第九十八篇 Reducing Time to Value
本帖最后由 小编D 于 2013-4-26 14:32 编辑
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本文翻译：质量专家级 校稿：huoxu_211
Reducing Time to Value
降低时间价值
A new system runs at peak efficiency only after it’s been launched and used awhile
只有当一个新系统推出并运行一段时间之后才能显现其最高的效率。
Given the current dynamic business environment, there is a tremendous need for operational agility and the ability to quickly respond to changing market forces. Time to value (TtV) is an important metric that can be used to manage such environmental conditions. It can drive the development of methods enabling the rapid realization of delivering business value as soon as possible.
鉴于当前的商业环境动态，关于运营的灵活性以及不断变化的市场做出快速反应的能力有一个巨大的需求，时间价值正好是一个能够管理这样的环境条件的重要指标，它能够推动商业价值的迅速达成。
Within a market, simply being the best in TtV might not be enough; a distinct increase in value over the competition is also required. Two examples in the world of technology prove this point. Apple’s Newton was one of the first serious handwriting-recognition platforms, but its performance failed to convince users of its value. On the other hand, iPod wasn’t the first MP3 player on the market, but it was the first one that could store your entire library, and buy and load music easily and legally. It not only provided value from a user’s point of view but it also cut the TtV because customers “got it” very quickly.
市场中，仅仅要求最好的价值时间可能还不够，价值竞争力的增加也是必须的。在技术领域有两个例子可以证明这一点，苹果的Newton是第一个重要的手写识别平台之一，但其性能未能说服用户认可其价值，另一方面，虽然iPod并非是市场上第一个MP3播放器，但是它是第一个能够使我们自由合法地存储所有电子图书、购买装载音乐的装置，不仅从使用者角度考虑其价值，同时也减少了价值时间，因为顾客能够非常迅速地应用其功能。
To not only gain but also retain competitive advantage, both value, as perceived by the customer, and TtV, when realized by the customer, are required.
对于顾客所关注的价值和价值时间，不仅要获得而且能够维持竞争优势，当顾客意识到的时候，也是必需的。
Recently an insurance carrier wanted to decrease the time it took to for a temporary employee to be fully productive. The company’s 18-month process went something like this:
Hire a temp employee and provide on-the-job training from one of the senior analysts.
After some weeks of watching and learning, give more complex tasks with the understanding that the temp would solicit help from senior analysts if he needed it.
After a few months determine the temp’s ability to be fully productive unsupported.
最近一个保险公司想要减少临时工能够独立工作的培训时间，公司现有一个18个月的流程，描述如下:
由一名高级分析师负责对一名新员工的在职培训
在经过几周的观察和学习后，给予更复杂的工作并在有需要时由高级分析人员提供帮助；
经过几个月后确定该临时工无需额外支持的工作能力。
Because unpredictable working patterns (e.g., backlogged inventory, application processing and complexity, changing regulations) created workload spikes, the organization formalized its training process. Following a massive training initiative during which materials were developed, trainers were identified and trained, and temporary hires were trained, the overall prepping of temporary new hires to full productivity was reduced to 12 months.
由于不可预测的工作模式（如积压的库存、应用程序处理和复杂性、法规变更）增加了工作量，组织需要规范其培训过程，根据大量的培训项目的要求，并制定相关培训资料，识别培训师并对他们进行培训，以及培训临时员工，整个临时新员工到能独立承担工作的培训时间减少到12个月。
Another attempt to reduce TtV was tried. This time, lean concepts were explored and applied in a program developed for training the temps. The expectation of training newbies into full production within a few weeks was put forth as the goal. Senior analysts were selected as part of a team to create the training. Their biggest obstacle? Mindsets! These folks had spent the past 10+ years getting to where they were, and now they were being asked to train temps in a week or so and make them proficient. “Impossible” and “blasphemous,” were among the comments. However, with strong leadership, an appreciation for the analysts’ expertise, and diligent work, reluctantly, the company developed a training program that would produce productive temps in just a few weeks.
