1、 外文翻译 原文 5-S PRACTICE:THE FIRST STEP TOWARDS TOTAL QUALITY MANAGEMENT Material Source: Total Quality Management; May99, Vol. 10 Issue 3, p345-356, 12p, 3 Black and White Photographs Author： Ho, Samuel K. M. ABSTRACT： It has been recognized that Japanese firms are clean and orderly. The same is true
2、for high-quality western firms. Over the last two decades, the Japanese have formalized the technique and named it 5-S practice. They believe that it is the baseline for total quality management. As the name is new to most western societies, the objective of this paper is to explain the intricacy of
3、 the 5-S so that it can be understood easily and adopted readily by those who may find the tool useful. In Hong Kong, the Government Industry Department has promoted 5-S practice since 1994. Many seminars and workshops have been conducted and they were all very well received by the business communit
4、y. As a result, the Department commissioned a 5-S Practice Workbook with 10 successful case studies from the manufacturing, services and public sectors. The experience will also be shared in this article. Introduction 5-S practice is a technique used to establish and maintain a quality environment i
5、n an organization. The name stands for five Japanese words: seiri, seiton, seiso, seiketsu and shitsuke (Osada, 1991). The technique has been practised in Japan for a long time. Most Japanese 5-S practitioners consider the 5-S useful not just for improving their physical environment but for improvin
6、g their total quality management (TQM) processes as well. Apparently, the 5-S can help in all walks of life. Many everyday problems could be solved through adoption of this practice. Is 5-S practice applicable to the western world? Research by Ho (1995) has shown that the western world seldom recogn
7、izes the significance of 5-S practice, although there are indications that some companies have included some aspects of the 5-S in their routines without being aware of its existence as a formalized technique. There are many examples of successful implementation of some principles of the 5-S, especi
8、ally in the service sector organizations, such as fast-food restaurants, supermarkets, hotels, libraries and leisure centres. The difference between the Japanese and western approaches lies mostly in the degree of employee involvement. By formalizing the technique, the Japanese established the frame
9、work which enabled them successfully to convey the message across the organization, achieve total participation and systematically implement the practice. The 5-S has become the way of doing business, not only to impress the customers but also to establish effective quality processes as prerequisite
10、s for good products and services. The 5-S practice in detail Organization (seiri) Apart from throwing away rubbish, other aspects of organization are shown in the 5-S Audit Worksheet (1.1-1.10). It is worthwhile emphasizing the importance of a principle of organization called one-is-best. Examples o
11、f application include: one set of tools/stationery; one-page form/memo; one-day processing (Fig. 1), one-stop service for customers; and one location file (including local area network server for file sharing). In particular, for one-day processing, there is an ancient Chinese saying “Let todays wor
12、k belong to today“. There is a lot of virtue in this saying and it requires a combined effort of organization and self-discipline. Neatness (seiton) Neatness is a study of efficiency. It is a question of how quickly you can get the things you need and how quickly you can put them away. Just making a
13、n arbitrary decision on where things go is not going to make you any faster. Instead, you have to analyse why getting things out and putting them away takes so long. You have to study this both for the people using the things frequently and for those who seldom use them. You have to devise a system
14、that everyone can understand. Gleaning (seiso) “Everyone is a janitor“-cleaning should be done by everyone in the organization, from the managing director to the cleaner. This is why in Japan they do not need street cleaners in residential areas. Every family is responsible for cleaning the pavement
15、 in front of their houses. Therefore, what they need are rubbish collectors. The Japanese believe that while they are doing cleaning, they are cleaning their minds, too. If you have done your annual cleaning at home before the New Year, you will probably have this feeling of freshness. In an office
16、or a factory, you might start by graphing out the individual areas of responsibility. In doing this, it is important that all assignments should be absolutely clear and that there are no undefined, unallocated, or grey areas. Unless each and every person takes these admonitions to heart and accepts
17、personal responsibility, you are not going to get anywhere. Standardization (seiketsu) Standardization means continually and repeatedly maintaining your organization, neatness and cleaning. As such, it embraces both personal cleanliness and the cleanliness of the environment. The emphasis here is on
18、 visual management and 5-S standardization. Innovation and total visual management are used to attain and maintain standardized conditions so that you can always act quickly. Discipline (shitsuke) Discipline means instilling the ability of doing things the way they are supposed to be done. The empha
19、sis here is on creating a workplace with good habits. By teaching everyone what needs to be done and having everyone practising it bad habits are broken and good ones are formed. This process helps people form habits of making and following the rules. The word shitsuke originally comes from the tack
20、ing (guiding stitches) that is done before a garment is sewn properly. If accepted that way, discipline is an underlying tool in making life smoother. It is recognized by the Japanese as the minimum the society needs in order to function properly. Discipline is a process of repetition and practice.
