6s管理心得体会与感悟_15篇精选_双语翻译

在深入6S管理的实践过程中，我深刻体会到了其对提升工作效率和营造良好工作环境的重要性。通过整理、整顿、清扫、清洁、素养和安全六个环节的持续推进，我们不仅优化了工作流程，更重要的是培养了一种自律、责任和团队协作的精神。每一次的5S检查和改进，都是对我们工作态度和职业素养的一次升华。我相信，只有不断地实践和反思，才能真正地将6S管理的理念内化于心、外化于行，为企业的发展注入源源不断的动力。

In the process of deepening the practice of 6S management, I deeply appreciate its importance in enhancing work efficiency and creating a good working environment. Through the continuous promotion of the six links of organizing, reorganizing, cleaning, cleaning, literacy and safety, we not only optimize the workflow, but more importantly, cultivate a spirit of self-discipline, responsibility and teamwork. Every 5S inspection and improvement is a sublimation of our work attitude and professionalism. I believe that only through continuous practice and reflection can we truly internalize and externalize the concept of 6S management and inject constant power for the development of the company.

6s管理心得体会与感悟 篇1

　　6月xx年级，记得当时看的书是山东大学出版社出版，展涛主编的《管理学》，这也算是本人管理学的启蒙教材吧。

　　由于本科就读的是行政专业，后来就陆陆续续学习了多门相关课程，也阅读了不少的管理学专著和教材。下面就管理学的教学和教材两个方面谈谈我的一点点不成熟的想法吧。

　　一、关于教学

　　（一）教学方式

　　可以说本学期的课程中，管理学是最能够吸引我并给我留下深刻印象的课程，其他一些课程的教学方式和本科时并无显著差别，旧调重弹的痕迹相当严重。我想研究生的教学首先是要找准定位，要分析教学受众——即学生的心理，采取生动活泼、寓教于乐的方式，这样才能产生良好的课堂气氛和教学效果。照本宣科不行，海阔天空也不行，要理论联系实际，原理结合案例。当然，这最终考验的是任课老师的教学态度和教学水平。

　　（二）教学内容

　　研究生群体的心理是比较特殊的，特别是像我们这些刚刚跨入研究生阶段的新生。我们这个群体，绝大部分年龄在22——25岁之间，绝大部分经历的是从学校到学校的人生轨迹，这是特别渴望自我实现的一群人，也是特别需要有效引导的一群人。因而在管理学的教学内容上，有两块领域特别重要：一是对自我心态的管理，一是对职业生涯的管理。这是研究生最为关注也最感兴趣的内容。俗话说：心态决定一切。研一的学生刚刚进行完角色的转换，不可能很快很容易就调整好自己的心态，对学习、生活、感情、社团活动、社会实践等彼此之间的关系和地位还不能通盘考虑、合理取舍。另外，大部分人对自己两年半后的发展取向认识不完全明晰，存在明显的摇摆、犹豫、观望心态。因而进行有针对性的心态调适和职业规划教育是很有必要的'。管理学学科在这些方面有着得天独厚的优势，当然也有着义不容辞的责任。

　　二、关于教材

　　目前市面上管理学的教材汗牛充栋，当然也是良莠不齐，并且雷同现象比较严重。从我们学生的角度而言，希望能够看到一本“更加写实、更加亲切”的教材。在我看来，现在管理学的教材往往太注重学术性、理论性、权威性，显得严肃有余、活泼不足，很像是一幅老者的面孔，而不是朝气蓬勃、睿智风趣的青年形象，然而学生总是更喜欢后者的。莘莘学子是教材的最终评价者，这个市场的份量无疑也是无穷的。

　　具体而言，教材的编写可考虑在宏观布局上遵循计划、组织、领导、控制四大板块，在微观结构上，可设置基本原理、典型案例、个人体验、学生感怀等几个栏目。基本原理要是权威、经久不衰的；典型案例要是新鲜、众所周知的；个人体验主要结合作者学习、生活、工作经历，阐述与原理和案例相关的想法和故事等，要有一定的启发性；学生感怀主要收集管理学学生的真实语录、作业等，要有可信性，如可让学生做一些关于职业规划或生活习惯的SWOT分析，然后收录其中，这样很容易引起学生共鸣。

　　人每天都生活在管理之中：分配时间、调整心态、作出决定、与人交往，大事小事，概莫能外，然能做到卓有成效之管理者，实乃罕见。

　　很感谢在研一前半年短促的流光中领会到了管理学的魅力，让我回想起过往的点滴，也让我畅想值得期待的未来……

6s management experience and feelings Part 1

　　June xx grade, remember that the book was published by Shandong University Press, Zhan Tao edited "Management", which is also considered my management of the enlightenment material it.

　　Since my undergraduate degree was in administration, I have studied many related courses one after another, and I have also read a lot of management monographs and textbooks. I will talk about my immature thoughts on the teaching of management and teaching materials.

　　I. On teaching

　　(i) Teaching methods

　　It can be said that among the courses in this semester, management is the one that can attract me most and leave a deep impression on me, and the teaching style of some other courses is not significantly different from that of undergraduate, and the traces of the old tunes are quite serious. I think the teaching of postgraduate students first of all to find the positioning, to analyze the teaching audience - that is, the psychology of the students, to take a lively, entertaining way, so as to produce a good classroom atmosphere and teaching effect. Reading from the book does not work, neither does the sea and the sky, the theory should be linked to practice, principles combined with cases. Of course, the ultimate test is the teaching attitude and teaching level of the teacher.

　　(ii) Teaching content

　　The psychology of the graduate student group is quite special, especially for those new students like us who have just entered the graduate school stage. Our group, the vast majority of which is between the ages of 22 - 25, the vast majority of which has experienced the trajectory of life from school to school, this is a group of people who are particularly eager to self-actualization, but also a group of people who are particularly in need of effective guidance. Therefore, in the teaching content of management, there are two areas of particular importance: one is the management of self-mindset, and the other is the management of career. This is what graduate students are most concerned about and interested in. As the saying goes: mindset determines everything. The first-year students have just finished the role change, it is impossible to adjust their mindset very quickly and easily, and they can't consider the relationship and status between study, life, relationship, club activities, social practice, etc. in a comprehensive manner and make reasonable choices. In addition, most people do not have a clear understanding of their own development orientation after two and a half years, and there are obvious wavering, hesitation and wait-and-see mentality. Therefore, it is necessary to carry out targeted mindset adjustment and career planning education'. The discipline of management has a unique advantage in these aspects, of course, also has the responsibility.

　　II. About teaching materials

　　At present, there are a lot of management textbooks on the market, of course, there are also a variety of good and bad, and the phenomenon of similarity is relatively serious. From the point of view of our students, we hope to see a "more realistic, more intimate" textbooks. In my opinion, nowadays management textbooks often focus too much on academic, theoretical, authoritative, and seem to be more serious than lively, is very much like an old man's face, rather than vibrant, wise and interesting image of youth, but students always prefer the latter. However, students always prefer the latter. Students are the final evaluators of textbooks, and the weight of this market is undoubtedly infinite.

　　Specifically, the preparation of the textbook can be considered to follow the four major sections of planning, organizing, leading and controlling in the macro layout, and in the micro structure, several columns can be set up, such as basic principles, typical cases, personal experience and students' feelings. The basic principles should be authoritative and time-honored; the typical cases should be fresh and well-known; the personal experience should be mainly combined with the author's study, life and work experience, and the ideas and stories related to the principles and cases should be elaborated, which should be inspirational; the students' feelings should be collected mainly from the management students' real quotes and assignments, which should be credible, such as letting the students do SWOT analysis of their career planning or living habits, and then include them in the columns. SWOT analysis, and then included, so it is easy to resonate with students.

　　People live in management every day: allocating time, adjusting their mindset, making decisions, interacting with people, and everything else, but it is rare to find a manager who can be effective.

　　I am thankful that I have realized the charm of management in the short flow of the first six months of my first year of study, which makes me recall the past and think about the worthy future ......

6s管理心得体会与感悟 篇2

　　3-4月份，检测中心在公司的指导下，结合实验室工作特点，组织全员进行了6S精益管理培训，现做一简要总结。

　　6S就是整理(SEIRI)、整顿（SEITON）、清扫（SEISOU）、清洁（SEIKETSU）、素养（习惯）（SHITSUKEI）、安全（SAFETY）。其中整理、整顿、清扫、清洁、素养5S是日本所发明，所发是用日语发音，因其发音都是以S开头，故而被称为5S，后来因为在工厂管理中安全也是非常重要的项目，因安全的英语发音也是以S开头，所以被加入5S中统称为6S。

　　“整理”

　　就是将公司（工厂）内需要与不需要的东西（多余的工具、材料、半成品、成品、文具等）予以区分。把不需要的东西搬离工作场所，集中并分类予以标识管理，使工作现场只保留需要的东西，让工作现场整齐、漂亮，使工作人员能在舒适的环境中工作。

　　“整顿”

　　就是将前面已区分好的，在工作现场需要的东西予以定量、定点并予以标识，存放在要用时能随时可以拿到的地方，如此可以减少因寻找物品而浪费的时间。

　　“清扫”

　　就是使工作场所没有垃圾、脏污，设备没有灰尘、油污，也就是将整理、整顿过要用的东西时常予以清扫，保持随时能用的状态，这是第一个目的。第二个目的是在清扫的过程中去目视、触摸、嗅、听来发现不正常的根源并予以改善。“清扫”是要把表面及里面（看到的和看不到的地方）的东西清扫干净。

　　“清洁”

　　就是将整理、整顿、清扫后的清洁状态予以维持，更重要的是要找出根源并予以排除。例如工作场所脏污的源头，造成设备油污的漏油点，设备的松动等。

　　“素养”

　　就是全员参与整理、整顿、清扫、清洁的工作，保持整齐、清洁的'工作环境，为了做好这个工作而制定各项相关标准供大家遵守，大家都能养成遵守标准的习惯。

　　“安全”

　　是将工作场所会造成安全事故的发生源（地面油污、过道堵塞、安全门被堵塞、灭火器失效、材料和成品堆积过高有倒塌危险等）予以排除或预防。

　　6s精益管理活动强调的最主要两方面首先是地、物的明朗化：即是以客人的眼光或新进员工的眼光来看我们的职场，是否能看的清清楚楚、明明白白，其次强调的是人的规范化，即每个员工做事非常用心、非常严谨，各项工作都能做的很到位。

　　6S是一个有机的整体，对实验室的管理和发展均有重要意义。实验室所生产出来的产品就是检测结果，而且很多情况下是最终的结果。结果的准确性和令人信服性是非常重要的两个方面。准确性可以由严格的质控程序和技术手段来保证，但是令人信服是一个难点，通过这次的6S精益管理学习，我们找到了一条解决这个问题的办法，就是把6s管理融入到我们的日常检测工作中，建立一种我们的检测结果不容怀疑的“势”。6S课程学习过后，下一步我们将设置和推进一些6S管理活动，逐步实现实验室的6S精益管理。

6s management experience and feelings Part 2

　　In March-April, the testing center in the company's guidance, combined with the characteristics of the laboratory work, the organization of the whole staff for the 6S lean management training, is now a brief summary.