尝试用另外一种方法来降低TtV，这次，在培训临时工时引入精益的理念，在几周内培训新员工使其能够充分胜任作为目标，作为团队的一部分，选择高级分析师进行培训，他们的最大障碍？心态？这些高级分析师具有10年以上的工作经历，要求在一周左右的时间去培训临时工并使他们精通，“不可能的”和“亵渎的”都在评论中，但是，随着强有力的领导，分析师的专业知识和勤奋的工作得到赞赏，无奈之下，公司发展了一个在几周之内培训出能够胜任的临时工的培训项目。
Alas, given the volatility of the number of applications to be processed, this TtV was still too long, albeit considerably better than 18 months. The process needed to be revisited, with the goal of reducing the lead time of temp productivity to a couple of days. However, this was not a matter of removing nonvalue-added activities and adopting lean concepts; it was about reducing TtV.
哎，考虑到申请者数量的波动性，TtV仍然太长，虽然大大好于18个月。由于需要将培训临时员工的周期减少到两天的目标，需要重新审视该过程。但是，这不是一项去除非增值的活动和采纳精益理念，是为了减少TtV。
This was another major paradigm shift. The organization was looking at not only creating a training program that could be administered quickly, but also ensuring that the temps were able to deliver value quickly.
这是另一个重大转变，组织不但正在建立一个能够迅速实施的培训项目，而且确保临时员工迅速创造价值。
Ian Sommerville, a professor at University of St. Andrews, Scotland, helps us understand the difference:
伊恩萨默维尔，苏格兰圣安德鲁斯大学的教授，帮助我们理解不同之处：
“However good a new system, it takes time for the users of that system to accommodate it in their normal work routines,” he says. “This means that new systems do not deliver value to the organization on the day they are deployed but at some later time after processes have been adapted to the system and often after changes to the system have been made to adapt to the reality of practical use. Therefore, you can think of time to value as the time period between initial rollout and deployment of the system and that time when it is judged to be actually delivering value to the organization.”
“不论一个系统多好，需要花费时间让用户在日常工作中慢慢适应它。”他说，“也就意味着新的系统在开始时不为组织提供价值，但是稍后，流程已经适应系统之后，经常变更系统以适应现实的实际应用。因此，你可以把时间价值作为初期推出和系统展开之间的时期，也就是认为它已经实际为组织提供价值的时候。”
Going back to the temporary employee example, reducing TtV meant considering things beyond just training. These include not only material segmentation, training room layout, and training the trainers, but also changing the standard work area into cells.
回到临时工的案例，减少TtV意味着考虑事情不仅仅是培训。不但包括材料分类、培训室布局,以及培训师的培训，而且会变更标准工作区域。
While reducing nonvalue-added activities helps organizations become more efficient and cut processing times, a focus on TtV can help reduce the time to when value is realized from new programs, strategies, or technologies.
减少非增值活动有助于组织变得更高效和减少处理时间，关注TtV可以帮助减少新项目、战略和技术的价值实现时间。
Why do you think TtV is so often overlooked on lean or Six Sigma projects?
为什么你认为在精益或六西格玛项目上经常忽略运用TtV呢？
ABOUT THE AUTHOR
作者简介
Akhilesh Gulati
Akhilesh Gulati has more than 18 years of experience in operations and process improvement, innovation, design, and quality management. Gulati is a Six Sigma Master Black Belt, a past section chair of the American Society for Quality, a former senior examiner for the California State Quality Awards, and is currently a principal of PIVOT Management Consultants. He holds bachelor’s and master’s degrees from the University of Michigan and a master of business administration from the University of California, Los Angeles. He is currently president of the Association for Strategic Planning, Orange County Chapter, California. Write to him at gulati@pivotmc.com or call (877) 748-6862.
