关于5S管理的外文翻译Word下载.docx

关于5S管理的外文翻译Word下载.docx

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Thispaperinvestigatesandclarifiesthewaysinwhich5ShasbeenunderstoodandimplementedbyJapaneseandWesternbusinesses.Anoutcomeofthisundertakinghasbeentoaddresscurrentdeficienciesintheliteratureconcerningtheapplicabilityof5Swhentransferredfromonecountrytoanother.Thisresearchalsohighlightsthedistinctionbetween‘5Sasaphilosophyorway’and‘5Sasatechniqueortool’bycomparingthemajorframeworksprovidedbyOsada（1989,1991）andHirano（1995,1996）.

Originsofthe5Sconcept

Eachofthetermscomprising5SiswidelyunderstoodinJapanasamethodofimprovinglifestyle（Osada,1989）.InJapan,thepracticeof5Sisrecognisedasagroupoforganisationalandcleaningactivitiesthatshapebasicmoralityandethicsintheworkplace,atschool,andinthehome（DeMente,1994）.

Thephilosophicalconceptof5ShasbeenembeddedinJapanesesocietythroughtheprinciplesofShintoism,BuddhismandConfucianismforseveralhundredyears（DeMente,1994）.Japanhastraditionallyemphasisedcooperation,advocatingthevaluesoftrust,selfrestraint,harmonyandorganisationalloyalty.Shintoism,BuddhismandConfucianismhaveallcontributedtotheformationofthesevaluesinJapan（Watsuji,1952）.

Shintoismemphasisestheimportanceofcleanlinessofmind;

usingotherpeopleforone’sself-interestisconsidered‘unclean’（Watsuji,1952）.Confucianism,withitsemphasisonorderliness,wasinitiallyintroducedfromChinaandthenredevelopedinJapan.OrderlinessisbasedontheJapaneseunderstandingofConfucianismwithaparticularfocusoncommunityvalues（Watsuji,1952）.BothBuddhismandConfucianismsharespiritualidealsoftenderivingspiritualfortitudefromself-discipline.ThesecombinedidealsofShintoism,BuddhismandConfucianismareoftendenotedbydo（theway:

philosophyormethodology）,suchasbushido（thewayofthesamurai）,shinto（thewayoftheGods:

Shintoism）,butsudo（thewayoftheBuddha:

Buddhism）,andothermartialarts,includingkendo,jyudo,andkaratedo,whichareintendedtotrainthebodyandmindthroughdiscipline（Sugiura&

Gillespie,2002）.

FortheJapanese,5Sisaholisticapplicationusedtoraisemoralandethicalstandards,andisgroundedinthephilosophicalassumptionsofShintoism,BuddhismandConfucianism.The5SisstronglyassociatedwiththeconstitutionofJapanesecultureandsociety.

Theuseof5SasastrategyforachievingbusinessexcellencehasbeenevidentinJapansincetheSecondWorldWar（DeMente,1994）.Initially,variousplantmaintenanceconcepts（preventive,periodic,predictiveandcorrectivemaintenance）wereimportedtoJapanfromtheUS（Nakajima,1988）.TheconceptofQualitywasalsointroducedfromtheUStoJapanbySarasohn,Deming,andJuran,fromthelate1940stotheearly1950s（Dean,2005;

Foley,2000）.Aninnovativeapproachtototalproductivemaintenance（TPM）wasdevelopedinJapanduringthisperiodand5SwasactivelyutilisedatNippondenso（Nakajima,1988）asaplatformforTPMimplementation.Later,5SwasintegratedwithKAIZEN（continuousimprovement）philosophy（Imai,1986）thenimplementedatToyotaMotorCorporationaspartoftheirproductionsystem,namelyToyotaProductionSystem（TPS）.The5ShasalsobeenwidelyusedinTQMsystemswhereithasbeenreferredtoaspartofaseriesofqualityinitiatives（ShariMohd&

Aspinwall,2001）,agoodhousekeepingtool（Ahmed&

Hassan,2003;

Chin&

Pun,2002）,aneffectivecleanlinessprogram（Tannocketal.,2002）andasystemformaintainingagoodworkingenvironment（Ho,1999;

Krasachol&

Tannock,1999）.

Osada’sviewof5S:

asaphilosophyforlifeandbusiness

AccordingtoOsada（1989）,5SisafundamentalpartofJapanesecultureandsociety.Forbothindividualsandorganisations,5Sengagesimprovementactivitiesinanyenvironment,includinghomes,schools,communitiesandworkplaces,regardlessofsizeortype.Theimplementationof5Scanuncoverhiddenproblemsthatmayotherwiseremainunnoticed.Thebenefitsofimplementing5Saresummarisedasfollows.

Cleanliness–tomaximiseeffectiveness,contributetoahealthierlifeandreducecrime（duetoenhancedtransparency）;

Orderliness–tomaximiseefficiencyandeffectiveness,reducepeople’sworkload,reducehumanerrors（duetosimplifyingprocesses）;

Discipline–toincreasethelevelofmoralityandethicsandtoincreaseminimumstandardsthroughtrainingandeducation.

