Since the implementation of 6S management, each pilot unit has boldly explored and continuously improved based on actual conditions, gradually standardized management processes, implemented reward and punishment measures, significantly improved operating levels, and gradually formed their own characteristics. However, there are still many problems and deficiencies in the operation of 6S management, especially in the third-level inspection. On how to further strengthen and improve the three-level inspection work and promote innovation in inspections, the author has thought and analyzed based on the actual work of his own work. He believes that it is necessary to raise awareness, find existing problems, implement them at all levels, have leaders take the lead, and continue to innovate, in order to further advance Implementation of inspections.

1. Raise awareness and deeply understand the importance of inspections

Inspection is the foundation of 6S management, the key to the entire management process, and the fundamental guarantee for the solid operation of 6S management. Especially after it is connected with the party committee's performance management, inspection, as the first step in the management process, directly determines whether the entire 6S management process is solid. Therefore, only by carrying out three-level inspections can we truly grasp the implementation and standardization of 6S.

According to the requirements of 6S management, each pilot unit must set up an inspection and evaluation team, and make clear regulations on the number, time, and route of inspections. Three levels of inspections are set up at the management level: the first level is inspections by team leaders, the second level is inspections by middle managers (workshops, deputies, and team leaders), and the third level is inspections by section leaders. It can be seen that these three-level inspections cover all employees and all work of the unit, and can ensure that problems are discovered and solved in a timely manner, realizing the control of the entire process, and are very important for improving on-site management and implementing the "three steps" of safe production management. The "three must-arrives" play a very important role in standardizing employee operations, implementing refined management, and promoting team management to a higher level.

Inspection is the core of 6S management and the core of the unit’s management and implementation of various tasks. Inspections must not be conducted for the sake of inspections, let alone filling out forms or drawing a formality. To truly implement inspections, we must raise awareness, correct our attitude, and deeply understand the importance of inspections. Three-level inspections must not only be viewed from the perspective of standardized 6S management, but also inspections must be understood from the perspective of scientific management. It is necessary to formulate a practical inspection system based on the actual situation of the unit, strictly implement it to the letter, implement full-person and full-process control, continuously improve management levels, and improve work performance.

2. Analysis and rectification to solve existing problems during inspections

Over the past few years, each pilot unit has boldly practiced inspections and implemented the "shift inspection system" and "risk distribution system" The "3+1 inspection system" and other measures have continuously enriched and improved three-level inspections and achieved good results. However, it should also be noted that there are still many problems during inspections that need to be rectified as soon as possible.

Inspections should adhere to the "three musts", that is, whoever conducts the inspection must fill in the inspection record. The inspection record must be filled in on-site, and the inspector and the inspected employee must sign and approve the inspection record. Currently, the outstanding problems in inspections are:

The first-level inspections are untrue. The specific manifestations are: ①The signature of the responsible person is untrue, ②The problems raised during the inspection are untrue, ③The filling in the inspection record is untrue, ④The person doing the inspection is untrue, ⑤The inspection rewards and deductions are untrue, etc.;

Level 2 Inspections are not solid. The specific manifestations are: ① Inspection records are filled in carelessly, ② Inspection records are similar, ③ There are no problems in the inspection and it does not play the role of inspection, ④ Inspection records are not filled in on the spot, ⑤ Inspection award points and deductions do not correspond to the detailed rules, etc.;

Level 3 inspections are not implemented. The specific manifestations are: ①The number of inspections has not been implemented, ②Rewards and deductions have not been implemented for problems discovered during inspections, ③The person responsible for the problem has not been implemented, ④The joint and several responsibilities at each level have not been implemented, ⑤The party and government leaders have not implemented the comprehensive management, etc.

Although these problems do not exist in all units, any problem will directly affect the quality of inspections and ultimately the effectiveness of 6S management. Each unit can only compare one by one, analyze carefully, carefully search for its own problems, study the causes of the problems, formulate solutions, quickly rectify and improve the quality of inspections.

3. Implement at all levels and give full play to the enthusiasm of cadres and employees at all levels

To truly do a good job in three-level inspections, we must strictly follow the work responsibilities of the inspection team and strictly implement the inspection system , from the main leaders of the unit, middle-level managers, to team leaders, and then to employees, responsibilities are implemented from top to bottom, one level is inspected, and the other level is supervised, forming an inspection network. At the same time, we must give full play to the initiative and creativity of employees and inspection personnel at all levels to create a good atmosphere and promote the continuous improvement of inspection quality.

