經(jīng)管專業(yè)畢業(yè)論文中英文資料外文翻譯文獻5S管理

1、畢業(yè)設(shè)計（論文）1、外文翻譯是畢業(yè)設(shè)計（論文）的主要內(nèi)容之一，必須學(xué)生獨立完成。2、外文翻譯譯文內(nèi)容應(yīng)與學(xué)生的專業(yè)或畢業(yè)設(shè)計（論文）內(nèi)容相關(guān)，不得少于xxxx 卬刷符號。3、外文翻譯譯文用a4紙打印，需包含中文翻譯和英文原文。4、年月日等的填寫，用阿拉伯數(shù)字書寫，要符合關(guān)于出版物上數(shù)字用法的試行 規(guī)定，如“2017年5月26日”。5、所有簽名必須手寫，不得打印。附件：外文資料翻譯譯文5s管理生產(chǎn)現(xiàn)場的5s概念（5s）起源于日本整理（組織），整頓（整潔）, 清掃（清潔），清潔（標準化）和素養(yǎng)（紀律）的縮寫，它是一種嵌 在日本人日常生活中的哲理。文獻表明，自笫二次世界大戰(zhàn)以來，興 起了出現(xiàn)在商業(yè)環(huán)

2、境中的兩大框架，一種是由歐圣埃蒂安于1989到 1991年提出，另一種則是市平野在1996到1996年提出。本文闡述了5s在h本企業(yè)和西方企業(yè)的了解程度和相應(yīng)的執(zhí)行 情況。該項結(jié)果表明了5s從一個國家轉(zhuǎn)向另一個國家的適用性。在歐 薩達和平野提出的主要框架中亦凸顯了“5s作為哲學(xué)，或“5s作為一種 技術(shù)工具”的區(qū)別。5s概念的起源5s包括的每個術(shù)語在口本內(nèi)廣泛理解為一種改善生活方式的的 方法（歐薩達，1989）。在日木，5s的時間被公認為是一群組織及其 清潔活動，是一種在工作場所、學(xué)校和家里的一種基本道德的具體化。幾百年來，5s的哲學(xué)觀念通過神道教、佛教和儒家思想被嵌入日 本的社會原則（德 蒙特

3、，1994） o日本一直強調(diào)合作，崇尚信任的 價值觀，自制能力，和諧和組織的忠誠度。在日本神道教、佛教和儒 家思想都造成了這些價值觀的形成（瓦蘇基，1952） o神道教強調(diào)干凈的重要性，利用別人為你創(chuàng)造利益被認為是“不潔 凈”的（瓦蘇基，1952） o儒家學(xué)說具有強調(diào)整齊的思想，最初是從 中國傳入日本。在日本，小林等人提出的整齊被理解成為儒家與群體 的價值觀的特別關(guān)注。佛教和儒家精神的理想常常是從自律中使精神 堅韌，這些結(jié)合神道教的思想，通常是在佛教和儒家思想所表現(xiàn)出來 之前所做的（方式：哲學(xué)或其它方法），例如武士道精神（方式：武 士道武士所擁有的精神），日本神道教（主要信奉神道），佛教（主

4、要方式是念佛）和其他的武術(shù)，包括劍道，柔道，跆拳道，意在訓(xùn)練 我的身體和心智的學(xué)科（蘇格拉和斯比，2002） o在日木，5s的整體運用方法被用來提高到的和倫理標準，并且是 建立在假設(shè)神道教，佛教和儒家思想之上。生產(chǎn)現(xiàn)場的5s具有強烈的 相關(guān)日本憲法的文化和社會。顯而易見，日本自笫二次世界大戰(zhàn)以后將5s作為一項精益求精的經(jīng)營戰(zhàn)略（德 蒙特，1994）。最初，日本從美國引進了各種維護概 念（預(yù)防、周期、預(yù)見性和糾正性維修）（中島飛行機株式會社，1988）。 20世紀40年代末到20世紀50年代初薩拉佐恩、戴明和朱蘭從美國向口 木帶去了一種素質(zhì)的概念（迪安，2005；弗利，2000） o日木也在這