　　6S is to organize (SEIRI), rectify (SEITON), clean (SEISOU), clean (SEIKETSU), literacy (habits) (SHITSUKEI), safety (SAFETY). Among them, organization, rectification, cleaning, cleaning, quality 5S is invented in Japan, the hair is pronounced in Japanese, because its pronunciation is to start with S, so it is known as 5S, and later because safety in factory management is also very important project, because the English pronunciation of safety is also to start with S, so it is added to 5S collectively referred to as 6S.

"Organize."

　　It is to differentiate between what is needed and what is not needed (excess tools, materials, semi-finished products, finished products, stationery, etc.) in the company (factory). We move unwanted things away from the workplace, centralize and categorize them for marking and management, so that only what is needed is kept at the workplace, making the workplace neat and beautiful, and enabling the staff to work in a comfortable environment.

"Rectification."

　　It means that the things that have already been distinguished and are needed at the work site should be quantified, fixed-pointed and labeled, and stored in a place where they can be readily accessible when they are to be used, so as to reduce the time wasted in searching for the items.

"Sweeping."

　　That is, to make the workplace free of garbage and dirt, equipment free of dust and grease, that is, to organize and reorganize the things to be used from time to time to be cleaned, to maintain the state of ready to use, which is the first purpose. The second purpose is to visually inspect, touch, smell, and listen during the cleaning process to find the root cause of irregularities and improve them. "Cleaning" is to clean both the surface and the inside (visible and invisible areas).

"Clean."

　　It is to maintain the cleanliness after organizing, reorganizing and cleaning, and more importantly, to identify the root causes and eliminate them. For example, the source of dirt in the workplace, oil leaks that cause oil contamination in equipment, loose equipment, etc.

"Vegetarianism."

　　It means that all employees participate in organizing, reorganizing, sweeping, and cleaning to maintain a neat and clean working environment, and in order to do a good job of this work, all relevant standards are set for everyone to comply with, so that everyone can develop the habit of complying with the standards.

"Safe."

　　It is to remove or prevent the sources of safety accidents at the workplace (greasy floors, blocked aisles, blocked safety gates, non-functioning fire extinguishers, high stacks of materials and finished products that pose a risk of collapse, etc.).

　　6s lean management activities emphasize the two most important aspects of the first is the ground, the object of clarity: that is, the guest's eyes or the eyes of new employees to see our workplace, whether we can see clearly, clearly, the second emphasis is on the standardization of people, that is, each employee to do things very attentively, very rigorous, all the work can be done in place.

　　6S is an organic whole that is important for both the management and development of the laboratory. The product produced by the laboratory is the test result and in many cases the final result. Accuracy and convincing results are two very important aspects. Accuracy can be ensured by strict quality control procedures and technical means, but convincing is a difficult point, through the 6S lean management learning, we have found a solution to this problem, that is, the 6S management into our daily testing work, to establish a kind of our test results can not be doubted that the "potential". After the 6S course, we will set up and promote some 6S management activities in the next step, and gradually realize 6S lean management in the laboratory.

6s管理心得体会与感悟 篇3

　　xx年xx月xx日，对于老工老干、职业病科的全体人员来说，是一个永远值得怀念和自豪的日子。在医院6S精益管理第二批推广科室总结表彰大会上，我科荣获金奖。得到这个消息，回想起6S打造过程中的日日夜夜，看着眼前温暖、清新、明亮、文化气息浓厚的工作场所，全科人员都流下了幸福的眼泪。

　　6S打造前，老工老干、职业病科由于病人住院时间长，老病友多，部分病友长期以院为家，卫生脏、乱、差，是医院每次现场管理检查的重点批评对象。接到医院要开展6S精益管理的任务后，大家心理都在嘀咕：“我们这样的条件，6S精益管理能过关吗？”

　　办法总比困难多。做为科室第一负责人的xx主任是一个认真负责、勇于担当的硬汉子。虽然面对前所未有的压力，但他没有退却，没有被困难吓倒，“6S打造我们要竭尽全力，发挥每个人的主观能动性和聪明才智，确保6S精益管理全格，做到内心不愧，心中不悔”，xx主任在全科人员动员会上立下了誓言！

　　一声令下，科室全体成员都行动起来了！在完成自己本职工作的同时，全心全意投入到6S管理的工作中，加班加点、任劳任怨、不计较个人得失，面对各种困难，不屈不挠；不会的地方向指导老师，认真学习，虚心请教，同时不放过每一个向其他科室学习的机会。护士杨岚患有严重的腰椎间盘突出，腰部及腿部长期疼痛麻木，可她顾不上休息与养病，连续奋战3个星期，每天加班到深夜，科室领导见她身体情况差要她休息，想予以特别照顾，她坚持说她必须完成科室的6S打造任务才行，仍旧带病坚持加班到深夜，任劳任怨。受护士杨兰的鼓励，全体医护人员励精图治，在科主任xx的'带领下，不知疲倦，个个都争当先锋，不怕吃苦、任劳任怨的度过了这3周加班到深夜的时间，在这三周里不论是小孩子发烧不舒服的同事，还是家里有年迈父母生病住院的同事，大家都牺牲了陪伴家人的时间，在医院加班到深夜。

　　汗水没有白流，评为金奖后，xx主任没有满足，他又在思考如何建立长效机制，分别制定了科室确保6S长效坚持的制度、标准、奖惩等有效管理机制，决心以6S精益管理为契机，提高安全和素养目标，加快老工老干、职业病科的发展步伐，今日种下医院6S管理的绿水青山，换来明日医院辉煌腾达的金山银山。

6s management experience and feelings Part 3

　　XX, XX, XX, XX, is a day that will always be remembered and proud of for the old workers and staff of the Department of Occupational Diseases. In the hospital 6S lean management second batch of promotion department summary commendation meeting, our department won the gold medal. Getting this news, recalling the days and nights in the process of 6S creation, and looking at the warm, fresh, bright and culturally rich workplace in front of us, all the staff of the department shed tears of happiness.

　　6S build before, the old workers Lao Gan, occupational disease section due to the long hospitalization time of the patient, the old patients, some of the patients have long been home to the hospital, hygiene dirty, messy, poor, is the hospital each time the site management inspection of the key criticism. After receiving the hospital to carry out the task of 6S lean management, everyone mentally muttered, "We are such conditions, 6S lean management can pass?"

　　There are always more solutions than difficulties. As the first person in charge of the section, Director XX is a serious and responsible, courageous and tough man. Although the face of unprecedented pressure, but he did not retreat, not intimidated by the difficulties, "6S build we have to do our best to play everyone's subjective initiative and ingenuity, to ensure that the 6S lean management full frame, to do the heart is not ashamed of the heart, the heart does not regret", xx director of the whole section staff mobilization will set up a vow!

　　An order, all members of the section acted! In the completion of their own work at the same time, wholeheartedly into the 6S management work, overtime, hard work, regardless of personal gains and losses, in the face of all kinds of difficulties, indomitable; do not know the place to the instructor, serious learning, open-mindedness to ask for advice, and at the same time do not let go of every opportunity to learn from other departments. Nurse Yang Lan suffers from serious lumbar disc herniation, lumbar and leg pain and numbness for a long time, but she could not care about rest and recuperation, continuously fighting for 3 weeks, working overtime every day until late at night, the leadership of the department to see her poor health to rest, wanting to be taken care of in particular, she insisted that she had to complete the department's 6S to build the task before she was still sick and insisted on working overtime until late at night, toiling and complaining. Encouraged by nurse Yang Lan, all the medical and nursing staff, under the leadership of the department director XX, tireless, everyone is striving to be a pioneer, not afraid of suffering, hard work through the three weeks of overtime work until late at night, in these three weeks, whether it is a small child with fever and discomfort colleagues, or at home with elderly parents who are sick in the hospital, we have sacrificed the time to accompany their families, overtime work in the hospital until late at night.

　　Sweat did not flow in vain, rated gold medal, xx director did not meet, he was thinking about how to establish a long-term mechanism, respectively, to develop a section to ensure that 6S long-term persistence of the system, standards, rewards and penalties, and other effective management mechanism, is determined to 6S lean management as an opportunity to improve the safety and literacy goals, to accelerate the old work of the old dry, the pace of development of the Department of Occupational Diseases, today, seeded the green hills of the hospital's 6S management in exchange for tomorrow's hospitals! Splendor and prosperity of the mountains of gold and silver.

6s管理心得体会与感悟 篇4

　　首先，班主任要热爱、关心学生和明白学生，成为学生的知心朋友，这是做好各项工作的前提和基础。课前、课后与学生多沟通，给予问候和关心。

　　班主任不必刻意去对学生进行思想教育，而是要注重学生的学习情绪、生活状况、身体状况等。要善于发现学生的优点，发现问题及时跟进沟通解决，在沟通的'过程中，师生双方由说理、谈心再到知心，让学生更好地理解班主任的教育理念及观念，增进师生关系。通过表扬式教育提升学生自信心。我认为班主任工作要具有爱心，责任心，这样才能更好地管理一个班级。

6s management experience and feelings Part 4

　　First of all, the class teacher should love, care and understand the students, and become the students' intimate friend, which is the premise and foundation of doing all the work well. Communicate more with students before and after class, give greetings and care.

　　Classroom teachers do not have to deliberately go to the students' ideological education, but to focus on the students' learning mood, living conditions, physical conditions and so on. To be good at discovering the merits of students, found that the problem of timely follow-up communication to solve, in the communication 'process, teachers and students from the reasoning, talk to the heart and then to know the heart, so that students better understand the classroom teacher's educational philosophy and concepts, to enhance the relationship between teachers and students. Through praise education to enhance students' self-confidence. I think classroom teachers should have love and responsibility in order to manage a class better.

6s管理心得体会与感悟 篇5

　　公司全面推行基础化、标准化、先进化的6S(整理、整顿、清扫、清洁、素养、安全)现场管理模式，作为佳宝乳业一名员工，我们积极号召公司管理理念。本着一种打造有责任、有内涵、有品位、有道德的文化型和学习型企业。在公司各位领导的指导下，在场领导的带领下，二牧全体职工积极执行6S管理。场部领导不定期进行自查自纠，并组织职工进行学习，让所有的员工心里都有一个6S的理念，让6S深入人心，形成处处6S，时时6S的大环境。

　　在工作的每个细节以6S管理来约束自己，提升自己。通过不断的学习，使我们深切的认识到6S给工作带来的.帮助，井然有序的工作环境，有条不紊的工作秩序，让每位员工在紧张的工作下按时、按量、高效率、高标准的完成任务。通过6S管理活动，规范了工作和生产现场，培养了员工良好习惯，不断提高素养，保障安全。全场职工精神面貌焕然一新，纷纷表示今后会更加努力地工作。一份耕耘、一份收获。这只是6S学习实践的攻坚段，一定将6S进行到底，让二牧的成绩再上一个新的台阶，为企业的发展壮大打好基础，公司一定会有一个更加辉煌的明天!

