How to carry out 5S on-site management in workshop teams?

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　　How should 5S on-site management be implemented in workshop teams? The foundation of team on-site management is 5S management, namely sorting, organizing, cleaning, standardizing, and discipline. Effective on-site management requires 5S management, as it helps to standardize employees’ behavior and improve the overall quality of the company. How should 5S management be promoted? The following are the methods for implementing 5S management in workshops and teams, as summarized by Hua Tianmou’s 5S consulting experts. 　　I. 5S Management – Sorting (SEIRI) Definition: Identify useful and unnecessary items in the workplace, and remove the unnecessary ones from it. 　　Purpose: To create “space” and reduce waste in factories, workplaces, and storage facilities. 　　5S Management in Workshops Key Points for Implementation: 1. Conduct a thorough inspection of all items in the work area, including those visible and those not visible. 　　The scope of inspection in the workplace includes the following: items on the workplace floor – equipment, facilities, and tools; transportation devices such as trolleys, carts, and forklifts; finished products, semi-finished products, defective items, as well as raw materials and auxiliary materials; cardboard boxes, containers, and miscellaneous items that are not used for a long time. 　　Items on the workbench: consumables such as cotton yarn and gloves; tools such as screwdrivers and wrenches; personal items such as water cups and food bowls; documents such as drawings and work instructions. 　　Items on the material rack: raw materials and auxiliary materials, unused materials, scrapped materials, and other non-material items. 　　Wall surfaces at the work site: promotional slogans, signs, wiring, piping, etc. 　　In short, anything on the work site is something that we need to inspect and organize. 　　2. Determining the usefulness of items on site 　　Based on the usage status of the items present, establish criteria for what is necessary and what is not. Use these criteria to assess the items available on site, separate those that are needed from those that are not, and create a list of items to be removed. 　　1) Investigate the frequency of use of the items, and determine their storage locations and disposal methods, as detailed below: 2) Establish waste disposal methods. Establish a recycling system for waste materials; develop methods for handling them such as recycling, transfer, incineration, and landfilling, form waste management teams, and reduce the generation of waste. 　　3) Conduct regular self-inspections of the items at the work site to check whether there are any unnecessary items left in the designated area; whether the wiring and piping are in disarray; whether products or tools are placed directly on the floor; and whether waste or unwanted items are properly sorted and collected in the designated areas according to the established procedures. 　　II. 5S Management – Seiton Definition: Arrange useful items neatly in accordance with rules and label them. 　　Purpose: To keep the workplace clear at a glance; reduce or eliminate the time spent searching for items; eliminate accumulated items. 　　Key implementation points: 1. It is necessary to carry out the organization work from the previous step. Failing to carry out organizing tasks not only wastes space but also results in waste as parts or products become unusable due to aging or expiration. Items that are not needed take up space, and managing them further leads to additional waste, such as the time spent on inventory management or inventory counts. 　　2. Arrange the process and determine the placement location. The three-principle approach of defining items, locations, and quantities should be used to determine where items on site should be placed, with attention to the following points: 1) Determine the placement location based on the \"criteria for determining placement based on frequency of use\" outlined in the organization process; in principle, 100% of items should have designated storage locations. 2) The basic principles for arranging processes include the comprehensive principle, the shortest distance principle, the process-oriented principle, the three-dimensional arrangement principle, as well as the principles of safety and satisfaction. 3) Only necessary items should be placed near the production line, with a stacking height of around 120 cm; hazardous items must be stored in designated areas. 4) Defective containers should be removed promptly, and paper-based items should not be kept in humid areas. 5) Items that cannot be placed in their designated locations should be marked with a \"temporary storage\" sign, indicating the reason, the duration of storage, the person responsible, and the estimated time until they can be moved to their proper place. 　　3. Specify the method for placing items. When specifying the methods for storing items, the following points should be taken into account: 1) The storage method should be determined based on the category and shape of the item; items must be stored on a first-in, first-out basis. 2) In principle, items should be stored in a parallel or perpendicular manner, without exceeding the specified limits. 3) Areas where hazardous items are stored must be isolated. 4) Cleaning tools should be stored in a hanging manner. 