(5S现场管理)英语ULSN

５Ｓ：５Ｓ管理ＡＢＣ：作业制成本制度(Activity-Based Costing)ＡＢＢ：实施作业制预算制度(Activity-Based Budgeting)ＡＢＭ：作业制成本管理(Activity-Base Management)ＡＰＳ：先进规画与排程系统(Advanced Planning and Scheduling) ＡＳＰ：应用程序服务供货商（Application Service Provider）ＡＴＰ：可承诺量(Available To Promise)ＢＯＭ：物料清单(Bill Of Material)ＢＰＲ：企业流程再造(Business Process Reengineering)ＢＳＣ：平衡记分卡(Balanced ScoreCard)ＢＴＦ：计划生产(Build To Forecast)ＢＴＯ：订单生产(Build To Order)ＣＰＭ：要径法(Critical Path Method)ＣＲＭ：客户关系管理(Customer Relationship Management)ＣＲＰ：产能需求规划(Capacity Requirements Planning)ＣＴＯ：客制化生产(Configuration To Order)ＤＢＲ：限制驱导式排程法(Drum-Buffer-Rope)ＤＲＰ：运销资源计划(Distribution Resource Planning)ＤＳＳ：决策支持系统(Decision Support System)ＥＣ：设计变更／工程变更(Engineer Change)ＥＣ：电子商务(Electronic Commerce)ＥＤＩ：电子资料交换(Electronic Data Interchange)ＥＩＳ：主管决策系统(Excutive Information System)ＥＯＱ：基本经济订购量(Economic Order Quantity)ＥＲＰ：企业资源规划(Enterprise Resource Planning)ＦＭＳ：弹性制造系统(Flexible Manufacture System)ＦＱＣ：成品品质管制(Finish or Final Quality Control)ＩＰＱＣ：制程品质管制(In-Process Quality Control)ＩＱＣ：进料品质管制(Incoming Quality Control)ＪＩＴ：实时管理(Just In Time)ＫＭ：知识管理(Knowledge Management)Ｌ４Ｌ：逐批订购法(Lot-for-Lot)ＬＴＣ：最小总成本法(Least Total Cost)ＬＵＣ：最小单位成本(Least Unit Cost)ＭＥＳ：制造执行系统(Manufacturing Execution System)ＭＰＳ：主生产排程(Master Production Schedule)ＭＲＰ：物料需求规划(Material Requirement Planning)ＭＲＰⅡ：制造资源计划(Manufacturing Resource Planning)ＯＥＭ：委托代工(Original Equipment Manufacture)ＯＤＭ：委托设计与制造(Original Design & Manufacture)ＯＬＡＰ：线上分析处理(On-Line Analytical Processing)ＯＬＴＰ：线上交易处理(On-Line Transaction Processing)ＯＰＴ：最佳生产技术(Optimized Production Technology)ＯＱＣ：出货品质管制(Out-going Quality Control)ＰＤＣＡ：PDCA管理循环(Plan-Do-Check-Action)ＰＤＭ：产品数据管理系统(Product Data Management)ＰＥＲＴ：计画评核术(Program Evaluation and Review Technique)ＰＯＨ：预估在手量(Project on Hand)ＱＣＣ：品管圈(Quality Control Circle)ＲＣＣＰ：粗略产能规划(Rough Cut Capacity Planning)ＲＯＰ：再订购点(Re-Order Point)ＳＣＭ：供应链管理(Supply Chain Management)ＳＦＣ：现场控制(Shop Floor Control)ＳＩＳ：策略信息系统(Strategic Information System)ＳＰＣ：统计制程管制(Statistic Process Control)ＴＯＣ：限制理论(Theory of Constraints)ＴＱＣ：全面品质管制(Total Quality Control)ＴＱＭ：全面品质管理(Total Quality Management)ＷＩＰ：在制品(Work In Process)>>> ５Ｓ：５Ｓ管理5S是由日本企业研究出来的一种环境塑造方案，其目的在藉由整理(SEIRI)、整顿(SEITON)、清扫(SEISO)、清洁(SEIKETSU)及身美(SHITSUKE)五种行为来创造清洁、明朗、活泼化之环境，以提高效率、品质及顾客满意度。

什么是5S管理5S管理就是整理（SEIRI）、整顿（SEITON）、清扫（SEISO）、清洁（SETKETSU）、素养（SHIT SUKE）五个项目，因日语的罗马拼音均以\"S\"开头而简称5S管理。