5、個時期發(fā)明了一個具有創(chuàng)新的全面生產(chǎn)管理（tpm）的方法并但5s 也被活躍地運用到日電裝平臺的tpm實施上（日本飛行機株式會社, 1988） o后來，5s是結(jié)合與改善（持續(xù)改進）哲學(xué)（艾麥，1986）, 然而實行該體系的豐田汽車公司是他們部分的生產(chǎn)體系，即豐田生產(chǎn) 系統(tǒng)（縮寫為tps） o在部分的產(chǎn)品質(zhì)量計劃中5s管理也被廣泛應(yīng)用 于全面質(zhì)量管理（莎莉 莫德和亞斯平沃爾，2001）, 一個有效地清 潔程序（湯諾克，2001）和一個保持良好工作環(huán)境的系統(tǒng)（胡，1999； 克拉撒庫爾和唐諾克，1999）。歐薩達對5s的看法：5s是一種生活和商業(yè)的哲學(xué)根據(jù)歐薩達（1989）的說法，5s是日本基本社會文

6、化的一部分。 它為個人、組織在任何環(huán)境中進行改進活動，無論大小或類型，包括 房屋、學(xué)校、社區(qū)和工作場所。5s的實施可以揭示一些潛在的問題而 使之不被忽略。實施5s的好處綜述如下：清潔效果最大化，有助于更健康的生活，減少違紀（歸因于 增強透明度）；整齊最大限度的增加效果和提高效率、降低勞動者的工作 量，減少人為錯誤（歸因于簡化過程）；紀律提高道德和倫理水平，通過培訓(xùn)和教育提高最低工資標 準。在工作場所，5s被應(yīng)用于“一份好的工作需要保持工作場所的整 潔，維持標準化的條件，并需要保持紀律”（歐薩達，1991, p.x） o 開放式組織對5s的實踐增加了工作場所給訪客的良好的第一印象，特 別是潛在的

7、新客戶。5s的成功實施不僅增加效率，例如*產(chǎn)力水平的 性價比，而且可以透過組織的“協(xié)同（或合作）效果，'達到成效（歐薩 達，1991, p.1）,通常是團隊運動中的使用率。這意味著個人才華 的貢獻和每個人的精力往往超過一個出色的隊員的情況。5s管理的程 序總是強調(diào)參與，因為創(chuàng)造性的工作場所強調(diào)組織的“協(xié)同作用"（歐 薩達，1991）?？傄?s是日本金業(yè)實現(xiàn)精益求精經(jīng)營的一種活動和 執(zhí)行手段。在連接5s管理的工作場所上提供了下面的定義來描述每個活動。 有序的生產(chǎn)是不可缺少的，他們之間都有聯(lián)系，并且存在循環(huán)。（見平野對5s的看法：5s是一種技術(shù)或工具平野(1995,1996)在同

8、個時期提出了一種替代歐薩達5s管理概念 的說法，但是它有一個更切合實際的焦點。平野(1995, p.28)將5s 的意義解釋為使公司準時牛產(chǎn)的工具，而不是一種指導(dǎo)作用。平野特別強調(diào)5s管理中的前兩個部分，即整理(組織)和整頓(整 齊使用它的解釋)。整理不需要對所有物品進行處理，而整頓需 要對所有物品的處理。其他三個部分的意思和歐薩達提出的5s管理方 式類似( 1989,1991) o平野建議，高層管理應(yīng)該提倡使用5s的下列 步驟。(1) 建立一個促進5s管理的組織：這應(yīng)該包括高層管理人員和 公司廣泛的操作人員。(2) 建立5s推廣計劃：活動的調(diào)度執(zhí)行。(3) 5s活動材料的創(chuàng)建：高層管理這應(yīng)該

9、參與此階段。(4) 內(nèi)部培訓(xùn)：回答“5s的意思是什么？"和提供培訓(xùn)。(5) 5s的實施：運用視覺方法，如整理(組織)運用紅色標簽 和整頓的招牌策略(整齊)。(6) 5s的評價和跟蹤：定期評估檢查，維護和改善5s實施的條 件。fi本的思想對5s的理解傾向于5s是一種必不可缺少的工具。在美 國的思想則認為5s是重要的，但并非必要。結(jié)果表明，在日本和美國 測量頻率的“重要，'成分遠高于英國。英國的思想則傾向于5s管理不需 要對工作進行承諾，使用“應(yīng)該”這個詞高于日本和美國。這表明，英 國管理者看到的5s是作為一個指令而不是工作的推動者。討論最初的主題分析顯示釆用過5s管理的國家工作

