【正文】 吉林化工學(xué)院本科畢業(yè)論文 References: [1] Yuan Tingting. NIKE39。 Zeng, 2022, 6,2528) The establishment of “Lean Six Sigma” management of the environment, can set about from two aspects: First, construct the logistics work of “Lean Six Sigma”, establish the necessary information management environment and the management of information systems 吉林化工學(xué)院本科畢業(yè)論文 technology platform. Generally speaking, the settlement of a certain product quality and process’s fluctuations and defects, use the Six Sigma management, through local processing processes and equipment adjustments can be realized. However, the process of improve the process and shorten the cycle often involve largescale enterprises into the transformation of process, and even anizational structure changes. This requires the Table 1. The implementation steps of Lean Six Sigma Table 2. Tools of Lean Six Sigma at different stages Enterprise existing logistics systems, such as production layout, production technology and raw material supplies, end products, and materials flow survey conducted in the building process efficiency on the basis of the evaluation criteria, and set up a customer demandoriented fine Lean Sigma Logistics pulling mechanism, it is anizational guarantee of the fundamental resolution of upgrading the quality, speed and cost reduction, and this is “Lean Six Sigma” logistics work building. Meanwhile, we must establish the necessary information management environment and the management of information systems technology platforms, and realize CAD, CAM, MRPII, APS integrated with PDM. These advanced manufacturing technology is the realization of the picture, visualization control method’s basis, which together constitute Lean Six Sigma management of the logistics work environment. Second, the creation of “Lean Six Sigma” corporate culture environment. Lean thinking and Six Sigma management of mon stressed, is “to determine the value of customer demand flow” and “improve customer’s satisfaction” and emphasized that “excellence”, “the pursuit of perfection”, these concepts need to staff reflected them in each links of the process flow, after long time it is “Lean Six Sigma” corporate culture that formed. Practice shows that the implementation of “Lean Six Sigma” management is successful or not, operating tools and methodologies are critical to the application, but can a “Lean Six Sigma” corporate culture, is the fundamental determining factor. 黨博凱： 現(xiàn)場管理（ 5S/6S）在富士康應(yīng)用研究 4. Lean Six Sigma management and the integration of several caveats and cautions Give full play to leadership Lean production and the use of Six Sigma integration, need to deal with the issue of the whole system, at the same time, it is more plex to analyze and resolve problems, with different departments need to municate the need for more resources to support, there are no more leadership support not be successful. The support of the leader should be real support, not just a verbal mitment, it requires leader to participate in the integration of Lean Six Sigma. Only take part in them, can they identify problems and effectively promote Lean Six Sigma integration (He, Zhou amp。 Gao, 2022, 6,14). 吉林化工學(xué)院本科畢業(yè)論文 3. Integration approach of Lean Production and Six Sigma Integration of management Matrixtype anization can be used in Lean Six Sigma. Figure 1 shows the structure. There are two lines in the system, one is mainly value flow managers at all levels throughout the business process。企業(yè)標(biāo)準(zhǔn)化， 11,1416。 參考文獻(xiàn)： [1] 袁婷婷． NIKE 公司的 5S 實(shí)踐研究【 D】．上海：復(fù)旦大學(xué)， 2022． [2] 胡啟凡． 5S 管理與現(xiàn)場改善 [M】．北京：中國水利水電出版社， 2022： 23． [3] 楊宏強(qiáng)． 5S 管理的概念、特點(diǎn)和實(shí)施 [J]．科技與管理， 2022， 13(3)： 45． [4] ROD G， RON F， KAORUICInplementing 5S with a Japanese Context： an integrated management system[J]． Management Decision， 2022(4)： 565— 579． [5] 苗雯． 5S 現(xiàn)場管理法應(yīng)用現(xiàn)狀及趨勢(shì)探討明．中外企業(yè)家， 2022(4)： 13—15． [6]王鷹 .（ 2022）。這將帶來更多的收益給企業(yè)。 參與人為了成功實(shí)施企業(yè)整合，它必須有全體員工的支持。這將有助于提高項(xiàng)目團(tuán)隊(duì)的信心和開展后續(xù)項(xiàng)目。 重點(diǎn)應(yīng)該是在這個(gè)企業(yè)簡單的復(fù)制，抄襲別人或機(jī)械結(jié)合精益 6S 的經(jīng)驗(yàn)并不吉林化工學(xué)院本科畢業(yè)論文 成功。 建立完善的管理基礎(chǔ)精益 6S 的企業(yè)整合，我們必須建立一個(gè)全面的管理基礎(chǔ)，特別是基本數(shù)據(jù)管理，而為了持續(xù)改進(jìn)提供真實(shí)，可靠的數(shù)據(jù)，使企業(yè)在實(shí)施 正確的方向。通信不僅包括思想上，也互相學(xué)習(xí)的方式。 第四章 精益 6S 管理和幾個(gè)警告和注意事項(xiàng)的整合： 充分發(fā)揮領(lǐng)導(dǎo)力精益生產(chǎn)和使用 6S 整合，需要處理整個(gè)系統(tǒng)的問題上，在同一時(shí)間，它是更復(fù)雜的分析和解決問題的，具有不同的部門需要通信需要更多的資源支持，有沒有更多的領(lǐng)導(dǎo)的支持不會(huì)成功。這些先進(jìn)制造技術(shù)是實(shí)現(xiàn)圖片，可視化控制方法的基礎(chǔ)上的，它們共同構(gòu)成物流網(wǎng)絡(luò)環(huán)境下的精益 6S 管理。一般來說，可以實(shí)現(xiàn)一定的產(chǎn)品質(zhì)量和工藝波動(dòng)和缺陷，使用 6S 管理，通過本地處理工藝和設(shè)備的調(diào)整的解決。表 2示出了特定的工具。在此基礎(chǔ)上，采用 DMAIC分析過程中保持并實(shí)施持續(xù)改