“5S”管理和质量管理在生产现场中的应用研究_物流论文
摘要
随着生产力水平的日益提高，市场结构的变化，卖方市场向买方市场的转变，企业的生产经营从以生产为中心转向以市场为中心成为必然。但许多企业在将主要的物力、财力、人力投入到市场管理中时却忽视了对生产现场的管理。当然，“没有市场就工厂”。 企业的目标最终必须通过产品的销售来实现，而所有的产品都是在生产现场生产出来的。产品的生产效率、产品的品质与成本都是由生产现场决定的。可以说生产现场的状况直接决定了产品品质、产品成本与交货期。所以对生产现现场的管理十分关键。 国内许多企业存在机器设备定位缺乏流畅，布满灰尘，保养缺乏，原料、半成品、成品、废品等存放位置没有合理规划，物品运输通道拐弯抹角，工具随意放置，工作人员仪容不整等种种不良现象。按日本企业的“5S”管理方法的思想来看，生产现场的这些不良现象均会造成浪费，都会影响到生产效率、生产质量与生产成本。即使拥有世界上最先进的生产工艺或设备，如不对其进行有效地管理，必然会产生问题和制造麻烦。 日本企业的管理者都始终认为：工作现场（包括工作人员与工作环境）的整齐清洁，是减低浪费、提高生产效率及降低产品不良品率最重要的基础工作。一个脏、乱、差的生产现场是不可能生高效率地产出高品质、低成本的产品来的。因此，要成为一个有效率、高品质、低成本的生产现场，第一步的工作就是在重视“5S”及目视管理方法。5S现场管理可以有效地解决这个问题，它能使企业的生产环境得到极大地改善，是企业走上成功之路的重要手段。
现场管理是企业的根本，企业要提高生产效率，降低成本，树立竞争优势，关键是现场管理。”5S”管理是最基本的，最有效的现场管理方法。它能够改善生产环境，还能提高生产效率，产品质量，员工士气等，”5S”是其他管理活动有效展开的基石之一。本文主要研究S5管理和质量管理的管理模式在现场管理中的应用。
关键词: 5S， 质量管理， ISO9000 ， 现场管理
Abstract
With the rising level of productivity, market structure changes in a seller's market to a buyer's market changes, production and management of enterprises to produce as the center from the shift to market-centered inevitable. However, many enterprises will be mainly in the material, financial and human resources management into the market, they ignored the field of production management. The ultimate goal of enterprises through the sale of products to achieve, and all products are produced in the production of the scene. Production efficiency, product quality and cost are determined by the production site. It can be said that the situation of the production site directly determines the product quality, product cost and delivery time. So now the scene of production management is essential.
The existence of many enterprises lack of machinery and equipment positioning smooth, covered with dust, lack of maintenance, raw materials, semi-finished and finished products, waste storage locations, such as no reasonable planning, goods transport corridors beat around the bush, tools freely available, staff members such as the appearance of a person not the whole poor. Japanese companies by the "5S" management method of thinking, the production of these undesirable phenomena at the scene will lead to waste of resources, will influence the productivity, production quality and production costs. Even if they owned the world's most advanced production technology or equipment, if not effectively manage its bound to create problems and cause trouble.
Managers of Japanese companies have always believed that: the work of the scene (including staff and work environment) clean and tidy, is to reduce waste, increase productivity and reduce the rate of non-performing products based on the most important work. A dirty, chaotic and poor at the scene of the production is impossible Health Real Estate efficient high-quality, low-cost products to the. Therefore, in order to become an efficient, high quality, low-cost production site, the first step is to attach importance to the work of "5S" and visual management. 5S-site management can effectively address this problem, which enables the production environment has greatly improved is the road to success an important means.
Site management is the fundamental, enterprises need to increase productivity, reduce costs, and establish a competitive advantage, the key is managing the scene. "5S" management is the most basic, the most effective site management. It can improve the production environment, but also to improve production efficiency, product quality, staff morale, "5S" management activities is the other one of the cornerstones of an effective start. S5 This paper studies the management and quality control management style at the scene management.
Key words: 5S, Quality Management, ISO9000, site management
目录
摘要1
Abstract2
前言6
第一章：绪论8
1.1 研究现状8
1.1.1 质量管理研究现状8
1.1.2 现场管理研究现状8
1.2 研究的目的和意义9
第二章:5S管理和质量管理的基本理论10
2.1 5S管理的基本理论10
2.2质量管理的基本理论13
2.2.1 IS09000族标准的八项质量管理原则[7]13
2.2.2全面质量管理的基本工作方法（程序）15
第三、5S在生产现场中的实施和保持16
3.1 5S在生产现场中的实施16
3.2 5S在生产现场的保持17
第四章:5S管理和质量管理方法的结合研究18
4.1 5S管理和质量管理ISO9000的关系18
4.2 将5S作为实施质量管理ISO9000的辅助方法21
4.3 如何在实施ISO9000的企业中推行5S21
第五章:5S管理和质量管理在三洋制冷公司中的应用研究---7SEA管理方法23
5.1企业简述23
5.2产生背景23
5.3 7SEA现场管理法的主要观点和内容24
5.3.1 高素质的员工是现场管理的主体和决定性因素24
5.3.2 现场就是市场，市场就在现场25
5.3.3 "创造无止境改善"的经营理念26
5.3.4 安 全28
5.3.5 现场管理无小事29
5.3.6 清洁生产和绿色工序31
5.3.7 班组管理是现场管理的基础33
5.3.8 不断的持续改善是提高现场管理水平的动力36
第六章: 结论37
参考文献38
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