6s management experience and feelings Part 5

　　The company fully implemented basic, standardized and advanced 6S (sorting, straightening, sweeping, cleaning, literacy, safety) site management mode, as a staff member of Jiabao Dairy, we actively call for the company's management philosophy. In the spirit of a create a responsible, connotation, taste, moral culture-based and learning-oriented enterprises. Under the guidance of the company's leaders, under the leadership of the field leaders, all the staff of the second pasture actively implement 6S management. Field leaders from time to time to carry out self-examination and self-correction, and organize the staff to study, so that all employees have a 6S concept in mind, so that 6S deep into people's hearts and minds, the formation of 6S everywhere, 6S at all times of the general environment.

　　In every detail of the work to 6S management to discipline themselves and improve themselves. Through continuous learning, so that we deeply realize that 6S to the work brought . Help, well-organized working environment, organized work order, so that each employee in the tension of work on time, according to the amount, high efficiency, high standards to complete the task. Through the 6S management activities, the work and production site is standardized, and good habits of employees are cultivated to continuously improve literacy and ensure safety. The spirit of the whole field staff has been refreshed, and they have expressed that they will work harder in the future. One plowing, one harvest. This is just the 6S learning and practicing the attack section, will definitely carry out 6S to the end, so that the achievements of the second pasture to a new level, to lay a good foundation for the development and growth of the enterprise, the company will certainly have a more brilliant tomorrow!

6s管理心得体会与感悟 篇6

　　通过观看《班级6S管理》学习视频，受益匪浅。不仅学习了6s管理，还了解了5s管理。6s管理包括：整理、整顿、清理、清扫、安满分作文网全、素养。举例说明了相关做法，比如：竖立、书脊外置、按照一定顺序，同时了解了班级公约等一系列知识，非常期待下次知识的分享。

6s management experience and feelings Part 6

　　I have benefited a lot from watching the learning video of "6s management in class". Not only did I learn about 6s management, but I also learned about 5s management. 6s management includes: organizing, straightening, cleaning, sweeping, safety full essay website, and literacy. Examples were given to illustrate the relevant practices, such as: erection, spine out, in a certain order, and at the same time, a series of knowledge such as classroom conventions were learned, and we are very much looking forward to the next sharing of knowledge.

6s管理心得体会与感悟 篇7

　　通过这次6S视频培训学习，我充分认识到了自己在食堂管理方面存在的不足，让我对6S工作有了更进一步的认识。食堂班组在6S落实工作方面就是通过规范现场、现物，营造一个良好的工作环境，培养员工养成一个良好的工作习惯。就是要将所学到的6S管理的理论知识充分运用到食堂管理工作中去，从而形成一个良好的班组6S文化氛围，进而全面提高食堂班组的各项管理水平。

　　我认为，对于6S管理工作不是喊喊口号就行了，而是要踏踏实实地做好每天的基本工作，并要全身心的投入到工作中，要牢固树立把一线员工当作家人来看待意识，让员工走进食堂就能体验到家的感觉。6S管理水平的高低，代表着管理者对现场管理认识的高低，也决定了现场管理水平的高低。6S管理这一公认的先进的行之有效的管理制度和模式，对于提高班组的管理水平有着十分重要的现实意义，主要表现在：1、有利于改善班组现场管理现状。通过大力推行6S管理，就能有效地改善班组的现场管理水平.让班组的一切都处在有效可控的管理之中。6S既是一种管理文化，同时也是现场科学管理的基础。员工每天都在整齐有序环境中工作，使得每个人都自觉约束自己的行为，久而久之就能实实在在地提高个人的工作状态，最终提高整个班组的管理水平。2、有利于提高企业的竞争力。中国正在成为一个世界工厂，特别是作为工业制造型企业，光靠低价的人力成本是无法长期与别人竞争的，必须通过提升人的品质.实现减少浪费，降低成本，增加利润.保障安全，使产品和服务满足顾客需求.以增强企业的竞争力。

　　以下是我针对食堂6S管理的具体工作措施和想法：

　　1、整理。食堂所有物品要按照某些性质或功能分类放好，例如打餐时筷子应该放在什么地方才可以让员工更加方便的拿到筷子，菜和米饭该按什么顺序摆放，能够更方便给员工打饭。这一步我觉得可以从以下四个方面做起，(1)分析目前的状况，看看目前食堂所有物料的摆放是否合理。如果不合理，研究改进的方法。(2)决定该怎样摆放食堂物品，如果菜和米饭的摆放不方便打饭，就应该进行调查研究。(3)通过上面的调查，决定饭菜的摆放位置，从而节省打菜时间。(4)做好这些事情后，我们要将这些办法写入规章制度，要求食堂的工作人员严格遵守，从而使这一步的工作得到落实。

　　2、整顿。食堂现场要把不需要的东西坚决清除，做到现场无不用之物。对食堂所有进行大清理，食堂全员可以对食堂内的物品进行分析，看看哪些东西食堂经常用，哪些不经常用，哪些根本不用。对于不用的直接进库封存起来;对于不经常用的可以放在食堂门外xx仓库里里;对于经常用的，则可以按6S要求定置整齐摆放在食堂内部的某个角落。

　　3、清扫。食堂每天都要进行打扫，每周要进行大扫除，处理灶台和油烟机上的油渍和烟尘，也注意对各餐厅各个区域进行打扫，重点要处理桌子和地面上的油渍，因为这些对食物的卫生标准起着至关重要的作用。清洁的食堂和餐厅环境给人以清新的感觉，会让员工更有食欲，从而能全身心的投入到工作中去。

　　4、清洁。是将前面的整理、整顿、清扫这三个S坚持和深入，并规格化。要做到这一步，我们首先要制作一个清洁目标。如要求食堂厨房的各个部分都没有油渍，这要动员食堂的所有员工都参加这个活动，让所有的人都清楚自己该干什么，这样管理才会更有效。然后需要制定一个清洁的状态标准。如地面的清洁状况标准，桌子的清洁状况标准，座椅的.清洁状况标准，窗户的清洁状况标准等

　　5、素养。素养是6S活动的中心。前面的4个S都是对物品的整理清扫，而素养则是对人的要求。员工良好的素养是保证6S顺利开展的关键。那么如何提高是素养呢?(1)要定期进行打扫，以保持食堂各个区域干净整洁的状态，逐渐形成一个良好习惯，并慢慢让干净整洁成为食堂的基本工作要求。(2)要积极的开展食堂员工的思想教育工作，只有让员工明白干净整洁的食堂环境的意义，他们才能自觉的做好自己的工作。

　　6、安全。食品安全方面要从进货检验、饭菜操作、窗口打菜、餐具消毒、个人卫生这五项重点工作展开，食品安全至关重要，所有员工一定要做足做实各项基本工作，严格执行食品安全操作规范，消除食品安全隐患，不轻视任何一个操作过程，不疏漏任何一个细节，严防病从口入，确保全体员工安全饮食卫生。

　　人身安全方面大家要从上下班途中安全、地面潮湿防摔倒、正确使用电气化设备等方面展开，在工作时，要严格按设备安全操作规程进行作业，发现设备问题要及时报修，不能私自修理。

　　后续将定期对食堂6S工作效果进行评估和肯定，及时处理管理中存在的问题。要及时告诉员工食堂推行6S管理的重要意义，让他们明白6S管理可以让以后的工作更加方便省力。慢慢地从思想上帮助他们做出改变，让员工更好的工作，更好的为员工服务，逐步提高食堂的工作效率。另外在6S管理实施过程中，如果员工做的很好，我们应该给予合理的奖励，来提高他们的积极性。如果做的不好，可以给一些惩罚和压力，让员工更加认真的参与到6S的管理中，从而提高6S管理效率。

6s management experience and feelings Part 7

　　Through this 6S video training and learning, I fully recognize my own deficiencies in the management of the canteen, so that I have a further understanding of the 6S work. Cafeteria team in the 6S implementation of the work is through the standardization of the site, the present object, to create a good working environment, and cultivate employees to develop a good working habit. It is to fully apply the theoretical knowledge of 6S management learned to the management of the cafeteria, so as to form a good 6S cultural atmosphere of the team, and then comprehensively improve the management level of the cafeteria team.

　　I think, for the 6S management work is not shouting slogans on the line, but to do a good job every day's basic work, and to be fully committed to the work, to firmly establish the front-line staff as a family member to look at the awareness of the staff into the cafeteria will be able to experience the feeling of home. 6S management level of the level of management, on behalf of the managers of the site management of the understanding of the level of the level of management of the scene also determines the level of management of the site. 6S management is recognized as an advanced and effective management system and model for improving the management level of the team has a very important significance, mainly in: 1, is conducive to improving the status quo of the team site management. Through the vigorous implementation of 6S management, it can effectively improve the site management level of the team. Let the group of all are in the effective and controllable management. 6S is both a management culture, but also the basis of scientific management of the site. Employees work every day in a neat and orderly environment, so that everyone is consciously restrain their own behavior, over time will be able to actually improve the individual's working condition, and ultimately improve the management level of the entire team. 2, is conducive to improving the competitiveness of enterprises. China is becoming a world factory, especially as an industrial manufacturing enterprises, relying solely on low labor costs can not compete with others in the long term, must be through the enhancement of human quality. Realize the reduction of waste, reduce costs, increase profits . Guarantee safety, so that products and services to meet customer needs . To enhance the competitiveness of enterprises.

　　The following are my specific work measures and ideas for 6S management in the cafeteria:

　　1. Organize. All items in the cafeteria should be categorized and placed according to certain nature or function, for example, where should the chopsticks be placed in order to make it more convenient for the staff to get chopsticks when playing meals, and in what order should the vegetables and rice be placed to make it more convenient for the staff to play meals. I think this step can start from the following four aspects, (1) analyze the current situation and see whether the current arrangement of all materials in the canteen is reasonable. If it is not reasonable, study ways to improve it. (2) Decide how the cafeteria items should be arranged, and if the arrangement of vegetables and rice is not convenient for playing rice, a research study should be conducted. (3) Decide where the rice should be placed by the above investigation, thus saving time for food-punching. (4) After doing these things, we should write these methods into rules and regulations and ask the staff of the cafeteria to strictly abide by them, so that this step can be implemented.

　　2. Tidying up. Cafeteria site should be unwanted things resolutely removed, so that the site is no useless things. All the canteen to carry out a big clean-up, canteen staff can analyze the items in the canteen to see what things the canteen often used, which is not often used, which is not used at all. For the unused directly into the warehouse sealed up; for infrequent use can be placed in the cafeteria outside the door xx warehouse; for frequent use, it can be 6S requirements set up neatly placed in a corner of the interior of the cafeteria.

