2. If it is implemented by itself, it is very important to implement it in an all-round way and control the process in a planned way. 3A Company advocates the model area first, guides cadres and workers to take the initiative to accept 5S through the changes in the model area, and introduces red card combat, visual management, daily confirmation system, 5S evaluation system and 5S competition. In a planned way, at an appropriate time, in the process of normalization, action and habituation, we will gradually establish a good work style and scientific management consciousness of all employees.
3. The top leader must establish the concept that 5S management is the foundation of on-site management, and talk about it every year and every month, and gradually deepen the on-site management activities in a planned and step-by-step manner to improve the on-site management level. "Attack is the best defense", and so is management. We must always introduce new and higher-level ideas, systems and methods to maintain the vitality of enterprises. After all, 5S is only the basic project of site management. According to the on-site management level of most domestic enterprises, it is suggested that TPM (Total Production Management), TCM (Total Cost Management), JIT (Lean Production), MBO (Management by Objectives) and ERP (Enterprise Resource Planning) be introduced after 5S ... By the way, after Ricoh's experience in running ERP for many years and the results of contacting many domestic enterprises to implement ERP, I think that many on-site management foundations have not been established. Before the scientific management consciousness of cadres is established, blindly spending money to introduce ERP will get twice the result with half the effort, or even fail, because ERP is not only a software management tool, but also a management idea and a management culture.