【正文】 以監(jiān)測(cè) 5S管理的進(jìn)展，并識(shí)別改進(jìn)的機(jī)會(huì)167。然后使施應(yīng)用對(duì)策，迅速處理167。 To “do” the 5th S we need to practice until we internalize what we are supposed to do and fully understand why 要 “做 ”到第 5個(gè) S，我們需要持續(xù)實(shí)踐 ， 直到將我們的責(zé)任內(nèi)在化，并充分理解為什么要這樣做THIS DOCUMENT SUBJECT TO THE CONTROLS AND RESTRICTIONS ON THE FIRST PAGE42GRTools – 5S Point of Use – Rev 25S Point of Use 5S 和使用現(xiàn)場(chǎng)The Fifth S – Sustain （ cont‘d）第五個(gè) S 素養(yǎng)（續(xù)）167。 Follow posted checklists and other visual controls established under the 4th S 遵守第 4個(gè) S所建立的已使用的清單和其他目視管理工具167。 The 5S’s need a Visual Work Place 5S管理需要一個(gè)目視化的工作場(chǎng)所167。 When there is an abnormality 什么時(shí)候有反常 167。 We need to be actively asking why to drive 5S improvement.我們必須積極地追問， 為什么 要推動(dòng) 5S管理的改善 .THIS DOCUMENT SUBJECT TO THE CONTROLS AND RESTRICTIONS ON THE FIRST PAGE48GRTools – 5S Point of Use – Rev 25S Point of Use 5S 和使用現(xiàn)場(chǎng)5S Improvement （ cont’d） 5S管理的改進(jìn)（續(xù)）167。 If we need it, why does it not have a home?如果我們需要它，它為什么沒有一個(gè)家 ?167。 It helps establish, reinforce and discipline the Standard Work 它有助于建立，加強(qiáng)和訓(xùn)導(dǎo) 標(biāo)準(zhǔn)作業(yè)167。 一月 21一月 21Sunday, January 31, 2023雨中黃葉 樹 ，燈下白 頭 人。 一月 21一月 2113:57:1713:57:17January 31, 20231他 鄉(xiāng) 生白 發(fā) ，舊國 見 青山。 2023/1/31 13:57:1713:57:1731 January 20231做前，能 夠環(huán)視 四周；做 時(shí) ，你只能或者最好沿著以腳 為 起點(diǎn)的射 線 向前。 一月 2113:57:1713:57Jan2131Jan211世 間 成事，不求其 絕對(duì)圓滿 ，留一份不足，可得無限完美。 。 一月 21一月 21Sunday, January 31, 2023 閱讀 一切好 書 如同和 過 去最杰出的人 談話 。 勝 人者有力，自。 一月 2113:57:1713:57Jan2131Jan211越是無能的人，越喜 歡 挑剔 別 人的 錯(cuò) 兒。 2023/1/31 13:57:1713:57:1731 January 20231空山新雨后，天氣晚來秋。 一月 21一月 2113:57:1713:57:17January 31, 20231意志 堅(jiān) 強(qiáng) 的人能把世界放在手中像泥 塊 一 樣 任意揉捏。 一月 21一月 21Sunday, January 31, 2023很多事情努力了未必有 結(jié) 果，但是不努力卻什么改 變 也沒有。 。 一月 2113:57:1713:57Jan2131Jan211故人江海 別 ，幾度隔山川。 POU is used to drive to the safest LWW processes POU用來驅(qū)動(dòng)最安全的 LWW的過程167。 Why are there no posted standards or standard work to tell how to use it and assign responsibility for it?為什么沒有已公布的標(biāo)準(zhǔn)或標(biāo)準(zhǔn)作業(yè)來告訴我們?nèi)绾问褂盟o它分配責(zé)任人呢 ?A “thing” can be material or information一個(gè) “事物 ”可以是材料或資料THIS DOCUMENT SUBJECT TO THE CONTROLS AND RESTRICTIONS ON THE FIRST PAGE49GRTools – 5S Point of Use – Rev 25S Point of Use 5S 和使用現(xiàn)場(chǎng)Summary總結(jié)167。 Why do we need it?我們?yōu)槭裁葱枰??167。 We create the visual workplace with visual controls 我們用目視管理工具創(chuàng)建一個(gè)目視化的工作場(chǎng)所 5S Point of Use 5S 和使用現(xiàn)場(chǎng)THIS DOCUMENT SUBJECT TO THE CONTROLS AND RESTRICTIONS ON THE FIRST PAGE46GRTools – 5S Point of Use – Rev 2How we spend our time, effort and energyChronological TimeLean Journey5S Point of Use 5S 和使用現(xiàn)場(chǎng)The 5S’s and Standard Work 5S管理和標(biāo)準(zhǔn)工作In the beginning of the Lean Journey the 5S’s can be viewed as a stand alone tool with inherent goodness.To those that continue on the Lean Journey, the 5S’s bee integral to the implementation of Standard Work the Ongoing Driver of Continuous Improvement在精益旅程的開始階段， 5S管理可以被看作是一個(gè)固有益處的獨(dú)立的工具 .