第五十六篇Top 10 Signs Your CEO Doesn’t Get Lean
本帖最后由 小编D 于 2012-10-15 14:56 编辑
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本文翻译：275641119 校稿：Sol_Sun muddy533
校稿内容如下：
Top 10 Signs Your CEO Doesn’t Get Lean
十宗罪____CEO没有变得精益
His thinking: Lean is something new. We don’t want to taint it with our quality or production departments. Quality has nothing to do with lean, and quality’s been around for such a long time that it’s kind of dull. Besides, the quality department has that ISO standard; they get to keep it going because our customers think we need to have it and demand that we do. Lean has kaizen. That’s not even part of the ISO thing. The production department doesn’t have time for lean. They have to focus on expediting orders and getting them out the door—especially that last week, every month. Lean and kaizen would interrupt this flow. I think I’ll set up the lean department’s office right next to the Six Sigma department; that’s dying out anyway.
他的想法：精益是新事物。不想受到质量或生产部门的影响。质量和精益无关，是有几分迟钝的老衙门。此外，质量部门有那个ISO标准；因为客户的需求，我们必须使得ISO标准继续下下去。精益具有改善作用。它又不是ISO的一部分。而生产部门又没时间去搞精益。他们正忙着急单和交货呢！尤其是上周；恩，每月都这样！精益和改善将会打断这个流程。没办法啦，我将在紧挨着6 sigma部门的右边建立精益部门；当然，这不是长久之计，他们迟早都要被淘汰的。
Her thinking: I get one-piece flow for manufacturing stuff or creating a service, but the thought of applying that concept to management or leadership is silly. So silly, in fact, I’ve never even thought of it. What would I do then… monitor the process every day instead of at the monthly meeting? That’s not gonna happen. Would I provide feedback and be open to my staff every day, like one-piece flow, instead of how I currently batch all of my performance reviews, once a year, at the end of the year? Fat chance. Would I conduct management review meetings more than twice a year? Yeah, right.
她的想法：我为制造业做到了单件流，或者说创造了一种服务，但是把这种概念应用到管理人员和领导阶层的想法是愚蠢的。太愚蠢了！实际上，我想都没想过。如果真那样，我将要做什么？…每天监控过程来替代在每月会议的监控？我才不干！要我向一件流一样，每天提供反馈并公开给我的职员；来代替现在我每年一次批量处理所有的绩效评估？我告诉你，门都没有！如果只是每年只是开2次或多几次的管理评审会议的话？恩，这个我看行！
His thinking: That’s enough sacrifice. One big ol’ kaizen event, with five or eight employees, once a month… we’ll pick a different area each month. It makes sense. We’ll batch-process our improvement efforts to get rid of batch processing. It makes sense to me.
他的想法：改善是个十足的赔本货。养5个或8个员工，哈哈，就为了一个月就一个大的改善项目…我们以后会每个月挑不同的领域让他们搞去。这样才有意思吗！我们以后要批量处理我们的改善成果，而不是现在的一个项目一个项目来处理。对我而言，这样才有意思。
Her thinking: Lean is for the little people. Lean is a little word that little people can understand. We have a solid management team and controls in place to keep everyone in line. People are written up and reviewed when they screw up. They’re afraid of making mistakes—as they should be. But this lean could help to avoid mistakes. Yes, lean will be a nice thing for them to work on. I’ll authorize the spending of a little money; that will be how I show support. And we’ll reap the gains.
她的想法：精益只是给下面那些家伙的。“精益”只是一个下面那些家伙就能明白小小的字眼。我们有一个稳健的管理团队和控制，能恰到好处的使得大家有条不紊的工作。当他们把事情搞砸了，这些都将会被记录在案并评审。他们害怕犯错误——人之常情嘛。但这个精益能帮助大家去避免犯错。所以呢，精益对于他们从事的工作而言是一个好东西。我呢，就只要对精益所花的一点小钱授权就可以；这可以表明我还是多么支持精益。当然，我们终将获得收益。
His thinking: Lean is like a big old toolbox that we can select from. We need to get started, and we need a quick win. So let’s get trained and start 5S’ing all over the place. We’ll do the whole building, whether it needs it or not, just so everyone will learn. In fact, we can have a 5S Super Team, and it can go into new areas and do 5S in that area. We’ll do “sort” first, all over the building, before we get into “set in order.” Someone said that we should understand the problem first and do root cause analysis before choosing to use a lean tool. I should fire him for insubordination and trying to block our lean efforts. Stupid!
