臺灣博碩士論文加值系統

起源於日本的5S管理是一種現場管理方式，無數企業成功推行5S管理後所帶來的顯著改善表明它能塑造塑造企業形象、降低成本、準時交貨、安全生產、高度標準化、創造令人賞心悅目的工作現等。
本研究主要探討M公司運用5S管理法來打造標準化工作環境的過程，以及分析其成效與推行阻礙。首先透過文獻探討整理相關研究報告，來了解專家學者及研究單位對於5S現場管理法的定義、推行的法則、實施的要領與對企業的成效。本研究以參與觀察法，實地的去執行5S的活動計畫、每週部門主管檢討並修正5S活動、分析5S活動的效益、探討推行阻礙。5S管理是一項理論上非常淺顯易懂的理論而實際上而實際操作上卻又相當注重技巧的現場管理方法，因此本研究的介紹主要是對實際改善作法，希望給予有關企業和管理人員以實際操作的借鑑與幫助。

Originated in Japan, 5S management is a working-spot management method. Many successful experiences indicate that it can bring finer image, lower cost, less deliver time, safer working, higher standardization, more comfortable working place in the organization. This study focus on the use of 5S management method to build a standardized work environment and analyze the effectiveness and implementation obstacles in M company . First, reviewing literature through relevant research , to understand the experts and research institutes for the definition of 5S management method , the implementation of 5S , the functions of implementation and the effectiveness which 5S management can lead to an enterprise. In this study, using participant observation as the research method to collect information through joining the 5S program, executing 5S activities for improvement, review and discussion with the leaders of different departments and adjustment process of 5S activity. 5S is an easy understanding theory but request many technique during the practice. Hope this paper can be useful for the other relevant companies in their management.

摘要 I
Abstract II
壹、前言 1
貳、文獻探討 2
一、 5S的來源與發展 2
二、 5S管理法內涵與執行方式 3
（一）1S「整理」 4
（二）2S「整頓」 5
（三）3S「清潔」 5
（四）4S 「規範」 6
（五）5S「素養」 6
三、 5S之間的關係 7
參、資料與研究方法 9
一、研究對象 9
二、研究問題 10
三、資料收集：參與觀察法 10
四、5S管理法導入階段 11
（一）常組織 (Structurise) 12
（二）常整頓(Systematise) 13
（三）常清潔(Sanitise) 15
（四）常規範(Standardise) 16
（五）常自律(Self-Discipline) 16
肆、個案研討：5S在M公司的實施 17
一、5S導入前的問題 18
（一）內場（廚房包含爐台區、洗碗區、儲藏區、備料區、清洗區、油炸區） 18
1. 「整理」層面問題 18
2. 「整頓」層面問題 18
3. 「清潔」層面問題 19
4. 「規範」層面問題 19
5. 「自律」層面問題 19
（二） 外場（包含服務區、吧台區、領台區、醬料區、清洗區） 20
1. 「整理」層面問題 20
2. 「整頓」層面問題 20
3. 「清潔」層面問題 21
4. 「規範」層面問題 21
5. 「自律」層面問題 21
二、5S管理實施過程 22
三、實際效益 27
伍、研究限制與結論 30
（一）員工的抗拒 30
（二）標準設定的困難 31
（三）人事的調動 31
（四）員工訓練困難 32
（五）推行期間短 33
附錄一：5S管理審查表-外場部門 34
附錄二：5S管理審查表-內場部門 41
附錄三、M公司5S管理標準表 49
參考文獻 55

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