第六十九篇 Parked at the Shuttle Pickup

本帖最后由 小编D 于 2012-11-13 14:02 编辑

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Parked at the Shuttle Pickup
在上客站台停车


A few weeks ago I was returning from a business trip in the evening. I was tired after a long day at a conference followed by fighting traffic to the airport. Add a rental car shuttle train, security lines, and the general airport experience, and I just wanted to get home quickly.
几周前的一个晚上，我出差回来。在经历了一整天的培训后去飞机场的路上遇到了堵车，我十分疲惫。我只是想早点到家，我在出租车公司租赁了一辆出租车。

I parked at off-site parking, so I proceeded to the parking shuttle pickup location. I parked with a particular vendor because they are convenient and offer a discount to my company. The parking company has been successful, and it recently acquired a third location near the airport. The company uses a distinctive shuttle paint scheme that catches your attention: It distinguishes between the three locations by using color variations on the buses for each location.
我将车停在了停车场外，我向停车厂班车上客站台位置。我用一个特别的外包商停车，因为这个外包商方便和对我们公司提供折扣。这个停车公司做的很成功，并且最近在飞机场附近获得了第三个位置。这个公司用与众不同的班车油漆策划，来引起你的注意。它区别三个位置，通过在每个位置在公共汽车上的颜色差来区别三个停车。

When I got to the parking shuttle area, the bus from the original location (where I parked) was loading. The crowd on the sidewalk would easily fill that shuttle plus at least half of another. The driver packed on as many as possible and pulled away.
当我到达停车场区域时，从原来位置（我停车的地方）来的公共汽车正在上客。人行道上的乘客将很容易上车，班车加上至少另一个的一半。司机装了尽可能多的乘客，然后离开。

Meanwhile, the shuttle for the third location pulled up. Keep in mind that this shuttle belongs to the same company. Yes, it is a different location, but it is under the same management. We moved back to this shuttle, but the driver made it clear that he was only allowed to go to his assigned location. He was not allowed to carry any customers to the first location and then come back. Ironically, he said that he was only allowed to go to the “fast track” location.
同时，第三个位置的公交车停下来。记得这个公交车属于同一家公司。是的，它是不同位置，但受同样的管理。我们退回到这个公交车，但这个公交车司机让这很清楚，他仅被允许到他指定的位置。不允许他装载第一位置退回来客人。具有讽刺意义的是，他说她仅被允许转到快速通道的位置。

The key point is that he had almost a complete load of paying customers standing on the sidewalk ready to go to location one. There was no one waiting to go to location three. An empowered driver would have loaded up the customers and taken them to the garage. He would easily have been back before there was a full load of customers for location three. However, it was obvious that management had warned this driver to attend only to location three. Since he was not allowed to make decisions with the customer in mind, he simply waited until some customers arrived for his location. As you might have guessed, the next shuttle for location one arrived before any customers arrived for location three.　
关键点是他几乎把站在人行道上准备到第一站点付费的客人装载了。没有人正在等待去站点三。一个获得授权的司机应该装载客人并把他们送到车库。他应该很容易在三站台客人满载前返回。然而，很明显管理者曾警告司机只能在三站台出现。因为他没有被允许为客人考虑而做决定，他仅仅等待直到一些客人达到它的位置。就像您猜的一样，一站台下一辆公交车到达在任何达到三站台的客人。

The overarching irony of this entire situation is that I was returning from a lean Six Sigma conference. I had just spent two days listening to presentations on operational excellence, including employee empowerment. We heard senior leaders from some great companies talk about putting the operational decisions into the hands of the people who are closest to the customers.
这首要的讽刺达的整个情况是，我刚参加完一个精益六西格玛会议回来。我已经化了两天时间来听卓越运营业务陈述，包括员工激励与授权。我听高层领导者，来自一些大型企业谈论使运作决定到达那些最近接客户的人手中。

How hard would it be to allow the shuttle drivers to make decisions to alleviate customer waiting by making a run to a different location under certain conditions? For that matter, why not travel a circuit that includes each of the three locations so that any customer could ride any shuttle?
允许公交车司机来做决定，以便缓和客人等待，通过在一定条件下在不同位置运行是多么困难？就此而言，为什么不运行一个巡回路线包括三个站点的每个位置以便任何客人能乘任何公交车？

Although I was frustrated by this entire experience, the overall wait was not terrible. I was delivered safely to the garage, and I got home in one piece. However, I wondered how many people made a decision to use a different parking vendor on the next trip. Little things can make a big difference.
尽管我被这整个经历感到沮丧，总的来说并不可怕。我被安全运到停车库，毫发未损的回家。但是，我想知道多少人做一个决定，在下一次旅行中，来使用另一个停车场。小事情可以产生很大的影响。

ABOUT THE AUTHOR
作者简介

Craig W. Alexander
可雷克　Ｗ.亚历山大

Craig W. Alexander is the process improvement lead in the regulatory organization of a large biotechnology firm. He has 20 years of experience in process automation and process improvement in chemical manufacturing, pharmaceutical manufacturing, biotechnology research and development, and regulatory processes. Alexander holds a bachelor’s degree in electrical engineering from Auburn University and a master of science in engineering from the University of New Orleans. He is a Master Black Belt and lean practitioner with responsibility for training, deployment, and project implementation. Alexander is a registered professional engineer.
可雷克　Ｗ.亚历山大是在一家大型生物技术公司的理事会组织中的过程改善主导。他有２０年的化学制造，医药制造，生物技术研究和发展和常规过程之工序自动化和过程改善经验。　亚历山大持有奥本大学的电子工程学士学位和新奥尔良大学的工程理学硕士。他是黑带和精益从业者，负责培训，部署，和项目执行。亚历山大也是一个注册的专业工程师。