In the current post-pandemic era, the domestic printing and packaging industry has undergone multiple rounds of consolidation. Strengthening production site management remains crucial for printing enterprises, as a company's competitiveness still largely stems from its production site. However, many printing and packaging companies continue to operate with extensive, inefficient production methods and lack effective on-site management control. As a result, these companies may secure substantial business but struggle to generate significant profits, and even fall into internal strife. By improving management control over production sites, enterprises can create low-cost, low-consumption, high-efficiency, high-quality, and well-organized production environments, thus achieving the goal of maximizing profits, improving employee quality, building a strong corporate culture, and enhancing competitiveness.
In a printing and packaging enterprise, an excellent production site must have the following characteristics: reasonable personnel allocation, orderly material and tool placement, clear site planning, smooth work processes, clean environment, normal equipment operation, and balanced product quality and performance. Therefore, the core of on-site management can be summarized as: man, machine, material, method, and environment, also known as "4M1E" or "5M." The specific on-site management can be divided into six areas: personnel management, production management, quality management, equipment management, safety management, and cost management. Printing enterprises should focus on these six management areas, utilizing appropriate tools and methods to ensure the effective implementation and long-term maintenance of on-site management.
Basic Content of On-site Management "5S" and "PDCA"
On-site "5S" Management Method
Toyota Motor Corporation in Japan developed the "5S" on-site management method based on six fundamental management components. The "5S" stands for the five major areas: "Seiri" (Sort), "Seiton" (Set in order), "Seiso" (Shine), "Seiketsu" (Standardize), and "Shitsuke" (Sustain). These five modules form the foundation of the 5S methodology. The contents of the "5S" management are summarized in Table 1:
Table 1: Summary of "5S" Management Operations
On-site "PDCA" Management Cycle
The "PDCA Management Cycle" is commonly known as the Deming Cycle. The "PDCA" model is illustrated in Figure 1.
Figure 1: "PDCA" Management Cycle Model
2. Integration of "PDCA" in the "5S" Management Process
The "PDCA Management Cycle" consists of four stages: Plan (P), Do (D), Check (C), and Act (A). This method divides a company's operations and production management into several cyclical processes, where specific issues are addressed in one cycle. Any unresolved issues or newly arising problems are addressed in the next cycle. Each completed cycle brings the work one step forward, thereby improving management capability.
When integrating the "5S" management method and the "PDCA" management cycle in printing and packaging companies, the operational status of the manufacturing site will see significant improvement. This integration can also improve product quality and achieve the goals of high-quality, high-efficiency, low-consumption, balanced, safe, and civilized production.
"5S" Management and "PDCA" Integration — 5SPDCA
When a company implements the "5S" management system, various complex issues will arise at each stage of the "S" process. The root causes of these problems are often intricate. Therefore, managers can use the "PDCA" management cycle to address these problems systematically in each "S" phase. When analyzing each issue, tools like cause-and-effect diagrams can be used for in-depth analysis, allowing managers to quickly identify the root causes and resolve them.
1. Integration of "PDCA" with the Sorting Stage
The primary issue in the sorting stage is differentiating between necessary and unnecessary items. Without a clear concept of this, the purpose of sorting cannot be achieved. Managers can use the "PDCA" management cycle in this process.
P (Plan): In this phase, items are categorized based on their frequency of use. For items used daily, place them within easy reach of workers; for items used once a week or month, place them around the work area; items used every 1-3 months should be placed near the workplace; items used less than once every 3-6 months should be stored in the warehouse; items used less than once every six months or not at all should be discarded.
D (Do): In this phase, the actual sorting of the site is carried out, and items are moved according to the plan formulated in the "P" phase.
C (Check): This phase checks the execution of the plan from the "D" phase to ensure everything was sorted as per the plan.
A (Act): This phase involves summarizing the successful experience, creating standards, and moving unresolved issues to the next "PDCA" cycle.
During the "PDCA" sorting process, managers can implement a "Red Tag Action" approach. Items that need further evaluation are marked with red tags, and those with red tags will enter the next "PDCA" sorting cycle. This not only improves sorting efficiency but also prevents unnecessary losses due to incorrect judgments based on insufficient information.
2. Integration of "PDCA" with the Stabilizing Stage
The "PDCA" stabilizing stage follows the principles of "defining location, capacity, and quantity" and uses the "three elements of place, method, and labeling" to analyze and organize the site. In this "PDCA" stabilizing stage:
P (Plan): The "3D" principles are analyzed and planned. "Defining location" means placing frequently used items near the work area and using color-coded labels to designate storage areas; "defining capacity" involves selecting appropriate containers for different items based on their characteristics and usage; and "defining quantity" ensures that the number of items fluctuates within a reasonable range, optimizing production efficiency without disrupting the workflow.
D (Do): This phase implements the plan based on the "3D" principles. For example, marking the qualifications of finished products with red and green lines, adding labels to containers for clear organization, and using the "shape management method" to outline storage areas for items.
C (Check): This phase checks the effectiveness of the "D" phase implementation.
A (Act): This phase standardizes successful actions, formulates policies, and moves unresolved issues to the next "PDCA" stabilizing phase.
