為深入推進(jìn)班超集團(tuán)精益化管理戰(zhàn)略，全面提升生產(chǎn)現(xiàn)場(chǎng)管理水平，8月11日下午，班超集團(tuán)在盛鎂鎂業(yè)三樓會(huì)議室舉行6S管理之整頓細(xì)化及目視化管理培訓(xùn)。
培訓(xùn)伊始，特邀顧問(wèn)梅林林老師首先對(duì)上期整理、整頓培訓(xùn)內(nèi)容進(jìn)行了回顧，幫助參訓(xùn)人員鞏固前期所學(xué)知識(shí)，并結(jié)合各樣板區(qū)檢查工作，指出當(dāng)前在整理、整頓環(huán)節(jié)存在的改善空間，例如部分區(qū)域物品分類不夠清晰、定位標(biāo)識(shí)不夠規(guī)范等問(wèn)題，讓大家對(duì)目前6S 管理推進(jìn)過(guò)程中的短板有了更清晰的認(rèn)識(shí)。
在培訓(xùn)過(guò)程中，梅林林老師重點(diǎn)圍繞目視化管理展開詳細(xì)闡述，系統(tǒng)講解了目視化管理的要點(diǎn)、闡釋了目視化管理的原則、分析了目視化管理的不同水平，還介紹了目視化管理方法七種方法，包括定位法、標(biāo)識(shí)法、圖形法、顏色法、形跡法、透明法、地圖法。目視化管理能夠?qū)?fù)雜的信息簡(jiǎn)單化、可視化，使管理要求一目了然，便于員工理解和執(zhí)行，提升工作效率，同時(shí)也能及時(shí)發(fā)現(xiàn)生產(chǎn)過(guò)程中的問(wèn)題，提高管理的及時(shí)性和有效性。
下一步，班超集團(tuán)將以此次培訓(xùn)為契機(jī)，加強(qiáng)對(duì)各樣板區(qū) 6S 管理工作的監(jiān)督與指導(dǎo)，確保整頓細(xì)化及目視化管理措施得到有效落實(shí)，針對(duì)前期存在的不足進(jìn)行重點(diǎn)改進(jìn)，營(yíng)造更加整潔、高效、安全的工作環(huán)境，為集團(tuán)的持續(xù)發(fā)展奠定堅(jiān)實(shí)基礎(chǔ)。
To further advance Banchao Group’s lean-management strategy and comprehensively elevate on-site production management, on the afternoon of 11 August Banchao Group held a training session on 6S refinement—specifically, the “Set in Order” phase and visual management—in the third-floor conference room of Shengmei Magnesium.
At the outset, invited consultant Ms. Mei Linlin reviewed the previous training on sorting and setting-in-order, helping participants consolidate what they had learned. Examining each model area, she highlighted remaining improvement opportunities in these two steps—such as unclear item classification and non-standard location labels—giving everyone a sharper picture of current 6S shortcomings.
Ms. Mei then focused on visual management, systematically covering its key points, underlying principles, and progressive maturity levels. She introduced seven visual-management techniques: positioning, labeling, graphics, color coding, shadow outlining, transparency, and mapping. Visual management turns complex information into simple, visible cues, making requirements instantly understandable and executable, boosting efficiency, and enabling rapid detection of on-site issues to improve both timeliness and effectiveness of management.
Next, Banchao Group will use this training as a springboard to strengthen oversight and guidance of 6S work in every model area, ensuring that refined “Set in Order” and visual-management measures are fully implemented. Targeted improvements will address prior weaknesses, creating a cleaner, more efficient, and safer workplace and laying a solid foundation for the Group’s sustainable development.
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