5S管理起源于日本，通过规范现场、现物，营造一目了然的工作环境，培养员工良好的工作习惯，其最终目的是提升人的品质，养成良好的工作习惯：1、革除马虎之心，凡事认真（认认真真地对待工作中的每一件\"小事\" ）2、遵守规定3、自觉维护工作环境整洁明了4、文明礼貌没有实施5S管理的工厂，职场脏乱，例如地板粘着垃圾、油渍或切屑等，日久就形成污黑的一层，零件与箱子乱摆放，起重机或台车在狭窄的空间里游走。

再如，好不容易导进的最新式设备也未加维护，经过数个月之后，也变成了不良的机械，要使用的工夹具、计测器也不知道放在何处等等，显现了脏污与零乱的景象。

员工在作业中显得松松跨跨，规定的事项，也只有起初两三天遵守而已。

改变这样工厂的面貌，实施5S管理活动最为适合。

★5S管理与其它管理活动的关系1、5S是现场管理的基础，是全面生产管理TPM的前提，是全面品质管理TQM的第一步，也是ISO9000有效推行的保证。

2、5S管理能够营造一种\"人人积极参与，事事遵守标准\"的良好氛围。

有了这种氛围，推行ISO、TQM及TPM就更容易获得员工的支持和配合，有利于调动员工的积极性，形成强大的推动力。

3、实施ISO、TQM、TPM等活动的效果是隐蔽的、长期性的，一时难以看到显著的效果，而5S管理活动的效果是立竿见影。

如果在推行ISO、TQM、TPM等活动的过程中导入5S管理，可以通过在短期内获得显著效果来增强企业员工的信心。

4、5S管理是现场管理的基础，5S管理水平的高低，代表着管理者对现场管理认识的高低，这又决定了现场管理水平的高低，而现场管理水平的高低，制约着ISO、TPM、TQM活动能否顺利、有效地推行。

