Lean management expert.
Shanghai Songjiang Texaco Chef.
Chinese Name: Song Wenqiang
Occupation: Consultant
Graduate School: Tsinghua University
Representative Works: On-site Refined Management (Illustrated Version), Illustrated 6S Management Practice
Professional Interests: Lean Talent Development, Lean Manufacturing, etc.
Columns: China On-site Improvement Network
Personal Biography<
Master of Business Administration, Tsinghua University, Lean management expert.
Lean management, lean production, TPM equipment maintenance, QC team, 6S and other lean improvement activities consultant, senior trainer.
Working in a Korean-funded electronics company for nearly ten years, he has served as workshop supervisor, production manager, and production director, and has rich experience in on-site management.
As a consultant, she has coached companies to promote TPM equipment maintenance activities, on-site work standardization and training system construction, QC team activities, improvement proposal activities, KYT and on-site safety and zero-accident activities, 6S and visual management, etc., as well as the use of Six Sigma implementation of the key processes of the DMAIC tool for on-site improvement activities. Through rich and professional coaching experience to help customers achieve good benefits.
Having a master's degree from Tsinghua University, practical experience in management of Korean companies, and on-site coaching experience as a consultant makes Song Wenqiang an expert in on-site improvement with both strong theoretical background and rich practical experience.
Personal Publications
Song Wenqiang is the author of the books "On-site Fine Management (Illustrated Edition)", "Illustrated TPM Management Practice (Case Practice Edition)", "Illustrated 6S Management Practice" and other on-site management practical books.
Personal Articles
Song Wenqiang's column articles can be found in the "China Site Improvement Network" in the "Song Wenqiang column".
Specialties
1. Lean Production Courses:
Lean Production Practical Techniques Training
Cellular Production and Lean Improvement of Field Operations
JIT Just-in-Time (JIT) Production and Just-in-Time (JITL) Lean Logistics
Eight Tools of On-site Fine Management
2. Basic On-site Lean Management Courses:
Challenge Zero Defects - A Challenge to the World's Best Manufacturers
This course is designed to help you improve the quality of your products and services.
Challenge Zero Defects - TQM and on-site quality management practices
Realize Zero Failure - Equipment Inspection and Preventive Maintenance Management Practices
TPM - Full Participation in Equipment Maintenance Training
6S - the foundation of on-site lean management
3, Lean Talent Training Courses:
MTP - Middle Level Leader Execution Enhancement Training
TWI - grass-roots supervisors on-site management skills training
Working
1, the training, the course content to the field management of practical skills-based, trainees grouped in order to carry out the discussion, practice. The content includes a large number of cases, exercises, discussions, Q&A interaction. The course is a combination of case studies, classroom discussions, and classroom exercises.
Each course is equipped with post-test questions and post-course application assignments. The post-course exams are used to understand the students' understanding of the course. It also serves as a way to monitor the student's learning. If you want to better understand the learning effect of the students, it is necessary to carry out post-course practical application. Post-course application assignments are mainly practical applications of key points of the course content. These topics require trainees to apply them in their workplace in order to help consolidate the course content they have learned.
The content of the course adopts a "modular design" that allows customers to make "menu choices" according to their specific needs, and to combine various modules together for training.
2, consulting, the use of on-site management and consulting years of experience in the use of diagnosis, analysis, training, coaching and consulting, confirming the effect of this closed-loop management consulting approach, not only to help companies improve the site, but also to help companies to enhance the observation of on-site problems, analysis of on-site problems, the awareness of the problem of the site and the ability to solve the problem. We teach people to fish, but also teach people to fish.
Served enterprises and institutions
Automobile, machinery: Tianjin FAW Toyota, Beijing Mercedes-Benz, Beiqi Foton, Beijing Hyundai Mobis, China's Second Heavy Machinery Group, Beijing Xinghang electromechanical equipment, Shanghai Xingket, Chongqing Water Pump Plant.
Electronics, medical equipment: Wuxi Seagate, Tianjia Central Air Conditioning, Fudian Electronics Company, Shenzhen Maslan Circuit Technology Company, Ruiqi Surgical.
