6S管理是加强企业现场管理的强力工具。各大公司几乎都在推行6S管理，但是失败的例子远远超过成功的例子。失败原因大都是员工没有形成6S素养，整改成果不能长期保持。本文以广州金域医学检验中心的标本接收和分发中心现场管理为例，通过6S管理——整理、整顿、清扫、清洁、素养、安全的思路进行6S整改，并创新性的采用细分区域、制定标准的方式，使6S改善成果得以长期保持。整改结束后的第一个月标本接收和分发中心即从广州实验诊断部月度6S检查中由以往经常性的倒数第1名一跃成为18个科室的第1名，截至2017年12月已经连续拿到了8个月的第1名，并在持续保持中。人均每小时分拣标本数提升了5.4%。

6S management is a powerful tool to strengthen the field management of enterprises. Almost all major companies are implementing 6S management, but the examples of failure far outweigh those of success Most of the reasons for failure are that employees do not form 6S literacy, and the rectification results can not be maintained for a long time. Taking the field management of specimen reception and distribution center of Guangzhou KingMed Diagnostics as an example, this paper carries out 6S rectification through 6S (SEIRI, SEITON, SEISO, SEIKETSU, SHITSUK and SAFETY) and innovatively adopts the way of subdividing regions and setting standards, so as to maintain the improvement results of 6S for a long time. In the first month after the rectification, the sample reception and distribution center from the penultimate to the first in eighteen departments in the monthly 6S inspection of the Guangzhou Laboratory and Diagnosis department. And it has won the first place in eight months consecutively. Moreover, the number of specimen sorted per hour per capita increased 5.4%.