Intheworkplace,5Sisused‘toorganisetheworkplace,tokeepitneat,toclean,tomaintainstandardisedconditions,andtomaintainthedisciplinethatisneededtodoagoodjob’（Osada,1991,p.x）.Thepracticeof5Sincreases‘transparency’inanorganisationensuringagoodfirstimpressionoftheworkplacebyvisitors,particularlypotentialnewcustomers.Thesuccessfulimplementationof5Sincreasesnotonlyefficiency,suchasinproductivityandthelevelofqualitypercost,butalsoorganisationaleffectivenessthrough‘thesynergetic（orcooperative）effect’（Osada,1991,p.1）,whichisoftenutilisedinteamsports.Thismeansthatthecontributionofindividualtalentandeffortbyeachteammemberoftenexceedstheperformancelevelofanysinglestandoutplayer.The5Sprogramalwaysemphasisestotalparticipation,sincethe‘synergeticeffect’createsstrongworkplacecommitmentfororganisationalimprovementactivities（Osada,1991）.Insummary,5SisconceptualisedandimplementedinJapanesebusinessesasameansofachievingbusinessexcellence.

Inlinking5Swiththeworkplace,Osada（1991）providesthefollowingdefinitionsanddescriptionsforeachoftheactivities.Theorderoftheactivitiesisnotimportantbuttheyareallarelinkedandimplementedconcurrentlyandcyclically（seeFigure1）.

Figure1

Hirano’sviewof5S:

asatechniqueortool

Hirano（1995,1996）developedanalternativeversionof5SduringthesameperiodasOsada,butwithamorepracticalfocus.Hirano（1995,p.28）explainsthesignificanceof5Sasatoolfor‘corporatesurvival’thatenablesjust-in-time（JIT）production,ratherthanawayofguidingaction.

Hirano（1995,1996）placedemphasisspecificallyonthefirsttwocomponentsof5S,seiri（organisation）andseiton（orderliness–usinghisinterpretation）.Seiriissortingoutneededitemsfromunneededonesanddisposingofthelatter,whileseitonisprioritisingneededitems.Theotherthreecomponentsof5SareexplainedinasimilarwaytoOsada（1989,1991）.Hirano（1995）suggeststhat5Sshouldbepromotedbytopmanagementusingthefollowingsteps.

（1）Establishanorganisationthatpromotes5S:

thisshouldbedonebytopmanagementandbeoperatedcompanywide.

（2）Establisha5Spromotionplan:

schedulingimplementationactivities.

（3）Create5Scampaignmaterials:

topmanagersshouldparticipateatthisstage.

（4）In-houseeducation:

answeringthequestionof‘Whatdoes5Smean?

’andprovidingtraining.

（5）5SImplementation:

usingvisualmethods,suchasred-taggingforseiri（organisation）andthesignboardstrategyforseiton（orderliness）.

（6）5Sevaluationandfollow-up:

periodicevaluationtocheck,maintainandimprove5Sconditions.

Japantendstoperceive5Sasbothnecessaryandimportant.TheUSappearslikelytorecognizeitasimportantbutnotnecessary.Theresultsshowedthatthefrequencyofthemeasuredcomponent‘important’inJapanandtheUSwashigherthanintheUK.TheUKtendstoperceivethat5Sdoesnotrequireworkcommitment,employingtheword‘should’morethanJapanandtheUS.ThisindicatesthattheUKsees5Sasadirectiveratherthananenabler.

Japanemployed‘machine’morethantheUKandUS,whiletheUKandUSused‘items’morefrequently.ThereweresomesimilaritiesbetweenJapanandtheUS;

bothcountriesemployed‘information’and‘workplace’morethantheUK.Allcountriesused‘equipment’similarly.Theuseoffouroutoffiveconceptualwordswassignificantlydifferent.

Thereweresomesimilaritiesanddifferencesintheuseofobject-relatedwordsbetweenJapan,theUKandtheUS.Allthecountriesstudiedagreedthatworkequipmentismorewell-organisedandcleanasaresultof5Simplementation.TheUSandJapantendtoconsider5Sasalsodealingwithinformationandtheworkplace.InJapan,machinesarebetterorganizedandcleanedusing5S.

TheresultsshowedthattheUKandUSused‘item’morethanJapan.Thisindicatesthatthesecountriestendtoconsiderseiri（organisation）tobeaveryimportantcomponentin5S.Asseiriisthefirstcomponentof5Sandinvolvesanactofdisposingofunneededitemsasaresultoforganizationactivities,theUKandUSarelikelytoconsiderthatthefirstSseirishouldbeemphasizedthemost,ratherthanfocusingonallitemsasaholisticstrategy.

Discussion

Theinitialthematicanalysisindicatedaconsensusintheimprovementoftheworkenvironmentutilising5Sacrossallcountries.However,analysisofthemainthemebycountryhasshowndifferentoutcomes.Forexample,Japanesewebpagesemphasised‘improvement’themost,afocusonmoreefficientandeffectivebusinessperformance.IntheUKandUS,5Swasdirectlyrelatedto‘work’.Inotherwords,theperceptionof5SintheUKandUSwaslikelytobelimitedtoawork-relatedconcept,asopposedtotheJapaneseinterpretationthat5Sis