关于5S管理的外文翻译Word下载.docx

1、This paper investigates and clarifies the ways in which 5S has been understood and implemented by Japanese and Western businesses. An outcome of this undertaking has been to address current deficiencies in the literature concerning the applicability of 5S when transferred from one country to another

2、. This research also highlights the distinction between 5S as a philosophy or way and 5S as a technique or tool by comparing the major frameworks provided by Osada （1989, 1991） and Hirano （1995, 1996）. Origins of the 5S conceptEach of the terms comprising 5S is widely understood in Japan as a method

3、 of improving lifestyle （Osada, 1989）. In Japan, the practice of 5S is recognised as a group of organisational and cleaning activities that shape basic morality and ethics in the workplace, at school, and in the home （De Mente, 1994）.The philosophical concept of 5S has been embedded in Japanese soci

4、ety through the principles of Shintoism, Buddhism and Confucianism for several hundred years （De Mente, 1994）. Japan has traditionally emphasised cooperation, advocating the values of trust, selfrestraint, harmony and organisational loyalty. Shintoism, Buddhism and Confucianism have all contributed

5、to the formation of these values in Japan （Watsuji, 1952）.Shintoism emphasises the importance of cleanliness of mind; using other people for ones self-interest is considered unclean （Watsuji, 1952）. Confucianism, with its emphasis on orderliness, was initially introduced from China and then redevelo

6、ped in Japan. Orderliness is based on the Japanese understanding of Confucianism with a particular focus on community values （Watsuji, 1952）. Both Buddhism and Confucianism share spiritual ideals often deriving spiritual fortitude from self-discipline.These combined ideals of Shintoism, Buddhism and

7、 Confucianism are often denoted by do（the way: philosophy or methodology）, such as bushido（the way of the samurai）, shinto （the way of the Gods: Shintoism）, butsudo（the way of the Buddha: Buddhism）, and other martial arts, including kendo, jyudo, and karatedo, which are intended to train the body an

8、d mind through discipline （Sugiura & Gillespie, 2002）.For the Japanese, 5S is a holistic application used to raise moral and ethical standards, and is grounded in the philosophical assumptions of Shintoism, Buddhism and Confucianism. The 5S is strongly associated with the constitution of Japanese cu

9、lture and society.The use of 5S as a strategy for achieving business excellence has been evident in Japan since the Second World War （De Mente, 1994）. Initially, various plant maintenance concepts （preventive, periodic, predictive and corrective maintenance） were imported to Japan from the US （Nakaj

10、ima, 1988）. The concept of Quality was also introduced from the US to Japan by Sarasohn, Deming, and Juran, from the late 1940s to the early 1950s （Dean, 2005; Foley, 2000）. An innovative approach to total productive maintenance （TPM） was developed in Japan during this period and 5S was actively uti

11、lised at Nippondenso （Nakajima, 1988） as a platform for TPM implementation. Later, 5S was integrated with KAIZEN （continuous improvement） philosophy （Imai, 1986） then implemented at Toyota Motor Corporation as part of their production system, namely Toyota Production System （TPS）. The 5S has also be

12、en widely used in TQM systems where it has been referred to as part of a series of quality initiatives （Shari Mohd & Aspinwall, 2001）, a good housekeeping tool （Ahmed & Hassan, 2003; Chin & Pun, 2002）, an effective cleanliness program （Tannock et al., 2002） and a system for maintaining a good workin

13、g environment （Ho, 1999; Krasachol & Tannock, 1999）.Osadas view of 5S: as a philosophy for life and businessAccording to Osada （1989）, 5S is a fundamental part of Japanese culture and society. For both individuals and organisations, 5S engages improvement activities in any environment, including hom

14、es, schools, communities and workplaces, regardless of size or type. The implementation of 5S can uncover hidden problems that may otherwise remain unnoticed. The benefits of implementing 5S are summarised as follows.Cleanliness to maximise effectiveness, contribute to a healthier life and reduce cr

15、ime （due to enhanced transparency）;Orderliness to maximise efficiency and effectiveness, reduce peoples workload, reduce human errors （due to simplifying processes）;Discipline to increase the level of morality and ethics and to increase minimum standards through training and education.In the workpla