21、Think of discipline as an integral part of industrial safety. How many people have had accidents because they forgot to wear their safety helmet, their safety shoes, or their goggles? Far too many. How many have had accidents because they stuck their hands into the machinery without shutting it off
22、first? Again, too many. It is important that everyone has the habit of obeying simple safety rules. McGregor (1960) identified two human attitudes towards work. In his Theory X, he observed that humans dislike work and would like to get away from work if possible. On the contrary, in his Theory Y, h
23、e observed that humans actually like working and they work as hard as they can to achieve results. This is the case when people are motivated to do their work. Ouchi (1981) observed many successful Japanese and US firms and found that people actually consider the organization as part of their family
24、. The staff in these companies devote so much energy and time to their work that one might think as if it is their own business. This type of devotion to work represents the scope of Ouchis Theory Z. His research shows that it applies not only to the Japanese but also to US workers. In order to make
25、 a successful and painless transition from Theory X to Theory Y and then to Theory Z, organizations should install some degree of discipline in the form of procedures and work instructions. Consequently, self-discipline should be encouraged. Finally, the employees will develop their own self-discipl
26、ine framework. The Hong Kong Governments effort in promoting 5-S practice The Hong Kong Special Administrative Region Government Industry Department was charged with the responsibility of transplanting new and useful quality management ideas into Hong Kong. In May 1994, its Quality Assurance Unit st
27、arted organizing the 5-S seminars and workshops, and the response was overwhelming. The seminar and workshops were fully booked every time, and they had to be repeated several times. From the feedback questionnaires, most participants find the sessions interesting and the live-audit useful. After 3