10、環(huán)境都有所改善。然而，通過主題分析的國家顯示出了不同的結(jié)果。例如，h本網(wǎng)頁上 的資料顯示企業(yè)的績效是最重要的。在英國和美國5s管理是玉工作直 接相關(guān)的事情。換句話說，5s管理在英國和美國可能是有限的工作理 念，與之相反，口本的5s是一種應(yīng)用在商務(wù)環(huán)境中的文獻回顧?？傮w 的結(jié)果分析表明，5s管理中的某些方面在各個國家中是否存在顯著差 異的研究。管理意義從管理的角度看，5s管理的理論和做法之間存在某種聯(lián)系。雖然 這項研究的結(jié)果表明，5s管理在全國不同的地方的實施有助于提高生 產(chǎn)運行效率。因此建議取得5s執(zhí)業(yè)訓(xùn)練師資格的人把5s管理作為一個 商業(yè)改善策略而不僅僅是簡化應(yīng)用。特別要注意的是，在英國和美

11、國 有些企業(yè)仍然不明白使用5s的重要性。企業(yè)文化發(fā)展的目的在于全員 參與使5s的成功實施。本研究進一步說明了“5s管理理論苗曠5s管理技術(shù)工具叩勺平衡是 5s管理的終極目標，這是一種最求卓越和個人與組織作業(yè)過程中戰(zhàn)略 管理的方法。整體的思維就像“身體和思想”一樣或做（方法：哲學(xué)或 方法論）和一種技術(shù)工具，就像提高理解能力不但在于理解5s的概念, 還可以在其他的管理方法種獲益。結(jié)論最初的研究工作c進行到英國和美國之間5s不同的解釋方式和 執(zhí)行方法。網(wǎng)上調(diào)查所提出的5s概念的差異在口本、英國和美國的公 司中已經(jīng)得到應(yīng)用。在日本，5s管理己經(jīng)成為一種包含哲學(xué)的生活方 式。在英國和美國5s被作為一種技

12、術(shù)或工具實施。在日本，企業(yè)總強調(diào)參與協(xié)同5s的管理方法。研究分析，在日本 組織中明顯地將5s作為哲學(xué)使用。歐薩達(1989,1991 )建議將5s作 為追求卓越而產(chǎn)生的自我激勵意識、完整性和協(xié)同性作為一項戰(zhàn)略方 法。英國和美國的企業(yè)將5s作為一種技術(shù)和工具。其認為5s管理的成 效是一種短期功效而不是協(xié)助企業(yè)發(fā)展的結(jié)果。當5s作為一種技術(shù)或 工具時，它能給予員工激勵或授權(quán)。然而，它既不能影響企業(yè)文化又 達到協(xié)同效應(yīng)。平野由實(1995,1996)建議把5s管理作為一種管理 企業(yè)的技術(shù)工具。本文致力于通過把有關(guān)5s的不同概念和執(zhí)行方式的分析，使5s管 理方法深入人心。無論在英國還是美國，5s管理都

13、成為一種達到精益 求精管理的整體經(jīng)營戰(zhàn)略。在日本，5s不僅僅是被作為一個管理工具 使用，而變成了一個使企業(yè)走向成功的戰(zhàn)略。出處：美小林，羅恩費舍爾和羅德 蓋普.商業(yè)改善的有用工具？ 5s管理在日本、英國和美國的應(yīng)用與分析.total quality management. 第 19卷(3) .2008 (3) : 245262附件：外文原文5s managementthe 5s concept (5s) has its origins in a japanese acronym for seiri (organisation), seiton (neatness), seiso (cleani

14、ng), seiketsu (standardisation) and shitsuke (discipline), a philosophy that is embedded in japanese eveiyday life. literature suggests that since the second world war, two major frameworks for understanding and applying 5s to business environments have arisen, one proposed by osada (1989, 1991)， th

15、e other by hirano (1995, 1996).this paper investigates and clarifies the ways in which 5s has been understood and implemented by japanese and western businesses. an outcome of this undertaking has been to address current deficiencies in the literature concerning the applicability of 5s when transfer

16、red from one country to another. this research also highlights the distinction between "5s as a philosophy or way' and c5s as a technique or tool，by comparing the major frameworks provided by osada (1989, 1991) and hirano (1995, 1996).origins of the 5s concepteach of the terms comprising 5s

17、 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 cleaning activities that shape basic morality and ethics in the workplace, at school, and in the home (de mente, 1994).the philosophical concep

