I 摘要 现代社会，如何快速地向消费者提供高质量、低成本的产品已然成为决定企业 生存发展的关键性因素。6S管理作为一种现代化的企业管理工具，在实践应用中可 以有效减少浪费、降低生产成本、规范内部管理、提高产品质量、提高生产效率、 塑造员工素养、创建优秀企业文化、提升企业形象、获得用户信赖、增强企业市场 竞争力等都具有十分重要的意义。本文通过对宝鸡BDL公司生产现场管理的研究， 明确其生产现场管理中存在的主要问题，基于6S管理理论，提出适合BDL公司生 产现场管理的科学方法，从而切实有效地推动BDL公司更好更快地发展，促进BDL 公司能够顺利完成向现代化企业过渡升级，同时也对6S管理理论本身也可以做进 一步的拓展补充，为现代化企业发展提供更加详实、完善的理论依据进而促使其内 容体系不断趋于完善。 本文在文献查阅、实际调研和案例分析的基础上，阐述了论文的研究背景、研 究的目的及意义，同时对国内外关于6S管理的主要研究文献进行了梳理综述，对 国内外先进企业的生产管理水平进行了深入的对比研究，分析得出他们之所以获得 成功的原因所在，为全文研究奠定了重要基础；依据论文的研究主题，列举了国内 外学者关于6S管理的实际研究成果，对本论文研究中涉及到的理论进行了阐述， 包括6S管理的起源、6S管理的内涵和具体内容、6个S之间的相互关系、6S管理 的常用方法以及6S管理与其他管理体系之间关系等内容；在深入公司实际调研的 基础上，介绍了宝鸡BDL公司的概况、宝鸡BDL公司生产现场管理的现状，结合 锻冲、装配、铸造和模具四个车间的生产工艺特点，分析了BDL公司生产现场管理 中存在的主要问题及其形成的主要原因，提出了宝鸡BDL公司实施6S管理的必要 性；针对BDL公司生产现场管理的现状和存在的主要问题，结合BDL公司生产及 现场作业实际，提出了宝鸡BDL公司生产现场6S管理的总体方案并做以重点论述， 包括6S管理实施目标、实施原则、实施步骤与计划等；结合总体方案，进一步提 出了宝鸡BDL公司6S管理的6个S的具体推行方案、持续改进建议和预期效果评 估。 通过本文研究，论证宝鸡BDL公司实施6S管理可行、有效，宝鸡BDL公司 的生产车间环境将整体发生巨大变化，员工工作积极性会得到显著提升，这一系列 的改变将为企业创造出更多的生产效益和经济效益，取得良好的效果，这项管理活 动将成为宝鸡BDL公司宝贵的精神财富和管理制度。一方面审视了宝鸡BDL公司 现场管理的现状，提出的6S管理方案对改善宝鸡BDL公司的现场管理乃至于提升 BDL公司的整个企业管理水平都将起到积极的促进作用。同时，对同类企业的现场 西安电子科技大学硕士学位论文 II 6S管理工作也可以起到相应的借鉴作用。当然，论文在部分内容的研究过程中还存 在着多方面的不足，使得研究分析具有一定的局限性和片面性，相关的不足之处和 相应的问题都需要在后期的实践中进行跟进、完善、加强。 关键词：6S管理，现场管理，流程优化，生产管理 ABSTRACT III ABSTRACT In modern society, how to provide high quality and low-cost products to consumers quickly has become the key factor that determines the survival and development of enterprises. As a modern management theory and tools, 6S theory has a great significance during the practical application, such as reduce the waste, lower down the production cost, ruled the internal, improve the products quality, improve the production efficiency, form staff good quality, establish the outstanding enterprise culture, improve the company impression, get the trust from customer and increase the enterprise competitive power, and so son. This paper makes the production site management research of Baoji BDL company, clearly note the existing problems in the site management, and then to refer to the scientific methods in the site management which suitable to BDL company under the 6S theory basis. Finally can practical &effective push BDL company better and fast development. Promote BDL company can smoothly finish the transition & upgrade from the current situation to be a good modernized company. At the same time, this research is also a further expanding and supplementing to 6S management itself. It provides more detail, better theory basis for modern company development and enhances 6S management content system more perfect. Under the basis of literatures consultion, real investigation and case analysis, detailed describe the research background, purpose and sense. At the same time make the statistics and description of the domestic and foreign literatures in order to make a good basic for the paper research. According to the main topic of the paper, list the examples of real research fruits at home and abroad scholars, and make the description of the theory which involved in this paper, includes the origin of 6S management, 6S meaning and detailed contents, the relation among 6 “S”, the normal methods of 6S management and the relation between 6S and other system, and so on. At the