第七十四篇 ROWE vs. Lean: My Two Cents

本帖最后由 小编D 于 2012-11-27 14:33 编辑

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ROWE vs. Lean: My Two Cents
只问结果的工作环境与精益的对比：我的看法


Can the Results-Only Work Environment follow the operational excellence path?
只问结果的工作环境能走卓越运营的道路吗？

Recently, fellow-blogger David Kasprzak, introduced me to the Results-Only Work Environment (ROWE) strategy. ROWE, created at Best Buy’s Minneapolis headquarters, espouses a philosophy under which employees can work where they want, when they want, and how they want—as long as the work gets done.
最近，著名博客卡斯浦扎克.戴维，向我介绍了只问结果的工作环境的（ROWE）战略即ROWE，它创建于明尼阿波里斯市总部的百思买集团，主张这样一种哲学，即员工能在他们想工作的地方工作，当他们想要，并他们想要如何——只要完成工作。

I love meritocratic thinking!
我喜欢精英管理的思维！

Of course, there’s nothing like a brand-new philosophy or system to challenge and sharpen one’s personal belief systems. You can’t defend that which you don’t understand.
当然，没有什么像一种崭新的哲学或者系统来挑战和塑造一个人的个人信仰系统。你不能辩解你所不理解的事物。

Admittedly, I am more than a bit fuzzy about ROWE. I’ve done some reading on the Internet, but that’s as far as I’ve gotten. I’m considering buying the seminal book, Why Work Sucks and How to Fix It: The Results-Only Revolution, by Cali Ressler and Jody Thompson (Portfolio Trade, 2010), but haven’t pulled the trigger.
无可否认的，我对只问结果的工作环境有一点模凌两可。我已互联网上阅读了一些，但这是我目前所了解的。我考虑购买重要著作，为什么工作不如意和怎么改正：只问结果革命，因卡利.雷斯勒和朱迪搠姆森（2010年投资组合交易）还没有开始推广。


In any event, here’s my two cents on what I think I know about ROWE. I could break into the Donald Rumsfeld spiel about known knowns, known unknowns, unknown unknowns… you get the point. So, in the end, what I have to say is worth just about $0.02. Definitely, nothing more.
不管怎样，关于我认为我所了解的只问结果的工作环境，这里给出我的拙见。我能够破门闯入唐纳德拉姆斯菲尔德喋喋不休地高谈阔论关于已知的已知，已知的未知、未知的未知……，你抓住重点。因此，最后，我不得不说的是价值0.02美元。毫无疑问，没有更多的东西。

As you read this, or perhaps more appropriately, after you read this, check out “Shingo and ROWE,” which is Kasprzak’s latest post on ROWE, and it’s a guest post on Tim McMahon’s A Lean Journey blog. Consider this a type of good-natured point/counterpoint between the two of us.
当你阅读本文时，也可能会更恰如其分地在你阅读本文后，检验“真吾和只问结果的工作环境”，这是卡斯浦扎克在只问结果的工作环境的最新公告，它是一个在蒂姆麦克马洪的一个精益之旅的博客上的嘉宾公告。视这个为一种在我们两人之间类型温厚的要点/对位点。

Here it goes.
这里开始分别说

ROWE ostensibly engages and empowers the workforce. It strips away some of the organizationally and self-imposed muda of rigidity and silly limitations and focuses on accountability and results. It’s tough to argue with that.
只问结果的工作环境，表面上吸引和授权劳动力。它去除了组织的和自我强加的死板的一些浪费和愚蠢的限制和关注责任和结果。这很难去与之争论。

Of course, this almost seems too easy. The “Free Love” days of the 1960s sounded great, but were not necessarily the best thing from a socio-ethics perspective.
当然，这似乎太容易了。20世纪60年代的“自由恋爱”听起来棒级了，但是从社会伦理来看，但未必是好事。

Stupid analogy? Maybe.
愚蠢的类比？也许吧。

Part of my concern has to do with interdependence. In an enterprise, we can’t all be free actors all of the time—whether we are part of a natural work team or are individual contributors.
我所关注的部分与相互依存有关。在一个企业，我们在所有时候不能都成为自由演员——我们是否是一个自然工作团队的部分或者是个体贡献者。

Virtually no one in an organization is self-directed (even the C-level executives, just ask them!) . What we can be is self-managed within the aligning context of deployed breakthrough objectives (think strategy or policy deployment), key performance indicators, value stream focus, standard work, problem solving, etc.
事实上，一个组织中没有人是自主的（即使C级执行管理者，只是要求他们！。我们可以做的是在部署的突破目标调整的背景内自我管理（思想战略和政策部署），关键绩效指标，价值流焦点，标准作业，解决问题等等。

So, one burning question I have is where and how does “do whatever you want, whenever you want, as long as you get your work done” intersect with this notion of interdependency and self-management? And with that, how does it square with the Shingo Model principles?
因此，我有一个迫切的问题就是在哪里和如何“做你想做的，你想什么时候做就做，只要把你的工作完成”相关性和自我管理的这个概念交错。接着，它是如何与真吾模型原则一致？

I bring up the Shingo Model because Kasprzak did first… and because it’s a great place to start.
我提出真吾模型是因为卡斯浦扎克先这样做，同时因为这是一个开始的伟大之地。

Here’s a quick list of some of the Shingo Principles of Operational Excellence, from bottom to top, and my ROWE-relevant questions and comments.
这里给出一个一些卓越经营的真吾原则的短时间完成的清单，由下而上，我的只问结果的工作环境相关话题和评论。


