Yunnan Jianfeng further strengthens 5S management
Release time:
2020-07-15
本报讯 近日，云南尖峰水泥公司组织学习5S管理方法，进一步强化5S管理。
3月9日的周例会上，云南尖峰总经理周纪平要求进一步强化5S管理，会后副总经理刘升华要求由质量管理部先行实施，其他部门、办公室参考质量管理部的标准进一步强化5S管理。3月10日，质量管理部到周边5S管理取得成效的企业——普洱西南水泥化验室进行了参观学习，并在网上下载5S管理相关课件，结合参观成果组织部门员工进行了相关培训，让部门员工加深对5S管理的具体要求。
在后续的工作中，质量管理部将严格按照5S管理的相关要求进一步强化对工作环境中的工作物品和其他物品进行归类整理，加强对必要品的使用频率和常用程度进行区分、定置管理。12日下午，部分员工利用有限的闲暇时间，对分析室部分区域进行了现场实践。对高温室内的设备进行了区分，将必要物品摆放区域进行了规划，并决定了已坏设备及停用设备的处理办法；对每日进出大门的移动轨迹进行了标识，确保每个员工的安全。该区域也将作为样板，对不足的地方再次进行整改后，最终形成统一标准。
云南尖峰希望通过不断强化5S管理，在塑造企业形象、降低成本、准时交货、安全生产、高度的标准化、创造整齐规范的工作场所、现场管理等方面发挥作用。（李春 马玉福）
新闻链接：
什么是5S管理？
5S管理最先起源于日本，是指在生产现场对人员、机器、材料、方法等生产要素进行有效管理，包括整理、整顿、清扫、清洁、素养五个方面，是日本企业独特的一种管理方法。
广义概念，5S是基于所有人都参与基础上的一种管理方法。狭义概念，5S就是整理、整顿、清扫、清洁、素养五个方面。
整理，就是对自己的工作场所全面检查，制定要和不要的判定基准，将不要物品清除出工作场所，对需要的物品调查使用频度，决定用量及放置位置，并制订废弃物处理方法等。
整顿，就是把留下来的必要的东西依规定的位置分门别类排列好，明确数量，进行有效的标识。
清扫，就是将工作场所清扫干净，保持干净、亮丽的环境。
清洁，就是将“整理、整顿、清扫”的状态长期保持，也就做到了“清洁”的要求。
素养，就是能够将上述4项付予实际行动，并经常化，最终成为每个员工的良好习惯。
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