第六十四篇Treat Standards as Servants, Not Masters

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Treat Standards as Servants, Not Masters
视标准为仆人而非主人

Make them work for you, and they won’t be costly, time-consuming annoyances
让标准为你工作，这样它们就不会是昂贵的、耗时的麻烦事儿。

Compliance is an unfortunate word in connection with standards because it suggests something arduous, unpleasant, costly, and annoying that one must do to “get the certificate.”
符合性是与标准相伴而生的一个不幸字眼，因为它暗示的是一些费劲的、让人不快的、费钱的事情，以及为了“获得证书”而不得不做的麻烦事儿。

It’s true that organizations must meet certain requirements to register to a standard like ISO 9001, ISO 14001, and the new ISO 50001 standard for energy management systems, but treatment of the standard as a servant rather than a master puts it into a far more desirable perspective.
确实是这样：为了注册上某个标准如ISO 9001, ISO 14001, 还有新的ISO 50001能源管理体系标准，组织不得不满足某些要求，但是把标准作为仆人而非主人来看待，会带给组织一个超越渴望的愿景。

Another misconception is that the standards focus on documentation for its own sake. Documentation is important not for its own sake but to ensure standardization and knowledge retention.
另一个误区在于：这些标准为了文件本身而注重文件。文件之所以重要，并不是因为它本身有多重要，而是为了确保标准化以及知识的保存。

Standardization goes back to the days of scientific management in civilian enterprises and even further back in military organizations. Armies were always looking for ways to shoot more rapidly than their adversaries, and any musket drill that achieved this goal was standardized in drill manuals that everybody had to follow. Motion-efficiency pioneer Frank Gilbreth, in fact, got many of his ideas by observing such drills. Concepts like takt time and Eliyahu Goldratt’s drum-buffer-rope production system echo military thinking, in which drums kept time to prevent anybody from getting ahead or behind while marching in step.
标准化可以追溯到科学管理应用到民间企业甚至更早的军用组织的时代。军队总是寻找比敌人更快的射击方式，任何达到这一目标的步枪演练都被标准化下来，写到训练手册中，所有的人都得遵守。事实上，“动作经济”的先驱弗兰克 吉尔布雷斯（“动作经济原则”的首倡者）通过观察这些训练获得了很多的灵感。像节拍时间和伊芙拉 高德拉特的“鼓-缓冲-绳子”生产系统的概念和军事上的思维相得益彰，在军事上，鼓就是为了防止任何人在有序前进中超前或落后。

It is easy to imagine what would have happened, though, had armies relied on the memories of officers and noncommissioned officers to maintain improvements. Frederick Winslow Taylor meanwhile speculated that trade workers had discovered better ways to lay bricks, make shoes, or perform carpentry throughout history only to lose the knowledge when its possessors died or retired. Standardization prevents loss of knowledge and backsliding to inferior methods. It acts like a ratchet that prevents laborers from losing their work if the load they have been raising gets away from them.
尽管军队依靠军官和未经任命的军官的记忆来进行改善，还是可以很容易的想象会发生什么情况。与此同时，弗雷德里克 温斯洛 泰勒（科学管理之父）推测职业工人已经发掘了更好的方法来砌砖、制鞋或进行木工工作，但是，在历史的长河中，这些方法的拥有者或死亡或退休，这些方法就失传了。标准化防止了知识的丢失和方法的倒退。如果劳动者背负的工作量不多，标准化就像一个棘齿防止劳动者失去工作。

All human progress depends on written records, and this is why ISO 9001 and other standards require documentation. It ensures not only that everybody does the job the same way, but also does it in the best known way. Fourth-tier quality records meanwhile prove that the organization does what it says, e.g., that gauges have been calibrated, parts have been inspected, and preventive maintenance has been performed. The phrase, “If it isn’t written down, it didn’t happen” is very applicable. Who would want to trust a gauge if he couldn’t tell whether it had been calibrated, or install a part in a complex assembly without assurance that the part had undergone all its required quality tests?
人类所有的进步都依赖书面的记录，这就是为什么ISO9001和其他标准需要文件化的原因。它不仅确保大家按同样的方法做事，并且要确保按照大家都熟知的方式去做。同时，第四级的质量记录还证实了组织确实按照它所说的去做了，比如：仪表已经检定过，零件已经检查过，预防性的维修已被执行了。这个语句“如果你没有写下来，它就不会发生”是非常适用的。谁会相信一个说不出来是否被检定过的仪表呢？或者谁会把一个没有确保其已经经过了所有要求的质量测试的零件安装到一个复杂的设备上呢？