Respect for every individual. Freedom without accountability is license (not good) . Accountability without freedom is repressive (also not good) . ROWE seems to get that. But back to the interdependence—can my focus on getting my work done trump the value-stream performance or that of my natural work team members?
尊重每位个体。没有问责的自由是特许（不好，没有自由的问责是镇压）（同样不好，只问结果的工作环境似乎就做到了这点）但是回到相互依存关系，关注工作完成是否鼓吹价值流绩效或我自然工作团队成员的一部分呢

Lead with humility. Certainly leaders must have a certain deference to workers in ROWE.
以谦虚进行领导，当然在只问结果的工作环境中，领导必须对工人有所尊重。

Seek perfection. I hope that folks seek to make things easier, better, faster, and cheaper—not at a suboptimal level, but for the broader business. There is no kaizen without standard work. So, one question is whether or not ROWE facilitates standard work, its development, and adherence to and constant adjustment (improvement) of standard work. I hope that ROWE fosters team-based problem solving and alignment of that problem solving.
追求完美。我希望人们争取事情更容易、更好、更快和更便宜——不是一个最理想的水平，除了对一个广大的商业。没有标准的工作就没有改善。因此，一个问题是只问结果的工作环境是否有利标准工作，它的发展和遵守和标准工作的不断调整（改善）。我希望只问结果的工作环境促进基于团队问题解决和问题解决持平。

Assure quality at the source. Cool, as long as “getting your work done” ensures that it meets customer requirements and that jidoka is regularly applied.
从源头上保证质量。冷静，只要“完成你的工作”保证其符合客户要求和定期使用自动化。

Flow and pull value. My biggest concern (and it’s not trivial) with ROWE is whether or not it promotes continuous flow or if it is subordinated to “nonlevelized” schedules of empowered workers. Also, if it does not promote adherence to standard work, how do you ensure that the system performs as designed relative to timing, output, etc? Human systems are fragile. That’s why we apply lean management systems.
价值流和拉动。我在只问结果的工作环境最大担忧（它是重要的）是是否它提升连续流或者如果它从属于有权限员工的没有级别化调度。此外，如果她没有促进坚持标准工作，你如何确保体系开展按照设计相对于时间、输出等等按照设计进行？人力系统是脆弱的。那就是我们为什么采用精益管理系统的原因。


Embrace scientific thinking. Good process = good output. Same goes for the rigorous application of plan-do-check-act (PDCA) and standardize-do-check-adjust (SDCA) . Hopefully “getting your work done” includes embracing and following the pragmatic rigor of PDCA and SDCA.
拥抱科学的思维。好的过程=好的输出。同样适用于计划-执行-检查-处置和标准化-执行-检查-调节（SDCA,希望“完成你的工作”包含和遵循PDCA和SDCA的务实和严谨。

Focus on process. See above for my points on interdependency, alignment, and improvement (constant adjustment) .
关注过程。参见上述在相关性、对齐和改善我的观点（不断调整）


Think systemically. Ditto. I hope that ROWE promotes long-term focus as well as short-term. This means that “getting my work done” is for now and the future. Also, if we recall Masaaki Imai’s kaizen diagram, everyone’s job (“work”) includes maintenance and improvement.
系统化的思考。同上，我期望只问结果的工作环境提升长期关注同时关注短期。这意味着“完成我的工作”是对现在和将来来说的。同样，如果我们回忆起今井正明的持续改善图，每个人的职业（工作）包含了维护和改善。

Create constancy of purpose. Ditto.
创建目标的一致性，同上

Create value for the customer. Hopefully, ROWE promotes and facilitates the necessary “line of sight” and mechanisms for the employees so that they understand stakeholder value objectives and effectively work to satisfy them. This is achieved well only if we live all of the principles identified above.
为客户创造价值：如果顺利的话，只问结果的工作环境推动和促进必需的品《视界》以及员工机制以便员工理解利益股东价值目标和有效地工作来满意他们。这仅仅是很好的完成，如果我们生活实践以上所有的原则，这个目标很容易达到。

OK, that’s my $0.02. Please keep the change.
好的，那就是我的0.02美元，不用找零了。


I’d love to learn more about ROWE and explore how it can enhance the lean business system and vice versa. If you can, please help with my ROWE education. No, I’m not looking for tuition assistance; just share your experience and insight.
我喜欢学习更多关于只问结果的工作环境和探索如何它能加强精益商业系统，反之亦然。如果你可以，请帮助我的只问结果的工作环境教育。不，我没有寻找助学金：仅分享你的经验和见识。

ABOUT THE AUTHOR
作者简介

Mark R. Hamel
马克.R哈默尔

Mark R. Hamel is a lean Six Sigma implementation consultant, blogger and award-winning author. His book, Kaizen Event Fieldbook: Foundation, Framework, and Standard Work for Effective Events (Society of Manufacturing Engineers, 2010), received a 2010 Shingo Research and Professional Publications Award. Hamel can be reached at mark@kaizenfieldbook.com.
马克.R哈默尔是一位精益六西格玛实施顾问，博客使用者和获奖作者。他的书《改善事件工作记录本：基础、组织架构、有效活动标准工作（制造工程师学会，2010）获得2010年真吾研究和专业刊物奖。通过mark@kaizenfieldbook.com能联系到哈默尔。