Whether the senior leaders of enterprises decide to carry out 5S activities is one of the key factors to determine the success of 5S activities. If the leaders of enterprises don't fully understand 5S and just promote 5S on a whim, then 5S activities are likely to fall into a state of self-destruction and it is difficult to carry on for a long time. Therefore, the development of 5S activities first requires enterprise leaders to make up their minds and make full preparations for long-term promotion.

Emphasis on full participation, 5S activities need full participation, and the more enthusiastic employees, the better the implementation effect of the activities. The long-term maintenance of employees' enthusiasm for activities depends largely on the willpower of top managers, which requires top managers to eliminate hesitation when deciding to launch 5S activities. In addition, enterprises can make 5S activities more colorful and attract more employees to participate actively through mobilization meetings, publishing articles in internal publications and encouraging improvement plans.

At present, many domestic enterprises have realized the remarkable effect of implementing 5S, and started to implement 5S activities on the production site. However, due to the lack of understanding or misunderstanding of 5S by employees, there are still many practical obstacles in the implementation of 5S. These obstacles mainly include: leaders don't pay enough attention to it, and 5S activities often die; Employees' participation is not high, and they think that activities have nothing to do with themselves, or even that they are an extra burden.

The continuous improvement of enterprises is to achieve the goal of lean factory and pursue the ultimate goal of "80". However, the consciousness obstacle of enterprise leaders and ordinary employees has seriously affected the successful implementation of 5S. Therefore, enterprises must carry out extensive consciousness changes internally to better implement 5S.

Second, carry out publicity and training.

In order to cooperate with the promotion of 5S activities, enterprises should also carry out some targeted publicity and training. Enterprises can encourage employees to put forward 5S slogans and slogans. The classic 5S slogan is as follows: "Everybody tidy up, tidy up the venue; The rectification is well done and efficient; Often do cleaning, the quality will be high; Maintain literacy and have a good mood every day. " In addition, enterprises can also use internal publications and blackboard newspapers to publicize the skills and key points of 5S implementation, mobilize all employees to participate in the construction of 5S activities, and can often publish articles about employees participating in 5S activities, thus ensuring the long-term persistence of 5S atmosphere.

Special training for employees is an indispensable link in the implementation of 5S activities. Because of the difference of employees' understanding, enterprises must change their brains for all employees when implementing 5S in factories, eliminate backward consciousness barriers and ensure the smooth progress of 5S.

The implementation of 5S activities needs a sufficient number of employees to promote it. Therefore, when preparing to implement 5S, enterprises should consciously select key employees from supervisors and outstanding employees at all levels, and these employees will organize and implement 5S. Through the training of key employees, they have a better understanding of the basic knowledge and implementation of 5S.

In addition to training a group of key personnel, enterprises cannot ignore the training of ordinary employees, that is, internal training. The usual practice is that the trained backbone personnel will pass on the knowledge they have learned to ordinary employees, so that ordinary employees can understand the basic knowledge of 5S, the significance and objectives of the activity. In the training process, we should pay attention to interaction and encourage employees to fully discuss and speak, so as to deepen employees' understanding of the importance of 5S and enable employees to participate in the implementation of activities with higher enthusiasm.

Third, establish a 5S demonstration zone.

In some large-scale enterprises, or enterprises whose internal employees have a weak understanding of 5S, we can gradually promote 5S through the method of 5S demonstration zone. Enterprises choose representative departments with poor hardware and many problems to try out 5S as a model area for implementing 5S activities. In this way, employees of other departments can visit the 5S demonstration area, thus promoting 5S activities to all departments of the enterprise.

For enterprises with large scale and complex organization, the role of 5S demonstration zone is very obvious and effective. The establishment of the demonstration area can unify employees' understanding of 5S activities and better play a leading role; You can encourage the advanced and spur the backward; In addition, the 5S demonstration area can also change employees' hesitation and wait-and-see attitude, enhance their confidence, and thus stimulate employees' enthusiasm for participating in 5S activities.

The main steps of establishing 5S demonstration area include: delineating the demonstration area, making the general plan of activities, training and mobilizing the personnel in the demonstration area, recording and sorting out the existing problems in the demonstration area, determining the specific plan of 5S activities, concentrating countermeasures, and summarizing and displaying the achievements of 5S activities.

Fourth, encourage employees to be brave in change.

As many lean advocates know, human nature is against change when it comes to employees themselves. Only when they are involved and the change makes sense to them will employees accept the change. The same is true of 5 s. Imagine someone doing 5S for you in your work area, throwing away what you have stored there for emergencies and putting your tools in a new area. These are all unwelcome changes. But on the other hand, I have time to look at things I don't need, put away things I need, repair the machine without oil leakage, and so on. You may be more satisfied with your working environment.