本科毕业论文（设计）外文翻译原文：5S managementThe 5S concept (5S) has its origins in a Japanese acronym for seiri (organisation), seiton (neatness), seisō (cleaning), seiketsu (standardisation) and shitsuke (discipline), a philosophy that is embedded in Japanese everyday life. Literature suggests that since the Second World War, two major frameworks for understanding and applying 5S to business environments have arisen, one proposed by Osada (1989, 1991), the other by Hirano (1995, 1996).This paper investigates and clarifies the ways in which 5S has been understood and implemented by Japanese and Western businesses. An outcome of this undertaking has been to address current deficiencies in the literature concerning the applicability of 5S when transferred from one country to another. This research also highlights the distinction between ‘5S as a philosophy or way’ and ‘5S as a technique or tool’ by comparing the major frameworks provided by Osada (1989, 1991) and Hirano (1995, 1996).Origins of the 5S conceptEach of the terms comprising 5S is widely understood in Japan as a method of improving lifestyle (Osada, 1989). In Japan, the practice of 5S is recognised as a group of organisational and cleaning activities that shape basic morality and ethics in the workplace, at school, and in the home (De Mente, 1994).The philosophical concept of 5S has been embedded in Japanese society through the principles of Shintoism, Buddhism and Confucianism for several hundred years (De Mente, 1994). Japan has traditionally emphasised cooperation, advocating the values of trust, selfrestraint, harmony and organisational loyalty. Shintoism, Buddhism and Confucianism have all contributed to the formation of these values in Japan (Watsuji, 1952).Shintoism emphasises the importance of cleanliness of mind; using other peoplefor one’s self-interest is considered ‘unclean’ (Watsuji, 1952). Confucianism, with its emphasis on orderliness, was initially introduced from China and then redeveloped in Japan. Orderliness is based on the Japanese understanding of Confucianism with a particular focus on community values (Watsuji, 1952). Both Buddhism and Confucianism share spiritual ideals often deriving spiritual fortitude from self-discipline.These combined ideals of Shintoism, Buddhism and Confucianism are often denoted by do(the way: philosophy or methodology), such as bushido(the way of the samurai), shinto (the way of the Gods: Shintoism), butsudo(the way of the Buddha: Buddhism), and other martial arts, including kendo, jyudo, and karatedo, which are intended to train the body and mind through discipline (Sugiura & Gillespie, 2002).For the Japanese, 5S is a holistic application used to raise moral and ethical standards, and is grounded in the philosophical assumptions of Shintoism, Buddhism and Confucianism. The 5S is strongly associated with the constitution of Japanese culture and society.The use of 5S as a strategy for achieving business excellence has been evident in Japan since the Second World War (De Mente, 1994). Initially, various plant maintenance concepts (preventive, periodic, predictive and corrective maintenance) were imported to Japan from the US (Nakajima, 1988). The concept of Quality was also introduced from the US to Japan by Sarasohn, Deming, and Juran, from the late 1940s to the early 1950s (Dean, 2005; Foley, 2000). An innovative approach to total productive maintenance (TPM) was developed in Japan during this period and 5S was actively utilised at Nippondenso (Nakajima, 1988) as a platform for TPM implementation. Later, 5S was integrated with KAIZEN (continuous improvement) philosophy (Imai, 1986) then implemented at Toyota Motor Corporation as part of their production system, namely Toyota Production System (TPS). The 5S has also been widely used in TQM systems where it has been referred to as part of a series of quality initiatives (Shari Mohd & Aspinwall, 2001), a good housekeeping tool (Ahmed & Hassan, 2003; Chin & Pun, 2002), an effective cleanliness program (Tannock et al., 2002) and a system for maintaining a good working environment (Ho,1999; Krasachol & Tannock, 1999).Osada’s view of 5S: as a philosophy for life and businessAccording to Osada (1989), 5S is a fundamental part of Japanese culture and society. For both individuals and organisations, 5S engages improvement activities in any environment, including homes, schools, communities and workplaces, regardless of size or type. The implementation of 5S can uncover hidden problems that may otherwise remain unnoticed. The benefits of implementing 5S are summarised as follows.Cleanliness – to maximise effectiveness, contribute to a healthier life and reduce crime (due to enhanced transparency);Orderliness –to maximise efficiency and effectiveness, reduce people’s workload, reduce human errors (due to simplifying processes);Discipline – to increase the level of morality and ethics and to increase minimum standards through training and education.In the workplace, 5S is used ‘to organise the workplace, to keep it neat, to clean, to maintain standardised conditions, and to maintain the discipline that is needed to do a good job’ (Osada, 1991, p. x). The practice of 5S increases ‘transparency’ in an organisation ensuring a good first impression of the workplace by visitors, particularly potential new customers. The successful implementation of 5S increases not only efficiency, such as in productivity and the level of quality per cost, but also organisational effectiveness through ‘the synergetic (or cooperative) effect’ (Osada, 1991, p. 1), which is often utilised in team sports. This means that the contribution of individual talent and effort by each team member often exceeds the performance level of any single standout player. The 5S program always emphasises total participation, since the ‘synergetic effect’ create s strong workplace commitment for organisational improvement activities (Osada, 1991). In summary, 5S is conceptualised and implemented in Japanese businesses as a means of achieving business excellence.In linking 5S with the workplace, Osada (1991) provides the following definitions and descriptions for each of the activities. The order of the activities is not important but they are all are linked and implemented concurrently and cyclically (seeFigure 1).Figure 1Hirano’s view of 5S: as a technique o r toolHirano (1995, 1996) developed an alternative version of 5S during the same period as Osada, but with a more practical focus. Hirano (1995, p. 28) explains the significance of 5S as a tool for ‘corporate survival’ that enables just-in-time (JIT) production, rather than a way of guiding action.Hirano (1995, 1996) placed emphasis specifically on the first two components of 5S, seiri (organisation) and seiton (orderliness –using his interpretation). Seiri is sorting out needed items from unneeded ones and disposing of the latter, while seiton is prioritising needed items. The other three components of 5S are explained in a similar way to Osada (1989, 1991). Hirano (1995) suggests that 5S should be promoted by top management using the following steps.