　　3. Cleaning. The cafeteria should be cleaned every day, weekly cleaning, deal with the stove and hood on the grease and soot, also pay attention to the various areas of the restaurant to clean, focusing on the table and the ground to deal with grease stains, because these play a vital role in the hygiene standards of the food. A clean cafeteria and restaurant environment gives a feeling of freshness, which will make the employees more appetizing so that they can devote themselves to their work.

　　4. Cleaning. It is the adherence and deepening and specification of the previous three S's of organizing, straightening and cleaning. To do this step, we first need to produce a clean target. Such as the requirement that all parts of the canteen kitchen are free of grease, which should mobilize all the staff of the canteen to participate in this activity, so that all people are clear about what they should do, so that the management will be more effective. Then a standard for the state of cleanliness needs to be set. Such as the cleanliness status standard of the floor, the cleanliness status standard of the table, the seat . . cleanliness standard, window cleanliness standard, etc.

　　5, literacy. Literacy is the center of 6S activities. The first four S are the organization of the items to clean, and literacy is the requirements of the people. Good staff literacy is to ensure that the key to the smooth implementation of 6S. So how to improve is literacy? (1) to be regularly cleaned to keep the canteen areas clean and tidy state, and gradually form a good habit, and slowly make clean and tidy become the basic requirements of the work of the canteen. (2) to actively carry out the ideological education of the canteen staff, only let the staff understand the significance of a clean and tidy canteen environment, they can consciously do their work.

　　6, safety. Food safety should be from the purchase inspection, meal operation, window playing food, tableware disinfection, personal hygiene of the five key work to start, food safety is crucial, all employees must do all the basic work, strict implementation of food safety practices, eliminate food safety hazards, do not take any of the operation process, do not omit any detail, to prevent diseases from the mouth, to ensure that the safety of all employees! Dietary hygiene.

　　Personal safety everyone should start from the safety on the way to and from work, the ground is wet to prevent falls, the correct use of electrification equipment, etc. When working, we should strictly follow the equipment safety operation procedures, and find equipment problems to report in time for repair, not to repair privately.

　　Subsequently, the effectiveness of the 6S work of the canteen will be assessed and affirmed on a regular basis, and problems in management will be dealt with in a timely manner. To tell employees in a timely manner canteen to implement the importance of 6S management, so that they understand the 6S management can make the future work more convenient and labor-saving. Slowly from the idea to help them make changes, so that employees work better, better service for employees, and gradually improve the efficiency of the cafeteria. In addition, in the implementation of 6S management process, if the staff do a good job, we should give reasonable incentives to improve their motivation. If they do not do a good job, you can give some punishment and pressure, so that employees are more seriously involved in the management of 6S, so as to improve the efficiency of 6S management.

6s管理心得体会与感悟 篇8

　　我们在工作中如何提高员工工作积极性?

　　在日常工作中常常遇到这样的问题：员工每天来上班，总是打不起精神，抱有今天何时候才能混过的想法。工作期间效率不高，质量不好，或者又不违章违纪又不犯错误但始终有说不了的思想情绪。那么，如何针对员工的症结激励员工，提升员工的工作激情呢?我认为应该注意以下几方面：

　　1、充分了解员工丧失工作积极性的原因

　　员工思想状态不佳，有情绪，或者不开心，较郁闷，作为管理干部我们第一件事首先要查明其原因，而不是工作中克制不住一意地去批评。也许是由于工作压力大，家庭繁锁事多，本身的身体状况不佳，情感纠结，或许是因工作本身和领导者工作方法出现的问题等等，员工都会出现消极现象，作为我们干部一旦通过谈话或者第三者了解到具体的原因，那么就应该立即快速的为其解开“心结”，做好开导。

　　2、定期与员工交谈，增加凝聚力

　　通过与员工经常性地交谈，不论是正式的还是非正式的交谈，包括座谈会、下班时间对了解员工的整体情绪或个别潜在问题的情况如何，对我们的管理工作都是很有帮助的，哪些方面有可能影响到员工的积极性，提出问题所在，对症下药，给予最大限度的配合与支持，这样员工就会更加的出色，会更好地完成各项工作任务。

　　3、怎样激发员工的积极性

　　(1)变换工种，创造培训机会。

　　在员工丧失了工作积极性和工作态度欠佳时，不能随意横加斥责，而是要有为他们将来的发展投资，多提供些培训机会。适当的时候可以考虑对其变换工作岗位等，让其员工对新的工作岗位有一种新鲜感，并在有可能的情况下对其重用，增加员工的工作信心和工作热情，让其在新的岗位上获得意想不到的上进心。

　　(2)对表现突出的员工加以肯定。

　　“突出表现”的概念没有固定标准，它是因不同任务、工作而变化。重要的是能识别并奖励给那些真正做出了突出贡献的人。首先要确定为其制定目标的分配方式，确定目标的最高标准不应高不可及，因为任何人在工作过程中出错是不可避免的，所以制定目标单纯讲，就是为了提高员工积极性，增加他们工作的信心，而非是一个达不到的不合理的目标，否则就适得其反，我们最终的目的是通过目标定制，合情合理的，把奖励给予那些工作做得好的人。

　　(3)奖励的选择和奖励方式。

　　从业绩方面可选择：可降低成本的能提高服务质量的使客人满意的表现形式，公司有固定的奖项评比进行奖励。作为斑竹领班部长，应该学会打理班组的各项事务，包括理财。有的同时又在想了，班组哪里来的财来理哟，这就要靠大家出主意想方法，每个月的小费、班组的提成，均可以抽出一小部分作为斑竹的活动经费，或者奖励经费，对于平时在工作中表现突出的员工，就可以采取物质和精神方面的激励(用班组的基金购买一些小礼品如手表、镜子、相框等等)，精神激励吧，那就是当面表扬和班组的班前会上表扬。要想一个人在工作上事业上有佳绩，只有现金的激励是远远不够的，他们最需要的是获得大家的认可，哪怕是一句“谢谢”也会感到知足。

　　(4)合理安排员工的工作。

　　员工自身需要进步，作为管理者要主动帮助员工进步，除了安排日常工作的时候要考虑调配调整员工适合做哪样，做什么样的事情才发挥得更好，并不断的表扬和激励，让其带动另外的同事也将工作做好，(比如：这个员工点菜销售很强，就安排以点菜销售为主，其他工作一定要督导去做，但是为辅，如果一个员工喜欢按部就班的工作，那就安排他做餐前准备和餐中服务细节换骨碟、换烟盅、餐中保洁等日常性较固定流程的工作)形成一个良性的工作岗位循环，能达到这样的`效果，那你的班组员工就非常的不错，很有实战能力了，因为他们都是全面发展的。其次，还要适当安排他们去完成正常工作范围之外的任务，以增强员工的信心，增加他们的工作经验，也体现出管理者对他们的进步感兴趣，培养他们成长进步。

　　(5)合理授权员工，下放权力。

　　A、授权给员工，不仅能激发员工积极性，而且能够提高每个人的表现水平。如果员工的知识和能力不能受到重视，就会丧失工作积极性，也会对外部强加给他们的东西产生抵触情绪，所以在有大的举动前要与有关人员商量，鼓励他们为改进工作尽责。

　　B、下放权力。接受他人管理时，不可能具有高度的积极性。权力越滞留在上面，激励作用越小，员工逐渐习惯了依赖于他人的决定，这会压抑他们的创造力，增加了依赖性。如果是这样，最好把不是非你不可的工作授权给员工去做，也许他们会干得非常出色那么在领班休假时，可以轮流授权给每一个人，然后在针对他们的一些实际完成的工作情况进行辅导和提高。

　　(6)管理者学会扮演不同角色去分析、解决员工的实际问题。

　　管理者在与员工相处时不应带有偏见，要把注意力集中在员工的业绩上，而不是他们的性格、习惯或外表。工作中能偏袒，因为被偏袒的员工会因此被团体所冷落和排挤，更会挫伤那些没有被偏袒的员工的积极性。要通过严格和友好的方式达到好的目的，激励员工发挥他们的实际能力和潜在能力。

6s management experience and feelings Part 8

　　How can we improve employee motivation at work?

　　Often encountered in the daily work of this problem: employees come to work every day, always can not beat the spirit, hold today when to mix the idea. Efficiency during the work is not high, the quality is not good, or do not violate the rules and discipline and do not make mistakes but always have to say that the ideological mood. So, how to motivate employees for the crux of the staff to enhance the passion of the staff? I think we should pay attention to the following aspects:

　　1. Fully understand the reasons why employees are demotivated to work

　　Employee's state of mind is not good, there are emotions, or unhappy, more depressed, as a management cadres, the first thing we have to find out why, rather than work in the restrained intention to criticize. Perhaps due to work pressure, family locks thing more, their own poor physical condition, emotional entanglement, perhaps because of the work itself and the leader of the work method problems, etc., the staff will appear negative phenomena, as our cadres once through the conversation or a third party to understand the specific reasons, then it should be immediately and quickly for the unlocking of its "knot! "and do a good job of counseling.

　　2、Talk to employees regularly to increase cohesion

　　Through regular conversations with employees, whether formal or informal conversations, including symposiums, off-duty hours on the understanding of the overall mood of the staff or individual potential problems of how the situation is very helpful to our management work, which aspects are likely to affect the motivation of the staff to put forward the problem, the right remedy, to give maximum cooperation and support, so that the staff will be more outstanding and Will be better to complete the work of all tasks.

　　3、How to motivate employees

　　(1) Changing job types and creating training opportunities.

　　When employees lose their motivation and have a poor work attitude, they should not be reprimanded arbitrarily, but should invest in their future development and provide more training opportunities. When appropriate, you can consider changing their jobs, etc., so that their employees have a sense of freshness to the new jobs, and where possible, reuse them, increase the staff's confidence and enthusiasm for work, so that they can get unexpected motivation in their new positions.

　　(2) Recognize employees with outstanding performance.

　　There are no fixed criteria for the concept of "outstanding performance", which varies from task to task and job to job. What is important is to be able to recognize and reward those who have truly made outstanding contributions. The first step is to determine the distribution of the goals set for them, the highest standard of the goals should not be unattainable, because it is inevitable for anyone to make mistakes in the course of their work, so the goal is set simply to improve the motivation of the staff to increase their confidence in the work, rather than an unreasonable goal that can not be achieved, otherwise it is counterproductive, our ultimate goal is to customize the goals, reasonable and reasonable, and give rewards to those who have done a good job. Give rewards to those who do a good job.

　　(3) Choice of incentives and incentives.

