【正文】 uidance of quantitative analysis for the plex issues underlying causes can be found to solve the plex process the problem, but it needs a longer time to solve the problem. Different problems, need to bine the two, choose a different approach to solve the problem can increase the efficiency and capacity. Finally, from the operational level, the two management models of training, system improvements, and so need to integrate the way, one of the single use are defective (Zhou, He amp。當(dāng)然，實(shí)施精益 6S 過(guò)程是非常復(fù)雜的。此外，并不是所有的項(xiàng)目都需要精益 6S。 系統(tǒng)關(guān)注精益 6S 是制度的力量作為一個(gè)整體，而不是單個(gè)項(xiàng)目，精益 6S 的實(shí)施重點(diǎn)不僅在項(xiàng)目上，我們還必須考慮操作系統(tǒng)的全面改善，公司短期的財(cái)務(wù)業(yè)績(jī)應(yīng)該與公司的長(zhǎng)期全面的戰(zhàn)略平衡考慮（陳， 2022,11,5456）。領(lǐng)導(dǎo)的支持應(yīng)該是真實(shí)的支持，不只是一個(gè)口頭承諾，它需要領(lǐng)導(dǎo)參加精益 6S 的整合。然而，改進(jìn)工藝，縮短周期的過(guò)程中往往涉及大型企業(yè)進(jìn)入流程的改造，甚至組織結(jié)構(gòu)的變化。 精益生產(chǎn)的實(shí)施，使企業(yè)訂單，可及時(shí)發(fā)現(xiàn)存在的問(wèn)題，然后 6S 管理分析使用的統(tǒng)計(jì)方法和技術(shù)，并尋找深層次的原因的數(shù)據(jù)。測(cè)量 分析 改進(jìn) 定義新的實(shí)現(xiàn)過(guò)程控制使用，被稱為 DMAIC。訓(xùn)練方法和系統(tǒng)的改進(jìn)方法都可以集成。6S 管理定量分析深層原因的復(fù)雜問(wèn)題的指導(dǎo)下，可以找到解決復(fù)雜的過(guò)程的問(wèn)題，但它需要較長(zhǎng)的時(shí)間來(lái)解決這個(gè)問(wèn)題。找出關(guān)鍵因素，以改善和繼續(xù)降低波動(dòng)性，使他們的經(jīng)營(yíng)能力是最好的，實(shí)現(xiàn)客戶的滿意度。其核心思想是去除的企業(yè)鏈接所有非增值活動(dòng)，創(chuàng)造價(jià)值生產(chǎn)盡可能用較少的人力，設(shè)備少，在較短的時(shí)間和地點(diǎn)，還以滿足客戶的生產(chǎn)或服務(wù)的要求。最后，提出了整合精益生產(chǎn)和 6S 管理應(yīng)注意的9 個(gè)主要部分。如果精益 6S 可以整體使用，就會(huì)產(chǎn)生較大的影響。這是為了提高對(duì)全面質(zhì)量管理理論與數(shù)理統(tǒng)計(jì)的質(zhì)量標(biāo)準(zhǔn)和全面質(zhì) 量管理理論與數(shù)理統(tǒng)計(jì)的基礎(chǔ)上。其次，精益生產(chǎn)需要專家的獨(dú)特知識(shí)的人才，缺乏規(guī)范性的知識(shí)。其次，精益生產(chǎn)和 6S 管理都緊密相連 TQM，其實(shí)現(xiàn)是非常相似的 PDCA 模型，它提供了集成的基礎(chǔ)。第一行是相對(duì)穩(wěn)定的員工是全職，而在第二線，工作人員都是兼職的，除了黑帶。因此，它們的結(jié)合，可以總經(jīng)理 財(cái)務(wù)副總裁 最高價(jià)值流的領(lǐng)導(dǎo)者和 6S 倡導(dǎo)者 營(yíng)銷副總裁 其他的副總裁 營(yíng)業(yè)部 營(yíng)業(yè)部 營(yíng)業(yè)部 工藝工程師 基本操作單元的控制下過(guò)程領(lǐng)導(dǎo) 吉林化工學(xué)院本科畢業(yè)論文 采用。分析系統(tǒng)尋找廢棄或更改。精益思想和 6S 管理共同強(qiáng)調(diào)，是“，以確定客戶的需求流量值”和“提高顧客的滿意度”，強(qiáng)調(diào)即“精益求精”，“追求完美”，這些概念需要工作人員在過(guò)程中的每個(gè)環(huán)節(jié)反映他們流量，很長(zhǎng)一段時(shí)間后，它是“精益 6S”是形成企業(yè)文化。 重視文化建設(shè)精益 6S 強(qiáng)調(diào)的事實(shí)，以及基于數(shù)據(jù)的，與傳統(tǒng)的豐富經(jīng)驗(yàn)相比，管理，其工作人員的要求更高，更嚴(yán)格。 選擇合適的項(xiàng)目通常精益 6S 項(xiàng)目的實(shí)施需要幾個(gè)月的時(shí)間才能看到利潤(rùn)。 結(jié)論 精益和 6S 管理的整合是必要的，精益和 6S 管理，如扳手和鉗子在一個(gè)工具箱。雜志科學(xué)與工程，1,5558天津大學(xué)。 Gao, 2022, 6,14). Integration of implementation process The principle of Lean should be integrated with DMAIC of Six Sigma management under the strategic framework in the process of integration. The new implementation process of definition Measurement Analysis improvement control is used and known as DMAIC . The difference between DMAIC and traditional DMAIC is Lean philosophy, methods and tools are added in the process. (He, Zhou amp。s enterprise implementation of Lean 6S. Journal of Science and Engineering, Tianjin University, 1,5558. [7] Joint Lean 6S management and integration. Enterprise standardization, 11,1416. 。 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 “L