Steel: Chengde Iron and Steel, Wuxi Xingcheng Special Steel, Tangshan Jiujiang Wire, Shanxi Zhongyang Steel.
Power plants, electric power: Huaneng Sichuan Hydropower, Guohua Electric Power Cangdong Company, Inner Mongolia Electric Power, Qinghai Electric Power, CNNC Taiyuan Xinneng, Jiujiang Power Plant, Shandong Jiaozhou Electric Power, Hebei Cangzhou Electric Power, Zhejiang Jinyun Electric Power.
Food, chemical, material processing: Wuliangye Wine Group, CNOOC Oil Extraction Engineering Research Institute, Shandong Haikeyuan, AVIC Sanxin, Jinan Linuo Group, Tianjin Rishi Lubrication, Shandong Tianyi Chemical, Beijing Metallurgical Zhengyuan Company, Jiujiang Coking.
Garment, textile, leather: Guangzhou Gloria, Hebei Shenglun Group, Shandong Tongda Haidao new materials.
Tobacco: Guizhou China Tobacco, Hubei Tobacco Company, Wuhan Cigarette Group, Henan Tobacco Company.
Construction: Qinghai Tianhe Road and Bridge Construction Co.
Aviation, logistics: Capital Airport, Minmetals Group International Cargo Co.
Book Description
"Illustrated TPM Management Practice (Case Practice Edition)
Introduction
Book Author: Song Wenqiang.
This book focuses on the three pillars of TPM: autonomous maintenance, specialized maintenance, and equipment efficiency improvement. Among them: the second, third, and fourth chapters introduce how to carry out autonomous maintenance activities; the fifth and sixth chapters introduce how to carry out specialized maintenance activities; and the seventh introduces how to carry out equipment efficiency improvement activities.
In order for readers to be able to well understand the TPM activities of the various tools, techniques, and can quickly in the management of the enterprise management in the application of TPM this management tool, this book *** with more than eighty charts, nearly ninety tables for learning reference. At the same time, in order to facilitate readers to understand the TPM activities to promote the whole picture, the book in Chapter IX, using the entire chapter to introduce a more comprehensive enterprise to promote the various aspects of TPM activities; in the last section of each chapter to provide a case, which can deepen the understanding of the contents of this chapter; there are dozens of small cases embellish the book.
Song Wenqiang
Illustrated TPM Management Practices (Case Practice Edition) Table of Contents
Chapter 1 TPM: Total Productive Maintenance
1.1 TPM: Total Productive Maintenance for All Personnel and All Efficiency
1.2 Enhance Equipment Maintenance to Improve Production Schedules, Quality, Costs, and Safety
1.3 Control Small Defects. Prevent big failures
Chapter 2 Autonomous Maintenance: Full Participation, Timely Maintenance
2.1 The Core of TPM: Operator Employee Autonomous Equipment Maintenance
2.2 Carrying out Autonomous Maintenance, Timely Detection and Elimination of Small Defects
2.3 Case Study: How Haier Promotes the Participation of All Employees in TPM Activity
Chapter 3 Step-by-Step Implementation, Autonomous Maintenance of seven steps
3.1 The first step: equipment cleaning training, the start of the initial cleaning
3.2 The second step: the development of cleaning specifications, the implementation of equipment standardized cleaning
3.3 The third step: to improve the source of contamination and cleaning difficult parts
3.4 The fourth step: the development of the OPL activities, the total inspection training and exercises
3.5 Step 5: Formulate equipment maintenance specifications and carry out independent maintenance of equipment
3.6 Step 6: Visualize and make the inspection and maintenance more efficient
3.7 Step 7: All employees participate in on-site improvement, and independent maintenance is normalized
3.8 Case study: Nanshan Iron & Steel's TPM implementation method for independent maintenance of equipment
Chapter 4: Steady and steady, solidly advancing Full independent maintenance activities
4.1 TPM weekly meeting, weekly PDCA cycle
4.2 Stage diagnosis, step by step to promote independent maintenance
4.3 Case: Donghua Machinery TPM activities diagnosis and acceptance process Introduction
Chapter 5 to promote professional maintenance of equipment, improve equipment reliability
5.1 The first step: to carry out special training of equipment to improve professional reliability
