第十四篇——When Implementing Lean, Live the Methods You Teach”

本帖最后由 小编H 于 2011-5-5 15:45 编辑

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When Implementing Lean, Live the Methods You Teach
在精益活动执行中灵活教学方法

Practitioners must be role models who live the Lean philosophy all day, all night, all the time – this will earn them credibility. If not, a practitioner’s inconsistencies will be discovered and they will fail to capture people’s hearts for Lean.
By Thomas Grewe
精益推行者们必须成为无时无刻体现精益哲学理念的模范-这样才能为他们自已赢得信誉，如果没有这种表现，精益推行者们的言行不一致将会被发现，并使人们失去对精益生产的信心。
-托马斯.格鲁-
Practitioners must think “lean” from the beginning when they are starting an initiative in a certain area. Part of their job is to transfer the Lean philosophy. To do this effectively, they must be role models who live Lean all day, all night, all the time – this will earn them credibility. If not, a practitioner’s inconsistencies will be discovered and they will fail to capture people’s hearts for Lean.
在某一领域开始行动时，推行者应当首先思考什么是“精益”。他们的部份职责就是传播“精益哲学”。为了有效地实现精益生产，精益推行者们必须成为无时无刻体现精益哲学理念的模范-这样才能为他们自己赢得信誉，如果没有这种表现，精益推行者们的言行不一致将会被发现，并使人们失去对精益生产的信心。
Specifically, those implementing Lean to drive continuous improvement must:
具体来说，推进持续改进的精益生产应当做到以下几点：
•Deliver their service with a minimum of waste
服务成本的最低化
•Be absolutely customer oriented and involve employees and process owners
绝对的以顾客为导向和所有职员，工序管理者参与
•Trust and respect the people they are dealing with
对活动中相关人员的信任和尊重
Keeping Waste to a Minimum
Let me start with a story. Some weeks before Lean training began at an organization, I invited trainees and their managers to an informational meeting that would feature a question-and-answer session. Attached to the invitation was a 50-page presentation about the fundamentals of Lean. I received the same feedback about this presentation from several people: “This presentation will be ‘lean’ if it’s short enough to fit on a beer coaster!”
保证浪费最小化
让我以一个故事来开始我们的讨论。几周前一个公司想接受精益培训，于是我邀请这个公司的受训者们及他们的经理参加了一个问答形式的报告会。在通知他们的同时也向他们提供 了一份50页的有关精益基础知识的介绍资料。 之后我收到一些人对这份资料的一些同样的反馈:“这份资料如果能缩短到和一个啤酒杯垫一样才能称之为”精益”。
This was a crucial experience for me. Now, in all trainings, meetings and projects, I am always prepared to be lean with a minimum of waste. Here are some other ideas for practitioners to cut down on waste during a deployment:
这对来说是一个非常重要的经验。现在，在所有的培训，会议和项目中，我总是以最小的浪费来体现精益。这里我有些能降低浪费的想法作为推行者们的参考：
•Install a shared drive for all Lean practitioners so they can send links to items in the drive via email rather than the documents themselves, saving inbox space.
•Review the training material. Delete slides that repeat information, reduce long text blocks to the main message and use more visual aids.
•Practice strict time management in meetings and training to reduce non-value-added time.
•Involve the process owners and management in finding the right approach for implementing Lean in their area.
•安装建立一个所有精益推行者们可共享的驱动器，使他们能在通过邮件发送文档时只需发送到共享驱动器中文档的链接而不是文档本身，从而可节省收件箱容量。
•培训材料的审查，删除内容重复的部份，把冗长的文本内容缩减为只要可表现主要信息即可并采用更多直观的教学。
•在会议和培训上实行严格的时间管理，从而减少无效的增加的时间。
•当在涉及过程负责人和管理层的区域执行精益活动时,要使工序管理者们和管理层参与到对正确方法寻找过程中去
Empower the Employees and Process Owners
授权给员工和过程负责人
The most important point for the successful implementation of Lean is to involve the people in finding their approach for implementing Lean by empowering them to create their own Lean environment.
成功执行精益活动中最重要一点就是通过授权参与者们建立自己的精益环境使之找到执行精益的方法.
For instance, it may seem logical to ask for project ideas at the beginning of training to be sure that students can transfer the Lean theory immediately to practice. But to really empower employees, practitioners should first train people and impart knowledge about Lean philosophy, principles and methods. Then employees can combine their new knowledge with company and process know-how and come up with excellent ideas for the implementation of Lean in their areas.
例如，在培训开始就询问有关项目的信息是很重要的，它可以使学员立刻可以把精益理论转为实践。但想要真正授权给员工，推行者应当培训人员并教授他们有关精益哲学、原则和方法的知识，然后员工才能把他们的知识和公司现况以及过程情况进行结合并对在他们的领域的精益执行提出建设性的意见。
After training, some employees still may lack confidence that Lean projects will work in their area, especially if they produce small batch sizes. To make a breakthrough, start with pilot projects that have special support to generate real-life examples of successful project work.
培训结束以后，一些员工仍然对精益项目会起作用感到缺乏信心，尤其是小批量的生产时的时候。为了寻求突破，应当以一个试点项目为开始，以此作为现实中一个真实的例子来对精益项目的成功的支持。
Trust Those Who Know
The hardest lesson to learn is to trust the process owners and know that they will come up with the right ideas and concepts. Practitioners must hold back some of their own ideas, strategies and concepts. This effort may be hard, but it can be worthwhile.
信任你认识的人
最艰难的一课是确保对过程管理者的信任并认可他们提出的想法和观念。推行者必须保留一些他们自己的意见、策略和观点。这种努力或许会付之艰辛，但将会是非常值得的。
Practitioners should not overrule the people who are adopting the Lean initiative with their fixed concepts; instead, they should help process owners to create their own customized Lean rollout. Practitioners must respect the people and what they did in the past, and trust that they will lead them in the right way.
推行者不能反对人们用自己固有概念来理解精益改善，相反的，应该帮助过程管理者来创造他们自己定义的精益改善的首次展示。推行者一定要尊重人们和他们过去的作为，并且坚信自己可以引导他们走向正确的道路。
About the Author: Thomas Grewe has been a Master Black Belt since 2006. He works in various businesses within Siemens AG (communication, industry and energy He can be reached at thomas.grewe@siemens.com.
关于作者：托马斯.格鲁在2006年成为黑带大师，现在工作于西门子公司的各种事业部（通信、工业和能源）。可通过thomas.grewe@siemens.com.和他联系。