(校稿任务) 第101篇 What Does 3P Stand For?
本帖最后由 小编D 于 2013-6-8 14:44 编辑
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本文翻译：九五一
Perhaps ‘6P’ is more fitting
可能”6P”更合适一些.
3P, or “Production Preparation Process,” is a method introduced to the United States during the mid-1980s by Chihiro Nakao, a contemporary of Taiichi Ohno, and a founder of the consulting firm Shingijutsu Ltd. I recall the method was called “New Production Preparation” (NPP) early along, but apparently succumbed to a marketing intervention, hence 3P.
3P,或者说”生产准备流程”是19世纪80年代中期由Chihiro Nakao引入美国的一种工作流程,
Chihiro Nakao和Taiichi Ohno是同时代的人,他是著名的咨询公司Shingijutsu的创始人之一.我记得最初这个流程叫做”新品准备流程”(NPP),但是显然3P的说法更容易被人们接受,慢慢就取代了NPP.
The basic idea of 3P is to achieve, in Nakao’s words, “breakthrough or transformational changes in production process” through rapid, integrated prototyping of both product and process.
3P的基本思想就是实现.用Nakao的话来说,通过建立快捷的,全面的产品及流程模型来”突破或变革生产流程”
I had a 3P experience recently that reminded me how much I learn from customers. My inspiration occurred during a “mini event” to develop a build-out addition to a surgery center. The decision to use a 3P approach to develop a better floor layout was made pretty late in the process. We had one week to investigate the current condition and understand design requirements. Then we began, a team of eight clinicians—doctors, nurses, techs, and housekeepers—to “trystorm,” a term connoting brainstorming activity combined with actual doing. The first of Nakao’s “16 Catch Phrases” advocates minimal preplanning and “lightning fast” prototyping, a criteria we closely followed: the event lasted a day and a half.
我最近的一次3P工作经历让我意识到我可以从客户那学到很多.这次灵感来自一次偶然的小事件,那次我们要给一个外科手术中心建一个附属设施.在工程进展中,直到很晚的时候我们才决定使用3P的工作方式来设计整个平面图.当时我们有一周的时间来研究当前的情况以及理解设计的要求.然后我们就开始行动了, 团队里的8个成员――医生,护士,技术人员以及保安员,大家一起来尝试”trystorm”手脑并用,”trystorm”的意思就是将头脑风暴与实际行动结合起来. “Nakao 16句箴言”首先主张最简计划和快速建模，我们也遵循一条标准：每件事只用一天半的时间。
Most of the 3P team had minimal previous exposure to lean concepts. But all were very passionate about patient care and “constructively dissatisfied” (a theme I take up in GBMP’s DVD Moments of Truth) with the status quo at the surgery center: bed shortages in the recovery area, ORs waiting for available beds in recovery, surgeons waiting for ORs, and, of course, patients waiting for everything.
大多数3P小组都有最简化及提前预防的精益思想，但是现在，所有的小组都非常关心外科中心的病患护理和“完全不满意”（这个题目我在我们GBMP公司的‘真实时刻 DVD’当中讨论过）这两个议题：比如恢复区的床位紧张，手术室等待空闲的床位，医生等待手术室，当然，对病患来说，所有都要等。
When I introduced the concept of “patient-centered” health care from a lean perspective, a connection between passion and principle occurred—not a perfect understanding, more a fuzzy idea that focusing on the care from the patient’s point of view might yield a breakthrough. By the end of the first day (actually half-day), there was consensus regarding the status quo and a first pass concept for improvement. We agreed to “sleep on it.” This, I have found, is a very important, if not scheduled, part of the 3P process.
当我从精益观点出发推荐“以病患为中心”这个概念时，在愿景和原则之间的联系出现了——但这个解读并不完美，而是一个模糊的更专注于从病患这个角度出发的想法，从这个想法出发也许会有一些突破性的进展。第一天结束（实际上只用了半天）的时候，我们一致同意以“第一次就完成”的理念来改善现状。我们同意第二天来解决剩下的问题。我同时发现3P过程中的计划部分非常重要。
On day two we jumped into trystorming with a vengeance. One participant advised that she’d awakened at 2 a.m. with a thought. “What was it?” I asked.