5.1 First step : Carry out equipment-specific training to enhance the ability of professional maintenance
5.2 The second step: improve the standard system of professional maintenance, standardize professional maintenance
5.3 The third step: the implementation of professional point inspection of the equipment, timely detection of faults and defects
5.4 The fourth step: to promote the maintenance of the equipment: lubrication, fastening adjustment and replacement
5.5 Case: Beihai A day in the life of Zhang, a full-time point inspector at Beihai Iron and Steel Company
Chapter 6: Strengthening Equipment Failure Analysis and Improvement to Achieve Zero Equipment Failure
6.1 Equipment Failure Management: Failure Repair, Analysis, and Improvement
6.2 MTBF Analysis: Determine the Reliability of the Equipment and the Focus of Overhaul and Maintenance
6.3 PM Analysis: Improve Repeatable Failures and Chronic Failures
6.4Why-Why Analysis: A Simple and Practical Failure Analysis Method
6.5Case Study: Equipment Failure Analysis Process of Southern Electric Company
Chapter 7 Reducing Losses in Equipment Efficiency and Improving Overall Equipment Efficiency
7.1 Reducing Six Losses in Equipment Efficiency and Improving Equipment Utilization
7.2OEE, the Overall Efficiency of Equipment The core index of TPM activities
7.3 Focused improvement activities to solve equipment problems
7.4 Focused improvement of the six steps to realize the PDCA cycle
7.5 Improvement proposals: participation in on-site improvement, enhancement of self-management
7.6 Case: focus on the improvement of the Fudian electronic circuit board cleaning equipment
Chapter 8 TPM Promotion Points: Integrated Planning, Steady Advancement
8.1 Strong Organization, Unified Promotion of TPM Activities
8.2 Systematic Planning, Guiding Actions with Plans
8.3 Leadership Emphasis, TPM is a Handyman Project
8.4 Creating an Atmosphere, Stimulating the Employees' Motivation to Participate in TPM
8.5 Sample First, Demonstrating and Leading the Breakthrough 8.6 From point to point, comprehensive introduction and overall promotion
8.7 Inspection and assessment, maintenance and consolidation of the results of TPM improvement
8.8 Comprehensive improvement, from the equipment system to the entire production system
8.9 Case: TPM activities, the booster of Fuden Electronics' business innovation
8.10 The first step is to create an atmosphere to stimulate the employees to participate in TPM activities.
Chapter 9 Comprehensive Case: TPM, the booster of Huafeng Automobile Company
9.1 Establishment of the organization, from top to bottom, layers of responsibility
9.2 Site 6S and equipment cleaning, laying the foundation for TPM
9.3 Autonomous preservation, "our equipment, we manage"
9.3 Autonomous preservation, "our equipment, we manage"
9.4 The TPM activities are the most important part of the company's business development. /p>
9.4Professional preservation, accurate inspection, timely repair
9.5Preservation visualization, improve the efficiency and effectiveness of preservation
9.6OPL independent training, improve the ability, quality and atmosphere
9.7Creative kungfu proposal, employee-centered independent improvement
9.8Focused improvement, efficiency-centered small-group Activity
9.9 Red Card Combat, digging problems to urge rectification
9.10 Management Kanban, an important carrier of enterprise management
"On-site Refined Management (Illustrated Edition)
Book Summary
Book Author: Song Wenqiang.
The situation on the scene is ever-changing, but there are only five basic management objects, that is, the five elements of site management: people, machines, materials, methods, and the environment.
Site management of a thousand things, but only six basic management objectives: Q (quality), C (cost), D (delivery), P (productivity), S (safety), M (morale).
How to effectively manage the five elements of man, machine, material, method and environment to achieve the goals of the six QCDPSM? Through on-site refinement management.
5S, visualization of the two tools focus on improving the site's basic environment, laying the groundwork for the site of fine management;
TPM, error-proofing method, KYT training of the three tools are from a preventive point of view to achieve the machine and equipment "zero failure", product quality "zero defects", personnel safety and security.