16、ce, 5S is used to organise the workplace, to keep it neat, to clean, to maintain standardised conditions, and to maintain the discipline that is needed to do a good job （Osada, 1991, p. x）. The practice of 5S increases transparency in an organisation ensuring a good first impression of the workplace

17、 by visitors, particularly potential new customers. The successful implementation of 5S increases not only efficiency, such as in productivity and the level of quality per cost, but also organisational effectiveness through the synergetic （or cooperative） effect （Osada, 1991, p. 1）, which is often u

18、tilised in team sports. This means that the contribution of individual talent and effort by each team member often exceeds the performance level of any single standout player. The 5S program always emphasises total participation, since the synergetic effect creates strong workplace commitment for or

19、ganisational improvement activities （Osada, 1991）. In summary, 5S is conceptualised and implemented in Japanese businesses as a means of achieving business excellence.In linking 5S with the workplace, Osada （1991） provides the following definitions and descriptions for each of the activities. The or

20、der of the activities is not important but they are all are linked and implemented concurrently and cyclically （see Figure 1）.Figure 1Hiranos view of 5S: as a technique or toolHirano （1995, 1996） developed an alternative version of 5S during the same period as Osada, but with a more practical focus.

21、 Hirano （1995, p. 28） explains the significance of 5S as a tool for corporate survival that enables just-in-time （JIT） production, rather than a way of guiding action.Hirano （1995, 1996） placed emphasis specifically on the first two components of 5S, seiri （organisation） and seiton （orderliness usin

22、g his interpretation）. Seiri is sorting out needed items from unneeded ones and disposing of the latter, while seiton is prioritising needed items. The other three components of 5S are explained in a similar way to Osada （1989, 1991）. Hirano （1995） suggests that 5S should be promoted by top manageme

23、nt using the following steps.（1） Establish an organisation that promotes 5S: this should be done by top management and be operated company wide.（2） Establish a 5S promotion plan: scheduling implementation activities.（3） Create 5S campaign materials: top managers should participate at this stage.（4）

24、In-house education: answering the question of What does 5S mean? and providing training.（5） 5S Implementation: using visual methods, such as red-tagging for seiri （organisation） and the signboard strategy for seiton （orderliness）.（6） 5S evaluation and follow-up: periodic evaluation to check, maintai

25、n and improve 5S conditions.Japan tends to perceive 5S as both necessary and important. The US appears likely to recognize it as important but not necessary. The results showed that the frequency of the measured component important in Japan and the US was higher than in the UK. The UK tends to perce

26、ive that 5S does not require work commitment, employing the word should more than Japan and the US. This indicates that the UK sees 5S as a directive rather than an enabler.Japan employed machine more than the UK and US, while the UK and US used items more frequently. There were some similarities be

27、tween Japan and the US; both countries employed information and workplace more than the UK. All countries used equipment similarly. The use of four out of five conceptual words was significantly different.There were some similarities and differences in the use of object-related words between Japan,

28、the UK and the US. All the countries studied agreed that work equipment is more well-organised and clean as a result of 5S implementation. The US and Japan tend to consider 5S as also dealing with information and the workplace. In Japan, machines are better organized and cleaned using 5S.The results

29、 showed that the UK and US used item more than Japan. This indicates that these countries tend to consider seiri （organisation） to be a very important component in 5S. As seiri is the first component of 5S and involves an act of disposing of unneeded items as a result of organization activities, the

30、 UK and US are likely to consider that the first S seiri should be emphasized the most, rather than focusing on all items as a holistic strategy.DiscussionThe initial thematic analysis indicated a consensus in the improvement of the work environment utilising 5S across all countries. However, analys

31、is of the main theme by country has shown different outcomes. For example, Japanese web pages emphasised improvement the most, a focus on more efficient and effective business performance. In the UK and US, 5S was directly related to work. In other words, the perception of 5S in the UK and US was likely to be limited to a work-related concept, as opposed to the Japanese interpretation that 5S is