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What is 6S standardized management? 6S fixed-position management is an important means of achieving civilized production and a vital component of food safety and hygiene management. By examining the relationship between people and objects in the production area, it involves organizing these objects in specific locations according to the requirements of the manufacturing process. The goal is to integrate people, processes, and the production environment, ensuring their organic combination and thus achieving 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, maintaining items in state A permanently, and improving those in state B so that they can reach state A as well. Its effects are manifested in: improving the environmental conditions for safe, hygienic, and civilized production, which helps to enhance the quality of food safety and hygiene; increasing production efficiency; facilitating safe production; boosting management standards; improving the economic efficiency of enterprises; and enhancing the professional ethics and cultural competence of employees. Case study on the implementation of 6S standardized management: To promote civilized production in our company’s manufacturing facilities, 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 supervisor to carry out 5S management tasks. 3. On a monthly basis, the deputy head of the HAPPC team together with the human resources department assess the company’s 6S organization and management practices, and link these assessments 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 organization 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 allows for the use of regional responsibility systems to ensure that operators handle items that are left in their respective zones promptly. ⑴ Areas designated on-site: Depending on the different production processes, areas such as finished products, semi-finished products, packaged items, 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 between them – qualified areas are shown in green, unqualified areas in red, and areas awaiting inspection in **. 2. 6S organized management in warehouses: In addition to keeping the warehouse tidy, 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 passage lines clearly; no objects shall be piled up within them to ensure the passages remain unobstructed. ⑵ Set up qualified zones, unqualified zones, pending inspection zones, and temporary hold zones (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 related to hygiene and daily use (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 flowcharts for storing various documents should be created, specifying the retention period and archiving deadline for those documents. Information labels indicating the responsible persons 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. Placement Requirements 1. Requirements for the placement within 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 cabinet. 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.