Fifth, 5S activities should be closely related to team performance goals.

Let everyone see how a good 5S can reduce the preparation time and increase the output per working hour, so as to maintain a good 5S. Lack of performance targets or neglect of targets is not a separate management problem, which needs to be solved before Lean 5S.

Sixth, regular review.

At least once a month, use the 5S checklist to check each area, publish the results and provide suggestions for improvement. A supervisor is needed to pay special attention to and reward those who perform well. Taking 5S seriously can show your attitude. Some of us have desks or workstations that are inherently messy. This usual tendency leads to disorder, because people don't pay attention to a little disorder, especially when the productivity level is good, we still have to look busy.

Toyota has not yet become the world's largest automobile manufacturer, but it has become the most profitable automobile manufacturer by paying attention to details, such as 5S. At the end of 2007, Toyota's performance is likely to prove that it is the world's largest automaker.

Seventh, 5S competition.

Publicity, training and demonstration areas are all foundations, but it is in accordance with these basic principles that the competition team can win through simple, repeated and flawless execution. For enterprise management, 5S management is as important as ensuring shoelaces are tied when running.

Eighth, corporate culture

Many times, we are just learning other people's tools, but we don't pay attention to a platform for others to realize this tool. That is, there should be a culture itself. Cultures are different, but there are some similarities: encouraging innovation, respecting employees, and so on. Therefore, in order to successfully implement 5S, we must first review our corporate culture, what advantages are suitable for implementation, what disadvantages hinder implementation, and whether there are fatal shortcomings? Generally speaking, we should do the following:

1, fully respect employees. You can do a satisfaction survey, including salary, working environment, work content, work meal, superior-subordinate relationship, employee relationship and so on. Try to satisfy employees. Although everything is not completely satisfactory, it is best not to be very dissatisfied.

2. Increase the dynamic atmosphere of corporate culture. Employees' dissatisfaction does not mean satisfaction. Many times, we can improve the relationship between employees, the relationship between superiors and subordinates and increase team spirit by adding some activities to improve the company culture. Such as group birthdays, holiday dinners, weekend sports competitions or sports activities.

3. Try not to lay off employees. Possible improvements will reduce the number of employees needed. Before you are promoted, you should make an evaluation according to the company's strategy and development, and predict the company's development and personnel needs in the next few years. Once you start to improve, try not to lay off employees, or you will be greatly resisted. You can use extra staff to help improve. You know, many companies use this basic condition to ensure success when implementing it. We learn from Japanese companies, but we can't live without them. Of course, this does not mean that everyone stays. You can lay off some of them in a gentle way before they are officially implemented, and then you need to settle down and do some cultural upgrading. Then establish a good relationship between superiors and subordinates. We must not let the relationship between superiors and subordinates really look like "superiors and subordinates", and it is best to be friends. This was crucial when I realized it before. If you become friends, they can totally believe what you say. They believe that the saved employees will not be laid off by you, so the improvement is good. So I will make progress with you.

4. Adequate education should be combined with the personal development of employees. In China, many people don't notice one thing: "I am a wage earner, and I leave if I am unhappy. Who am I afraid of? This phenomenon exists in many companies. So, what will you tell them about 5S? It's no use. It's no use talking about training! My most successful experience in the past was to communicate from their perspective. You must make them understand: "learning knowledge not only brings benefits to the company, but also charges me personally, paving the way for my better development in the future." "This sentence is very simple, many people don't understand, because in my opinion, no action means no understanding. In my experience, to reach this state: at least you need half a year to establish it.

5. Adequate training should be conducted. Many people say that their training is enough. Let me cite a phenomenon: a company, producing front-line employees, can use Plato's QC seven methods to describe their weekly homework mistakes every month and put forward suggestions for improvement. All these are recorded in the employee's work notebook and handed over to the team leader or supervisor. It is conceivable how easy it is for a company's front-line production staff to set up QC. So at that time, we were able to get many excellent QC projects at the national and provincial levels. Of course, he is willing to do these jobs, as well as the corporate culture guarantee I mentioned above.

6. The most important point: Make sure your understanding of 5S is deep enough and constantly improve. Many people say: learn by doing. You know, things often go wrong, and you can't learn well yourself. I've seen many such examples, and I didn't do them well later. He didn't even say that he didn't learn well, but blamed the employees and the environment. Before 5S: separate "want" from "don't". What's important and what's not important here requires you to have a good lean thinking to really educate employees and you can do it well. This involves the idea of JIT and the strategy of value flow. Of course, Toyota doesn't emphasize this every day, but their "want" and "don't want" things are different from yours. This is the result.