What are the difficulties in implementing 5S management in China enterprises?

First, the cultural differences between China and Japan.

1. There is a deep sense of hierarchy in China's cultural tradition. In Korean-style enterprises, it is often seen that the team leader and all subordinates work together to sort out and even clean the ceiling together. In China's enterprises, we can hardly see such a scene. Cadres subconsciously feel that they are leaders, and 5S is a subordinate's business. Leaders only need to direct and check, and generally rarely set an example. We can imagine that the general manager and cadres at all levels of an enterprise will personally sort out and clean the workbench every day, and it will become a common practice for the whole enterprise to implement 5S. Such an enterprise is not far from success.

China people, like all other nationalities, have the advantage of laziness. The advantage of Japanese laziness is to find the most convenient way to do things, such as hanging the tools used in the production line with ropes. After the work is completed, the tools will be directly put back to their original positions and placed neatly. Moreover, the Japanese are lazy to be "not lazy" in the future. Continuously improve for 5 seconds every day, the production will be smoother and smoother, and the number of production line stops will be reduced. China people's "lazy advantage" led to the rule of cleaning five times a day. After three days, the cleaning frequency is actually only three times a day, which is the result of self-assertion, and the frequency of problems on the spot will not be reduced at all.

3. China employees have deep opposition to their superiors. On buses and streets, it is often seen that employees of enterprises in China talk about the unfairness of the work assigned by their superiors, or complain that they have not finished their work well and are criticized and accused by their superiors. I don't know my gap, but I have been complaining. This opposition complex is a manifestation of China's traditional culture. If the guidance is improper, it may form obstacles within the enterprise and even affect the implementation of 5S.

Second, there are many defects in the implementation mechanism of enterprises in China.

In order to implement 5S, domestic enterprises usually set up a team: implementation committee and implementation office. The implementation committee is generally composed of senior managers, and is mainly responsible for providing evaluation and guidance of resources and processes for 5S implementation. The promotion office is an important promotion organization of 5S, which is generally composed of 5S elites of enterprises and promotion personnel of various organizational units. This organization is mainly responsible for the specific operation and implementation of 5S, including planning, organization, control and coordination.

The enterprise has set up a team to implement 5S, and the internal environment of the enterprise has been improved very well in a short time, which can be said to be immediate, but after a long time, the scene has returned to the previous chaotic situation. The recovery of this situation is usually caused by the imperfection of the implementation mechanism. The specific defects are as follows:

1, the incentive mechanism is not perfect. The personnel engaged in 5S implementation are highly motivated in the initial stage, and the 5S implementation is in place, but the incentive mechanism is not perfect, that is, the follow-up materials have not kept up. One of the most basic skills of 5S is assessment and inspection. The purpose of evaluation and inspection is to praise and criticize. Many enterprises do not check and evaluate, or do, but there are no rewards and punishments. As a result, the implementation effect of 5S is greatly reduced. Moreover, 5S promoters in various organizations are generally part-time, and there is no incentive mechanism, which is equivalent to boiling water without paying wages. Of course, the implementation of 5S in the later period will be weak.

2. Lack of 5S training for new employees. At present, the phenomenon of brain drain is widespread in enterprises. After adding new staff, the enterprise did not carry out the training of 5S related skills accordingly. After the new personnel join the team, the education of the team leader generally does not include the above training content, and the 5S skills are lacking. The end result is that the status quo of production site and warehouse site is deteriorating.

The daily organization and operation form of 3.5S is unclear. The daily organization and operation of a successful 5S enterprise are as follows:

The 5S Implementation Office holds regular meetings to evaluate the 5S implementation of each organization and unit, and define the tasks in the next stage; Organize the release, evaluation, reward and commendation of on-site improvement activities every month to encourage front-line employees to improve their enthusiasm; 5S training and evaluation for new employees; 5S inspection and evaluation every week; Conduct 5S performance evaluation once a year.

This paper summarizes the reasons for the failure of 5S implementation, and holds that local enterprises in China should base themselves on the actual situation of enterprises, learn from the successful experience of Japanese and Korean enterprises in implementing 5S, avoid the above problems, formulate the implementation mechanism suitable for their own enterprises, persistently implement 5S, and obtain tangible benefits.

If China enterprises want to successfully implement 5S activities, they must base themselves on the actual situation of the enterprises, learn from the successful experience of 5S implementation of Japanese and Korean enterprises, and formulate 5S implementation activities suitable for the enterprises themselves. Only in this way can enterprises persist in implementing the 5S management system and achieve the desired results.