他的想法：精益就是一个百宝箱，我们能够从中挑选自己所需要的。我们需要启动，且速战速决。所以，让我们在所有地方开始培训，并启动5S。我们将在整个厂房都实施，管它要还是不要，只要大家都学习。实际上，我们可以有一个5S超级团队，他们能够进入新的领域并在那个区域实施5S。我们将在所有的厂房先做“整理”，下一步就是“整顿”了。有些家伙说：在选择使用精益工具之前，我们应该先明白问题是什么，并进行根本原因分析。这不是不服从领导还阻止我们推行精益嘛？笨蛋一个，这样我还不应该开了他？
Her thinking: There’s no need to get in the trenches and see the process. I can do all of that from my nice comfy office and conference rooms. The data will let me know what I need to know. It’s all in there. I’ll ensure that my people are accountable to reach my mandated objectives and goals, and we’ll review the numbers together, once a month. Besides, I wouldn’t want to intimidate my employees by periodically showing up in their work areas and watching what goes on. That’s not very pleasant for your people, and we are a people-oriented company.
她的想法：没必要下一线去看生产过程。我在舒服的办公室和会议室就能做到。数据会让我知道：我想要知道的东西。在那我就能搞定。我确保我的人是很积极主动的去达成我交给他们的目标指标，并且我每月会一起评估所有的数据。另外，我也不想定期去他们的工作区域转转，看看进展的怎么样；那样我怕会吓到我的员工。那样是非常让人不舒服的，而我们是一家以人为本的公司。
His thinking: Our functional department organization is good. Many of our department managers have been with the company a long time. They have built their kingdoms, and they’re proud of them. We can’t mess this up. Besides, it’s kind of neat to watch the internal rivalries as they compete for resources and my attention. To reorganize to something like a matrix in which people are actually focused on and work for a value stream would be way too disruptive. That would be like breaking up the Chicago Bears-Green Bay Packers rivalry! That wouldn’t be any fun. We’ve got to maintain our departmental structure.
他的想法：我们的职能部门组织是好的。 我们的很多部门经理在公司工作了很长时间。他们构建了他们的部门，并以此自豪。我们不能把它弄乱套了。另外，当他们为资源和我的注意力而竞争时，去观察下内部的竞争对手，这样也是蛮好的。去重组一个人人都关注价值流并为它而工作；对公司的组织架构而言，带来的后果是具有极端破坏性。就如破裂后的“芝加哥熊队”和“绿湾包装工队”的竞争一样！一点都不好玩。所有，我们过去一直都不得不去维持我们的部门组织架构。
Her thinking: What, apply lean in the office? Like that’s gonna happen. What are we going do… use 5S for the training room, the copy room, and the network? Right. How about we put office workers in “work cells” as if they were handing work off to each other every day? That’s crazy; office work isn’t like production work. Next thing you know, someone will suggest that we watch people work in their cubicles to see the process; now that would be uncomfortable. Or another brainiac will suggest we provide each employee with a printer to avoid the waste associated with our centralized copier/fax/scanner/printer machine. Can you imagine visual management boards in the office? No, lean will stay in production where it belongs.
她的想法：什么！在办公室应用精益？如果真这样，我们需要做些什么？…在培训室，复印室和IT机房实施5S？好吧，那我们把办公室人员定位定岗怎么样？就像每天他们彼此之间正在交付工作一样。这也太疯狂了，办公室的工作可不同于生产的工作。接下来的事情你知道，有人将建议我们观察人们在他们小隔间里面的工作，以便了解他们在干什么。现在已经让人心里不舒服了。或则另一位天才建议给每个员工陪台打印机来避免因为我们集中地复印机/传真机/扫描机/打印机相关的浪费。你能想象一下办公室里的目视管理看板吗？所以呢，我才不干。精益就待到属于它的生产中去吧。
His thinking: Technology is the key to staying ahead of the competition. We’ve got to be on the cutting edge of software solutions, hardware, and equipment. When there are problems, we’ll buy more technology. Technology can solve our problems. It’s more important than training people. This is a very important point: New equipment is considered an asset that can be depreciated over time; training people shows up as an expense. That decision is a no-brainer. Also, we can test any technology in-house; we’ll be the beta site. It’s all about trying new things out for the sake of just doing it and staying ahead of the competition. It’s not what’s best for our people. We’ll tell them what’s best for them.
