management, but when they hear about 6S designated location management, they seem completely confused. What is 6S fixed-position management? According to Hua Tianmou 6S management experts, 6S systematic management is an important means of achieving civilized production and a vital component of food safety and hygiene management. It involves studying the relationship between people and objects in the production area, and arranging these objects in fixed positions according to the requirements of the manufacturing processes. The goal is to integrate people, processes, and the production environment into a cohesive whole, thereby enabling scientific and standardized management of the production site. In essence, this approach involves completely removing items that are in state C from the production area, ensuring that items in state A remain there permanently, and improving those items that are in state B so that they can reach state A as well. Its effects are as follows: it improves the environmental conditions for safe, hygienic, and civilized production, helps to enhance the quality of food safety and hygiene, increases production efficiency, facilitates safe production, promotes improvements in management standards, boosts the economic benefits of enterprises, and contributes to the improvement of employees’ professional ethics and cultural competence. Case study on 6S fixed-position management: To promote civilized production at our company’s manufacturing sites, establish good production order, ensure the quality of foods such as pastries, bread, and mooncakes, improve production efficiency, achieve safe production, provide excellent GMP conditions for food production, and foster a high level of spiritual civilization. To this end, this 6S designated location management system has been specifically formulated. I. 6S Organization Management System 1. Under the direct supervision of the General Manager, the deputy head of the HACCP team together with the human resources department are responsible for promoting 6S organization management throughout the company, with each relevant department assuming its own specific responsibilities in this regard. 2. Each workshop and department shall assign one part-time 5S manager to carry out 5S management tasks. 3. On a monthly basis, the deputy head of the HAPPC team together with the human resources department evaluate the company’s 6S organization and management practices, and link these evaluations to rewards and penalties. 4. The deputy head of the HAPPC team, together with the personnel administration department, assigns staff to conduct regular inspections (in principle, twice a month) in various workshops and departments to check the status of proper placement of items. The results of these inspections are recorded and compiled, then submitted to the company’s performance evaluation team as a basis for assessment. II. Types of Standardized Placement Based on the actual conditions of the company, standardized placement can be divided into four categories: 1. Regional 6S standardized management. Regional standardized placement involves dividing the production area into several zones, with specific areas designated for each type of item; this approach enables operators to handle items that have accumulated in their respective zones promptly, through the implementation of regional responsibility systems. ⑴ Areas designated on-site: Depending on the different production processes, areas such as finished products, semi-finished products, packaged goods, auxiliary materials, raw materials, qualified products, unqualified products, areas awaiting inspection, production tool boxes, containers, and drinking water areas for operators can be established. ⑵ Each area is indicated with standard symbols; different colors can be used to distinguish them – qualified areas (green), unqualified areas (red), and areas awaiting inspection (yellow). 2. 6S organized management in warehouses: In addition to keeping the warehouse clean, orderly, and safe, items stored there, transportation tools, measuring equipment, fire-fighting facilities, etc., must all be placed in their designated positions as specified. ⑴ Mark the passageway lines clearly; no objects shall be piled up within them to ensure the passage remains unobstructed. ⑵ Set up qualified areas, unqualified areas, areas awaiting inspection, and temporary holding areas (for quality checking and logistics adjustment). ⑶ Toxic, hazardous, valuable, flammable, and explosive items must be stored in designated locations. ⑷ Set up various information signs and accounts, and standardize their placement. 3. 6S organized management in the office: Office equipment (desks, filing cabinets, etc.) as well as items for daily use and hygiene (teacups, clothing, etc.) must all be placed in designated locations. Documents that require immediate attention need to have special storage areas assigned to them. Organized layout diagrams and storage flowcharts for various types of documents should be created, with rules established regarding the storage period and archiving deadline for those documents. Information labels indicating the responsible person for each item also need to be in fixed positions. 4. 6S standardized management of tool cabinets: A placement diagram must be designed for each tool cabinet, and this diagram along with tool cards should be attached to the inner wall of the cabinet door. The arrangement of items in tool cabinets used for the same type of work or in the same processing steps must be standardized. III. Layout Requirements 1. Layout requirements for the workshop. Related items. ⑴ Thoroughly eliminate items that are not related to production. ⑵ The machines, toolboxes, measuring instruments, production tools, transportation equipment, etc., used by various process teams in production must be placed in designated locations. ⑶ The on-site operator positions themselves according to the location of the machine. ⑷ Fixed positioning inside the wardrobe. ⑸ Design the layout diagrams for the workshop and work teams. ⑹ Place the layout diagram for each floor at the entrance. ⑺ The tools in the cabinet must be arranged in fixed positions. ⑻ The workshop can formulate specific implementation rules based on the actual conditions of its department. ⑼ Create a quota table indicating the number of fixed components. ⑽ CCP point fixed. 2. Requirements for the layout of warehouses and offices ⑴ Designate an area for fire-fighting equipment. ⑵ Set up the measuring instrument area. ⑶ Fixed positioning for various types of trolleys. ⑷ Design the layout diagrams for the warehouse and offices and place them at the entrance. ⑸ Stored items should be kept in relatively fixed locations, with a ledger of those locations maintained.