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1、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), seis (cleaning), seiketsu (standardisation) and shitsuke (discipline), a philosophy that is embedded in Japanese everyday life. Literature suggests that since the S
2、econd 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 b
3、usinesses. 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 compa
4、ring 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 clean
5、ing 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
6、 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; us
7、ing other people for ones 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 va
8、lues (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), shin
9、to (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
10、 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 Seco
11、nd 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 lat
12、e 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 (contin
13、uous 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 & Asp
14、inwall, 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).Osadas view of 5S: as a philosophy for life and businessAccording to
15、 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 problem
16、s 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 peoples workload, reduce
17、 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 maintai
18、n 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, s
19、uch 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 excee
20、ds the performance level of any single standout player. The 5S program always emphasises total participation, since the synergetic effect creates strong workplace commitment for organisational improvement activities (Osada, 1991). In summary, 5S is conceptualised and implemented in Japanese business
21、es 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 Figu
22、re 1).Figure 1Hiranos 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) p
23、roduction, 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
24、 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 b
25、e 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 vis
26、ual 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 recogni
27、ze 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
28、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
29、 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
30、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 that the UK and US used item more than Japan. This indicates that these countries tend to consider seiri (organi
31、sation) 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 item
32、s 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
33、 most, a focus on more efficient and effective business performance. 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 lif
34、e 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
35、 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
36、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 participatio
37、n 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 w
38、orkplaces 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 t
39、he 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
40、 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
41、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
42、 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. Regardi
43、ng 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 embrace
44、d 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？A
45、nalysis 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。文献表明，自第二次世界大战以来，兴起了出现在商业环境中的两大框架，一种是由欧圣埃蒂安于1989到1991年提出，另一种则是由平野在1996到1996年提出。本文阐述了5S在日本企业和西方企业
46、的了解程度和相应的执行情况。该项结果表明了5S从一个国家转向另一个国家的适用性。在欧萨达和平野提出的主要框架中亦凸显了“5S作为哲学”或“5S作为一种技术工具”的区别。5S概念的起源5S包括的每个术语在日本内广泛理解为一种改善生活方式的的方法（欧萨达，1989）。在日本，5S的时间被公认为是一群组织及其清洁活动，是一种在工作场所、学校和家里的一种基本道德的具体化。几百年来，5S的哲学观念通过神道教、佛教和儒家思想被嵌入日本的社会原则（德 蒙特，1994）。日本一直强调合作，崇尚信任的价值观，自制能力，和谐和组织的忠诚度。在日本神道教、佛教和儒家思想都造成了这些价值观的形成（瓦苏基，1952）。
47、神道教强调干净的重要性，利用别人为你创造利益被认为是“不洁净”的（瓦苏基，1952）。儒家学说具有强调整齐的思想，最初是从中国传入日本。在日本，小林等人提出的整齐被理解成为儒家与群体的价值观的特别关注。佛教和儒家精神的理想常常是从自律中使精神坚韧，这些结合神道教的思想，通常是在佛教和儒家思想所表现出来之前所做的（方式：哲学或其它方法），例如武士道精神（方式：武士道武士所拥有的精神），日本神道教（主要信奉神道），佛教（主要方式是念佛）和其他的武术，包括剑道，柔道，跆拳道，意在训练我的身体和心智的学科（苏格拉和斯比，2002）。在日本，5S的整体运用方法被用来提高到的和伦理标准，并且是建立在假设神
48、道教，佛教和儒家思想之上。生产现场的5S具有强烈的相关日本宪法的文化和社会。显而易见，日本自第二次世界大战以后将5S作为一项精益求精的经营战略（德 蒙特，1994）。最初，日本从美国引进了各种维护概念（预防、周期、预见性和纠正性维修）（中岛飞行机株式会社，1988）。20世纪40年代末到20世纪50年代初萨拉佐恩、戴明和朱兰从美国向日本带去了一种素质的概念（迪安，2005；弗利，2000）。日本也在这个时期发明了一个具有创新的全面生产管理（TPM）的方法并且5S也被活跃地运用到日电装平台的TPM实施上（日本飞行机株式会社，1988）。后来，5S是结合与改善（持续改进）哲学（艾麦，1986），然
49、而实行该体系的丰田汽车公司是他们部分的生产体系，即丰田生产系统（缩写为TPS）。在部分的产品质量计划中5S管理也被广泛应用于全面质量管理（莎莉 莫德和亚斯平沃尔，2001），一个有效地清洁程序（汤诺克，2001）和一个保持良好工作环境的系统（胡，1999；克拉撒库尔和唐诺克，1999）。欧萨达对5S的看法：5S是一种生活和商业的哲学根据欧萨达（1989）的说法，5S是日本基本社会文化的一部分。它为个人、组织在任何环境中进行改进活动，无论大小或类型，包括房屋、学校、社区和工作场所。5S的实施可以揭示一些潜在的问题而使之不被忽略。实施5S的好处综述如下：清洁效果最大化，有助于更健康的生活，减少违纪（归因于增强透明度）；整齐最大限度的增加效果和提高效率、降低劳动者的工作量，减少人为错误（归因于简化过程）；纪律提高道德和伦理水平，通过培训和教育提高最低工资标准。在工