到了第二天，我们马上就开始积极地手脑并用来实现昨天的想法。一个组员说她需要早上两点钟起来。我想也没想便问到“为什么呢？”
“That we might not come up with a better layout,” she replied. Nervous laughter. We trudged on with a concept that was based on “adjacencies,” a word that connotes relative locations of departments to facilitate workflow. I reminded the team to focus on patient flow, and placed a couple of Lego people on the prototype layout to signify the patient and his family. As we broke for lunch, there was a feeling within the team that the trystorm layout created so far would not be a breakthrough. We were facing a 4 p.m. deadline for a solution, and CHI-E was kicking in.
“好像我们很难设计一个更好的布置方案。”她回答。尴尬地笑了笑，其实我们一直在试图建立在一个“衔接”的理念，一种可以将整个流程能顺畅得连接起来的衔接。但是同时我也提醒团队，我们应该关注病患和就医流程，将病患及病患亲属融入到这个流程的模型中。在吃午饭的时候，整个团队都觉得到目前为止，这个所谓的动手动脑的模型可能不会再有什么突破性的进展了，因为我们必须在今天下午四点之前找到方案，然后就得开始动工了。
Lunch was over quickly—back to work. A team member blurted out as we restarted, “If we can’t fix the recovery area problem, the rest of this expansion won’t matter.”
午餐很快就吃完了——回到工作。一个队友突然说，“如果我们不能解决恢复区的问题，那再建什么东西也不重要了。
“Go with that idea,” I suggested. A new layout idea developed quickly, working back from an “ideal patient recovery area.” The principle was right: patient-focused. Ideas were popping now: trystorming and more trystorming. Within an hour, the team was sensing a breakthrough, and anxiety turned to excitement. By four o’clock, an operationally superior plan emerged that was, in the architect’s words, “totally different from what we would have drawn.”
“继续这个想法”，我觉得不错。就这样一个新的突破口出现了，我们的工作回到了“理想的病患恢复区”这个想法，也就是说“以病患为焦点”原则是对的。于是大家开始踊跃起来：动手动脑，手脑并用积极起来。在接下来的一个小时以内，团队里的每个成员都感觉到了突破性的进展，由开始的焦虑转变为兴奋。到下午四点时，一个可操作的超级方案真的就完成了，用专业的建筑师的话来说：这是与我们能画出来的方案是彻彻底底不同的东西。
A follow-up email from the project leader for this 3P effort sums it up:
后来这个项目的领导发来一封电子邮件来总结这个项目中3P活动。
“I know that my staff who were able to come really gained valuable perspectives and were definitely engaged in ‘thinking outside the box.’ I must admit that I was unsure how we could begin to make change, but count me in as a true believer in the process. I have always believed that if you need change to happen, it needs to happen with the caregivers first—it needs to be their ideas, or the change never happens. I think this is only the beginning for us, and I hope to be able to use what I learned from now on every day.”
“我知道能来的参与到这个项目中的人，一定获得了一些新的价值观念，也确实参与到了‘打破思维框架的束缚’这个活动当中，我必须承认在刚开始的时候，我也不确定我们怎么做出突破性的改变，但是包括我在内，大家都相信我们会成功的。我一直都相信，如果你想改变，就需要首先改变束缚着我们的思想——让改变成为自然而然的概念，否则就不会改变。我想这次的成功对我们来说仅仅是个开始，我希望从今天开始大家每天都可以应用到今天所学的东西。
So what did I learn from this customer? That if the right people (in this case the direct patient providers) have the passion to improve, then the keystone to improvement is the right principle. The technical side of lean is important, but the people side is essential:
所以我在这次活动的客户那学到了什么呢？只有那些关键的人（在这个活动中直接就是病患）有意愿去改变，那么他们改变的宗旨才是正确的理念。精益的技术层面上的知识很重要，但是人员的理念是最根本的。
3P = People + Passion + Principle
3P=人员+激情+理念
Do you have a 3P experience you can share?
各位读者，你有关于3P的经验分享吗？
ABOUT THE AUTHOR
关于作者
Bruce Hamilton
Bruce Hamilton, president of the Greater Boston Manufacturing Partnership (GBMP), brings hands-on experience as a manager, teacher, and change agent. Prior to GBMP, Hamilton led efforts to transform United Electric Controls Co.’s production from a traditional batch factory to a single-piece-flow environment that has become an international showcase. Hamilton has spoken internationally on lean manufacturing, employee involvement, continuous improvement, and implementing change; and he has contributed to numerous texts ranging from visual control to variety reduction. Hamilton’s blog, Old Lean Dude, is an on-going reflection on lean philosophy and practices with an emphasis on keeping good jobs close to home.