(1) Establish an organisation that promotes 5S: this should be done by top management and be operated company wide.(2) Establish a 5S promotion plan: scheduling implementation activities.(3) Create 5S campaign materials: top managers should participate at this stage.(4) In-house education: answering the question of ‘What does 5S mean?’ and providing training.(5) 5S Implementation: using visual methods, such as red-tagging for seiri(organisation) and the signboard strategy for seiton (orderliness).(6) 5S evaluation and follow-up: periodic evaluation to check, maintain and improve 5S conditions.Japan tends to perceive 5S as both necessary and important. The US appears likely to recognize it as important but not necessary. The results showed that the frequ ency of the measured component ‘important’ in Japan and the US was higher than in the UK. The UK tends to perceive that 5S does not require work commitment, employing the word ‘should’ more than Japan and the US. This indicates that the UK sees 5S as a directive rather than an enabler.Japan employed ‘machine’ more than the UK and US, while the UK and US used ‘items’ more frequently. There were some similarities between Japan and the US; both countries employed ‘information’ and ‘workplace’ more than the UK. All countries used ‘equipment’ similarly. The use of four out of five conceptual words was significantly different.There were some similarities and differences in the use of object-related words between Japan, the UK and the US. All the countries studied agreed that work equipment is more well-organised and clean as a result of 5S implementation. The US and Japan tend to consider 5S as also dealing with information and the workplace. In Japan, machines are better organized and cleaned using 5S.The resul ts showed that the UK and US used ‘item’ more than Japan. This indicates that these countries tend to consider seiri (organisation) to be a very important component in 5S. As seiri is the first component of 5S and involves an act of disposing of unneeded items as a result of organization activities, the UK and US are likely to consider that the first S seiri should be emphasized the most, rather than focusing on all items as a holistic strategy.DiscussionThe initial thematic analysis indicated a consensus in the improvement of the work environment utilising 5S across all countries. However, analysis of the main theme by country has shown different outcomes. For example, Japanese web pages emphasised ‘improvement’ the most, a focus on more efficient and eff ective businessperformance. In the UK and US, 5S was directly related to ‘work’. In other words, the perception of 5S in the UK and US was likely to be limited to a work-related concept, as opposed to the Japanese interpretation that 5S is an application of life wisdom to business situations, which is supported by the literature review. The overall outcome of analysis indicated that some aspects of 5S are significantly different across the countries studied.Managerial implicationsFrom a managerial perspective the findings provide a link between theory and the current practice of 5S. Although the results of this study indicate that 5S contributes to an increase in productivity and operational efficiency, 5S has a managerial difference based on country of implementation. Therefore, it is suggested that 5S practitioners or trainers should consider the benefits of 5S as a business improvement strategy rather than just simplified applications. In particular, it seems that businesses in the UK and US have not yet understood the importance of total participation in 5S. The development of an organisational culture aimed at achieving total participation would lead to the successful implementation of 5S.This research further suggests that a more balanced understandi ng of both ‘5S as a philosophy or methodology’ and ‘5S as a technique or tool’ can achieve the ultimate goal of 5S, which is a strategic management approach to achieving excellence in the workplaces and processes of organisations. Integrated thinking such as ‘body and mind’ or ‘do(way: philosophy or methodology) and jyutsu (a technique or tool)’ improves the comprehension not only of the 5S concept but also of other management approaches.ConclusionLittle research has been conducted into the different ways in which 5S has been interpreted and implemented in the UK and US compared with its original meaning. Investigation of the web pages of businesses in Japan, the UK and the US suggests significant differences in the way in which the 5S concept has been applied. In Japan, 5S has been embraced and implemented as a philosophy or way of life. In the UK and US, 5S has been implemented as a technique or tool.In Japan, businesses emphasise total participation in the 5S concept in the belief that synergies accompany this approach. A holistic approach is evident in the manifest use of 5S as a philosophy in the words used by Japanese organisations.Regarding 5S as a strategy for achieving excellence engenders notions of self-motivation, completeness and synergy, and is consistent with the approach suggested by Osada (1989, 1991).Businesses in the UK and US utilise 5S as a technique or tool. Using 5S in this way will provide some short-term impact but not assist in the development of the organisation. When 5S is used as a technique or tool, it may assist in employee motivation or empowerment. However, it neither influences organisational culture nor achieves synergies. Regarding 5S as a technique or tool is consistent with the approach suggested by Hirano (1995, 1996).This paper makes a contribution to the literature relating to 5S by clarifying the differences in the ways in which the 5S concept has been interpreted and implemented. Neither the UK nor the US has embraced 5S as a holistic strategy through which business excellence may be achieved. In Japan, using 5S as a business excellence strategy, rather than just as a tool, provides a platform for business success.Source:Kaoru Kobayashi,Ron Fisher and Rod Dapp.2008 “Business improvemet strategy or useful tool？Analysis of the application of the 5S concept in Japan，UK and the US” Total Quality Management.Vol.19.No.3.March.pp.245-262.译文：5S管理生产现场的5S概念（5S）起源于日本整理（组织），整顿（整洁），清扫（清洁），清洁（标准化）和素养（纪律）的缩写，它是一种嵌在日本人日常生活中的哲理。

