计件工资制度成为企业推进5S的绊脚石

Policy of Salary by Counting Pieces Become Stumbling Block in Promote 5S

作为汽车行业的制造业企业，都想导入TPS（精益生产）。但是事与愿违，众多公司连5S都做不好，更难以妄谈导入真正的TPS。丰田汽车几十年来一直强调要“愚直地推进彻底的2S（整理整顿）”，其最优秀的工厂之一岐阜车体，曾被张富士夫称为”堪称丰田最优秀的母工厂“，至今仍然以“世界第一的整理整顿”为努力目标，丝毫不以5S为“低级”的管理手段。恰恰相反，国内的众多企业却正认为5S是低级的管理手段，认为由一线员工做一做就可以了，职能部门、管理层根本不必过问，更谈不上公司一把手亲力亲为了。

If workers only care about their own working procedure and output of position, there are no doubts that production can only be made such as these, muddling through poor ones and unable to cover up, trying best not to make other products if possible, ensuring own production sum by sacrifice due date in an order(quantity by counting pieces) and not caring of wastes during production process, and etc. All of these are running counter to the basic principles of 5S.