摘要
I
摘要
6S 作为一种杰出的企业现场管理方法，不论在生产现场还是办公室，都是提高
工作效率、改善环境、提升核心竞争力的有效手段。核能发电，作为一种新兴清洁能
源产业，对于缓解国家电力需求供给紧张、缓解环境污染压力、优化能源产业结构、
促进国民经济可持续发展，具有极其重要的战略意义。同时，大力发展核电产业也是
实现生态环境建设与经济协调发展的有效办法，是提升我国装备制造业转型升级的重
要手段，也是顺应世界能新能源产业发展趋势的必然选择。在刻不容缓的核安全理念
和强大的市场驱动下，作为中国核电欧亿·体育（中国）有限公司的领军企业，下属于中国核工业集团公司的
秦山核电站正在组织国有企业深化改革，探索创新，建立新型标准化运作管理模式，
通过借鉴国际一流的的管理模式，提升核电企业管理的科学性、规范性，来提高生产
运作效率

6S 管理包含整理、整顿、清洁、清扫、素养、安全，它是现场管理中非常行之
有效的方法，它对改善现场工作环境、提高全体员工素质、改善工作效率有很好的效
果，广泛的在众多企业中进行了推广，它已经成为了一套现场管理的基础工具。本文
使用文献欧亿·体育（中国）有限公司分析法、对比分析研究法、现场调研法和调查问卷法等方法对秦山核电
站 6S 管理进行了研究和分析

通过对秦山核电站 6S 管理及实施的过程进行跟踪，结合核电企业在生产型企业
中的特殊地位，对其在 6S 实施过程中遇到的问题和原因进行了分析和调查并提出了
相应的解决方案，以及在 6S 管理中实施的过程中使用的方法和取得的成效进行总结，
最后提出完善 6S 管理与核电企业进一步融合的措施和保障，对 6S 管理进行了推广和
升华。秦山核电站 6S 管理的核心为落实班组安全生产责任制和完善班组管理机制，
目标为安全高效完成各项核电机组生产任务，方法和手段为使用 PDCA 循环改进，
重点为提升班组管理水平和班组成员整体素质

本文通过对秦山核电站 6S 管理工作的提出，学习和实施过程的关注，可总结出
一套行之有效的 6S 管理办法。6S 管理是一项现场管理的基础工作，它需要持续的改
进和不断的完善；6S 管理重在坚持，通过在工作中持续改进，不断创新，采取有效
的监督手段，才可以使 6S 工作长期、高效的进行。通过对近些年来秦山核电站 6S
管理的实施过程和管理策略进行分析，可以发现其在 6S 管理过程中所占有的优势，
管理中可能存在的不足。只有对问题的持续改进和管理模式的不断创新，才能使秦山
核电站在 6S 管理的道路上走的更远，同时，对国内同类电站的生产现场管理，也具
有一定的借鉴意义。西安电子科技大学硕士学位论文
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关 键 词：秦山核电站，6S 管理，班组建设ABSTRACT
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ABSTRACT
6S, as a kind of outstanding enterprises management method, which is not only used at the
production filed, but also at the office. It is an effective means of enhancing work
efficiency, improving environment and enhancing core competitiveness. Nuclear power as
a kind of clean energy, meeting the demand of China&39;s power, optimization of energy
structure, reducing environment pollution, promoting the economic sustainable
development of energy, has important strategic significance. In urgent nuclear safety
concept and driven by powerful market, as the leading enterprise in China&39;s nuclear power
industry, Qin Shan nuclear power plant is organizing the deepened reform, to innovate
management, to establish a new management mode, to draw lessons from the domestic and
foreign advanced management methods and means, to make nuclear power enterprise
management more scientific and normative, to improve production efficiency.
6S management theory includes SEIRI, SEITON, SEISO, SEIKETSU, SHITSUKE,
SECURITY, it is a very effective method in field management, and it has a good effect in
improving the working environment, improving staff quality, improving work efficiency,
which is widely used in many enterprises, it has become to be the basis of a set of site
management tools. This article uses the literature material analytic method, comparative
analysis method, field survey method and the questionnaire method to study and analyze
Qin Shan nuclear power plant’s 6S management.
Through the tracking process and implementation of Qin Shan nuclear power plant 6S
management, combined with the special status of nuclear power enterprises in the
manufacturing industry, the problems and reasons encountered in the implementation of 6S
are analyzed or investigated, and the corresponding solutions are put forward, summarizes
the methods used in the implementation of 6S management and the achievements obtained.
And finally puts forward some measures and guarantee for further integration of 6S
management and nuclear power enterprises. The core of Qin Shan nuclear power plant 6S
management is to implement the responsibility system of production safety and to improve
the team management mechanism. The goal is to accomplish the tasks of nuclear power
unit safely and efficiently, methods and means are going to use PDCA cycle improvement.
The emphasis is to improve the management level of team and the overall quality of team西安电子科技大学硕士学位论文
IV
members.
Through the attention of 6S management in Qin Shan nuclear power plant presenting,
learning, and implementing processes, a set of effective 6S management methods can be
summed up. 6S management is a basic work of site management, it needs continuous
improvement and continuous improvement; 6S management focusing on continuous
innovation, through continuous improvement in work, continuous innovation, and effective
supervision methods, 6S work can be carried out for a long time and efficiently. This paper
analyzes the implementation process and management strategy of 6S management in Qin
Shan nuclear power plant in recent years, we can find out the advantages that exist in the
6S management process and the possible problems in the management. Only by continuous
innovation of management mode and continuous improvement, it will make the road of 6S
management in Qin Shan nuclear power plant to go farther. At the same time, it can also be
used for reference to the production site management of similar power stations in China.
Keywords: Qin Shan nuclear power plant, 6S management, Team building插图索引
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插图索引
图 1.1 论文研究框架图...... 6
图 2.1 6S 的管理顺序........ 11
图 3.1 秦山第三核电站赴上海宝钢集团进行 6S 学习交流....... 21
图 3.2 “要”和“不要”判断流程......... 22
图 3.3 废弃物品标识卡..... 23
图 3.4 上楼梯轻声右行..... 25
图 3.5 6S 管理过程的关键步骤.... 28
图 4.1 秦三厂 2 号机组化学分析组 SB-331 房间（整改前、后）....... 40
图 4.2 维修处高压班文件柜......... 40
图 4.3 可视化效果效果——运行值班常用工器具......... 41
图 4.4 桌面台历放置处标识......... 41
图 4.5 地面垃圾桶放置处标识..... 42
图 4.6 问题揭示单. 42
图 4.7 管理流程..... 44
图 4.8 “寻宝”一次发现率......... 46
图 4.9 创新成果秀. 47
图 5.1 6S 管理 PDCA 循环模型
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