　　In terms of performance, you can choose: can reduce costs can improve the quality of service to make guests satisfied with the form of performance, the company has a fixed award competition to reward. As a bamboos foreman minister, should learn to take care of all the affairs of the team, including financial management. Some at the same time thinking about it, the group where to take care of the wealth to yo, it is up to you to come up with ideas to think of ways, every month's tips, the group's commission, can be drawn out a small part of the activities of the bamboo as funds, or incentive funds for the usual outstanding performance of the work of the staff, you can take the material and spiritual incentives (with the group's funds to buy some small gifts such as watches, mirrors, frames, etc.), the spiritual incentives, that is, to the face, to the face, to the staff of the group, to the staff of the group. Spiritual incentives it, that is, face to face praise and the team's pre-shift meeting praise. To think of a person in the work on the cause of good results, only cash incentives is far from enough, what they need most is to get everyone's recognition, even a "thank you" will feel satisfied.

　　(4) Reasonable organization of employees' work.

　　Employees themselves need to make progress, as managers to take the initiative to help employees make progress, in addition to arranging the daily work of the time to consider deploying adjustments to the staff suitable for doing which, do what kind of things to play better, and constantly praise and incentives, so that it leads to another colleague will also do a good job, (for example: this employee a la carte sales is very strong, it is arranged to a la carte sales as the main focus of the other work must be supervised to do, but as a supplement, if an employee likes to work step by step, then arrange for him to do the meal preparation and meal service details change bone dish, change the smoke cup, meal cleaning and other daily more fixed process work) to form a benign workplace cycle, can achieve such ` effect, then your shift staff is very good, very practical ability, because they are all-round development. Second, but also appropriate arrangements for them to complete the normal scope of work outside the task, in order to enhance the confidence of the staff, increase their work experience, but also reflects the manager is interested in their progress, training them to grow and progress.

　　(5) Reasonable authorization of employees and delegation of authority.

　　A. Empowering employees not only motivates them, but also raises the level of performance of each individual. If employees are not valued for their knowledge and abilities, they will be demotivated and will resist what is imposed on them externally, so it is important to consult with the people concerned before making big moves and encourage them to do their part to improve their work.

　　B. Decentralization. It is impossible to be highly motivated when accepting management from others. The more power stays on top, the less motivation, employees gradually get used to relying on the decisions of others, which will suppress their creativity and increase dependence. If this is the case, it is best to delegate the work that is not essential to you to the staff to do, perhaps they will do a very good job then when the foreman is on leave, you can rotate the delegation of authority to each person, and then in response to some of their actual work done in order to coaching and improve the situation.

　　(6) Managers learn to play different roles to analyze and solve the actual problems of employees.

　　Managers should not be biased in their dealings with employees and focus on their performance rather than their character, habits or appearance. It is possible to show favoritism at work because employees who are favored will be left out and ostracized by the group as a result, and moreover, will demotivate those who are not favored. To achieve good by being strict and friendly, motivating employees to realize their actual and potential abilities.

6s管理心得体会与感悟 篇9

　　“6S”管理是本年度厂办提出的工作思路，目的是使全体员工在工作中切实实行“6S”，让“6S”深入人心，以此促进企业形象，提高工作效率，改善工作环境，为企业的壮大打好奠基石，以下是实行“6S”管理的心得体会。

　　“6S”现场管理模式是经实践证明的一种先进、实用性细的现场管理系统方法，包括整理、整顿、清扫、规范、素养、安全六在部分,主要功能是为企业解决用好空间,用足空间保持环境整洁,形成良好的习惯,重视安全问题,这也是我们车间一贯坚持的工作理念,以保证生产的安全运行,降低消耗,争取产品的`最大利润化.。

　　炼焦车间作为机焦一厂的第一大车间，人员多，机械设备多，且各机械设备连续运转，这就相应的要求我们需要付出更大的精力，来保证各项指标达到要求，我们在几届车间主任领导的共同努力下，以ISO9000为基石，逐步完善了各种制度，制定了祥细的人员培训计划，以人为主，提高人有主观能力，主观能动性，负责对所属设备的维护保养监护，不以恶小而不为，从细小做起，发现隐患及故障后及时整改和处理，同时作为基层管理，我们坚持厂办提出的支动式管理，班组巡检过程中，认真检查和积极采纳各岗职工提出的合理化建议，并及时联系维修进行有效整改和解决处理，以便是各种设备保持完好的生产状态，从而使达到安全生产的目的。

　　安全是最重要的，我们要以“6S”管理的要求证明“6S”的精要：常组织、常整顿、常清洁、常规范、常自律。“6S“管理这5常是持久性的，不是一天或一年就可以完事大吉，这就需要我们基层管理者和每位在职员工坚持不懈地去努力、去完成，需要我们日复一日、年复一年地坚持才能保证，更需要的是每位员工的共同努力，时刻绷紧安全这根弦。

　　以高度的主人翁责任感对待我们每一天的工作，只有这样才能实现安全是最大的节约这一宏伟目标。

　　现在我们的工作离厂办提出的“6S“管理工作思路还有一定的差距，这就要求我们在以后的工作中不断提高警惕自我素质，找出差距、弥补不足、完善自我只有这样，我们的工作才会有突破，有发展，真正做到规范管理，创新管理。

6s management experience and feelings Part 9

　　"6S" management is this year's factory office puts forward the idea of work, the purpose is to make all employees in the work of the actual implementation of "6S", so that "6S" in-depth, in order to promote Corporate image, improve efficiency, improve the working environment, for the growth of enterprises to lay a good foundation stone, the following is the implementation of "6S" management experience.

　　"6S" site management mode is proven to be an advanced, practical fine site management system methods, including organizing, tidying up, cleaning, standardization, literacy, safety six in the part, the main function is to solve the problem of enterprises with good space, with enough space to keep the environment clean, the formation of good habits, pay attention to the safety issue, which is also the workshop we always adhere to the work philosophy, in order to ensure the safe operation of production, reduce consumption, and strive for product `maximum profitability. Workshop has always insisted on the concept of work, in order to ensure the safe operation of production, reduce consumption, and strive for the product of the `maximum profit....

　　Coking workshop as a machine coke plant, the first large workshop, more personnel, machinery and equipment, and the continuous operation of machinery and equipment, which correspondingly requires us to pay more energy to ensure that the indicators to meet the requirements, we are in the joint efforts of several sessions of the workshop director under the leadership of the joint efforts of the ISO9000 as the cornerstone, and gradually improve a variety of systems, developed a detailed personnel training program, people-oriented, improve People have the subjective ability, subjective initiative, responsible for the maintenance of the equipment belonging to the maintenance of the guardianship, not to be evil small and do not do, starting from the small, found that the hidden problems and failures in a timely manner to rectify and deal with, at the same time as the grass-roots level of management, we adhere to the plant proposed by the Office of the support of the management of the team inspection process, serious inspection and actively adopt the rationalization of the various posts of the staff put forward, and timely contact with the maintenance of effective corrective action and solutions to handle In order to keep all kinds of equipments in perfect production state, so as to achieve the purpose of safe production.

　　Safety is the most important, we have to "6S" management requirements to prove the "6S" essence: often organization, often reorganization, often clean, often standardized, often self-discipline. "6S" management of these 5 often is persistent, not a day or a year can be finished, which requires us to grass-roots managers and each employee to persevere in their efforts to complete the need for us to adhere to day after day, year after year to ensure that more needs to be the joint efforts of each employee, and always tighten the safety of this string! It is more necessary for every employee to make joint efforts to keep the string of safety tight.

　　With a high sense of ownership of our work every day, only in this way can we realize the ambitious goal that safety is the greatest savings.

　　Now our work from the factory office of the "6S" management work ideas there is still a certain gap, which requires us to constantly improve our vigilance in the future work of self-quality, identify gaps, make up for deficiencies, improve self only so that our work will have a breakthrough, there is the development of a truly standardized management, innovative management.

6s管理心得体会与感悟 篇10

　　浦发银行乌鲁木齐南湖路支行营业部作为支行的一个窗口，承担着支行的对外结算和服务，为支行和客户建立合作关系起着重要的作用。支行营业部现有员工8人，在20xx年的工作中，在支行行长的带领下，紧紧围绕支行的各项工作，强化支行的6S管理工作建设，不断推进支行的6S管理工作，提高了支行员工的整体素质，使支行凝聚力明显增强，全员动手，齐心合力，支行环境日新月异，6S管理工作走在分行的最前列。

　　一、6S现场管理模式是经实践证明为一种先进、实用性强的现场管理系统方法，包括整理、整顿、清扫、清洁、素养、安全六个部分，主要功能是为银行解决用好的空间、用足空间、保持环境清洁、形成良好习惯、重视安全等问题。成功的导入6S，可以改善和提高银行形象，促进工作效率提高，切实保障安全，是一件可以提高银行社会效益和经济效益的大好事。

　　所以支行自20xx年12月成立以来，从支行行长到员工就把6S管理做为支行工作的重要组成部分，成立了相应的推进组织，根据自身情况合理配置了资源，促使我支行的柜面及大厅的布置装修都严格按照6S管理的要求执行，营造了一个整洁、优美、有序、高效的工作环境，也成为乌鲁木齐分行的6S管理的典范和模板。

　　学他人之长是我们南湖路支行改变自己，实现超越的法宝之一。支行在开业装修初期，就四处搜集6S管理的相关资料，将多家兄弟行的6S管理工作图片进行对比、参考，在参阅了兄弟行的大量资料后，结合我支行的实际情况，在电源挡板、凭证格档及大厅环境进行了大量改造，使南湖路支行的6S管理工作较其他兄弟支行有了明显

　　的提高。

　　6S管理的内容包括：清扫、清洁、整理、整顿、安全、素质。所以光靠改变工作环境是不能达到6S管理工作的真正目的。支行自开业以来就一直注重对员工进行6S管理理念的灌输，让每一位员工真正了解6S管理的真正内涵，让他们知道推行6S管理不但可以改变支行的形象，而且员工也从中受益匪浅,整洁的工作场所让上班的员工心情舒畅，更好的服务客户。6S管理也是我行无声但最有魄力的营销员;可以从那里得到整洁银行美誉的赞扬，获得广大客户的信赖;在客户到我行来办理业务时，借此提高我们银行的形象，吸引更多的客户。

　　二、正是基于以上的管理理念，南湖路支行开业以来根据6S管理的要求制定了规范化、标准化和制度化的6S 管理手册，明确确立了支行6S管理的方针和目标;支行6S管理组织架构;6S管理的职责分工;6S管理的操作规范和标准;6S管理的监督和检查;6S管理的分析和改进;6S管理概述等。

　　支行每个月都会组织员工学习手册，在学习讨论的过程中，对手册中与实际情况有出入的地方进行修正和完善。手册中对每个员工负责的区域和职责进行了划分，每日由各区域负责人检查柜员执行的情况，每周再由主管对一周6S工作进行总结并对下周6S工作提出进一步的要求和规范。在支行人员变动时，都会对手册中岗位划分重新进行修改，并对变动的人员组织学习培训6S，使轮岗人员可以迅速融入其角色，在6S管理上可以衔接的很

