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As the basic activity of production site management, “6s” management focuses on the improvement of working site arrangement, adjustment, clean-up, quality and safety. It is in fact to make a comprehensive consideration over the environment of production site and implement practical measures or standardized management on the production site to ensure a clean, beautiful, neat and standardized working environment, so as to ensure the good mental outlook of employees and safe production quality. Dalian Power Supply Company combines “6s” management principle with the practical safe working environment and implements “6s” management over the entire large-scale site renovation project of substation, realizing the objectives of “zero error” in the switching operation during project construction, “zero peccancy” of workers and “zero defect” of equipment operation, promoting the improvement of safety management level of working site and quality of the personnel and truly achieving the “controllable, controllability, in control” construction site. Description of the Management Objectives Management Concepts and Strategies 1) Management Concepts Promote safety self-management, clearly define responsibilities and obligations of all levels of personnel in the "6s" management, improve employees’ safety awareness and guide the staff to pay attention to safety actively. The personnel are classified into three levels: team, grass-roots unit and the company. "6s" management of the team focuses on “people”, the concept of “people first” runs through the whole management process and improvement of safe production motivation and innovation of all workers is taken as the main line. "6s" management of grass-roots unit keeps a foothold on the "norms" and "assessment" to standardize the procedures of daily safe production and strictly examine signs and risks of habitual peccancies. The company implements the advanced safety management mode of "6s" management actively and puts high efforts to promote PDCA (Plan Do Check Action) management mode; the company takes its first step in establishing a scientific and complete safety responsibility system, which takes administrative chiefs as the core and the first responsibility person of safety, and takes deputies as the first responsibility person of safety for the cantonal area; the company takes safety objectives and work as priorities and establishes a "three-dimensional safety net" to conduct "6s" management gradually and orderly. 2) Management Strategies (1) Obtaining Supports from the High Level Supports from the high level are one of most important issues for the carrying out of “6s” activities. Especially for that “6s” management mode may not adapt to the production site in the very beginning, supports from the leaders are the guarantee for the smooth conduction of activities. (2) Establishing “6s” Promotion Organization In order to better implement “6s” management, the company cannot just dispatch several staff to finish the heavy workload. Instead, the company should establish a “6s” promotion organization 2nd International Conference on Education, Management and Information Technology (ICEMIT 2015) © 2015. The authors Published by Atlantis Press 783 controlled by selected staff to conduct activities, which is the key to the successful implementation of “6s” management. (3) Improving “6s” Inspection Standards For on-site staff, production is the core work and it would not be feasible for them to carry out “6s” activities without providing standards. Therefore, the standards of inspection should be designed and completed before the carryout of activities. Various fun activities can be adopted to improve the sense of participation and every employee can be encouraged to propose ideas actively. (4) Designing a Reasonable Appraisal Plan “6s” activities can be regarded as cultural activities of the company in the appraisal form, which can encourage all departments to be get involved and do well. Therefore, it is necessary to design a reasonable appraisal plan. Management Index System and the Target Value 1) Index System (1) Accidents with deaths in safety production (2) Accidents with deaths of site workers in award contract, contract and subcontract projects (3) Accidents with severe injuries in production (4) Malignant operational accidents at or above 10kV (5) Large or above grid or equipment accidents with responsible person (6) Pass rate of work tickets (7) Pass rate of operating tickets 2) Indicators Decomposition and Target Value The company defines clearly the target value of all specialties and units and understands the indicators. Main Management Practices Human Resources to Ensure the Normal Operation of Procedures To ensure the safe, orderly and high-quality construction of renovation project on the 66kV power distribution unit of Wutun substation, the company establishes a leading group and site command center for this project. The leading group is in the charge of deputy general production manager, responsible for the leading and coordinating work of the project. Deputy is assigned to deputy chief engineer and the members are director of Department of operation and maintenance, security quality department, substation operation and maintenance department and electrical construction companies, etc.. Site command center is headed by the deputy chief engineer and team members are directors and representatives of Department of operation and maintenance, security quality department, substation operation and maintenance department and electrical construction companies, etc.. Members of site command center remains at the field through the construction process to coordinate and solve all problems during the construction and ensure the safe, orderly, high-quality completion of the project. Performance Evaluation and Control of Professional Management to Ensure Normal Operation of Procedures In accordance with the responsibilities of various departments and specialties and construction units, the responsible employees should be punished if there is any discovery of problems on the site according to the company safety regulations and punishment regulations on site work peccancies of provincial company. Rewarding and punishments are both heavy in the site safety management and the site production safety managing staff should be punished at the highest level if they fail to discover or stop unqualified site operations and be rewarded accordingly if they finish the safe production goals. 1) Performance Assessment Organizations

Promoting '6s' Management Principle and Realizing Lean Management in Large-scale Technical Transformation Field Safety