I want to teach you the methods of fixed position and quantification, trace management, transparent management, color management and sign board, and organize training in this process.

1. Write the "6S" manual.

When developing "6S" horizontally, it is suggested that every enterprise should compile a "6S" manual, and compile the ideas, methods, tools and specific improvement highlights in the process of "6S" implementation into a booklet and distribute it to every employee. Written by an editorial team composed of "6S" related members. For example, the case of home improvement is described in words first, and then the internal photos of the company are used to explain which part of the company is improving the case and who is improving it. As soon as employees see the photos and names of colleagues in the manual, they will be motivated and can be promoted through the "6S" manual, so improvement is an eternal method, and they should be good at using improvement to promote highlights.

2. Cultivate "6S" experts

Through this process, it is necessary to cultivate an expert team within the enterprise. In developed industrial countries such as the United States, Japan and Europe, the concept of internal experts is very strong. As a big enterprise, such as GE, GE is involved in procurement and has procurement experts, including business, materials and technology. There are quality experts, quality experts have different specialties, and there are "6S" experts. Therefore, through the introduction and implementation of "6S", it is necessary to cultivate the internal "6S" talent team.