　　好。

　　三、在保障6S长期维持的管理工作中，支行一直强有力地贯彻执行以下六点，：

　　1、每周指定一名柜员担当6S检查员，规定他每天、每周、每月定期和不定期对各区域(现金区、非现区、大厅区)的6S执行情况进行检查;

　　2、支行主管每月定期和不定期巡查现场，进行6S亮点、暗点观摩与点评。

　　3、各区域严格执行“四查”(自查、互查、专查、巡查)制度，各区域负责人员确实贯彻;“随时、随地、随机、随人”的“走动式督导”;

　　4、对6S检查出的问题点，对照改善前后的对比，支行营业部定期公布各区域的整改情况;

　　5、设立各区域《6S的检查评分表》必须排出名次后公布，并与责任人的奖惩挂钩;

　　6、严格执行6S管理工作的考核，对在6S工作中表现优秀的员工进行奖励，对疏于6S管理工作的员工进行惩罚，以激励员工对6S管理的积极性。

　　四、支行在基础管理等方面不断发明创新，营造了一个整洁、优美、有序、高效的工作环境，对外树立了良好的银行形象。支行根据现金区和非现金区的柜面结构及所需要要配备的各种设备专门请人设计了可以把各种电线杂物包住的`柜子，走到柜台旁边视线可见的的范围内是非常整洁的，只能看到柜子，所有的电线杂物全部包在柜子里面。支行还根据柜员平时使用频繁的凭条和印章的长宽高，也请专人设计了放置凭条印章的盒子，使台面看上去即整洁又美观，也节省了空间。支行对每个岗位，每个流程，每个环节都进行了统一的规范，这样每个员工心中就有了一个标准去遵循，在工作中时时刻刻思考并按照标准来执行，慢慢就形成了一个统一的模式化的工作流程，使用支行的服务质量和服务效率得到了一个质的飞跃和提升。支行经常组织员工进行各种培训和学习，内容非常丰富，不仅限于和工作有关的业务知识和技能的学习，还请专业人士对员对进行色彩搭配、形体、化妆等各项有助于提高员工素养的项目进行培训，取得了明显的成效。

　　五、结合实际，寻找差距

　　支行目前虽然许多方面已经运用6S管理体系来进行管理工作，但离6S管理工作的要求还是有很大的差距，同样，我们也认识到，在6S管理工作中，我们还必须提高支行员工的整体素质和业务水平，并健全各项管理制度，并得以坚持以制度管理，这样就可以为6S管理工作的推进提高打好基础，因为6S活动的中心就是在于“坚持”。在工作中，我们离6S的要求也还有差距，例如整顿，我们目前办公室环境变得舒适了，但各种物品摆放、分类工作仍有很多方面要改善。这是日日做，天天做的事情。同样在岗位上要变得无垃圾、无尘灰、干净整洁，将设备保养得锃亮完好，并把这些工作制度化、标准化的管理工作还必须更进一步加强。通过学习，我们应该严格按照我行推行6S管理推进重点要求来改正自己的工作作风和工作态度，要深刻理解6S六个要素的含义、作用，以及在工作中的要领，使6S管理在我行得到严格的执行。

6s management experience and feelings Article 10

　　As a window of the branch, the Business Department of Pudong Development Bank Urumqi Nanhu Road Sub-branch undertakes the branch's external settlement and services, and plays an important role in establishing cooperative relationships between the branch and its customers. The business department of the branch has 8 employees, in the work of 20xx, under the leadership of the president of the branch, closely around the work of the branch, strengthen the construction of the branch's 6S management work, and continue to promote the branch's 6S management work, improve the overall quality of the branch's staff, so that the cohesion of the branch has been significantly strengthened, the whole staff do their work, work together, the environment of the branch is changing day by day, and 6S management work is at the forefront of the branch. The 6S management work is in the forefront of the branch.

　　First, 6S site management mode is proven to be an advanced, practical site management system method, including organizing, reorganizing, cleaning, cleaning, literacy, safety, six parts, the main function of the bank to solve the problem of good space, with enough space, keep the environment clean, form good habits, pay attention to safety. Successful introduction of 6S can improve and enhance the image of the bank, promote work efficiency, and effectively guarantee safety, which is a great thing that can improve the social and economic benefits of the bank.

　　Therefore, since the establishment of the branch in December 20xx, from the branch president to the staff have made 6S management an important part of the branch's work, set up a corresponding promotion organization, and reasonably allocated resources according to its own situation, which has led to the implementation of the counter and hall layout and decoration of our branch in strict accordance with the requirements of 6S management, creating a neat, beautiful, orderly and efficient working environment, and also becoming a model and template for 6S management in Urumqi Branch. It has also become a model and template for 6S management in Urumqi Branch.

　　Learning from the strengths of others is one of the treasures of our Nanhu Road branch to change ourselves and realize transcendence. In the early stage of the opening and decoration of the branch, we went around to collect the relevant information of 6S management, and compared and referred to the pictures of 6S management work of a number of sister banks. After referring to a large amount of information of the sister banks and combining with the actual situation of our branch, we carried out a large number of modifications in the power baffle boards, vouchers, files and the hall environment, so that the 6S management work of the South Lake Road Sub-branch is significantly better than that of other sister branches.

　　The improvement.

　　The content of 6S management includes: sweeping, cleaning, organizing, reorganizing, safety and quality. Therefore, the real purpose of 6S management cannot be achieved by changing the working environment alone. Since the opening of the branch has been focusing on 6S management concepts for employees to instill, so that each employee really understand the true meaning of 6S management, so that they know the implementation of 6S management not only can change the image of the branch, but also benefit from the staff, clean workplace so that the staff at work in a comfortable mood, a better service to customers. 6S management is also the bank's silent but the most energetic marketer; you can From there, we can get the praise of the reputation of the bank for tidiness and gain the trust of our customers; when customers come to our bank to do business, we can use this to improve the image of our bank and attract more customers.

　　Second, it is based on the above management concept, since the opening of the South Lake Road Branch in accordance with the requirements of 6S management to develop a standardized, standardized and institutionalized 6S management manual, clearly established the branch 6S management policy and objectives; branch 6S management organization; 6S management of the division of responsibilities; 6S management of the operation of the norms and standards; 6S management of the supervision and inspection; 6S management analysis and improvement; 6S management overview. Management Overview, etc.

　　Every month the branch will organize staff to study the manual, in the process of learning and discussion, the manual with the actual situation of the discrepancy between the place to amend and improve. The manual is divided into areas and duties of each employee, and the daily checking of the implementation of the counter by the person in charge of each area, and the weekly summary of the 6S work by the supervisor of the week and put forward further requirements and specifications for the next week's 6S work. In the branch personnel changes, will be the manual in the job division of the re-revision, and the change of personnel to organize learning and training 6S, so that the rotating staff can be quickly integrated into their roles in the 6S management can be converged on a very

　　Good.

　　Third, in the management work to ensure the long-term maintenance of 6S, the branch has been strong in implementing the following six points,:

　　1、Weekly designation of a teller to act as a 6S inspector, he is required to daily, weekly, monthly, regular and irregular to the regions (cash area, non-cash area, lobby area) of the 6S implementation of the inspection;.

　　2, the branch supervisor monthly regular and irregular inspections of the site, 6S highlights, dark spots observation and review.

　　3, the region strictly implement the "four checks" (self-check, mutual check, special check, inspection) system, the regional staff responsible for the implementation of the real; "at any time, anywhere, randomly, with the people," the "walk-around supervision ";.

　　4, the 6S check out the problem points, compared with the improvement before and after the comparison, the branch business department regularly announced the rectification of each region;.

　　5, the establishment of the region "6S checklist" must be ranked after the announcement, and with the responsible person's rewards and penalties linked.

　　6, the strict implementation of the 6S management work of the assessment, in the 6S work in the performance of the staff to reward, on the negligence of the 6S management work of the staff to penalize, in order to motivate the staff of the 6S management of the enthusiasm.

　　Fourth, the branch continues to invent and innovate in basic management and other aspects, creating a neat, beautiful, orderly and efficient working environment and establishing a good image of the bank externally. According to the cash area and non-cash area of the counter structure and the need to be equipped with a variety of equipment, the branch specifically invited people to design a variety of wires and sundries can be wrapped in the `cabinets, walk to the counter next to the line of sight within the scope of visibility is very clean, can only see the cabinets, all the wires and sundries all wrapped in the cabinets. The branch also according to the teller usually use frequent vouchers and seals of the length, width and height, but also asked the specialists to design a voucher seal placed in the box, so that the counter looks that neat and beautiful, but also saves space. The branch of each post, each process, each link are unified norms, so that each employee has a standard in mind to follow, in the work of the moment to think and in accordance with the standard to implement, and slowly formed a unified pattern of workflow, the use of the branch's quality of service and service efficiency has been a qualitative leap and enhancement. The branch often organizes staff to carry out a variety of training and learning, content is very rich, not only limited to and work-related business knowledge and skills learning, but also invited professionals to staff on color matching, shape, make-up and other items to help improve the quality of the staff training, and achieved significant results.

　　V. Integration of reality and identification of gaps

　　Although many aspects of the branch has been using the 6S management system to carry out management work, but there is still a big gap from the requirements of the 6S management work, the same, we also recognize that, in the 6S management work, we must also improve the overall quality of the branch staff and business level, and improve the management system, and to adhere to the system of management, so that the 6S management work for the advancement of the improvement of a good foundation, because the center of the 6S activities is to "adhere to". Foundation, because the center of the 6S activities is to "adhere to". In the work, we still have a gap from the requirements of 6S, such as reorganization, our current office environment has become comfortable, but a variety of items placed, classified work there are still many aspects to be improved. This is something to do day by day, every day. Similarly in the post to become free of garbage, dust and ash, clean and tidy, will maintain the equipment shiny and intact, and institutionalization of these tasks, standardized management work must also be further strengthened. Through the study, we should strictly in accordance with our bank to implement 6S management to promote the focus of the requirements to correct their work style and work attitude, to deeply understand the meaning of the six elements of the 6S, the role of the six elements, as well as in the work of the essentials, so that the 6S management in our bank to be strictly enforced.