foundation of in-depth investigation in the company, introduce the Baoji BDL company general situation, production site operating situation. Combined with the real production process characters of forging, casting, tooling, and assembly four workshops, analyze the problems existing in the site and also the reasons, finally propose the necessity of carrying out the 6S management in Baoji BDL company, propose the general management plan in the production site which includes the execution target, principle, plan and steps, and also 西安电子科技大学硕士学位论文 IV makes detailed description. Finally according to the general plan, propose the detailed execution plan of each “S”, continuous improvement proposal and also the expected effectiveness evaluation. Through the research by this paper, prove that it is practicable and efficacious to carry out the 6S management in BDL company. After the execution, the whole production workshop and the environment will be changed greatly, the staff work enthusiasm will be improved clearly. All these changes will create much more production efficiency and economy efficiency for the company and achieve best results for the company. These management activities will be a valuable spiritual wealth and management rules. On the one hand, survey Baoji BDL company site management situation, with the referring the 6S management plan, it takes a positive improvement effects to the company site management improvement and even to upgrade the overall company management lever. On the other hand, it can take a reference function to the same or similar enterprise in the site 6S management. Certainly, some contents research is insufficient during the processes, and these cause the limitation and one-sidedness for the paper research and analysis. All these related insufficient items and some problems need to be following up, improvement and strengthen during the future practice stage. Keywords: 6S Management, Site Management, Process Optimization, Production management 插图索引 V 插图索引 图1. 1 论文研究主要内容 ..... 6 图2. 1 6S 管理理论发展历程示意图 ................... 9 图2. 2 6S管理内容及其关系示意图 .................. 12 图2. 3 油漆作战示意图 ....... 13 图2. 4 刷漆流程 ................... 14 图2. 5 物品目视管理示意图 .............................. 15 图2. 6 红牌的实践程序 ....... 16 图2. 7 6S管理与质量管理体系关系的示意图 .. 18 图3. 1 宝鸡BDL公司组织结构 ........................ 22 图3. 2 接触网配件生产工艺流程图 .................. 27 图3. 3 车间现场管理现状示意图 ...................... 29 图3. 4 物资供应部门工作流程图 ...................... 29 图3. 5 安全生产检查工作流程图 ...................... 30 图3. 6 公司内部质量问题处理流程图 .............. 31 图3. 7 进货检验工作流程图 .............................. 31 图3. 8 宝鸡BDL公司与现场管理相关主要部门问题鱼骨分析图 .............................. 32 图4. 1 6S推行委员会组织架构图 ...................... 42 图4. 2 6S施行管理小组架构图 .......................... 43 图4. 3 6S活动推进流程图 ... 44 图4. 4 实验室6S活动样板 . 48 图4. 5 生产车间6S活动样板 ............................ 49 图5. 1 6S宣传手册 ............... 51 图5. 2 整理推行流程图 ....... 52 图5. 3 非必需品处理流程 ... 53 图5. 4 PDCA循环模型展示成果 ....................... 57 图5. 5 PDCA循环改进流程图 ........................... 58 图6. 1 模具车间现场预期改善图 ...................... 59 图6. 2 锻冲车间现场预期改善图 ...................... 60 图6. 3 铸造车间现场预期改善图 ...................... 61 图6. 4 装配车间现场预期改善图 ...................... 61 图6. 5 车间办公室预期改善图 .......................... 62 图6. 6 员工整体素质预期