在日本背景下实施5s一个综合管理系统外文翻译

在日本背景下实施5s一个综合管理系统外文翻译内容摘要：

themselves and outwardly toward customers and suppliers. These findings are supported by Osada 1991 where the ability to improve the workplace in conjunction with internal and external pany relationship are assisted by the enhanced transparency that this holistic management approach to 5S provides. The research also indicated that this transparency is associated with the visual methods used medemiru and the direct relationship 5S was seen as having on improvement, management and overall anisational performance. Through the use of general and easy to understand terms on their web sites the Japanese anisations investigated also indicated that it is important to promote 5S practice to a wide audience as this munication is aimed at their customers as well as their employees. Whilst manufacturers seem to have very advanced 5S practices, the findings from service anisations implied that service firms are in an earlier phase of the developmental cycle with a slightly low level of maturity in their 5S practice. Historically a similar progression was also observed in the early stages of 5S development in their manufacturing counterparts, indicating a later uptake of 5S in the service sector. Commonly used terms in the Western 5S literature such as “housekeeping” Becker, 2020。 Chin and Pun, 2020。 Cooney, 2020。 da Silveira, 2020。 Eckhardt, 2020 or “lean tool” Hines et al., 2020。 Pavnaskar et al., 2020 did not appear in this study of Japanese anisations. This supports the use of a different focus in the managerial and anisational approaches taken to decision making and strategy when Japanese management implement 5S. Reinforcement for this finding is also obtained in the data as abbreviations such as TQM, JIT and TPM were included and integrated into 5S by the anisations investigated again, emphasising the holistic management perspective adopted. This study could not find terms such as “employee involvement” or “employee empowerment” terms, which are regularly included in the Western literature. More importantly, the study identified a higher level of overall anisational involvement, total participation to the concept of 5S occurred at the planning rather than implementation level. Planning was a significant grouping in its own right。 the two ponents of the grouping were planning and participation. This suggests a total participation emphasis by Japanese management in terms of 5S and its implementation. Thus, reducing the need to develop what could be seen as a lower level intervention, such as involvement and empowerment as these standalone concepts would bee givens within the total participation approach identified in the study. The research also suggests that total participation in Japan is seen in terms of “autonomy”, such an important emphasis has little mention in the “lean” literature but does occur in TPM literature. Suzuki 1992 claims that autonomy has a plex relationship with 5S, in that 5S implementation can enhance autonomy and inversely the existing presence of a high level of autonomy enhanced the practice of 5S. Thus, within the Japanese context, autonomy and 5S can be both a means and an oute。 whichever way it occurs it pr。