他的想法：技术是保持竞争优势的关键。我们不得不使用最先进的软件，解决方案，硬件和设备。当有问题的时候，我们将会购买更多的能解决问题的技术。这比培训人员更加重要。这是非常重要的一点：新设备被认为是固定资产，它会随着时间而贬值；培训人员看起来是一个开支。那个决定是显而易见可以得出的。同样，我们自己内部能测试任何技术；我们将成为β场（新产品和实验场所）。这关乎到新事物的实验，想做就做及保持竞争优势的目的。所以，精益对我们的工作人员来说不是最好的。我将会告诉什么才是对他们最好的。
Her thinking: Lean does not change this at all. In fact, I want to see a financial return for all this lean training within three years, or we will scrap the whole program. Any suggested improvements will continue going through our intensive Capital Appropriation Program. We still have to meet our monthly, quarterly, and annual financial goals, no matter what. I don’t care if we have to break our backs during the last week of any time period to get the shipments out the door; we will do it. We will not invest in any frivolous long-term scheme if it hurts our short-term numbers. Why? The board will be ticked off, and I could lose my job. Simple.
她的想法：精益一点也不能改变这个。实际，我想看到一个在3年内关于这个精益培训的在财务方面的回报。否则，我们将会取消整个程序。任何建议的改善将会持续受到我们强健的投资拨款程序的审查。不论如何，我们仍然不得不符合我们的月度，季度，及年度的财务目标。我不在乎我们是否要不得不在上周或任何期间起早摸黑把货物拉出大门；我们以后还要这样干。假如影响到我们的短期财务数据的话，我们将不会对任何轻率的长期方案进行投资。为什么呢？你说没事去找董事会的抽，把工作也搞丢。这么白痴的事，我会干吗？
The “IndustryWeek/Manufacturing Performance Institute Census of Manufacturers,” released in November 2007, showed that nearly 70 percent of all plants in the United States used lean as an improvement methodology. Only 2 percent of companies who responded to the survey had fully achieved their objectives, and less than one-quarter of all companies (24%) reported achieving significant results. That leaves 74 percent of responding companies admitting they were not making good progress with lean.
“行业周/生产绩效研究制造商统计”，2007年12月发布；表明近70%的美国工厂使用精益作为改善方法论，只有2%的被调查的公司完全达到他们设定的目标，不到25%的公司（24%）取得了重大的成效。那剩下的74%的公司承认他们没有在精益上取得良好的进展。
I wonder why.
我想知道为什么.
ABOUT THE AUTHOR
作者简介
Mike Micklewright
迈克Micklewright
Mike Micklewright is the vice president of global continuous improvement and supplier development for a manufacturing company in the Chicago area. Prior to this he was an independent business and quality consultant, keynote speaker, an impersonator of W. Edwards Deming, and a trainer for 17 years; and he continues to provide keynote speeches around the world. Micklewright is the author of Out of Another @#&*% Crisis! (Quality Press, 2010) and Lean ISO 9001 (Quality Press, 2010), and the developer of ISO, auditing, and lean videos. He is an Association for Manufacturing Excellence (AME) board member and award assessor; a member of the U.S. TAG to ISO/TC 176; and an ASQ-certified Six Sigma Black Belt, quality auditor, engineer, manager of quality/operational excellence, and supply chain analyst. He holds an engineering degree from the University of Illinois.
Mike Micklewright是芝加哥一家制造公司的全球持续改善和供应商开发的副总裁。之前他是一位独立的企业和质量顾问，主题演讲家，W.爱德华兹 戴明之传人和有着17年经验的培训师。他持续在全世界发表主题演讲。Micklewright是”Out of Another Crisis! ”(Quality Press, 2010) 和”Lean ISO 9001”(Quality Press, 2010)的作者，又是ISO,审核和精益影像制品的开发者。他是卓越制造协会（AME）的董事会成员和授权审核员，是美国ISO/TC 176成员，和ASQ注册6西格玛黑带，质量审核员，工程师，质量、卓越运营经理和供应链分析师。他持有伊利诺伊大学工程学位。
请对以下文章有翻译兴趣的组员留下你的预计完成时间和邮箱地址，以便小编登记翻译者信息以及文章最终完成时间
本文翻译：275641119 校稿：Sol_Sun muddy533
校稿内容如下：
Top 10 Signs Your CEO Doesn’t Get Lean
十宗罪____CEO没有变得精益
- He initiated a brand new lean department.