The principle of action economy is to improve the details of the action from the point of view to enhance operational efficiency and improve delivery time;
OEC management comes from Haier, is to strengthen site control, the realization of the success of the PDCA cycle of the approach
Lean Manufacturing, on the other hand, is a fine-tuned approach to manufacturing by eliminating the seven wastes on site.
These eight tools basically cover all aspects of on-site fine management. In order for readers to better understand and apply these tools, this book presents dozens of large and small real-world cases, and uses more than a hundred pictures and forms to introduce how to apply the eight tools of fine management in a clear and easy-to-understand manner.
---Song Wenqiang
Site Fine Management (Illustrated Edition) Table of Contents
Chapter 1 Site Management Refinement: To the Details for Benefits
1.1 Four Stories to Trigger Thoughts: The Details Determine Success or Failure
1.2 Site Management: The Five Elements and the Six Objectives
1.3 Site Management Refinement: Striving for excellence
1.4 The basic process of on-site fine management: PDCA cycle
1.5 Eight sharp tools to enhance the level of on-site fine management
Chapter 2 Sharp Tools I: 5S, solidifying the foundation of on-site fine management
2.15S activities: make the production site more fine
2.2 Tidying up: the number of items optimized
2.3 Tidying up: rationalize the placement of items to create a clean and orderly site
2.4 Cleaning: standardize on-site cleaning to improve the environment and equipment
2.5 Cleaning: institutionalize 5S activities to maintain and consolidate the results of 5S
2.6 Literacy: habitualization of 5S management to form a good corporate culture
2.7 Cases: 5S activities to make the production site more refined
2.8 Tidying up: optimize the number of items to be placed on site
2.9 Tidying up: simplify the objects of on-site management
2.7 Case: Laixin's 5S model area promotion planChapter 3 Sharpshooter 2: Visualization, to create at-a-glance refinement of the site
3.1 Ground demarcation: standardized placement and passage
3.2 Signage: at-a-glance small signboards
3.3 Safety visualization: eye-catching and stimulating warning and reminder
3.4 Colors: intuitively placed and passed
3.5 Cleanliness: 5S activities institutionalized to maintain and consolidate the results of 5S
3.6 Literacy: 5S management habits, to form an enterprise culture >3.4 Color: Intuitive and Efficient Identification Methods
3.5 Shape Management: Precise Location of Objects Placement Techniques
3.6 Office Visualization: Enhancing Office Efficiency
3.7 Case Study: South China Sea Company's Visualization Specification and Advancement Plan
Chapter 4, Sharp Weapon 3: TPM Full Equipment Maintenance, Realizing Equipment "Zero Failure"
4.1 TPM: Full Participation in Equipment Maintenance
4.2 The Core of TPM: Operational Employees Independently Carry Out Equipment Maintenance
4.3 The First Step: Equipment Scavenging Training, Initial Understanding of Equipment
4.4 The Second Step: Formulation of Scavenging Specification to Promote equipment cleaning activities
4.5 Step 3: Improve sources of contamination and difficult cleaning areas
4.6 Step 4: Carry out OPL activities and general inspection training
4.7 Step 5: Formulate equipment maintenance specifications and carry out autonomous maintenance of equipment
4.8 Step 6: Visualization and efficiency of inspection and maintenance
4.9 The seventh step: full participation in on-site improvement, independent maintenance normalization
4.10 Case: Haier how to promote full participation in TPM activities
Chapter 5 Sharp tools four: error-proofing method, to achieve product quality "zero defects.