5S现场管理每个企业都有自己的现场管理，而5S现场管理是来自日本企业的现场管理方式，其主要内容是整理、整顿、清扫、清洁、素养。

以5S为基础的现场管理就是5S 现场管理。

目录编辑本段“5S”是整理（Seiri）、整顿（Seiton）、清扫（Seiso）、清洁（Seiketsu）和素养（Shitsuke）这5个词的缩写。

因为这5个词日语中罗马拼音的第一个字母都是“S”，所以简称为“5S”，开展以整理、整顿、清扫、清洁和修身为内容的活动，称为“5S”活动。

编辑本段什么是现场管理5S：整理（SEIRI）、整顿（SEITON）、清扫（SEISO）、清洁（SEIKETSU）、素养（SHITSUKE），又被称为“五常法则”或“五常法”。

通过规范现场、现物，营造一目了然的工作环境，培养员工良好的工作习惯，是日式企业独特的一种管理方法，其最终目的是提升人的品质：★革除马虎之心，养成凡事认真的习惯（认认真真地对待工作中的每一件“小事”）★遵守规定的习惯★自觉维护工作环境整洁明了的良好习惯★文明礼貌的习惯5S现场管理法：整理★将工作场所任何东西区分为有必要的与不必要的；★把必要的东西与不必要的东西明确地、严格地区分开来；★不必要的东西要尽快处理掉。

目的：★腾出空间，空间活用★防止误用、误送★塑造清爽的工作场所生产过程中经常有一些残余物料、待修品、待返品、报废品等滞留在现场，既占据了地方又阻碍生产，包括一些已无法使用的工夹具、量具、机器设备，如果不及时清除，会使现场变得凌乱。

生产现场摆放不要的物品是一种浪费：★即使宽敞的工作场所，将愈变窄小。

★棚架、橱柜等被杂物占据而减少使用价值。

★增加了寻找工具、零件等物品的困难，浪费时间。

★物品杂乱无章的摆放，增加盘点的困难，成本核算失准。

注意点：要有决心，不必要的物品应断然地加以处置。

实施要领：1.自己的工作场所（范围）全面检查，包括看得到和看不到的2.制定“要”和“不要”的判别基准3.将不要物品清除出工作场所4.对需要的物品调查使用频度，决定日常用量及放置位置5.制订废弃物处理方法6.每日自我检查5S现场管理法：整顿★对整理之后留在现场的必要的物品分门别类放置，排列整齐。

5S 现场管理法编辑锁定同义词5S管理一般指5S 现场管理法5S 现场管理法，现代企业管理模式，5S 即整理（SEIRI ）、整顿（SEITON）、清扫（SEISOU）、清洁（SEIKETSU ）、素养（SHITSUKE ），又被称为“五常法则”。

中文名5S 现场管理法外文名せいり别名五常法则兴起时间50 年代兴起国家日本解释生产现场对生产要素进行有效管理原则常组织常整顿常规范常自律目录1.1 管理背景2.2 管理内容3.3 管理步骤4.?整理5.?整顿6.?清扫7.?清洁1.?素养2.4 现场管理3.?原则4.?效用5.5 推行目的6.6 实现手法7.?实施要点1.?推行步骤2.?实施方法3.?实施难点4.?实施意义5.7 管理效用6.8 管理案例7.?项目背景8.?现场诊断1.?解决方案2.?项目收益3.9 扩展阅读4.?6s 管理5.?8S 管理6.?13S 管理5S 现场管理法管理背景编辑因日语的罗马拼音均以"S"开头，英语也是以“S开”头，所以简称5S（注：日语分别为せいり、せいとん、せいそう、せいけつ、しつけ）。