艾克雷什.格拉特
艾克雷什.格拉特在运营和工艺改进、创新、设计和质量管理方面有超过18年的经验，他是一个六西格玛黑带大师、美国社会质量协会前主席、加州品质奖前高级考官，现在是PIVOT管理咨询的校长。他拥有密歇根大学的学士和硕士学位和洛杉矶加州大学的工商管理学硕士学位。目前他是加州奥兰治县的战略计划协会董事长，通过邮件gulati@pivotmc.com或打电话(877) 748-6862与他联系。
来自http://www.qualitydigest.com
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：质量专家级 校稿：huoxu_211
Reducing Time to Value
降低时间价值
A new system runs at peak efficiency only after it’s been launched and used awhile
只有当一个新系统推出并运行一段时间之后才能显现其最高的效率。
Given the current dynamic business environment, there is a tremendous need for operational agility and the ability to quickly respond to changing market forces. Time to value (TtV) is an important metric that can be used to manage such environmental conditions. It can drive the development of methods enabling the rapid realization of delivering business value as soon as possible.
鉴于当前的商业环境动态，关于运营的灵活性以及不断变化的市场做出快速反应的能力有一个巨大的需求，时间价值正好是一个能够管理这样的环境条件的重要指标，它能够推动商业价值的迅速达成。
Within a market, simply being the best in TtV might not be enough; a distinct increase in value over the competition is also required. Two examples in the world of technology prove this point. Apple’s Newton was one of the first serious handwriting-recognition platforms, but its performance failed to convince users of its value. On the other hand, iPod wasn’t the first MP3 player on the market, but it was the first one that could store your entire library, and buy and load music easily and legally. It not only provided value from a user’s point of view but it also cut the TtV because customers “got it” very quickly.
市场中，仅仅要求最好的价值时间可能还不够，价值竞争力的增加也是必须的。在技术领域有两个例子可以证明这一点，苹果的Newton是第一个重要的手写识别平台之一，但其性能未能说服用户认可其价值，另一方面，虽然iPod并非是市场上第一个MP3播放器，但是它是第一个能够使我们自由合法地存储所有电子图书、购买装载音乐的装置，不仅从使用者角度考虑其价值，同时也减少了价值时间，因为顾客能够非常迅速地应用其功能。
To not only gain but also retain competitive advantage, both value, as perceived by the customer, and TtV, when realized by the customer, are required.
对于顾客所关注的价值和价值时间，不仅要获得而且能够维持竞争优势，当顾客意识到的时候，也是必需的。
Recently an insurance carrier wanted to decrease the time it took to for a temporary employee to be fully productive. The company’s 18-month process went something like this:
Hire a temp employee and provide on-the-job training from one of the senior analysts.
After some weeks of watching and learning, give more complex tasks with the understanding that the temp would solicit help from senior analysts if he needed it.
After a few months determine the temp’s ability to be fully productive unsupported.
最近一个保险公司想要减少临时工能够独立工作的培训时间，公司现有一个18个月的流程，描述如下:
由一名高级分析师负责对一名新员工的在职培训
在经过几周的观察和学习后，给予更复杂的工作并在有需要时由高级分析人员提供帮助；
经过几个月后确定该临时工无需额外支持的工作能力。
Because unpredictable working patterns (e.g., backlogged inventory, application processing and complexity, changing regulations) created workload spikes, the organization formalized its training process. Following a massive training initiative during which materials were developed, trainers were identified and trained, and temporary hires were trained, the overall prepping of temporary new hires to full productivity was reduced to 12 months.
由于不可预测的工作模式（如积压的库存、应用程序处理和复杂性、法规变更）增加了工作量，组织需要规范其培训过程，根据大量的培训项目的要求，并制定相关培训资料，识别培训师并对他们进行培训，以及培训临时员工，整个临时新员工到能独立承担工作的培训时间减少到12个月。
Another attempt to reduce TtV was tried. This time, lean concepts were explored and applied in a program developed for training the temps. The expectation of training newbies into full production within a few weeks was put forth as the goal. Senior analysts were selected as part of a team to create the training. Their biggest obstacle? Mindsets! These folks had spent the past 10+ years getting to where they were, and now they were being asked to train temps in a week or so and make them proficient. “Impossible” and “blasphemous,” were among the comments. However, with strong leadership, an appreciation for the analysts’ expertise, and diligent work, reluctantly, the company developed a training program that would produce productive temps in just a few weeks.