布鲁斯 汉密尔顿，大波士顿制造合资公司的总裁，拥有丰富的经理，培训师，及改革的实际操作经验，在这家公司之前，汉密尔顿曾在联合电控公司工作，将整个生产线从传统的批量生产结构转变为单元流式结构生产，使之成为世界先进的生产模式。汉密尔顿在精益生产，员工参与，持续改进，变革的执行等方面的研究同样在国际上影响很大; 他的可视化管理及减少变差等理论都成为了经典教材。汉密尔顿的博客：精益老兄，也因其强调坚持完全地、把工作做好这个理念，正在影响着现代精益哲学及其实践，
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：九五一
Perhaps ‘6P’ is more fitting
可能”6P”更合适一些.
3P, or “Production Preparation Process,” is a method introduced to the United States during the mid-1980s by Chihiro Nakao, a contemporary of Taiichi Ohno, and a founder of the consulting firm Shingijutsu Ltd. I recall the method was called “New Production Preparation” (NPP) early along, but apparently succumbed to a marketing intervention, hence 3P.
3P,或者说”生产准备流程”是19世纪80年代中期由Chihiro Nakao引入美国的一种工作流程,
Chihiro Nakao和Taiichi Ohno是同时代的人,他是著名的咨询公司Shingijutsu的创始人之一.我记得最初这个流程叫做”新品准备流程”(NPP),但是显然3P的说法更容易被人们接受,慢慢就取代了NPP.
The basic idea of 3P is to achieve, in Nakao’s words, “breakthrough or transformational changes in production process” through rapid, integrated prototyping of both product and process.
3P的基本思想就是实现.用Nakao的话来说,通过建立快捷的,全面的产品及流程模型来”突破或变革生产流程”
I had a 3P experience recently that reminded me how much I learn from customers. My inspiration occurred during a “mini event” to develop a build-out addition to a surgery center. The decision to use a 3P approach to develop a better floor layout was made pretty late in the process. We had one week to investigate the current condition and understand design requirements. Then we began, a team of eight clinicians—doctors, nurses, techs, and housekeepers—to “trystorm,” a term connoting brainstorming activity combined with actual doing. The first of Nakao’s “16 Catch Phrases” advocates minimal preplanning and “lightning fast” prototyping, a criteria we closely followed: the event lasted a day and a half.
我最近的一次3P工作经历让我意识到我可以从客户那学到很多.这次灵感来自一次偶然的小事件,那次我们要给一个外科手术中心建一个附属设施.在工程进展中,直到很晚的时候我们才决定使用3P的工作方式来设计整个平面图.当时我们有一周的时间来研究当前的情况以及理解设计的要求.然后我们就开始行动了, 团队里的8个成员――医生,护士,技术人员以及保安员,大家一起来尝试”trystorm”手脑并用,”trystorm”的意思就是将头脑风暴与实际行动结合起来. “Nakao 16句箴言”首先主张最简计划和快速建模，我们也遵循一条标准：每件事只用一天半的时间。
Most of the 3P team had minimal previous exposure to lean concepts. But all were very passionate about patient care and “constructively dissatisfied” (a theme I take up in GBMP’s DVD Moments of Truth) with the status quo at the surgery center: bed shortages in the recovery area, ORs waiting for available beds in recovery, surgeons waiting for ORs, and, of course, patients waiting for everything.
大多数3P小组都有最简化及提前预防的精益思想，但是现在，所有的小组都非常关心外科中心的病患护理和“完全不满意”（这个题目我在我们GBMP公司的‘真实时刻 DVD’当中讨论过）这两个议题：比如恢复区的床位紧张，手术室等待空闲的床位，医生等待手术室，当然，对病患来说，所有都要等。
When I introduced the concept of “patient-centered” health care from a lean perspective, a connection between passion and principle occurred—not a perfect understanding, more a fuzzy idea that focusing on the care from the patient’s point of view might yield a breakthrough. By the end of the first day (actually half-day), there was consensus regarding the status quo and a first pass concept for improvement. We agreed to “sleep on it.” This, I have found, is a very important, if not scheduled, part of the 3P process.
当我从精益观点出发推荐“以病患为中心”这个概念时，在愿景和原则之间的联系出现了——但这个解读并不完美，而是一个模糊的更专注于从病患这个角度出发的想法，从这个想法出发也许会有一些突破性的进展。第一天结束（实际上只用了半天）的时候，我们一致同意以“第一次就完成”的理念来改善现状。我们同意第二天来解决剩下的问题。我同时发现3P过程中的计划部分非常重要。
On day two we jumped into trystorming with a vengeance. One participant advised that she’d awakened at 2 a.m. with a thought. “What was it?” I asked.
