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

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When Implementing Lean, Live the Methods You TeachPractitioners 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.讲到精益生产，实践者应当无时无刻的成为楷模——这将赢得更多信任。如果他们没有成为楷模，人们将会发现他们的不一致性，并失去对精益生产的信心。By Thomas Grewe
来自Thomas Grewe
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，实践者应当首先思考什么是“精益”。他们一部分的工作就是翻译“精益哲学”。为了有效地实现精益生产，实践者应当无时无刻的成为楷模——这将赢得更多信任。如果他们没有成为楷模，人们将会发现他们的不一致性，并失去对精益生产的信心。Specifically, those implementing Lean to drive continuous improvement must:特别地，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以最小的浪费传递服务•Be absolutely customer oriented and involve employees and process owners绝对要以顾客为导向并且涉及到员工和程序的所有者•Trust and respect the people they are dealing with信任并尊重合作的成员Keeping Waste to a MinimumLet 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!”保证浪费最小化我先以一个故事开始。几周前一个公司想接受精益培训，于是我邀请了受训者和他们的经理来参加一个以问答为形式的信息会议，邀请时附有50页的精益生产基本原理的介绍说明。我也收到一些人对这些介绍说明的回馈：“这些介绍说明如果能有啤酒杯垫一样大，那它们才能叫‘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:这对我来说是一个重要的经验，现在，在所有的培训、会议和项目上，我都会成为一个最小浪费的代表者。对于精益实践者，这里也有其他一些方法来减少浪费。•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.安装一个对于精益实践者的共享驱动，他们就能通过邮件发送项目链接，而不用发送文件本身，从而节约收件箱容量。回顾培训材料。删除那些重复信息的幻灯片，删减主要信息中过长的文本，而且要多用直观图形。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。培训中要涉及程序的所有者和管理者，以此来探寻在他们的使用领域中如何有效实现精益的正确方法。Empower the Employees and Process Owners授权给员工和过程使用者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.要想成功实行精益，重要的一点是要在培训中涉及到人——即授权来创造参与者自己的精益环境，进而找到他们实现精益的方法。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，它可以使学员可以把精益理论转为实践。但想要真正授权给员工，实践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和公司以及过程情况进行结合并提出精益方面建设性的意见。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，一些员工任然对精益项目会起作用感到缺乏信心，尤其是当他们的生产时小批量的时候。为了寻求突破，应当以一个试点项目为开始，以此来支持现实的项目案例成功运作。Trust Those Who KnowThe 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学习如何信任程序的所有者，并了解到他们会提供正确的意见和观念。实践者要保有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.实践者不能否决人们采取混合观点投身在精益改善方面的初始的行动，相反的，应该帮助程序的所有者来创造他们自己定义的精益改善的首次展示。实践者一定要尊重人们和他们过去的作为，并且坚信他们可以自己引导自己走向正确的道路。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 mailto:thomas.grewe@siemens.com.