His thinking: Lean is something new. We don’t want to taint it with our quality or production departments. Quality has nothing to do with lean, and quality’s been around for such a long time that it’s kind of dull. Besides, the quality department has that ISO standard; they get to keep it going because our customers think we need to have it and demand that we do. Lean has kaizen. That’s not even part of the ISO thing. The production department doesn’t have time for lean. They have to focus on expediting orders and getting them out the door—especially that last week, every month. Lean and kaizen would interrupt this flow. I think I’ll set up the lean department’s office right next to the Six Sigma department; that’s dying out anyway.
他的想法：精益是新事物。不想受到质量或生产部门的影响。质量和精益无关，是有几分迟钝的老衙门。此外，质量部门有那个ISO标准；因为客户的需求，我们必须使得ISO标准继续下下去。精益具有改善作用。它又不是ISO的一部分。而生产部门又没时间去搞精益。他们正忙着急单和交货呢！尤其是上周；恩，每月都这样！精益和改善将会打断这个流程。没办法啦，我将在紧挨着6 sigma部门的右边建立精益部门；当然，这不是长久之计，他们迟早都要被淘汰的。
- She thinks one-piece flow only applies to production.
Her thinking: I get one-piece flow for manufacturing stuff or creating a service, but the thought of applying that concept to management or leadership is silly. So silly, in fact, I’ve never even thought of it. What would I do then… monitor the process every day instead of at the monthly meeting? That’s not gonna happen. Would I provide feedback and be open to my staff every day, like one-piece flow, instead of how I currently batch all of my performance reviews, once a year, at the end of the year? Fat chance. Would I conduct management review meetings more than twice a year? Yeah, right.
她的想法：我为制造业做到了单件流，或者说创造了一种服务，但是把这种概念应用到管理人员和领导阶层的想法是愚蠢的。太愚蠢了！实际上，我想都没想过。如果真那样，我将要做什么？…每天监控过程来替代在每月会议的监控？我才不干！要我向一件流一样，每天提供反馈并公开给我的职员；来代替现在我每年一次批量处理所有的绩效评估？我告诉你，门都没有！如果只是每年只是开2次或多几次的管理评审会议的话？恩，这个我看行！
- He thinks that monthly kaizen events are the key to lean.
His thinking: That’s enough sacrifice. One big ol’ kaizen event, with five or eight employees, once a month… we’ll pick a different area each month. It makes sense. We’ll batch-process our improvement efforts to get rid of batch processing. It makes sense to me.
他的想法：改善是个十足的赔本货。养5个或8个员工，哈哈，就为了一个月就一个大的改善项目…我们以后会每个月挑不同的领域让他们搞去。这样才有意思吗！我们以后要批量处理我们的改善成果，而不是现在的一个项目一个项目来处理。对我而言，这样才有意思。
- She thinks that she and her staff don’t have to change their management or leadership styles and practices.
Her thinking: Lean is for the little people. Lean is a little word that little people can understand. We have a solid management team and controls in place to keep everyone in line. People are written up and reviewed when they screw up. They’re afraid of making mistakes—as they should be. But this lean could help to avoid mistakes. Yes, lean will be a nice thing for them to work on. I’ll authorize the spending of a little money; that will be how I show support. And we’ll reap the gains.
她的想法：精益只是给下面那些家伙的。“精益”只是一个下面那些家伙就能明白小小的字眼。我们有一个稳健的管理团队和控制，能恰到好处的使得大家有条不紊的工作。当他们把事情搞砸了，这些都将会被记录在案并评审。他们害怕犯错误——人之常情嘛。但这个精益能帮助大家去避免犯错。所以呢，精益对于他们从事的工作而言是一个好东西。我呢，就只要对精益所花的一点小钱授权就可以；这可以表明我还是多么支持精益。当然，我们终将获得收益。
- He thinks that we should start lean off quickly and apply an easy tool, like 5S, right away, to the messiest area in production.
His thinking: Lean is like a big old toolbox that we can select from. We need to get started, and we need a quick win. So let’s get trained and start 5S’ing all over the place. We’ll do the whole building, whether it needs it or not, just so everyone will learn. In fact, we can have a 5S Super Team, and it can go into new areas and do 5S in that area. We’ll do “sort” first, all over the building, before we get into “set in order.” Someone said that we should understand the problem first and do root cause analysis before choosing to use a lean tool. I should fire him for insubordination and trying to block our lean efforts. Stupid!
