【正文】 e 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(chǎng)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). 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。 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。 Gao, 2022, 6,14). The feasibility of integration of Lean Production and Six Sigma First of all, both are the model of continuous improvement and pursuit of perfection. This is the homogeneity of their essences that is the reason why can there be possibility of integration. Secondly, Lean Production and Six Sigma management are both closely connected with TQM, and their implementation are very similar to PDCA model, which provides a basis for the integration. Again, although there are many differences between lean production and Six Sigma management on the operational level, they are not mutually exclusive. Take the culture for example, today’s management emphasizes the integration of eastern and western cultural, and absorption of the advantages of different cultures for easy management。企業(yè)標(biāo)準(zhǔn)化， 11,1416。雜志科學(xué)與工程，1,5558天津大學(xué)。 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(chǎng)改善 [M】．北京：中國(guó)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(chǎng)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）。這需要進(jìn)一步的研究。這將帶來(lái)更多的收益給企業(yè)。 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。 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。其結(jié)果是好一些單獨(dú)使用的方法或 6S 管理方法。這將有助于提高項(xiàng)目團(tuán)隊(duì)的信心和開(kāi)展后續(xù)項(xiàng)目。