對(duì)那些繼續(xù)跋涉的組織來說， 5S管理已經(jīng)成為執(zhí)行標(biāo)準(zhǔn)作業(yè)不可分割的部分 持續(xù)改進(jìn)的源動(dòng)力Flow and Linkage我們?nèi)绾芜\(yùn)用我們的時(shí) 間，努力和能量 時(shí)間精益之旅THIS DOCUMENT SUBJECT TO THE CONTROLS AND RESTRICTIONS ON THE FIRST PAGE47GRTools – 5S Point of Use – Rev 25S Point of Use 5S 和使用現(xiàn)場(chǎng)5S Improvement 5S管理的改進(jìn)167。 Work place anization 工作場(chǎng)所的組織167。 List of Shine Assignments by Area 按區(qū)域劃分的的清掃任務(wù)列表* This visual shows all the Shine areas and who is assigned to cleaning them 這里顯示所有的清掃區(qū)域和責(zé)任人5S Responsibility Map 5S管理責(zé)任計(jì)劃THIS DOCUMENT SUBJECT TO THE CONTROLS AND RESTRICTIONS ON THE FIRST PAGE44GRTools – 5S Point of Use – Rev 25S Point of Use 5S 和使用現(xiàn)場(chǎng)Example Sustain Visuals 素養(yǎng)目視的樣例167。 Practice reinforces correct habits. We must be strict about how things are done – even the little things 實(shí)踐會(huì)強(qiáng)化正確的習(xí)慣。s.Information on the area information board ismeaningful to the work area. Source andfrequency of problems are documented andcorrective actions taken. Planning occurs toreach next 5S levels.Level 3OrganizationUnderstandingOnly documents and tools necessary tothe work area are stored at the workstations and are stored in an orderlymanner.A priority system has been established tohighlight the order in which jobs will beperformed. All tooling, gages, handtools have designated locations.Cleanliness problems have beenidentified and preventative measures aredocumented and in place.Team has documented needed items,work methods, and work area controls and hasmade them available in the work area.Possible for visitors to tell what work isperformed and where in some cases.5S presentation has been made to allTeam members and a generalunderstanding for the need and directionexists . Area information board ispresent, visible, and maintained.Level 2Awareness ofNeedNeeded and unneeded items have beenidentified and unneeded items have beenremoved from the area. Nothing isplaced on top of machines, cabis, etc.Needed items have been anizedaccording to use, including productiontooling, hand tools and work procedures.Ining and outgoing areas are clearlydesignated and utilized.Initial cleaning has been performed. Allmachines and equipment are neatlypainted. Work benches and desks arefree of unnecessary objects.Team has agreed on needed items, workmethods, and work area controls. Hardfor visitors to tell what type of work isperformed and where, but employeesgenerally know.Team members have knowledge of andare employing some aspects of 5S.Level 1Initial EffortTeam has identified needed items for thework area.All needed items are present in the workarea. It is not difficult to determineitems currently inuse or their priority.Aisles and walkways are clearly markedand unobstructed.Area cleaning is performed on a randombasis.Work methods are documented in somecases.Some 5S awareness exists among Teammembers in the area.Overall Score =(Sum of Totalsdivided by 5)Total = Total = Total = Total = Total =.25. .25.. .25. .25..25. .25. .25