The first is to establish a hierarchical joint and several liability mechanism. The inspection and evaluation of the team directly faces the employees. The inspection and evaluation of other levels do not face the employees directly. They are only for the team and are broken down by the team and implemented to the employees. Middle managers and team leaders must take joint and several responsibilities according to the evaluation rules to form hierarchical management, thereby mobilizing the enthusiasm of managers at all levels.

The second is to establish an inspection, supervision and assessment mechanism. All inspections must be signed and approved by the relevant team leaders and responsible persons, and reciprocal management is implemented to ensure that inspections are implemented. Therefore, all units must strengthen guidance and improve employees' understanding of the signature recognition system. At the same time, it is necessary to establish an inspection supervision and assessment mechanism based on actual conditions to effectively supervise inspections at all levels.

The third is to establish a comprehensive inspection and supervision mechanism.

All members of the inspection team must conduct inspections carefully in accordance with their respective responsibilities and form an inspection mechanism with clear responsibilities. We cannot have only the secretary inspecting, but not the top administrative leaders; we cannot have only team leaders inspecting, but not deputy leaders; and we cannot place inspections on corporate culture officers.

4. Leaders take the lead and continuously improve the quality of inspections

To standardize inspection procedures and improve the quality of inspections, leaders must take the lead, especially the top leaders of the units. We must play a leading role in promoting the improvement and improvement of inspection work.

First, leaders should take the lead in inspections and use inspections as a means to improve management levels. As a leader, you must insist on going to the scene, conducting investigations and research, constantly improving your leadership quality, and improving your ability to discover and solve problems. Leaders should take the lead in inspections and use inspections as a breakthrough to improve the quality of inspections and promote the improvement of management levels.

Second, leaders should take the lead in strictly implementing the inspection system. Inspections must be based on the detailed evaluation rules. The time, frequency, and problem points of inspections must be strictly implemented. Inspection records must be filled in carefully, and problems raised during inspections must be evaluated and rectified. Leaders must set an example and must not be tight and loose, on and off, hot and cold, let alone let others take their place.

5. Boldly explore and innovate inspection mechanisms and methods

Only through continuous innovation can corporate culture have vitality. Continuous innovation will always be the soul and theme of 6S management. All units should regard inspection innovation as a major innovation goal, an innovation topic and an innovation task. Specifically, it is necessary to achieve innovation in inspections from three aspects, namely: innovative mechanism, innovative content, and innovative means.

The innovative inspection mechanism is about how to inspect and who will inspect. Each unit must combine reality, identify the weak links in inspections, identify the integration point between inspections and promoting safe production, research and explore, and formulate new inspection mechanisms. For example, how to inspect out-of-town personnel, how to inspect single-post workers, how to inspect dispersed operating points, etc.

Innovating the content of inspections is about what to inspect. Inspections of individual units still only focus on "punctuality, cleanliness, and organization". There are relatively few assessments of "standards, safety, and literacy", and there are many repeated problems. Each unit must establish analysis and statistics on the content of inspections, formulate clear requirements and regulations, assess the content of inspections, and promote the expansion of 6S management to the assessment of "standards, safety, and literacy" items.

Innovating inspection methods is a question of how to conduct inspections. All units must emancipate their minds, dare to make breakthroughs, break past old ideas and methods, and use high-tech modern means and new mechanisms to achieve innovation in inspection methods.

Only by starting from the characteristics of the unit, starting from the actual work and work needs, conducting careful research, broadening ideas, formulating innovative inspection plans, constantly adjusting and improving, and persevering, can the inspection characteristics of the unit be truly formed. .

6. Inspection guidance to promote continuous innovation in inspections

The Culture Office should strengthen inspection guidance, urge all units to implement rectifications for problems existing in inspections, and actively come up with ideas and solutions , to help each unit realize innovation in inspections.

First, adhere to dynamic inspections. Make three-level inspections a main part of monthly dynamic inspections and quarterly inspections, conduct random inspections of inspection personnel, check inspection records, identify problems in a timely manner, and propose rectification suggestions.

The second is to strictly implement the assessment. The implementation and innovation of inspection work should be regarded as an important indicator of inspection and assessment. If inspections cannot be implemented in place and there is no innovation, unit leaders will be punished. If serious mistakes are made, the unit will be transferred down or even delisted.