是業(yè)務(wù)改進(jìn)戰(zhàn)略或者僅僅是有用的工具？分析5s概念在日本，英國(guó)和美國(guó)的應(yīng)用【外文翻譯】_第1頁(yè)
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1、本科畢業(yè)論文（設(shè)計(jì)）外文翻譯原文原文BusinessimprovementstrategyusefultoolAnalysisoftheapplicationofthe5SconceptinJapantheUKtheUSThe5Sconcept(5S)hasitsiginsinaJapaneseacronymfseiri(ganization)seiton(neatness)seiso(cleaning)seiketsu(stardiz

2、ation)shitsuke(discipline)aphilosophythatisembeddedinJapaneseeverydaylife.LiteraturesuggeststhatsincetheSecondWldWartwomajframewksfunderstingapplying5StobusinessenvironmentshavearisenoneproposedbyOsada(19891991)theotherb

3、yHirano(19951996).Thispaperinvestigatesclarifiesthewaysinwhich5ShasbeenunderstoodimplementedbyJapaneseWesternbusinesses.Anoutcomeofthisundertakinghasbeentoaddresscurrentdeficienciesintheliteratureconcerningtheapplicabili

4、tyof5Swhentransferredfromonecountrytoanother.Thisresearchalsohighlightsthedistinctionbetween‘5Sasaphilosophyway’‘5Sasatechniquetool’bycomparingthemajframewksprovidedbyOsada(19891991)Hirano(19951996).Withjust0.3%ofthewld’

5、slmass2.3%ofitspopulation(Hitomi2004)Japanisasmallcountry.Yetin2001JapaneseGDPwas14%oftotalwldproductsecondonlytotheUSwhichaccountedf30%.IncomparisontheUKwasinfifthplacewith4.7%oftotalwldproduct(Hitomi2004).Japanisawldle

6、aderinmanufacturingindustries.InparticularJapanesecarproductionplantsleadinproductivitybusinessexcellencewithHondaToyotaMitsubishioccupyingthetopthreepositionswldwide(EIU1997).InadditiontosuccessathomeJapanesecompaniesop

7、eratingoverseashavealsoachievedhighlevelsofproductivityprintability(Hitomi2004)althoughresearchhasshownthattheuptakeofTotalQualityManagement(TQM)businessexcellenceganizationalimprovementactivities(Osada1991).Insummary5Si

8、sconceptualizedimplementedinJapanesebusinessesasameansofachievingbusinessexcellence.Hirano’sviewof5S:asatechniquetoolHirano(19951996)developedanalternativeversionof5SduringthesameperiodasOsadabutwithamepracticalfocus.Hir

9、ano(1995p.28)explainsthesignificanceof5Sasatoolf‘cpatesurvival’thatenablesjustintime(JIT)productionratherthanawayofguidingaction.Hirano(19951996)placedemphasisspecificallyonthefirsttwocomponentsof5Sseiri(ganization)seito

10、n(derliness–usinghisinterpretation).Seiriisstingoutneededitemsfromunneededonesdisposingofthelatterwhileseitonispriitizingneededitems.Theotherthreecomponentsof5SareexplainedinasimilarwaytoOsada(19891991).Hirano(1995)sugge

11、ststhat5Sshouldbepromotedbytopmanagementusingthefollowingsteps.(1)Establishanganizationthatpromotes5S:thisshouldbedonebytopmanagementbeoperatedcompanywide.(2)Establisha5Spromotionplan:schedulingimplementationactivities.(

12、3)Create5Scampaignmaterials:topmanagersshouldparticipateatthisstage.(4)Inhouseeducation:answeringthequestionof‘Whatdoes5Smean’providingtraining.(5)5SImplementation:usingvisualmethodssuchasredtaggingfseiri(ganization)thes

13、ignboardstrategyfseiton(derliness).(6)5Sevaluationfollowup:periodicevaluationtocheckmaintainimprove5SparisonoftheOsadaHiranoframewksWhencomparingtheapproachesofHirano(19951996)Osada(19891991)thereisasimilarityintermsofho

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