18、t 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 traditionally emphasised cooperation, advocating the values of trust, selfrestraint, harmony and organisational loyalty. shintoism, buddh

19、ism and confucianism have all contributed to the formation of these values in japan (watsuji, 1952).shintoism emphasises the importance of cleanliness of mind; using other people for onc，s self-interest is considered “unclean' (watsuji, 1952). confucianism, with its emphasis on orderliness, was

20、initially introduced from china and then redeveloped in japan. orderliness is based on the japanese understanding of confucianism with a particular focus on community values (watsuji, 1952). both buddhism and confucianism share spiritual ideals often deriving spiritual fortitude fi*om sei匸discipline

21、.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), shinto (the way of the gods: shintoism), butsudo(the way of the buddha: buddhism), and other martial arts, including kendo, jyudo, and

22、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 and ethical standards, and is grounded in the philosophical assumptions of shintoism, buddhism and confucianism. the 5s is stro

23、ngly 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 second world war (de mente, 1994). initially, various plant maintenance concepts (preventive, periodic, predictive and corrective ma

24、intenanee) 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 late 1940s to the early 1950s (dean, 2005; foley, 2000). an innovative approach to total productive maintenance (tpm) was developed

25、 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 (continuous improvement) philosophy (imai, 1986) then implemented at toyota motor corporation as part of their production system, namel

26、y 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 & aspinwall, 2001), a good housekeeping tool (ahmed & hassan，2003; chin & pun, 2002), an effective cleanliness program (t

27、annock et al., 2002) and a system for maintaining a good working environment (ho, 1999; krasachol & tannock, 1999).osada，s view of 5s: as a philosophy for life and businessaccording to osada (1989)，5s is a fundamental part of japanese culture and society. for both individuals and organisations,

28、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 problems that may otherwise remain unnoticed. the benefits of implementing 5s are summarised as follows.cleanliness - to

29、 maximise effectiveness, contribute to a healthier life and reduce crime (due to enhanced transparency);orderliness 一 to maximise efficiency and effectiveness, reduce people's workload, reduce human errors (due to simplifying processes);discipline 一 to increase the level of morality and ethics a

30、nd 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 maintain the discipline that is needed to do a good job' (osada, 1991，p. x). the practice of 5s increase

31、s '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, such as in productivity and the level of quality per cost, but also organisational effectiven

32、ess through "the synergetic (or cooperative) effect9 (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 exceeds the performance level of any single standout player. the 5s program always emphasise

33、s total participation, since the "synergetic effect9 creates strong workplace commitment for organisational improvement activities (osada, 1991). in summary, 5s is conceptualised and implemented in japanese businesses as a means of achieving business excellence.in linking 5s with the workplace,

34、 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 figure 1).figure 1hirano9s view of 5s: as a technique or toolhirano (1995, 1996) dev

35、eloped 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 survival5 that enables just-in-time (jit) production, rather than a way of guiding actio n.hirano (1995, 1996) placed

36、 emphasis specifically on the first two components of 5s，seiri (organisation) and seiton (orderliness 一 using his interpretation). seiri is sorting out needed items from unneeded ones and disposing of the latter, while seiton is prioritising needed items the other three components of 5s are explaine

37、d 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 be operated company wide.(2) establish a 5s promotion plan: scheduling imp

38、lementation 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 visual methods, such as red-tagging for seiri (organisation) and t

39、he signboard strategy for seiton (orderliness).(6) 5s evaluation and follow-up: periodic evaluation to check, maintain and improve 5s conditionsjapan tends to perceive 5s as both necessary and important. the us appears likely to recognize it as important but not necessary. the results showed that th

40、e frequency of the measured component 4 important9 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 the uk sees 5s as a directive rather than an enable

41、r.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 'workplace9 more than the uk. all countries used 'equipment' similarly

42、. 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 5s impleme

43、ntation. 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 5sthe results showed that the uk and us used “item' more than japan. this indicates that these countries tend to consider seiri (organisatio

44、n) 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 items as

45、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 mos

46、t, 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 li

47、fe 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 an

48、d 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

49、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 participation

50、 would lead to the successful implementation of 5sthis research further suggests that a more balanced understanding of both °5s as a philosophy or methodology9 and 65s as a technique or tool' can achieve the ultimate goal of 5s, which is a strategic management approach to achieving excellen

51、ce in the workplaces and processes of organisations. integrated thinking such as "body and mind，or cdo(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 the 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 signific