3. Integration of "PDCA" with the Cleaning Stage
P (Plan): When managers encounter issues in the "cleaning" process, they analyze the problems and create a solution plan. For example, problem analysis can be conducted using a cause-and-effect diagram.
Step 1: Analyze the main features of the problem and identify the root causes (see Figure 2).
Figure 2: Example of Cause-and-Effect Diagram
步骤2：对大方向原因进行小原因分析(见图2.1)。
图2.1：小原因分析
Step 3: Identify the primary influencing causes based on the extent of their impact and highlight them (see Figure 2.2).
Figure 2.2: Major Influencing Causes
Step 4: Reanalyze the identified causes to find the root of the problem.
(2) In the D phase, the manager can establish responsibility regulations, such as assigning cleaning areas to individuals. Each person will be responsible for cleaning their work area and conducting daily equipment inspections.
(3) The C phase involves checking the results from the D phase, comparing them with the planned goals, and identifying existing issues.
(4) The A phase focuses on creating operational standards and processes for frequently occurring problems, so that employees can follow a systematic approach in future work. Additionally, unresolved issues are transferred to the next PDCA phase.
4. Integration of "Cleaning" Phase and "PDCA"
In the PDCA cleaning phase, the focus is on institutionalizing and making the process continuous. Only under a well-established system can the effectiveness of the earlier "3S" phases be maintained.
The relevant guidelines will be formulated based on the actual conditions at the site during the D phase. For example, assessing whether the materials are properly placed on-site, increasing production area inspections, and maintaining staff enthusiasm in management are important. The manager can also introduce visual management methods to assist in implementing the PDCA cleaning phase. By using intuitive and appropriately colored visual information, most people can understand it quickly. For instance, marking the maximum and minimum capacity on liquid containers, installing warning lights at intersection points in the workshop to prevent accidents, or attaching a red ribbon on the cooling motors to visually indicate which machines are running. In the C phase, progress boards can be hung on some products for "Kanban management," allowing employees to receive timely feedback about the product's production progress and details. Managers should leverage visual management techniques to encourage employees to improve the working environment and bring out potential information. Finally, the experience gained from the previous process should be summarized and made into institutional regulations.
5. Integration of "Discipline" Phase and "PDCA"
The core part of 5S management is the discipline phase. Since discipline management targets individuals, and people are the most important resource for a company, managers should develop a step-by-step improvement plan based on their employees' current conditions and management levels. For example, starting with changing employees' attire and work environment, then improving their mental state, providing corporate culture training, and finally correcting their work attitudes.
In the D phase, when implementing the plan, the manager should subtly influence employees' thoughts and habits through daily management, ensuring that they work according to prescribed procedures. Concentrated training sessions, such as morning meetings, can also be used to promote this. In the morning meeting, managers can check employee attendance, assess their mental and work states for the day, assign tasks, and provide necessary reminders, all while conducting quality education for most employees. Managers must continuously evaluate the results of the implementation, documenting successes and shortcomings, and forming a written record for the company’s future development.
Implementation and Measures for the Integration of "5S" and "PDCA" in Printing and Packaging Enterprises
Integration and Implementation
For a formal small or medium-sized manufacturing enterprise with a development strategy and an aim to build core competitiveness, the "cleaning" and "discipline" phases should continue to be implemented and maintained in the long term to achieve the benefits of 5S management. For large manufacturing enterprises, in addition to implementing 5S management, emphasis should also be placed on corporate culture building. The company should position itself at a level that contributes to and impacts society, while actively assuming some social responsibility, all while achieving economic benefits. Various types of enterprises and their management contents can be represented in Figure 3.
Figure 3: Relationship Focus of Different Types of Printing and Packaging Enterprises with "5S" Management Content
In conclusion, the "5S" management and "PDCA" management cycle are highly effective tools for improving the production environment and product quality in the printing industry. However, during the implementation process within a company, some subjective or objective factors may hinder progress. Therefore, when promoting "5S" management or "PDCA" cycle management, printing companies should plan the implementation process in advance.
Establish a Management Implementation Team: The team should include on-site managers and experts, with appropriate education and training provided to the members of the implementation team.
Develop a Management System Draft: Based on the actual situation of the production site, the implementation team should create a draft of the management system, outlining the details and precautions of each process.
Hold an Implementation Meeting: A meeting should be held to introduce the management methods and concepts to all employees, discussing revisions to the plan together, and demonstrating the management team's determination to implement these methods.
Implement the Management Plan on the Production Site: In the production environment, the management plan should be executed, and a system of evaluation, rewards, and penalties should be established. After assessing the behavior and products of employees, rewards and penalties should be applied to emphasize the importance of this management method.
Revise the Management Methods as Needed: Based on the company’s development, the management methods should be adjusted and improved over time.
The production site of a printing and packaging company is a comprehensive reflection of the company’s image, management level, product quality, and overall spirit. It is an important indicator of the company’s overall quality. Implementing "5S" production site management and the "PDCA" cycle management method, and integrating them, helps improve product quality, employee quality, and the company’s competitiveness. This approach is crucial for achieving the goal of maximizing profits, enhancing economic benefits, and strengthening the company's competitive strength.
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