5.2 Mistake-proofing: a means of preventing quality problems
5.3 Automatic Detection
5.4 Automatic Alarm
5.5 Automatic Selection
5.6 Automatic Positioning, Automatic Alignment
5.7 Automatic Stopping
5.8 Case Study: Application of Mistake-proofing Methods in Toyota Motor Corporation
5.8 Case Study: Application of Mistake-proofing Methods in Toyota Motor Corporation
5.9 Case Study: Application of Mistake-proofing Methods in Toyota Motor Corporation
6.1 Safety: Eliminate Hidden Dangers and Achieve Zero Accidents
6.2 KYT Hazard Anticipation Training: Shift Activity for Hazard Analysis
6.3 Sources of KYT Topics: The "Shock and Sweat" Event Recording Method
6.4KYT Group Discussion and Analysis in Four Steps
6.5Five Stages of Corporate Promotion of KYT Activities
6.6KYT Action Implementation: "Finger Verbalization" Safety Confirmation Method
6.7 Case: Baoquan Circuit Board Factory KYT Activity Documentary
Chapter 7 Sharp Weapon VI: Action Economy Principle, Enhance the Efficiency of Field Operation
7.1 Action Improvement Story: Gilbreth and Brick Laying
7.2 Action Economy Principle: Improve the Action, Enhance the Efficiency
7.3 Five Principles for Improving the Action of Human Body, the Basis for Action Improvement
7.3 Human Action Improvement Principles, the basis for action improvement
7.4 Work jig improvement two principles, reduce fatigue, improve efficiency
7.5 Work environment improvement two principles, scientific layout, physical and mental comfort
7.6 Case: How to handle the UPS company to handle the most rapid delivery?
Chapter VIII Sharpshooter VII: OEC management, to achieve the refinement of the daily control
8.1 Haier OEC management method: the day to day, the day clear day high
8.2 OEC management method of one of the three major systems: the target system
8.3 target system of the tool: the general ledger, ledger, ledger
8.4 OEC management method The second of the three systems: daily clear control system
8.5Tools of daily clear control system: daily clear column, 3E card, daily clear table
8.6The third of the three systems of the OEC management method: incentive system
8.7Tools of the incentive system: SST (Solicitation, Claims, Tripping) mechanism
8.8Daily operation of OEC management: one account, three tables
8.9 Case: OEC management in the quality management of Haier refrigerators
Chapter IX Sharpshooter VIII: Lean Production, refined manufacturing
9.1 From "Toyota Production System" to "Lean Production "
9.2 Eliminate the seven wastes, realize the concept of lean production
9.3 Pull production: the right time, the right amount, the right thing
9.4 Kanban: a typical tool for pull production
9.5 Streamlined production: the layout of the realization of lean production
9.6 Cellular production layout: the best application of streamlined production
9.6 Cellular production layout: the best application of streamlined production
9.7 Streamlined production: the best application of streamlined production
9.8 Cellular production: the best use of streamlined production
9.7Case: Canon's cellular production method
Chapter 10 Comprehensive Case: A Chronicle of Fine Management at Huafeng Automobile Company
10.15S Management Lays the Foundation for Autonomous Management on the Site
10.2 Visualization Assists in All-around Fine Management on the Site
10.3 Pull Production and Kanban System
10.3 Pull Production and Kanban (Kanban) system to achieve zero inventory
10.4 U-type unit production layout to enhance production flexibility
10.5 Andon (Andon) and other self_chemical error prevention method to reduce product defects
10.6 Full participation in the TPM, "our equipment, we manage"
10.6 All staff to participate in TPM, "our equipment, we manage"
10.7 TPM is the first time in the world that a company has been able to achieve the goal of "zero stock".
10.7Operational action optimization to improve operational efficiency
10.8 "Creative proposal activities" to promote full participation in on-site improvement
10.9KYT danger anticipation safety activities to promote safety and production of zero accidents
The Illustrated 6S Management Practices (China Practical Edition) Introduction
Book Description
Book author: Song Wenqiang.
China is a manufacturing country, since the reform and opening up, especially after entering the twenty-first century, the trend of Made in China swept the world. The label of "MadeinChina" is all over the world. For manufacturing enterprises, 6S management has become synonymous with on-site management mode.
In Japan, 5S management as the economic takeoff of one of the two industrial magic weapon is exceptionally respected; in China, 5S as the outstanding means of enterprise site management, is more and more enterprises cognitive, recognized, and gradually formed with China's local characteristics of the 6S management system. 6S has gradually become an indispensable part of the groundwork of Chinese enterprises, whether in the production site or in the office, 6S is the most effective way to improve work efficiency and improve the quality of life.
6S is an effective means to improve work efficiency, reduce costs, minimize waste, improve morale and increase competitiveness.
6S management is no esoteric theory, the tools and methods used are simple and easy to implement, but the requirements in the promotion of the process of meticulous and persistent.