6s管理心得体会与感悟 篇11

　　现在我把自己在公司工作半年以来的心得和体会来跟大家进行探讨和研究，在我这半年的工作中，得到了公司各级领导的大力支持，在此深表感谢！也从公司各位领导身上学到了很多经验和做法。

　　今天想就管理与激励谈谈自己的一些心得体会，向各位领导作简明扼要的阐述，不周之处，望各位领导见谅指正。

　　我作为领导者，对每一个员工都应该做到公平、公正、客观。能够听取下属员工不同的意见，工作中的分歧不能掺杂个人感情。对下属员工的严格要求，在我看来，并不是对他们苛刻，而是在真正的帮助他们，逼迫他们进步，能适应社会残酷的竞争。岗位竞争会越来越激烈，如果没有过硬的工作作风和技术，就会被市场所淘汰。社会竞争力要靠我们积极的心态，努力工作，不断的学习，不断的进步，跟上社会发展的步伐。我们也更应该抓住现在行业的高速发展期这个机遇，通过不断的努力进步把自己提升到一个更高的层次。

　　我在工作中，积极主张这样一个理念：积极的人象太阳，照到哪里哪里亮；消极的人象月亮，初一十五不一样。在团队管理中，我会通过各种途径树立一个积极的榜样，让每个员工都有一把衡量自己的标尺，都有一个努力的方向。在这次的员工评级制度中，我极力主张过往不究，不追究员工以往的得失，减轻员工的心理压力，以免给员工造成破罐子破摔的`心理，努力能帮助每一个员工进步。

　　我们不仅要深入学习理论业务知识，用理论业务知识武装头脑，而且还要贯彻落实到平常的工作中。在学习中，要有目的，有方向，要进行系统思考、系统安排。一定要有一种学习的危机感、紧迫感，把学习知识、提高素质作为生存和发展的紧迫任务，把学习当作一种工作和追求，牢固树立终身学习的观念，争当学习型干部，要通过学习，不断提高理论水平，提高知识层次，增强做好本职工作的能力。

　　在工作中，我尽量做到将每一个员工，每一个岗位的工作都细致化，通过工作程序、岗位职责、工作表格等形式让每一个员工都知道自己每天上班该做些什么工作，工作中有哪些要求，让员工每天的工作有目的性和针对性，做到条理清晰分明。

6s management experience and feelings Part 11

　　Now I put myself in the company's work for six months since the experience and experience to discuss and study with you, in my six months of work, the company's leadership at all levels of strong support, I would like to express my deep gratitude! Also learned a lot of experience and practice from the company's leaders.

　　Today I would like to talk about some of my own experience on management and motivation, to make a concise statement to the leaders, do not week, I hope that the leaders will forgive and correct.

　　As a leader, I should be fair, just and objective to every employee. To be able to listen to the different opinions of subordinate employees, differences in work should not be mixed with personal feelings. Strict requirements for subordinate employees, in my opinion, is not harsh on them, but in the real help them, forcing them to make progress, can adapt to the brutal competition in society. Job competition will become more and more intense, if there is no hard work style and technology, will be eliminated by the market. Social competitiveness depends on our positive mindset, hard work, continuous learning and progress to keep up with the pace of social development. It is also all the more important for us to seize the opportunity of the current period of rapid development of the industry, and elevate ourselves to a higher level through continuous efforts to make progress.

　　In my work, I actively advocate the idea that positive people are like the sun, shining brightly wherever they go; negative people are like the moon, the first day and the fifteenth day are not the same. In team management, I will set a positive example through various ways, so that each employee has a yardstick to measure themselves, have a direction to work hard. In this staff rating system, I strongly advocate that the past is not investigated, do not pursue the past gains and losses of employees, to reduce the psychological pressure on employees, so as not to create a broken cans of `psychological, and strive to help each employee progress.

　　We should not only study theoretical and business knowledge in depth and arm our minds with theoretical and business knowledge, but also implement it into our usual work. In learning, there should be a purpose, a direction, to systematic thinking, systematic arrangement. There must be a sense of crisis and urgency to learn, to learn knowledge, improve the quality of survival and development as an urgent task, learning as a kind of work and the pursuit of learning, firmly establish the concept of lifelong learning, and strive to be a learning cadres, to learn, and constantly improve the level of theory, improve the level of knowledge, and enhance the ability to do a good job in their own work.

　　In the work, I try to do every employee, every post of the work are detailed, through the work procedures, job responsibilities, work forms and other forms so that every employee knows what they should do every day at work, what are the requirements of the work, so that employees work every day with a purpose and relevance to do a clear and well-organized.

6s管理心得体会与感悟 篇12

　　学校的6S管理已经实施很长的时间，通过学习6S管理，让我认识到这个管理模式是经实践证明是符合实际且更先进的管理系统，它包括整理、整顿、清扫、清洁、素养、安全这六个部分，主要是在工作中解决用好空间、用足空间、保持环境清洁、形成良好习惯、重视安全等问题。

　　在学院校领导的带领下，通过学习6S管理，在工作中严格遵守各项规章制度；从大处着眼，从小处入手，注意工作中的每一细节。把简单的事情做好就是不简单，每一个人习惯的改变，理念的`提升，就是树立部门的良好形象。通过部门的环境整理和改善，提高自身的素养，从而提高部门的工作效能，工作质量，降低风险，确保工作中的安全。

6s management experience and feelings Part 12

　　The school's 6S management has been implemented for a long time, through the study of 6S management, let me realize that this management model is proven to be in line with the actual and more advanced management system, which includes organizing, tidying up, sweeping, cleaning, literacy, safety of these six parts, mainly in the work of solving the use of space, use enough space, to keep the environment clean, the formation of good habits, pay attention to safety and other issues.

　　Under the leadership of the college school leaders, through the study of 6S management, in the work of strict compliance with the rules and regulations; from the big picture, start from a small place, pay attention to every detail of the work. Doing simple things well is not simple, the change of each person's habit and the `improvement of the concept is to establish a good image of the department. Through the department's environmental organization and improvement, improve their own quality, so as to improve the department's work efficiency, quality of work, reduce the risk, to ensure safety at work.

6s管理心得体会与感悟 篇13

　　金岩公司这次在厂办推行“6S”目的就是使全体员工在工作中切实可行“6S”，让‘6S’深入人心，以此提升企业形象，提高工作效率。我公司在进行“6S”后，我觉得大家的精神面貌焕然一新，工作场所也更加井然有序，工作环境大为改善，相信这次“6S‘后，我公司全体员工会更加努力地工作，将”6S“进行到底。为企业的发展壮大打好奠定基石，以下便是在进行”6S“后我的心得。

　　“6S”现场管理模式包括整理、整顿、清扫、清洁、素养、安全六个部分成功地导入“6S”。是一件可以提高社会效益和经济效益的大好事。

　　要深化“6S精益生产管理”思想，扎实推进“clean up”成果，就是要始终坚持员工至上，员工满意的价值取向，突出思想培训教育这个重中之重，固守目标定在一线，功夫在一线管理，动力源于一线员工的工作思路，可见全员参与，集体行动的观念在一线的广泛普及和深入落实。榜样的力量是无穷的，相信“一份耕耘，一份收获”的道理。

　　管理即是一门艺术，也是一门科学，特别是一线管理工作，既给繁复杂，又细小琐碎，一线管理人员如果不具有相当的领导力和知识力，不错的计划力和应变力的队伍，是很难抓好一线管理的，这就需要领导有计划地培训，使一线管理人员成为一支招之能来，来则能战，战是能胜的一支强有力的队伍。一线管理人员在企业中具有多重角色，他们既是新人数教导的启蒙者，又是第一线的带兵者，既是承上启下的'协调者，又是企业安全的守护者，既是良好人际关系的维系者，又是企业稳定成长的奠基者，一个企业是否持续改进和羸利，能否兴旺和发展壮大，跟我们的管理人员和管理工作的着最直接的关系，因此我们用辛劳、热血、汗水和眼泪，为公司尽可能地创造最多最大的效益。

　　但是，今天的成绩并不代表着明天的成功，一段时间的纠正也不代表优秀的素养已经定型，我们要在工作上推进“6S”，形成处处“6S”，时时“6S”的大环境，没有最好，只有更好，让好的成为制度、习惯，它将激励我们，引导我们积极改进自己，不断地为企业导入各种先进的管理理念提供平台，并最终使企业成为管理先进，环境优雅、品质一流的公司。

6s management experience and feelings Part 13

　　Jinan company this time in the factory office to implement the "6S" purpose is to make all employees in the work of the practical implementation of the "6S", so that the "6S" in-depth, in order to enhance corporate image, improve the efficiency of work. Work efficiency. My company in the "6S", I think we have a new mental outlook, the workplace is also more organized, the work environment has improved greatly, I believe that after this "6S", my company staff will work harder, the "6S" will be "6S" to the end. For the development and growth of enterprises to lay a good foundation stone, the following is in the "6S" after my experience.

　　The "6S" on-site management model includes six parts: organizing, reorganizing, cleaning, cleaning, quality, and safety, and the successful introduction of "6S". It is a great thing that can improve the social and economic benefits.

　　To deepen the idea of "6S lean production management" and solidly promote the results of "clean up", we should always adhere to the value orientation of employee first and employee satisfaction, highlight the top priority of ideological training and education, and adhere to the goal of the first line, and the work of the first line of management, the power comes from the work of the first-line employees. First-line management, power from the front-line staff's work ideas, visible participation, collective action concept in the front line of the widespread popularization and in-depth implementation. The power of example is infinite, I believe that "a plow, a harvest".

　　Management that is an art, but also a science, especially the first-line management work, both to the complex, but also small and trivial, the first-line managers, if they do not have considerable leadership and knowledge, good planning and resilience of the team, it is very difficult to grasp the first-line management, which requires the leadership of the programmed training, so that the first-line managers to become a branch of the recruitment of the ability to come to come to be able to fight, the war is able to win a strong team! Team. First-line managers have multiple roles in the enterprise, they are both the number of new people teaching the initiator, but also the first line of the band, both the top and bottom of the 'coordinator, but also the guardian of corporate security, both good interpersonal relationships with the maintenance of the system, but also the foundation of the growth of corporate stability, whether a company is a sustained improvement and winnings, and whether to prosper and develop and grow, and our management personnel and management of the most direct relationship between the management work, so we use our hard work to make sure that the management of the company is a good one. Whether a company continues to improve and profit, whether it can prosper and grow, has the most direct relationship with our management staff and management work, so we use hard work, blood, sweat and tears to create the most and the greatest benefits for the company as much as possible.

　　However, today's achievements do not mean that tomorrow's success, a period of correction does not mean that the excellent quality has been stereotyped, we have to promote the "6S" in the work, the formation of everywhere "6S", when "6S We have to promote "6S" in our work, to form a "6S" everywhere and "6S" all the time, there is no best, only better, so that the good become a system, habits, which will inspire us, guide us to actively improve themselves, and continue to introduce a variety of advanced management concepts to provide a platform for the enterprise and ultimately make the enterprise to become an advanced management, environmental elegance, first-class quality of the company.