5S 起源于日本，是指在生产现场中对人员、机器、材料、方法等生产要素进行有效的管理，这是日本企业独特的一种管理办法。

1955 年，日本的5S 的宣传口号为“安全始于整理，终于整理整顿”。

当时只推行了前两个S，其目的仅为了确保作业空间和安全。

到了1986 年，日本的5S 的著作逐渐问世，从而对整个现场管理模式起到了冲击的作用，并由此掀起了5S 的热潮。

日本式企业将5S 运动作为管理工作的基础，推行各种品质的管理手法，第二次世界大战后，产品品质得以迅速地提升，奠定了经济大国的地位，而在丰田公司的倡导推行下，5S 对于塑造企业的形象、降低成本、准时交货、安全生产、高度的标准化、创造令人心旷神怡的工作场所、现场改善等方面发挥了巨大作用，逐渐被各国的管理界所认识。

随着世界经济的发展，5S 已经成为工厂管理的一股新潮流。

5S管理
5S现场管理法
“5S”是整理（seiri）、整顿（seiton）、清扫（seiso）、清洁（seiketsu）和素养（shitsuke），这五个单词的缩写。

开展一整理、整顿、清扫、清洁和修身为内容的活动，称为5S活动。

1、整理：将工资场所任何东西区分为又不要的与不必要的，把必要的东西与必要的东西明确的、严格的分类开来，不必要的东西要尽快的处理掉。

2、整顿：3定规则：定点、定容、定量
对整理之后在现场的必要的物品分门别类放置，排列整齐，明确数量，并进行有效的标识。

3、清扫：将工作场合清扫干净，保持工作呈缩的干净、明亮的环境。

4、清洁：将上面的3S实施的做法制度化、规范化，并贯彻执行及维持结果。

5、素养：通过晨会等手段，提高全员文明礼貌水准，培养美味成员养成良好的习惯，并遵守规则做事，开展5S容易，但是长时间的维持必须靠素养的。

外文翻译原文：5S managementThe 5S concept (5S) has its origins in a Japanese acronym for seiri (organisation), seiton (neatness), seisō (cleaning), seiketsu (standardisation) and shitsuke (discipline), a philosophy that is embedded in Japanese everyday life. Literature suggests that since the Second World War, two major frameworks for understanding and applying 5S to business environments have arisen, one proposed by Osada (1989, 1991), the other by Hirano (1995, 1996).This paper investigates and clarifies the ways in which 5S has been understood and implemented by Japanese and Western businesses. An outcome of this undertaking has been to address current deficiencies in the literature concerning the applicability of 5S when transferred from one country to another. This research also highlights the distinction between ‘5S as a philosophy or way’ and ‘5S as a technique or tool’ by comparing the major frameworks provided by Osada (1989, 1991) and Hirano (1995, 1996).Origins of the 5S conceptEach of the terms comprising 5S is widely understood in Japan as a method of improving lifestyle (Osada, 1989). In Japan, the practice of 5S is recognised as a group of organisational and cleaning activities that shape basic morality and ethics in the workplace, at school, and in the home (De Mente, 1994).The philosophical concept of 5S has been embedded in Japanese society through the principles of Shintoism, Buddhism and Confucianism for several hundred years (De Mente, 1994). Japan has traditionally emphasised cooperation, advocating the values of trust, selfrestraint, harmony and organisational loyalty. Shintoism, Buddhism and Confucianism have all contributed to the formation of these values in Japan (Watsuji, 1952).Shintoism emphasises the importance of cleanliness of mind; using other people for one’s self-interest is considered ‘unclean’ (Watsuji, 1952). Confucianism, with itsemphasis on orderliness, was initially introduced from China and then redeveloped in Japan. Orderliness is based on the Japanese understanding of Confucianism with a particular focus on community values (Watsuji, 1952). Both Buddhism and Confucianism share spiritual ideals often deriving spiritual fortitude from self-discipline.These combined ideals of Shintoism, Buddhism and Confucianism are often denoted by do(the way: philosophy or methodology), such as bushido(the way of the samurai), shinto (the way of the Gods: Shintoism), butsudo(the way of the Buddha: Buddhism), and other martial arts, including kendo, jyudo, and karatedo, which are intended to train the body and mind through discipline (Sugiura & Gillespie, 2002).For the Japanese, 5S is a holistic application used to raise moral and ethical standards, and is grounded in the philosophical assumptions of Shintoism, Buddhism and Confucianism. The 5S is strongly associated with the constitution of Japanese culture and society.The use of 5S as a strategy for achieving business excellence has been evident in Japan since the Second World War (De Mente, 1994). Initially, various plant maintenance concepts (preventive, periodic, predictive and corrective maintenance) were imported to Japan from the US (Nakajima, 1988). The concept of Quality was also introduced from the US to Japan by Sarasohn, Deming, and Juran, from the late 1940s to the early 1950s (Dean, 2005; Foley, 2000). An innovative approach to total productive maintenance (TPM) was developed in Japan during this period and 5S was actively utilised at Nippondenso (Nakajima, 1988) as a platform for TPM implementation. Later, 5S was integrated with KAIZEN (continuous improvement) philosophy (Imai, 1986) then implemented at Toyota Motor Corporation as part of their production system, namely Toyota Production System (TPS). The 5S has also been widely used in TQM systems where it has been referred to as part of a series of quality initiatives (Shari Mohd & Aspinwall, 2001), a good housekeeping tool (Ahmed & Hassan, 2003; Chin & Pun, 2002), an