The author was once engaged in production management in Korean enterprises for nearly a decade, by the 6S spirit of inculcation and influence is very deep. Later on, I was engaged in coaching and training for the improvement of production site management. In the process, on the one hand, to help enterprises to implement 6S feel happy, at the same time, but also for many domestic enterprises in the system to promote the 6S management and regret not to get the hang of it.
Therefore, the author has developed the idea of sharing 6S knowledge and experience with more enterprise colleagues. Now, the years of practical experience and the process of using a variety of tools, methods, forms, etc. to systematically summarize, written into this book.
The author hopes that this easy-to-understand and practical book will provide a solid foundation for enterprises to build a 6S building and add bricks and mortar to the building, and raise it to a higher level.
This book focuses on the 6 S's (Sorting, Straightening, Sweeping, Safety, Cleaning, and Quality) as an axis, and provides a detailed introduction to each stage of the activity, including: the steps, tools, and methods used to promote each stage of the activity; and the problems encountered at each stage and the countermeasures to solve them. For each stage, there are many practical cases, and a large number of pictures and forms to introduce how to implement 6S activities in a clear and easy to understand. At the end of the book, it also analyzes the key points of the implementation of 6S and the misunderstandings of the enterprise.
This book can be used by managers, field personnel, consultants, and trainers as a practical reference or training material.
If there are any errors or inaccuracies in this book, we hope that the readers will understand and kindly correct us.
----Song Wenqiang
Illustrated 6S Management Practices (China Practical Edition) Table of Contents
Chapter 1: Introduction to 6S
1.1.16S Activity: The Basis of On-Site Management
1.2 Implementing 6S to Make the Manufacturing Site More Excellent!
Chapter 2 The First S: Tidying Up
2.1 Tidying Up: Distinguish between Necessary and Unwanted Items
2.2 On-site Inspection: Mouse and Cockroach Inspection Method, After-hours Inspection Method
2.3 Determine Unwanted Items Criteria: Frequency of Use, Rule of the Drawer
2.4 Dispose of Unwanted Items: Set up Staging Areas and Re-use Areas
2.5 The core tool of the organizing stage: red card operation
2.6 Problems in the organizing stage and their countermeasures
2.7 Case: Oriental Automobile Manufacturing Company's "6S organizing" activities
Chapter 3, the second S: tidying up
3.1 Tidying up: neat placement, clear marking
3.1 Tidying up: neat placement, clear marking
3.2 The first S: tidying up. 3.2 Fixed-position management: fixed quantity, fixed position
3.3 Three-dimensional placement: space-saving, easy to access
3.4 Fixed-capacity placement: neat, efficient
3.5 Trace management: clear, easy to put back in place
3.6 First-in, first-out: optimize inventory, quick access
3.7 Problems in the Reorganization Stage and Countermeasures to Solve Them
3.8 Case Study: Nanhai Company's Action Plan for Organizing and Reorganizing Toolboxes
Chapter 4: The Third S: Sweeping
4.1 Sweeping: Keeping the Work Site and Operating Equipment Clean and Bright
4.2 Sweeping Responsibility: Publicly Declaring It
4.3 Sweeping Standards: Sweeping Work Instruction Book
4.4 Cleaning environment: leave no dead corners, clean at any time
4.5 Wiping machines and equipments: checking the condition of the equipments while cleaning
4.6 Cleaning tools: neatly placed and within easy reach
4.7 Inspection of the cleaning results: paying attention to the details and corners
4.8 Improvement of the source of pollution: managing the pollution at the source
4.9 Problems in the cleaning stage and their solutions
4.10 Case: Haier's white socks and white gloves
Chapter 5, the fourth S: Safety
5.1 Safety: Eliminate Hidden Dangers, Prevent Accidents
5.2 Heinrich's Law: Small Mistakes Keep Coming, Big Mistakes Must Be Made
5.3 Safety Inspection: Find the Problem, Make the Rectification
5.4 Safety Visualization: eye-catching stimulation, danger warning