6s管理心得体会与感悟 篇14

　　按单位总体工作要求，我从管理、工作、生活、学习四个角度认真学习了《6S管理学习资料》一书，让我进一步掌握了一些专业知识与工作技巧，并深深感悟到此项工作的重要性。它是当前国际一种先进的管理方法，是企业实施人本管理的一种重要方式，不仅可能改善我们目前的工作和生活环境，更有效提高工作效率和个人行为能力，影响着单位的长远发展。

　　所谓“6S”即整理、整顿、清扫、清洁、素养、安全六个项目。整理即是分要与不要的东西，职场除了要的东西以外，一切都不放置；整顿：任何人所要的东西都能马上取出，减少寻找；清扫：将看得见及看不见的工作场所清扫干净，保持整洁，无垃圾的状态；清洁：贯彻整理、整顿、清扫；素养：由心态上养成遵守规则，并正确去实行的习惯；安全：保证整理、整顿、清扫、清洁之基础。通过学习我个人认为，“安全”是６Ｓ管理中的一项重要内容，也可说，推行“6S”管理是我单位实现安全生产的重要途径。

　　发生安全事故的四个要素：

　　人——人的不安全行为是事故的最直接的因素。

　　物——物的不安全状态也是事故的最直接因素。

　　环境——生产环境的不良影响人的行为和对机械设备产生不良的作用，因此是构成事故的重要因素。

　　管理——管理的欠缺是事故发生间接的但是最重要的因素，因为管理对人、物、环境都会产生作用和影响。

　　其中，“6S”的前四项是对物、环境等生产要素进行科学化、系统化、规范化管理。例如在单位检修库、设备库、整备场，通过整理、整顿、清扫、清洁后，通道和休息场所不会被占用；工件的放置符合“五限”；工作场所干净、整齐，使物品一目了然；道路通畅，各种警示明确；职工正确使用各种工具，按规定对设备、设施进行保养与检修，能预先发现存在的问题；各类救援、救护设施齐全，位置明确。职工通过对整理、整顿、清扫、清洁的贯彻执行，不仅创造一个安全舒适、清洁优美的工作场所和空间环境，并且养成遵章守纪的习惯，使自己成为一个有素养的人，这就是所说的“人造环境、环境育人”。实现了“6S”的前五项，自然最后一项安全也就有保障了。因此，环境、物的状况对人的安全行为有很大的影响。

　　人的安全行为除了内因的作用和影响外，还有外因的影响。环境、物的状况对劳动生产过程的人也有很大的影响。环境变化会刺激人的心理、影响人的情绪。甚至打乱人的正常行动。物的运行失常及布置不当，会影响人的.识别与操作，造成混乱和差错，打乱人的正常活动。

　　即会出现这样的模式：环境差——人的心理受不良刺激——扰乱人的行动——产生不安全行为；物设置不当——影响人的操作——扰乱人的行动——产生不安全行为。反之，环境好，能调节人的心理，激发人的有利情绪，有助于人的行为。物设置恰当、运行正常，有助于人的控制和操作。环境差造成人的不舒适、疲劳、注意力分散，人的正常能力受到影响，从而造成行为失误和差错。由于物的缺陷，影

　　响人机信息交流，操作协调性差，从而引起人的不愉快刺激，产生急燥等不良情绪，引起误动作，导致不安全行为。要保障人的安全行为，必须创造很好的环境，保证物的状况良好和合理。使人、物、环境更加谐调，从而增强人的安全行为。

6s management experience and feelings Part 14

　　According to the unit's overall work requirements, I carefully studied the book "6S Management Learning Materials" from four perspectives: management, work, life and study, which allowed me to further master some professional knowledge and work skills, and deeply felt the importance of this work. It is the current international an advanced management method, is an important way of enterprise implementation of human-centered management, not only may improve our current working and living environment, more effective to improve work efficiency and personal behavior, affecting the long-term development of the unit.

　　The so-called "6S" is six items of organizing, straightening, sweeping, cleaning, quality and safety. Sorting out is to divide what is wanted and what is not wanted, and nothing is placed in the workplace except what is wanted; Tidying up: anything that anyone wants can be taken out immediately to reduce searching; Cleaning: the visible and invisible workplace will be cleaned up to keep it neat and tidy and free of garbage; Cleaning: to carry out sorting out, tidying up, and cleaning; Literacy: to cultivate the habit of abiding by the rules from the mentality and implementing them correctly; Safety: to ensure the foundation of sorting out, tidying up, cleaning, and cleaning. Safety: the basis for ensuring organization, tidiness, cleaning and cleanliness. Through the study, I personally believe that "safety" is an important part of 6S management, and it can be said that the implementation of "6S" management is an important way to realize the safety of production in my unit.

　　Four elements of a security incident:

　　People - Unsafe human behavior is the most direct factor in accidents.

　　Things - The unsafe state of things is also the most direct factor in accidents.

　　Environment - A poor production environment affects human behavior and has a negative effect on machinery and equipment, and is therefore an important factor in constituting an accident.

　　Management - Lack of management is an indirect but the most important factor in the occurrence of accidents, as management has a role and impact on people, things and the environment.

　　Among them, the first four items of "6S" are scientific, systematic and standardized management of objects, environment and other production factors. For example, in the unit overhaul warehouse, equipment warehouse, the whole preparation field, through the organization, reorganization, sweeping, cleaning, access and rest places will not be occupied; workpiece placement in line with the "five limits"; the workplace is clean, neat, so that the items at a glance; road smooth, a variety of warnings are clear; workers correctly use a variety of tools, according to the provisions of the equipment, Facilities for maintenance and overhaul, can be found in advance of the existing problems; all kinds of rescue, ambulance facilities are complete, the location is clear. Employees through the organization, reorganization, cleaning, cleaning implementation, not only to create a safe and comfortable, clean and beautiful workplace and spatial environment, and develop the habit of discipline, so that they become an educated person, which is the so-called "man-made environment, the environment nurturing". After realizing the first five items of "6S", the last item of safety will be guaranteed. Therefore, the environment and the condition of things have a great influence on the safety behavior of people.

　　In addition to the role and influence of internal factors, human safety behavior is also influenced by external factors. The environment and the condition of things also have a great influence on people in the labor and production process. Changes in the environment can stimulate the human psyche and affect human emotions. Even disrupt the normal actions of people. Malfunctioning and improper arrangement of things will affect human . Recognition and operation, causing confusion and errors, disrupting the normal activities of people.

　　That is, there will be such a pattern: poor environment - the human psyche is adversely stimulated - disrupting human action - generating unsafe behavior; improperly set up objects -affect human operation-disturb human action-generate unsafe behavior. On the contrary, a good environment regulates human psychology, stimulates favorable emotions and helps human behavior. The object is properly set up and operates properly, which helps the person to control and operate. Poor environments cause discomfort, fatigue, and distraction, and a person's normal abilities are affected, resulting in behavioral errors and mistakes. Due to the defects of the object, the influence of

　　Loud man-machine information exchange, poor operational coordination, thus causing unpleasant stimuli, produce anxious and other bad emotions, cause misbehavior, leading to unsafe behavior. To protect the safe behavior of people, we must create a very good environment to ensure that things are in good condition and reasonable. Make people, things and environment more harmonious, so as to enhance the safe behavior of people.

6s管理心得体会与感悟 篇15

　　“6S”管理制度是厂部新进推行的一项制度，是一项规范化、制度化、见效快，易操作的有效管理制度。

　　“6S”管理可以有效地提高工作效率，通过清理、整顿，将常用不常用物品分清楚，将一些专用性的工具放在固定的位置，有效地减少了寻找东西时因一时找不到而浪费时间，有效提高工作效率。

　　“6S”管理可以有效地确保安全，我们车间是一个集高空作业、高温作业，机械性作业等多项特点为一体的特色车间，因此车间的`危险性源头较多。车间做好了安全标识，对危险物品的标志性提示，使职工对各项危险都有了认知，有效地减少了危险性。

　　“6S”管理可以提高管理效率，经过一段时间的坚持执行，使职工能够积极主动地去清理，整顿日常的工作场所，并能使其保持一种清洁整齐的状态，使班组的管理比较容易，更易管理。

　　“6S”管理可以提高职工的素养，经过一段时间的执行，使班组职工都认识到工作不仅要做好而且要做精做细，需不断地提高工作的质量，职工的爱岗敬业，主人翁的精神得到不断地提升，更有利于班组的管理工作。

　　6S”管理有利于班组建立一支高素质、高能力、高责任心的员工队伍，使班组的工作质量得到有效地提升。有利于创造一个干净、整洁、有序、安全的工作现场，也有利于激发员工的潜能，工作责任心，培养爱岗敬业的精神，有效地减少一些拖拉，懒散现象。 6S”管理可以有效地促进班组工作做好，提高警惕班组的战斗力。

6s management experience and feelings Part 15

　　The "6S" management system is a new system implemented by the factory, which is a standardized, institutionalized, fast-acting, easy-to-operate and effective management system.

　　"6S" management can effectively improve work efficiency, through cleaning, reorganization, will be commonly used and not commonly used items are divided clearly, will be some specialized tools in a fixed position, effectively reducing the search for things because of a momentary time can not be found to waste time, and effectively improve the efficiency of the workplace.

　　"6S" management can effectively ensure safety, our workshop is a combination of overhead work, high-temperature work, mechanical work and other characteristics of the workshop as a whole, so the workshop `dangerous sources are more. The workshop has done a good job of safety marking, iconic tips on dangerous items, so that the workers have a cognizance of all the dangers, effectively reducing the dangers.

　　"6S" management can improve management efficiency, after a period of persistent implementation, so that the workers can actively clean up, tidy up the daily workplace, and can keep it in a clean and tidy state, so that the management of the team is easier and more manageable.

　　"6S" management can improve the quality of workers, after a period of implementation, so that the team workers are aware of the work not only to do a good job and to do a fine job, the need to continuously improve the quality of work, the staff's love of work and dedication, the spirit of mastery has been continuously enhanced, more conducive to the management of the team.

　　6S" management is conducive to the establishment of a high-quality, highly capable, highly responsible workforce, so that the quality of work of the team has been effectively improved. Help to create a clean, neat, orderly, safe work site, but also help to stimulate the potential of employees, work responsibility, cultivate the spirit of love and dedication, effectively reduce some of the procrastination, laziness. 6S" management can effectively promote the work of the team to do a good job, and improve the fighting force of the vigilant team.

结语： 作为分享6S管理心得体会与感悟的小编，我深感6S管理不仅是一个系统的流程优化，更是提升工作效率和质量的有效方法。通过实践6S管理，我们能够营造一个整洁、有序、安全的工作空间，从而激发团队的凝聚力和创造力。6S管理不仅改善了工作环境，还提高了我们的工作效率和质量，让我们在工作中更加得心应手。希望我的分享能够帮助大家更好地理解和应用6S管理，让我们共同努力，打造一个高效、有序、和谐的工作环境。

Conclusion: As the editor who shares 6S management experience and insights, I deeply feel that 6S management is not only a systematic process optimization, but also an effective way to improve work efficiency and quality. By practicing 6S management, we are able to create a neat, orderly and safe workspace, thus stimulating team cohesion and creativity. 6S management not only improves the work environment, but also improves the efficiency and quality of our work, which makes us more competent in our work. I hope my sharing can help you better understand and apply 6S management, let's work together to create an efficient, orderly and harmonious working environment.