effective cleanliness program (Tannock et al., 2002) and a system for maintaining a good working environment (Ho, 1999; Krasachol & Tannock, 1999).Osada’s view of 5S: as a philosophy for life and businessAccording to Osada (1989), 5S is a fundamental part of Japanese culture and society. For both individuals and organisations, 5S engages improvement activities in any environment, including homes, schools, communities and workplaces, regardless of size or type. The implementation of 5S can uncover hidden problems that may otherwise remain unnoticed. The benefits of implementing 5S are summarised as follows.Cleanliness – to maximise effectiveness, contribute to a healthier life and reduce crime (due to enhanced transparency);Orderliness –to maximise efficiency and effectiveness, reduce people’s workload, reduce human errors (due to simplifying processes);Discipline – to increase the level of morality and ethics and to increase minimum standards through training and education.In the workplace, 5S is used ‘to organise the workplace, to keep it neat, to clean, to maintain standardised conditions, and to maintain the discipline that is needed to do a good job’ (Osada, 1991, p. x). The practice of 5S increases ‘transparency’ in an organisation ensuring a good first impression of the workplace by visitors, particularly potential new customers. The successful implementation of 5S increases not only efficiency, such as in productivity and the level of quality per cost, but also organisational effectiveness through ‘the synergetic (or cooperative) effect’ (Osada, 1991, p. 1), which is often utilised in team sports. This means that the contribution of individual talent and effort by each team member often exceeds the performance level of any single standout player. The 5S program always emphasises total participation, since the ‘synergetic effect’ creates strong wo rkplace commitment for organisational improvement activities (Osada, 1991). In summary, 5S is conceptualised and implemented in Japanese businesses as a means of achieving business excellence.In linking 5S with the workplace, Osada (1991) provides the following definitions and descriptions for each of the activities. The order of the activities is not important but they are all are linked and implemented concurrently and cyclically (see Figure 1).Figure 1Hirano’s view of 5S: as a technique or toolHirano (1995, 1996) developed an alternative version of 5S during the same period as Osada, but with a more practical focus. Hirano (1995, p. 28) explains the significance of 5S as a tool for ‘corporate survival’ that enables just-in-time (JIT) production, rather than a way of guiding action.Hirano (1995, 1996) placed emphasis specifically on the first two components of 5S, seiri (organisation) and seiton (orderliness –using his interpretation). Seiri is sorting out needed items from unneeded ones and disposing of the latter, while seiton is prioritising needed items. The other three components of 5S are explained in a similar way to Osada (1989, 1991). Hirano (1995) suggests that 5S should be promoted by top management using the following steps.(1) Establish an organisation that promotes 5S: this should be done by top management and be operated company wide.(2) Establish a 5S promotion plan: scheduling implementation activities.(3) Create 5S campaign materials: top managers should participate at this stage.(4) In-house education: answering the question of ‘What does 5S mean?’ and providing training.(5) 5S Implementation: using visual methods, such as red-tagging for seiri(organisation) and the signboard strategy for seiton (orderliness).(6) 5S evaluation and follow-up: periodic evaluation to check, maintain and improve 5S conditions.Japan tends to perceive 5S as both necessary and important. The US appears likely to recognize it as important but not necessary. The results showed that the frequency of the measured component ‘important’ in Japan and the US was higher than in the UK. The UK tends to perceive that 5S does not require work commitment, employing the word ‘should’ more than Japan and the US. This indicates that the UK sees 5S as a directive rather than an enabler.Japan employed ‘machine’ more than the UK and US, while the UK and US used ‘items’ more frequently. There were some similarities between Japan and the US; both countries employed ‘information’ and ‘workplace’ more than the UK. All count ries used ‘equipment’ similarly. The use of four out of five conceptual words was significantly different.There were some similarities and differences in the use of object-related words between Japan, the UK and the US. All the countries studied agreed that work equipment is more well-organised and clean