Treatment of the standard as a costly and time-consuming annoyance makes it exactly that: a costly and time-consuming annoyance. This means the organization’s primary goal is to pass audits, often through last-minute preparation to remove potential findings from the workplace. The organization goes back to business as usual when the audit is over, and therefore reaps few if any of the benefits its diligent application ought to offer.
视标准为昂贵的、耗时的东西，更为准确的表述：一件价格不菲的和耗时的麻烦事情。这意味着组织的主要目标是通过审核，通常是通过最后一分钟的准备来消除工作场所潜在的审核发现。当审核结束时，组织还是像往常一样运作，因此组织最后还是获益很少，如果它勤勉的申请应当带来任何的收益的话。

The standard becomes a servant when the organization treats it as a framework or structure that ensures quality as described above. If gauge calibration and product traceability, both of which are ISO 9001 requirements, are reliable, then nobody has to worry about having to recall parts because they might not have been measured properly or because their required inspection and testing information is not available. If the organization performs closed-loop corrective action in response to quality problems, and this also is an ISO 9001 requirement, it should never have to worry about the same quality problem in the future. In this case, the standard prevents genuine costly and time-consuming annoyances like scrap, rework, customer complaints, and all the trouble that goes with them.
当组织视标准为如上所述的保证质量的框架或结构，它就是一个仆人。如果ISO9001要求的量具校正和产品追溯性可靠，就不会有人担心因可能出现的不恰当测量或缺少所要求的检查和测试信息而召回零件了。如果组织针对质量问题采取了闭环的纠正措施，就像ISO9001的要求的那样，就不用担心以后会出现同样地质量问题。在这种情况下，标准就会真正防止类似报废、返工、顾客抱怨以及其他随之而来的麻烦等等费钱又费时的麻烦事儿了。

The ISO 14001 environmental management system standard and the new ISO 50001 energy management system standard further reinforce the “servant rather than master” concept. Henry Ford made enormous amounts of money by either avoiding environmental waste or by finding ways to process it into saleable products, and this was when it would have been legal for him to dump into the nearest river whatever wouldn’t go up the smokestack. Slag from blast furnaces was, for example, processed into cement and paving materials. Kingsford charcoal (originally Ford Charcoal but later named for E.G. Kingsford), which is still available today, was what became of wood waste that was absolutely unserviceable for anything else. Sale of charcoal, methyl alcohol, and other wood byproducts earned $12,000 per day in the money of the 1920s, or enough to pay 2,000 workers the relatively high wage of $6 per day. This suggests that diligent application of ISO 14001 and ISO 50001 can be enormously profitable today, and that organizations should embrace them as valuable servants rather than annoying and costly masters.
ISO 14001环境管理体系标准和新的ISO 50001能量管理体系标准进一步强化了“仆人而非主人”的概念。亨利福特通过要么避免环境浪费，要么找到使之成为能销售的产品的方法取得了巨大的经济效益。那时候，就算他把这些不能通过烟囱排出去的废物排到最近的河流里也是合法的。比如，爆炸炉之矿渣加工成水泥和铺路材料。Kingsford木炭（最先叫福特木炭，后来改名叫E.G. Kingsford），变成了对任何东西都没有用处的木头垃圾，直到今天还有。在十九世纪20年代，每天销售木炭、甲醇及其他木制品就能收入12000美元，这足以为2000个工人支付每天6美元的工资，这个工资相对而言很高了。这就意味着今天实行IS09001和ISO50001非常有利可图，而且组织应该视标准为有价值的仆人而非恼人的又昂贵的主人来拥抱它。

ABOUT THE AUTHOR
作者简介

William A. Levinson
威廉. A. 李维森

William A. Levinson, P.E., is the principal of Levinson Productivity Systems P.C. He is an ASQ Fellow, a certified quality engineer, quality auditor, quality manager, reliability engineer, and Six Sigma Black Belt. Levinson is the author of Henry Ford’s Lean Vision: Enduring Principles from the First Ford Motor Plant (Productivity Press, 2002)He holds degrees in chemistry and chemical engineering from Penn State and Cornell Universities, and night school degrees in business administration and applied statistics from Union College.
威廉. A. 李维森是李维森生产力系统产品控制的负责人，他还是美国质量协会的会员，注册质量工程师、质量审核员、质量经理、可靠性工程师及6西格玛黑带。李维森是《亨利福特的精益展望：福特第一汽车制造厂的不朽原则》（生产力出版社，2002年）的作者。他在宾夕法尼亚州和康奈尔大学获得化学和化工的学位，并获得商业夜大的学位并申请了联合大学统计学的学位。