尝试用另外一种方法来降低TtV，这次，在培训临时工时引入精益的理念，在几周内培训新员工使其能够充分胜任作为目标，作为团队的一部分，选择高级分析师进行培训，他们的最大障碍？心态？这些高级分析师具有10年以上的工作经历，要求在一周左右的时间去培训临时工并使他们精通，“不可能的”和“亵渎的”都在评论中，但是，随着强有力的领导，分析师的专业知识和勤奋的工作得到赞赏，无奈之下，公司发展了一个在几周之内培训出能够胜任的临时工的培训项目。
Alas, given the volatility of the number of applications to be processed, this TtV was still too long, albeit considerably better than 18 months. The process needed to be revisited, with the goal of reducing the lead time of temp productivity to a couple of days. However, this was not a matter of removing nonvalue-added activities and adopting lean concepts; it was about reducing TtV.
哎，考虑到申请者数量的波动性，TtV仍然太长，虽然大大好于18个月。由于需要将培训临时员工的周期减少到两天的目标，需要重新审视该过程。但是，这不是一项去除非增值的活动和采纳精益理念，是为了减少TtV。
This was another major paradigm shift. The organization was looking at not only creating a training program that could be administered quickly, but also ensuring that the temps were able to deliver value quickly.
这是另一个重大转变，组织不但正在建立一个能够迅速实施的培训项目，而且确保临时员工迅速创造价值。
Ian Sommerville, a professor at University of St. Andrews, Scotland, helps us understand the difference:
伊恩萨默维尔，苏格兰圣安德鲁斯大学的教授，帮助我们理解不同之处：
“However good a new system, it takes time for the users of that system to accommodate it in their normal work routines,” he says. “This means that new systems do not deliver value to the organization on the day they are deployed but at some later time after processes have been adapted to the system and often after changes to the system have been made to adapt to the reality of practical use. Therefore, you can think of time to value as the time period between initial rollout and deployment of the system and that time when it is judged to be actually delivering value to the organization.”
“不论一个系统多好，需要花费时间让用户在日常工作中慢慢适应它。”他说，“也就意味着新的系统在开始时不为组织提供价值，但是稍后，流程已经适应系统之后，经常变更系统以适应现实的实际应用。因此，你可以把时间价值作为初期推出和系统展开之间的时期，也就是认为它已经实际为组织提供价值的时候。”
Going back to the temporary employee example, reducing TtV meant considering things beyond just training. These include not only material segmentation, training room layout, and training the trainers, but also changing the standard work area into cells.
回到临时工的案例，减少TtV意味着考虑事情不仅仅是培训。不但包括材料分类、培训室布局,以及培训师的培训，而且会变更标准工作区域。
While reducing nonvalue-added activities helps organizations become more efficient and cut processing times, a focus on TtV can help reduce the time to when value is realized from new programs, strategies, or technologies.
减少非增值活动有助于组织变得更高效和减少处理时间，关注TtV可以帮助减少新项目、战略和技术的价值实现时间。
Why do you think TtV is so often overlooked on lean or Six Sigma projects?
为什么你认为在精益或六西格玛项目上经常忽略运用TtV呢？
ABOUT THE AUTHOR
作者简介
Akhilesh Gulati
Akhilesh Gulati has more than 18 years of experience in operations and process improvement, innovation, design, and quality management. Gulati is a Six Sigma Master Black Belt, a past section chair of the American Society for Quality, a former senior examiner for the California State Quality Awards, and is currently a principal of PIVOT Management Consultants. He holds bachelor’s and master’s degrees from the University of Michigan and a master of business administration from the University of California, Los Angeles. He is currently president of the Association for Strategic Planning, Orange County Chapter, California. Write to him at gulati@pivotmc.com or call (877) 748-6862.
艾克雷什.格拉特
艾克雷什.格拉特在运营和工艺改进、创新、设计和质量管理方面有超过18年的经验，他是一个六西格玛黑带大师、美国社会质量协会前主席、加州品质奖前高级考官，现在是PIVOT管理咨询的校长。他拥有密歇根大学的学士和硕士学位和洛杉矶加州大学的工商管理学硕士学位。目前他是加州奥兰治县的战略计划协会董事长，通过邮件gulati@pivotmc.com或打电话(877) 748-6862与他联系。
来自http://www.qualitydigest.com
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