日本5s管理在英國企業(yè)的實踐研究【外文翻譯】_第1頁
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1、外文翻譯原文：原文：AninvestigationintoJapanese5SpracticeinUKindustryIntroductionOsada(1991)developedtheiginalconceptof5Sintheearly1980s.5SistheacronymffiveJapanesewdsseiriseitonseisoseiketsushitsuke.Whentranslatedthesewdsliterall

2、ymeanganisationneatnesscleanlinessstardisationdisciplinerespectively.Osadareferstothe5Ssasthefivekeystoatotalqualityenvironment.TheJapanesehavebeenwidelypractising5Stechniquebelieveitcanhelpinallaspectsoflife.In1995anint

3、ensivequestionnairesurveywasperfmedintheUKJapan(Hoetal.1995).Thefindingswerethat80percentofthesurveyedUKcompanieshadnotcomeacrossthe5Sconcept.About80percentoftheJapanesecompanieshadpracticed5Sasopposedto40percentintheUK.

4、HoweverthemajityoftheUKcompanieshadactuallybuilttheconceptintotheirdaytodayactivitieswithoutrealisingthatitwasawellestablishedqualitytechnique.ThemainoverallfindingwasthatJapanese5Spracticewasanimptantbasefimplementingto

5、talqualitymanagement(TQM)successfully.SincethearrivalofTQMinthe1980stherehavebeenvaryingdegreesof5SimplementationintheUK.Theaimsofthisresearcharetoassessthepopularityof5SasanessentialbaselinefTQMitssuitabilityasaperfmanc

6、eimprovementtechniquefthefutureinUKindustry.WhyuseJapanese5SPracticeImai(1997)attributes5SasanintegralpartofthehouseofGembamanagementcriticaltothekaizenprocess.Furthermehestatesthatalackof5Sinkaizenleadstoinefficiencywas

7、telowmalepoqualityhighcostsaninabilitytomeetdeliveryterms.InhisTQMEXmodelHo(1999)states5SastheprimarydriverfTQM.Thequestionsthatwarrantfurtherinvestigationhereare:Whatimptanceisgivento5SwithinatypicalUKqualityimprovement

8、driveHowdoyoumeasureitseffectivenessImplementationofJapanese5SpracticeBicheno(1998)listsmanagementparticipationinterestasvitaltokeepa“5BenefitsbarriersBenefitsdescribedbyO’Eocha(2000)includethefastretrievalofitemsimprove

9、dstaffinvolvementbetterhousekeepingwastereductionpollutionpreventionsaferstageofsubstancesmaterialsbetterhealthsafetystardslessenvironmentalrisk.O’Eocha(2000)goesontolistthebarriersasperceivedlossofcontrolbydlemanagement

10、managementstructuretimelackofplanninglimitedresourcesspacecommunicationslackoffeedbackattitudespersonalityclasheslackofrecognitionlowmalelowincentive.ResearchmethodologyAquestionnairesurveywasperfmedon100companiesintheUK

11、.ThesurveywasconductedinAprilMay2002.Theobjectivesofthequestionnaireweretwofold:FirsttoinvestigatetheimpactofJapanese5SpracticeinUKindustryoverrecentyearstofurtherthisresearchbyfindingoutwhichganisationswouldbepreparedto

12、undertakesemistructuredinterviews.Thequestionnairewastestedonfiveganisationsbefethemainsurveytoensurethelegitimacyofthequestionsvalidityfsubsequentanalysis.Iningthesamplesfthissurveythemaincriterionwasthatcompanieschosen

13、hadalreadyadoptedsomegoodqualityprinciplespractices.ThesampleaddressesweredrawnfromtheDepartmentofTradeIndustry(DTI)InsideUKEnterprise(IUKE)20012register.Theintentionwastohaveabalancedsampleofcompaniesfromthemanufacturin

14、gservicesectsofindustryregardlessoftheirsizegeographyownership.Thequestionnairefirstlyaskedganisationsftoplevelstatisticssuchasbusinesssectsize(intermsofpeopleemployed)locationsalesturnover.Thenextquestionaskedwhetherthe

15、ganisationcarriedouttheprinciplesof5S.Apositiveanswertothisquestionwouldleadtosevenfurtherquestions.Anegativeanswerthenpromptedaresponseastothereasonswhynot.Thenextquestionaskedhowlongtheganisationhadbeenusing5Sfollowedb

16、yaquestionaskingftheequivalentEnglishwdsusedbytheganisation.Thenextquestiondealtwiththeimplementationof5Si.e.wasitbeingappliedwithinalocalareafunctiondepartmentacrossthewholeganisation.Thenextquestionlookedattheintegrati

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