他的想法：精益就是一个百宝箱，我们能够从中挑选自己所需要的。我们需要启动，且速战速决。所以，让我们在所有地方开始培训，并启动5S。我们将在整个厂房都实施，管它要还是不要，只要大家都学习。实际上，我们可以有一个5S超级团队，他们能够进入新的领域并在那个区域实施5S。我们将在所有的厂房先做“整理”，下一步就是“整顿”了。有些家伙说：在选择使用精益工具之前，我们应该先明白问题是什么，并进行根本原因分析。这不是不服从领导还阻止我们推行精益嘛？笨蛋一个，这样我还不应该开了他？
- She thinks she’ll be “process focused” by ensuring measures are in place to monitor the process and have reports sent to her once a month.
Her thinking: There’s no need to get in the trenches and see the process. I can do all of that from my nice comfy office and conference rooms. The data will let me know what I need to know. It’s all in there. I’ll ensure that my people are accountable to reach my mandated objectives and goals, and we’ll review the numbers together, once a month. Besides, I wouldn’t want to intimidate my employees by periodically showing up in their work areas and watching what goes on. That’s not very pleasant for your people, and we are a people-oriented company.
她的想法：没必要下一线去看生产过程。我在舒服的办公室和会议室就能做到。数据会让我知道：我想要知道的东西。在那我就能搞定。我确保我的人是很积极主动的去达成我交给他们的目标指标，并且我每月会一起评估所有的数据。另外，我也不想定期去他们的工作区域转转，看看进展的怎么样；那样我怕会吓到我的员工。那样是非常让人不舒服的，而我们是一家以人为本的公司。
- He thinks that value streams only apply to the lean tool of value-stream mapping.
His thinking: Our functional department organization is good. Many of our department managers have been with the company a long time. They have built their kingdoms, and they’re proud of them. We can’t mess this up. Besides, it’s kind of neat to watch the internal rivalries as they compete for resources and my attention. To reorganize to something like a matrix in which people are actually focused on and work for a value stream would be way too disruptive. That would be like breaking up the Chicago Bears-Green Bay Packers rivalry! That wouldn’t be any fun. We’ve got to maintain our departmental structure.
他的想法：我们的职能部门组织是好的。 我们的很多部门经理在公司工作了很长时间。他们构建了他们的部门，并以此自豪。我们不能把它弄乱套了。另外，当他们为资源和我的注意力而竞争时，去观察下内部的竞争对手，这样也是蛮好的。去重组一个人人都关注价值流并为它而工作；对公司的组织架构而言，带来的后果是具有极端破坏性。就如破裂后的“芝加哥熊队”和“绿湾包装工队”的竞争一样！一点都不好玩。所有，我们过去一直都不得不去维持我们的部门组织架构。
- She thinks lean means lean manufacturing.
Her thinking: What, apply lean in the office? Like that’s gonna happen. What are we going do… use 5S for the training room, the copy room, and the network? Right. How about we put office workers in “work cells” as if they were handing work off to each other every day? That’s crazy; office work isn’t like production work. Next thing you know, someone will suggest that we watch people work in their cubicles to see the process; now that would be uncomfortable. Or another brainiac will suggest we provide each employee with a printer to avoid the waste associated with our centralized copier/fax/scanner/printer machine. Can you imagine visual management boards in the office? No, lean will stay in production where it belongs.
她的想法：什么！在办公室应用精益？如果真这样，我们需要做些什么？…在培训室，复印室和IT机房实施5S？好吧，那我们把办公室人员定位定岗怎么样？就像每天他们彼此之间正在交付工作一样。这也太疯狂了，办公室的工作可不同于生产的工作。接下来的事情你知道，有人将建议我们观察人们在他们小隔间里面的工作，以便了解他们在干什么。现在已经让人心里不舒服了。或则另一位天才建议给每个员工陪台打印机来避免因为我们集中地复印机/传真机/扫描机/打印机相关的浪费。你能想象一下办公室里的目视管理看板吗？所以呢，我才不干。精益就待到属于它的生产中去吧。
- He thinks, regardless of the lean endeavor, the company will continue to invest in the latest technology, hardware, and software to stay ahead of the competition.
