{"id":1322,"date":"2019-10-23T14:22:06","date_gmt":"2019-10-23T14:22:06","guid":{"rendered":"https:\/\/conceptahr.ro\/?p=1322"},"modified":"2019-10-23T14:37:27","modified_gmt":"2019-10-23T14:37:27","slug":"https-conceptahr-ro-ro-disciplina-5-s","status":"publish","type":"post","link":"https:\/\/conceptahr.ro\/en\/https-conceptahr-ro-ro-disciplina-5-s\/","title":{"rendered":"Disciplina „5 S” + Siguran\u021b\u0103"},"content":{"rendered":"

Atingerea obiectivelor\u00a0\u00a0unei organiza\u021bii se bazeaz\u0103 pe anumi\u021bi factori indirec\u021bi ce pot ac\u021biona ca un element motiva\u021bional sau ca un obstacol \u00een procesele de management al performan\u021bei.\u00a0Un astfel de factor este men\u021binerea unui spa\u021biu de lucru bine organizat.<\/p>\n\n\n\n

\u00cen acest scop, se poate aplica metoda Kaizen<\/a><\/strong>. Aceast\u0103 este o metod\u0103 de management care provine din Japonia \u0219i poate fi utilizat\u0103 \u00een orice aspect al vie\u021bii, nu doar \u00een sistem organiza\u021bional.<\/p>\n\n\n\n

Pionierul acestei metode este profesorul Masaaki Imai, care al\u0103turi de mai mul\u021bi oameni de afaceri din Japonia, a monitorizat companiile americane din acea perioad\u0103 pentru a descoperi secretele cre\u0219terii competitivit\u0103\u021bii \u0219i performan\u021bei unei companii.\u00a0<\/p>\n\n\n\n

Principiile Kaizen se bazeaz\u0103 pe metoda \u201c5S\u201d<\/a><\/strong>, care este format\u0103 din cinci etape\u00a0<\/strong>denumite \u00een limba japoneza astfel:\u00a0seiri<\/em>,\u00a0seiton<\/em>,\u00a0seiso<\/em>,\u00a0seiketsu<\/em>\u00a0\u0219i\u00a0shitsuke<\/em>, \u0219i care se traduc \u00een limba rom\u00e2n\u0103 prin: sortare, stabilizare, stralucire, standardizare si sustinere.<\/strong><\/p>\n\n\n\n

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1) Seiri (sortare) <\/strong>presupune eliberarea spa\u021biului de la locul de munc\u0103 \u0219i eliminarea obiectelor sau materialelor care nu sunt necesare;<\/p>\n\n\n\n

2) Seiton (ordonare) <\/strong>se refer\u0103 la eficien\u021ba si reducerea timpului necesar pentru accesul la echipamente \u0219i realizarea sarcinilor de lucru;<\/p>\n\n\n\n

3) Seiso (cur\u0103\u021bare)\u00a0<\/strong>presupune cur\u0103\u021barea tuturor suprafe\u021belor pentru ca toate spa\u021biile s\u0103 fie accesibile \u0219i us\u0219or de utilizat. Parcurgerea acestei etape asigur\u0103 o func\u021bionare mai bun\u0103, dar \u0219i o durat\u0103 de via\u021b\u0103 mai mare a echipamentelor utilizate;<\/p>\n\n\n\n

4) Seiketsu (standardizare) <\/strong>const\u0103 \u00een definirea standardelor sau a unor\u00a0proceduri pentru reducerea erorilor \u0219i asigurarea aplic\u0103rii principiilor „5S<\/strong>„;<\/p>\n\n\n\n

5) Shitsuke (sus\u021binere) <\/strong>reprezint\u0103 procesul de p\u0103strare sau de men\u021binere a celor implementate;<\/p>\n\n\n\n

Fiecare etap\u0103 din sistemul „5S”<\/strong> se bazeaz\u0103 pe etapa anterioar\u0103; \u00een acest fel se ob\u021bin cele mai bune rezultate, metoda fiind ciclic\u0103.<\/p>\n\n\n\n

Recent, a aparut un al „\u0219aselea<\/strong> S<\/strong>„, care se refera la \u201esigura\u021b\u0103\u201d<\/strong>. Acesta trebuie s\u0103 fie situat \u00een prim-plan atunci c\u00e2nd se implementeaz\u0103 oricare dintre pa\u0219ii anteriori.<\/p>\n\n\n\n

Cei „5S<\/strong>” constituie fundamentul pe care se construie\u0219te un demers al progresului fiind o p\u00e2rghie a managementului schimb\u0103rii. \u00cen acela\u0219i timp, cei „5S<\/strong>” pot fi considera\u021bi drept reguli de baz\u0103 pentru un \u00eentreg proiect de ameliorare.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0<\/p>\n\n\n\n

Metoda „5S”<\/strong> st\u0103 la baza oric\u0103rui proces de \u00eembun\u0103t\u0103\u021bire \u0219i are obiective, precum:<\/p>\n\n\n\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Eliminarea risipei rezultat\u0103 din procesele necontrolate;\u00a0<\/p>\n\n\n\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Controlul \u00eembun\u0103t\u0103\u021bit asupra amplas\u0103rii \u0219i pozi\u021biei resurselor;<\/p>\n\n\n\n

\u00b7         Aplicarea tehnicilor de control;<\/p>\n\n\n\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Standardizarea \u00eembun\u0103t\u0103\u021birilor\u00a0pentru men\u021binerea parametrilor proceselor critice;<\/p>\n\n\n\n

Avantajele implement\u0103rii „5S<\/strong>„:<\/p>\n\n\n\n

\u00b7         Reducerea costurilor;<\/p>\n\n\n\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Cre\u0219terea eficien\u021bei;<\/p>\n\n\n\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00cembun\u0103t\u0103\u021birea calit\u0103\u021bii \u0219i a \u00eentre\u021binerii;<\/p>\n\n\n\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00cembun\u0103t\u0103\u021birea ergonomiei;<\/p>\n\n\n\n

\u00b7         Motivarea personalului;<\/p>\n\n\n\n

„5S”<\/strong>\u00a0nu\u00a0este o activitate de c\u00e2teva s\u0103pt\u0103m\u00e2ni, iar avantajele acestei metode apar doar atunci c\u00e2nd se aplic\u0103 to\u0163i cei cinci S<\/strong>.<\/p>\n\n\n\n

Bibliografie: <\/p>\n\n\n\n

http:\/\/www.leanblog.ro\/wp\/instrumente-lean\/instrumente-lean\/5s\/<\/a><\/p>","protected":false},"excerpt":{"rendered":"

Atingerea obiectivelor\u00a0\u00a0unei organiza\u021bii se bazeaz\u0103 pe anumi\u021bi factori indirec\u021bi ce pot ac\u021biona ca un element motiva\u021bional sau ca un obstacol \u00een procesele de management al performan\u021bei.\u00a0Un astfel de factor este men\u021binerea unui spa\u021biu de lucru bine organizat. \u00cen acest scop, se poate aplica metoda Kaizen. Aceast\u0103 este o metod\u0103<\/p>\n

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