5) If necessary, assign a person responsible for the items and use inspection sheets. 4. Identification and management of items: 1) Identification of machinery and equipment: The information to be identified includes name, model, place of origin, management number, person in charge of management, users, warnings, status (inspection date, expiration date, qualified/unqualified, approved for use), etc. 　　2) Product identification 　　Identification details: name, category, model, supplier, management number, quantity, status (good product, defective product, repairable product, prototype, etc.). 　　Identification methods: instructions, stamps, signboards, etc. Bottom. 　　3) Job identification 　　Identification contents: job status (job started, job interrupted, job completed), inspection status (pending inspection, pending judgment, rejected and requiring rework, scrapped, approved), job type (stamping, welding, surface treatment, assembly), etc. 　　Identification methods: process cards, instruction sheets, stamps, signage, etc. 　　4) Environmental identification: Channels: Identifying sidewalks, vehicle lanes, fire exits, and special passages, etc.; Areas: Office areas, work areas, inspection areas, defective areas, smoking areas, etc.; Facilities: Electrical circuits, water pipes, gas pipes, oil pipes, fire-fighting equipment, etc.; Environmental identification is generally achieved through colors and various signs. 　　5. Label all items at the production site. The identification of items should be combined with visual management methods. In principle, items and the locations where they are placed are identified one-to-one. Common identification methods include signs, labels, display boards, etc. 　　6. Marking and positioning at the work site. 　　There are four methods that can be used for marking positions: 1) paint, 2) tape, 3) tiles, 4) railings. Colors can be indicated using the following methods. 　　1) Yellow: General passages, area markings. 2) White: Working areas. 3) Green: Material storage areas, finished product areas. 4) Red: Areas for warning about defective products, as well as areas under safety control. 7. Sorting and organization should achieve the following three objectives: 1) The result of sorting and organization should be such that anyone at the production site can immediately retrieve the items they need; 2) It is necessary to consider the perspective of new employees and those from other sites, so as to make it clearer where each item should be placed. 　　3) Find a way to enable items to be taken out for use immediately, and to allow them to be easily returned to their original place after use; it should also be possible to detect any failure to return them or misplacement right away. 　　III. 5S Management – Cleaning (SEISO) Definition: Remove dirt from the work area and prevent the recurrence of contamination. 　　Purpose: Remove dirt and keep the area clean and bright; bring issues to the surface. 　　Key implementation points: 1) Establish cleaning responsibility areas. Using the floor plan of the production site, identify each responsibility area and its responsible person; for public areas, a rotating shift system can be adopted. 　　2) Perform routine cleaning to remove dirt. Specify the contents of routine cleaning and determine the timing; any issues identified during the cleaning process should be addressed and improved. For example: falling ceilings and walls; damaged floors; cleaning must be done carefully, with a commitment to keeping no dirt present; cleaning tools themselves should be kept clean and in their proper places. 　　3) Investigate the sources of pollution and eliminate them. There are two methods to eliminate pollution sources: elimination and collection. 　　4) Establish cleaning standards as guidelines. The factors to consider when establishing cleaning standards include: the area to be cleaned; cleaning methods and key points; required standards; frequency; timing; cleaning tools to be used; duration of use; and the person responsible. 　　Cleaning should ensure that the area is free of trash and dirt; although it has been organized and tidied up so that needed items can be accessed easily, the items taken out must be in a condition that allows them to be used properly. 　　IV. 5S Management – Cleaning (SEIKETSU) Definition: Maintaining the results achieved through sorting, organizing, standardizing, and cleaning, and institutionalizing and standardizing them. 　　Purpose: To maintain results through institutionalization and identify abnormalities. 　　Key implementation points: 1) Carry out the work related to the first 3S. Fully implement all the actions related to the first 3S, make full use of promotional efforts, and maintain a positive atmosphere for the activities. The first 3Ss are actions, while cleaning is the result – that is, the state that results from sorting, straightening, and cleaning. 　　V. 5S Management – Discipline Definition: Everyone operates in accordance with rules and procedures, develops good habits, thereby becoming well-mannered individuals. 　　Purpose: To improve the “quality of people” and cultivate individuals who are meticulous and conscientious in any task. 　　Significance: The core of 5S management activities is to strive to improve employees’ personal qualities, help them develop good working and living habits and attitudes, enable them to enhance their personal standards through the practice of 5S management, and progress together with the company.