His thinking: Technology is the key to staying ahead of the competition. We’ve got to be on the cutting edge of software solutions, hardware, and equipment. When there are problems, we’ll buy more technology. Technology can solve our problems. It’s more important than training people. This is a very important point: New equipment is considered an asset that can be depreciated over time; training people shows up as an expense. That decision is a no-brainer. Also, we can test any technology in-house; we’ll be the beta site. It’s all about trying new things out for the sake of just doing it and staying ahead of the competition. It’s not what’s best for our people. We’ll tell them what’s best for them.
他的想法：技术是保持竞争优势的关键。我们不得不使用最先进的软件，解决方案，硬件和设备。当有问题的时候，我们将会购买更多的能解决问题的技术。这比培训人员更加重要。这是非常重要的一点：新设备被认为是固定资产，它会随着时间而贬值；培训人员看起来是一个开支。那个决定是显而易见可以得出的。同样，我们自己内部能测试任何技术；我们将成为β场（新产品和实验场所）。这关乎到新事物的实验，想做就做及保持竞争优势的目的。所以，精益对我们的工作人员来说不是最好的。我将会告诉什么才是对他们最好的。
- She thinks that all management decisions will still be based on meeting short-term financial goals.
Her thinking: Lean does not change this at all. In fact, I want to see a financial return for all this lean training within three years, or we will scrap the whole program. Any suggested improvements will continue going through our intensive Capital Appropriation Program. We still have to meet our monthly, quarterly, and annual financial goals, no matter what. I don’t care if we have to break our backs during the last week of any time period to get the shipments out the door; we will do it. We will not invest in any frivolous long-term scheme if it hurts our short-term numbers. Why? The board will be ticked off, and I could lose my job. Simple.
她的想法：精益一点也不能改变这个。实际，我想看到一个在3年内关于这个精益培训的在财务方面的回报。否则，我们将会取消整个程序。任何建议的改善将会持续受到我们强健的投资拨款程序的审查。不论如何，我们仍然不得不符合我们的月度，季度，及年度的财务目标。我不在乎我们是否要不得不在上周或任何期间起早摸黑把货物拉出大门；我们以后还要这样干。假如影响到我们的短期财务数据的话，我们将不会对任何轻率的长期方案进行投资。为什么呢？你说没事去找董事会的抽，把工作也搞丢。这么白痴的事，我会干吗？
The “IndustryWeek/Manufacturing Performance Institute Census of Manufacturers,” released in November 2007, showed that nearly 70 percent of all plants in the United States used lean as an improvement methodology. Only 2 percent of companies who responded to the survey had fully achieved their objectives, and less than one-quarter of all companies (24%) reported achieving significant results. That leaves 74 percent of responding companies admitting they were not making good progress with lean.
“行业周/生产绩效研究制造商统计”，2007年12月发布；表明近70%的美国工厂使用精益作为改善方法论，只有2%的被调查的公司完全达到他们设定的目标，不到25%的公司（24%）取得了重大的成效。那剩下的74%的公司承认他们没有在精益上取得良好的进展。
I wonder why.
我想知道为什么.
ABOUT THE AUTHOR
作者简介
Mike Micklewright
迈克Micklewright
Mike Micklewright is the vice president of global continuous improvement and supplier development for a manufacturing company in the Chicago area. Prior to this he was an independent business and quality consultant, keynote speaker, an impersonator of W. Edwards Deming, and a trainer for 17 years; and he continues to provide keynote speeches around the world. Micklewright is the author of Out of Another @#&*% Crisis! (Quality Press, 2010) and Lean ISO 9001 (Quality Press, 2010), and the developer of ISO, auditing, and lean videos. He is an Association for Manufacturing Excellence (AME) board member and award assessor; a member of the U.S. TAG to ISO/TC 176; and an ASQ-certified Six Sigma Black Belt, quality auditor, engineer, manager of quality/operational excellence, and supply chain analyst. He holds an engineering degree from the University of Illinois.
Mike Micklewright是芝加哥一家制造公司的全球持续改善和供应商开发的副总裁。之前他是一位独立的企业和质量顾问，主题演讲家，W.爱德华兹 戴明之传人和有着17年经验的培训师。他持续在全世界发表主题演讲。Micklewright是”Out of Another Crisis! ”(Quality Press, 2010) 和”Lean ISO 9001”(Quality Press, 2010)的作者，又是ISO,审核和精益影像制品的开发者。他是卓越制造协会（AME）的董事会成员和授权审核员，是美国ISO/TC 176成员，和ASQ注册6西格玛黑带，质量审核员，工程师，质量、卓越运营经理和供应链分析师。他持有伊利诺伊大学工程学位。
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