5.5 Safety Accident Analysis: Lessons Learned from the Past, Lessons to be Learned from the Future
5.6 KYT Hazard Prediction Training: Discovering Dangers, Finding Countermeasures
5.7 Problems in Safety Stages and Their Solution Countermeasures
5.8 Cases: Table Lamp, Fire and Ship Sinking
Chapter 6 The Fifth S: Cleaning
6.1 Cleaning: Institutionalization to Drive Normalization
6.2 Formulation of Standards: Promoting Standards and Inspection Standards
6.3 Self-Inspection: Self-Inspection and Self-Correction, Improvement of Proactivity
6.4 Patrol and Inspection: Anytime Patrols and Timely Rectification
6.5 Comparison and Inspection: In order to assess and evaluate Regular inspection for assessment
6.6 Scoring method for inspection and evaluation: pursuing fairness and reasonableness
6.7 Fixed-point photography: speaking in pictures with good visual impact
6.86S management Kanban: visualization of 6S management
6.9 Problems existing in the cleaning stage and their solution countermeasures
6.10 Case: McDonald's Standardization and Inspection Supervision
Chapter 7 The Sixth S: Sense of Sense
7.1 Sense of Sense: Forming Habits and Continuous Improvement
7.2 The Three Stages of Sense of Sense Formation: Formalization, Acting, and Habituation
7.3 The Employee's Code of Conduct: The Basis for Improving Employee Sense of Sense of Sense of Sense of Sense of Sense of Sense of Sense of Sense of Sense of Sense of Sense of Sense of Sense of Sense of Sense of S of S of S (SSSS)
7.4 Pre-shift Meetings and Big Footprints: Site Autonomy daily
7.5 Improvement Proposal: Participate in On-site Improvement to Enhance Autonomous Management
7.63U-Memo: A Fundamental Tool for Improvement Proposal
7.7 Problems Encountered in the Literacy Stage and Their Solution Countermeasures
7.8 Case Study: From Cleaning to Literacy, the Environment Affects the Mentality
Chapter 8: Visual Management: Building a At-a-Glance Site
8.1 Openness, Convenience, and Foolproofness through Visualization
8.2 Color: Intuitive Cognition, Efficient Identification
8.3 Delineation: No Rules, No Circumference
8.4 Signage: Small Kanban Boards, At-a-Glance
8.5 Shape Trace Management: Precise Positioning, Tidiness, and Clarity
8.6 Light Signs and Signals.
8.6 Light Sign: Abnormal Warning, Strong Impact
8.7 Alignment Management: Rapidly Detecting Abnormalities
8.8 Four Levels of Progressive Improvement in Visualization Management
8.9 Problems Encountered in Visualization Management and Countermeasures to Solve Them
8.10 Case Study: Nanhai Visualization Specification and Advancement Plan (Partial)
Chapter 9 6S Implementation Points: Full Participation, Steady Advancement
9.1 Establishment of Organization, Unified Advancement and Counseling
9.2 Leadership Attention to be Reflected in Action
9.3 Encouragement of Employee Participation, Letting Employees Feel the Benefits
9.4 Formulation of Plans and Programs, Not Blindly Advancing
9.5 Publicity, Promotion and Education & Training to Fully Understanding of 6S
9.6 Select the sample area to take the lead in the breakthrough
9.7 Uniformity and variability in the full introduction
9.8 Normalization of 6S activities through the checking and evaluation
9.9 From neat and bright 6S to improved 6S
9.10 Continuous improvement and deepening
Chapter X of the top ten 6S Misconceptions and their analysis
10.1 Misconceptions 1: Leaders and employees are very busy, do not have time to do 6S
10.2 Misconceptions 2: The company's employees are low-quality, are not willing to take the initiative to participate in the 6S
10.3 Misconceptions 3: Through the fine in order to force the staff to work at full capacity
10.4 Misconceptions 4: 6S is the cleaning, there is no need to raise a large number of people
10.5 Misconception 5: The company has long done 6S, there is no good effect
10.6 Misconception 6: 6S activities only spend money not to make money
10.7 Misconception 7: 6S is just to engage in the form, there is no substantive role
10.8 Misconception 9: We are doing quite well, there is no need to engage in 6S
10.9 Misconception 8: 6S can "cure all ills", but also to make a lot of money, and to make a lot of money to make a lot of money. Can "cure all diseases"
10.10 Misconception 10: 6S can be immediate results, quick decision