28、years, it came to the point that the Department decided not to continue, in order not to be accused of becoming a training organization. In December 1996, the Department appointed Sam Ho to commission the 5-S Workbook (Ho, 1997), based on the teaching materials and 10 local case studies. Feedback fr
29、om the senior executives of the 10 sampled companies is quoted as follows. CMay99，第 10 卷问题 3,p345-356,12p,3 张黑白照片 作者： Ho, Samuel K. M. 摘要： 5-S 被认可日本企业是干净和勤务兵。 同样真实对优质西部企业。 在最后二十年期间，日本人形式化了技术并且命名了它 5-S 实践。 他们相信它是全面质量管理的基准。 因为名字是新的对多数西部社会，本文宗旨将解释5-S 的复杂，以便它可以容易地被了解和由也许发现工具有用的那些人欣然采取。 在香港，政府工业部门促进了 5-S
30、 实践自 1994 年以来。 许多研讨会和研讨会举行了，并且他们是工商业界很好接受的全部。 结果，部门委任了 5-S实践工作簿， 从制造业、服务和国营部门的 10 个成功的专题研究。 经验在这篇文章上也将分享。 介绍 5-S 实践是被用于的技术建立和维护质量环境在组织。 名字代表五个日本词： seiri、 seiton、 seiso、 seiketsu 和 shitsuke (Osada 1991)。 该技术已在日本实行了很长的时间。多数日本五常从业人员认为有用的不只是为改善他们的物质环境，但为改善他们的全面质量管理（ TQM）的进程五常以及。显然， 5 - S 能帮助 各行各业。许多日常问题
31、可以得到解决，通过采用这种做法。 5 - S 的做法适用于西方世界？ 由 Ho 的研究 (1995)表示，西部世界很少认可 5-S 实践的意义，虽然有指示有些公司在他们的惯例包括 5-S 的有些方面，不用知道它的存在作为一个形式化的技术。 有 5-S 的有些原则的成功的实施的许多例子，特别是在服务部门组织，例如快餐餐馆、超级市场、旅馆、图书馆和休闲中心。 日本和西部方法之间的区别主要在程度在雇员介入。 通过形式化技术，日本人建立了顺利地使他们表达横跨组织的消息的框架，达到总参与和系统地实施实践。 5-S 成 为了做生意方式，不仅打动顾客，而且建立有效的质量过程作为前提对于好产品和服务。 5 -
32、 S 的详细做法 组织 (seiri) 除了垃圾扔掉，组织等方面都显示在 5 - S 的审计工作表。这是值得强调的一个原则的重要性的组织，叫做 一，是最佳的 。应用实例包括：一组工具 /文具 ;单页的形式 /备忘录，为期一天的处理，一站式客户服务，以及一个位置文件（包括本地文件共享网络服务器） 。特别是，对 一天处理 ，有一个古老的中国话说：“让我们今天的工作属于今天。”有很多是一种美德这句话，它需要的组织和自律相结合的努力。 整洁 （ seiton） 整洁是一种效率的研究。这是一个你很快就能得到你需要的东西和你很快就能把它们清除的问题。只是让一个在事情是不会让你有更快的武断的决定。相反，你要
33、分析为什么得到的东西出来，把他们离开这么久。你必须学习无论对经常使用的东西，谁的人很少，对那些使用他们这么做。你必须制定一个系统，每个人都可以理解。 清扫 (seiso) “大家是看门人” -应该由大家完成清洁在组织，从擦净剂的总经理。 这就是为什么在日本他们在住宅区不需要清道夫。 每个家庭负责清洗在他们的房子前面的路面。 所以，什么他们需要是垃 圾收藏家。 日本人也是相信，当他们做着清洗时，他们清洗他们的头脑。 如果您在新年之前在家做了您的每年清洁，您大概将有生气勃勃的这种感觉。 在办公室或工厂，你可能开始绘图了责任的个别地区。在这样做的，重要的是，所有的作业应该是绝对明确，不存在任何不确定
34、的，未分配，或灰色地带。除非每个人的心将这些告诫，并接受个人的责任，你是不会取得任何进展。 标准化 (seiketsu) 连续标准化手段和一再维护您组织，整洁和清洗。 同样地，它接受个人清洁和环境的洁净。 这里重点在视觉管理和 5-S 标准化。 创新和共计视觉管理被 用于获得和维护规范化的情况，以便您能迅速总是行动。 素养（ shitsuke） 纪律意味着灌输他们的做事都应该是这样做的能力。这里的重点是创造一个良好的生活习惯的工作场所。以教学大家需要做什么让大家都练了坏习惯，打破和良好的形成。此过程有助于人们形成的制定和遵循的规则习性。 这个词最初来自 shitsuke 套结（指导针），是做服
