以5S及现场改善积分制为基础的精益管理实践

Lean Management Practice based on 5S and On-site Improvement Point System

精益管理想要在化工企业落地生根,需要结合化工行业的特点,紧扣“安全”“环保”两大主题制定一套循序渐进的推进方法:首先要形成项目推进的基本组织框架,明确责任目标;其次要建立积分制度,促进全员参与,运用5S这一管理工具,在企业范围内进行改善活动,夯实精益基础;再次完善激励机制,鼓励员工参与改善,调动员工改善热情;最终逐步形成标准,规范流程,使得改善成果能够得到总结和保持。通过积分制度,将企业管理交到每一个员工手里,人人都能在日常工作中发现问题,每一个员工都能去主动改善现场存在的问题,每做出一个改善即可获得相应的积分,搭配对应的激励政策,充分调动员工的积极性,锻炼员工的管理能力,形成良好的管理氛围。

Lean management practice based on 5S and on-site improvement point system to take root in chemical enterprises,it is necessary to combine the characteristics of the chemical industry,closely adhere to the two main themes of“safety”and“environmental protection”,and develop a set of progressive promotion methods.First,form a basic organizational framework for project promotion,clarify responsibility goals.Secondly,it is necessary to establish a points system,promote full participation,use 5S as a management tool,and carry out improvement activities within the enterprise to consolidate the foundation of lean production.Then improve the incentive mechanism,encourage employees to participate in improvement,and mobilize their enthusiasm for improvement.Gradually establish standards and standardize processes,so that the improvement results can be summarized and maintained.Through the point system,enterprise management is handed over to every employee,and everyone can identify problems in their daily work.Every employee can actively improve on-site problems,and each improvement can earn corresponding points.Coupled with corresponding incentive policies,employees can fully mobilize their enthusiasm,exercise their management skills,and form a good management atmosphere.