as a result of 5S implementation. The US and Japan tend to consider 5S as also dealing with information and the workplace. In Japan, machines are better organized and cleaned using 5S.The results showed t hat the UK and US used ‘item’ more than Japan. This indicates that these countries tend to consider seiri (organisation) to be a very important component in 5S. As seiri is the first component of 5S and involves an act of disposing of unneeded items as a result of organization activities, the UK and US are likely to consider that the first S seiri should be emphasized the most, rather than focusing on all items as a holistic strategy.DiscussionThe initial thematic analysis indicated a consensus in the improvement of the work environment utilising 5S across all countries. However, analysis of the main theme by country has shown different outcomes. For example, Japanese web pages emphasised ‘improvement’ the most, a focus on more efficient and effective busi ness performance. In the UK and US, 5S was directly related to ‘work’. In other words, theperception of 5S in the UK and US was likely to be limited to a work-related concept, as opposed to the Japanese interpretation that 5S is an application of life wisdom to business situations, which is supported by the literature review. The overall outcome of analysis indicated that some aspects of 5S are significantly different across the countries studied.Managerial implicationsFrom a managerial perspective the findings provide a link between theory and the current practice of 5S. Although the results of this study indicate that 5S contributes to an increase in productivity and operational efficiency, 5S has a managerial difference based on country of implementation. Therefore, it is suggested that 5S practitioners or trainers should consider the benefits of 5S as a business improvement strategy rather than just simplified applications. In particular, it seems that businesses in the UK and US have not yet understood the importance of total participation in 5S. The development of an organisational culture aimed at achieving total participation would lead to the successful implementation of 5S.This research further suggests that a more balanced understanding of both ‘5S as a philosophy or methodology’ and ‘5S as a technique or tool’ can achieve the ultimate goal of 5S, which is a strategic management approach to achieving excellence in the workplaces and processes of organisations. Integrated thinking such as ‘body an d mind’ or ‘do(way: philosophy or methodology) and jyutsu (a technique or tool)’ improves the comprehension not only of the 5S concept but also of other management approaches.ConclusionLittle research has been conducted into the different ways in which 5S has been interpreted and implemented in the UK and US compared with its original meaning. Investigation of the web pages of businesses in Japan, the UK and the US suggests significant differences in the way in which the 5S concept has been applied. In Japan, 5S has been embraced and implemented as a philosophy or way of life. In the UK and US, 5S has been implemented as a technique or tool.In Japan, businesses emphasise total participation in the 5S concept in the beliefthat synergies accompany this approach. A holistic approach is evident in the manifest use of 5S as a philosophy in the words used by Japanese organisations.Regarding 5S as a strategy for achieving excellence engenders notions of self-motivation, completeness and synergy, and is consistent with the approach suggested by Osada (1989, 1991).Businesses in the UK and US utilise 5S as a technique or tool. Using 5S in this way will provide some short-term impact but not assist in the development of the organisation. When 5S is used as a technique or tool, it may assist in employee motivation or empowerment. However, it neither influences organisational culture nor achieves synergies. Regarding 5S as a technique or tool is consistent with the approach suggested by Hirano (1995, 1996).This paper makes a contribution to the literature relating to 5S by clarifying the differences in the ways in which the 5S concept has been interpreted and implemented. Neither the UK nor the US has embraced 5S as a holistic strategy through which business excellence may be achieved. In Japan, using 5S as a business excellence strategy, rather than just as a tool, provides a platform for business success.Source:Kaoru Kobayashi,Ron Fisher and Rod Dapp.2008 “Business improvemet strategy or useful tool？Analysis of the application of the 5S concept in Japan，UK and the US” Total Quality Management.Vol.19.No.3.March.pp.245-262.译文：5S管理生产现场的5S概念（5S）起源于日本整理（组织），整顿（整洁），清扫（清洁），清洁（标准化）和素养（纪律）的缩写，它是一种嵌在日本人日常生活中的哲理。