35、装的缝前正确。如果接受这种方式，纪律是一个使生活变得更顺畅的基本工具。这是公认的日本社会的最低需要，以正常工作。 纪律是重复和实践的过程。纪律看作一个工业安全的组成部分。有多少人有意外 ，因为他们忘了戴安全帽的安全，他们的安全鞋，或他们的护目镜？太多了。有多少意外，因为他们伸进机器没把它关了第一个自己的手中？同样，太多了。重要的是，每个人都有服从简单的安全规则的习惯。 McGregor (1960)辨认了对于工作的二个人的态度。 若可能在他的理论 x上，他观察了人反感工作，并且希望得到远离工作。 相反，在他的理论 Y，他观察人象工作 和实际他们一样努力工作，象他们可以达到结果。 当人们被刺激完
36、成他们的工作时，这是实际情形。 Ouchi (1981)观察了许多成功的日本人和美国企业并且发现作为他们的家庭一部分，人们实际上考虑组织。 职员在这些公司中非常致力能量和时间于一个也许认为的他们的工作，好象它他们自己的事务。 工作的此种热爱代表 Ouchi的范围 ; S 理论 Z。 他的研究表示，它适用不仅于日本人，而且在美国工作的人。 为了使从 X 理论和无痛的成功过渡到 Y 理论，然后到 Z 理论，组织应该安装一些学科的程序和工作指导的形式程度。因此，自律应该 得到鼓励。最后，员工将开发自己的自律的框架。 香港政府的努力 ,促进 5-s 实践 香港特别行政区政府工业署负责移植新和有用质量管
37、理理念香港。 1994年 5 月 ,其质量保证股开始组织 5-s 研讨会和讲习班 ,反应非常热烈。 这次研讨会和讲习班每次排满 ,他们再好几倍。 从调查问卷的反馈 ,大多数与会者找到会议有趣和活审计有益的。 在 3 年以后，它来到部门决定不继续的点，为了不被指责成为训练组织。 在1996 年 12 月，部门任命山姆 Ho 根据教材和 10 个地方专题研究委任 5-S 作业簿 (Ho 1997)。 如下引述从 10 家被抽样的 公司的高级主管的反馈。 C&K 系统有限公司 (安全系统制造商 ) 在 C&K,我们一直关注 (原文如此 )对我们的产品质量和质量的工作生活的雇员。 在过去几年 ,我们发
38、现 ,5-s 可以和已交付 (原文如此 ),我们想要的。 不只是我们的产品现在考虑我们的客户成为世界一流 ,而且我们的员工享受愉快的工作环境和欢乐。 此外 ,我们有很多工作人员平均不到化率在我们的中国工厂。 中央纺织有限公司 很多人会认为纺织是纺织 ,我们永远不会清洁的电子行业。 然而 ,通过我们的决心和一致的努力 ,我们一直试图使不可能成为可能。 今天 ,清洁和 整理做事全钟在中央纺织业。 我们发现 5-有用 ,我们不断改善和追求卓越的品质。 CKFC 建筑有限公司 香港建造业最 (原文如此 )是根据非常低利润由于竞争性质的现行招标制度。 头发 -分差额利润和损失是 (原文如此 )在很大程度
39、上决定了我们公司可以举办、标准化和纪律我们的日常活动。 我们已经找到 5-s 帮助我们达到质量和服务需求 ,我们的客户。 电脑产品亚洲有限公司 (制造商的电脑电源 ) 目的是提高生产力在讲习班 ,包括质量、成本、运送、安全和士气 ,计算机产品亚洲 -太平洋有限公司 ,还经营的权力转换亚洲 -太平洋 (pcap)推出了 5-s实践的现场。 5S 已建立的基础 ,刚刚在制造业和全面优质管理。 我们实施我们 5-S 方案彻底、积极、严格 ,不断地和成功。 通信服务有限公司 (附属的香港电讯有限公司 ) 取消管制与个人通讯系统在香港 ,我们要改善我们的服务不断为了竞争的最佳球员。 我们发现 ,5-S
40、有助于我们很多提供一个强大的工具举办我们的服务活动 ,并预测的市场形象 ,为我们的产品和服务 ,我们的客户。 电器及达有限公司 (印刷电路板制造商 ) 一个直接的好处 ,实施 5-S 方案是 ,我们有很大的改善工作环境 ,我们的工作人员。 更重要的 是 ,执业 5-s 加强沟通的电器及达雇员和我们的精神的问责制。 香港房屋委员会 -维修司 5-S 是一个简单而有效的工具以提高生产力 ,更好地管理的工作环境。 由于大量的工作以及数据处理维持司 ,有必要通过一项系统的方法 ,举办信息和管理我们的行动 ,以便提供更好的服务公屋居民。 使用 5-s 技术提供了坚实的基础实施的质量管理系统在维护司。 九广铁路公司 -东铁路机车车辆署 5S 奠定了基础 ,我们高质量的方案 ,使我们能够不断改善我们的客户。 工作人员可以很容易理解的简单和有效的工具在 5-s 和应用在日常工作 ,改进的成果 。 此外 ,实施 5-s 提供了一个愉快的工作环境 ,有利于工作人员的士气和生产力。 崇光百货有限公司 (日本百货 ) 我们的目的是最佳的经营百货公司在香港和其他地区。 为了实现这一点 ,我们完全致力于提供高质量的产品和服务 ,我们的客户。 我们的经验 ,日本已证实 ,5-s 做法是一个非常有用的工具为我们提供一个愉快和客户为中心购物环境 ,使购物在崇光百货一个完全令人振奋的新经验。