到了第二天，我们马上就开始积极地手脑并用来实现昨天的想法。一个组员说她需要早上两点钟起来。我想也没想便问到“为什么呢？”
“That we might not come up with a better layout,” she replied. Nervous laughter. We trudged on with a concept that was based on “adjacencies,” a word that connotes relative locations of departments to facilitate workflow. I reminded the team to focus on patient flow, and placed a couple of Lego people on the prototype layout to signify the patient and his family. As we broke for lunch, there was a feeling within the team that the trystorm layout created so far would not be a breakthrough. We were facing a 4 p.m. deadline for a solution, and CHI-E was kicking in.
“好像我们很难设计一个更好的布置方案。”她回答。尴尬地笑了笑，其实我们一直在试图建立在一个“衔接”的理念，一种可以将整个流程能顺畅得连接起来的衔接。但是同时我也提醒团队，我们应该关注病患和就医流程，将病患及病患亲属融入到这个流程的模型中。在吃午饭的时候，整个团队都觉得到目前为止，这个所谓的动手动脑的模型可能不会再有什么突破性的进展了，因为我们必须在今天下午四点之前找到方案，然后就得开始动工了。
Lunch was over quickly—back to work. A team member blurted out as we restarted, “If we can’t fix the recovery area problem, the rest of this expansion won’t matter.”
午餐很快就吃完了——回到工作。一个队友突然说，“如果我们不能解决恢复区的问题，那再建什么东西也不重要了。
“Go with that idea,” I suggested. A new layout idea developed quickly, working back from an “ideal patient recovery area.” The principle was right: patient-focused. Ideas were popping now: trystorming and more trystorming. Within an hour, the team was sensing a breakthrough, and anxiety turned to excitement. By four o’clock, an operationally superior plan emerged that was, in the architect’s words, “totally different from what we would have drawn.”
“继续这个想法”，我觉得不错。就这样一个新的突破口出现了，我们的工作回到了“理想的病患恢复区”这个想法，也就是说“以病患为焦点”原则是对的。于是大家开始踊跃起来：动手动脑，手脑并用积极起来。在接下来的一个小时以内，团队里的每个成员都感觉到了突破性的进展，由开始的焦虑转变为兴奋。到下午四点时，一个可操作的超级方案真的就完成了，用专业的建筑师的话来说：这是与我们能画出来的方案是彻彻底底不同的东西。
A follow-up email from the project leader for this 3P effort sums it up:
后来这个项目的领导发来一封电子邮件来总结这个项目中3P活动。
“I know that my staff who were able to come really gained valuable perspectives and were definitely engaged in ‘thinking outside the box.’ I must admit that I was unsure how we could begin to make change, but count me in as a true believer in the process. I have always believed that if you need change to happen, it needs to happen with the caregivers first—it needs to be their ideas, or the change never happens. I think this is only the beginning for us, and I hope to be able to use what I learned from now on every day.”
“我知道能来的参与到这个项目中的人，一定获得了一些新的价值观念，也确实参与到了‘打破思维框架的束缚’这个活动当中，我必须承认在刚开始的时候，我也不确定我们怎么做出突破性的改变，但是包括我在内，大家都相信我们会成功的。我一直都相信，如果你想改变，就需要首先改变束缚着我们的思想——让改变成为自然而然的概念，否则就不会改变。我想这次的成功对我们来说仅仅是个开始，我希望从今天开始大家每天都可以应用到今天所学的东西。
So what did I learn from this customer? That if the right people (in this case the direct patient providers) have the passion to improve, then the keystone to improvement is the right principle. The technical side of lean is important, but the people side is essential:
所以我在这次活动的客户那学到了什么呢？只有那些关键的人（在这个活动中直接就是病患）有意愿去改变，那么他们改变的宗旨才是正确的理念。精益的技术层面上的知识很重要，但是人员的理念是最根本的。
3P = People + Passion + Principle
3P=人员+激情+理念
Do you have a 3P experience you can share?
各位读者，你有关于3P的经验分享吗？
ABOUT THE AUTHOR
关于作者
Bruce Hamilton
Bruce Hamilton, president of the Greater Boston Manufacturing Partnership (GBMP), brings hands-on experience as a manager, teacher, and change agent. Prior to GBMP, Hamilton led efforts to transform United Electric Controls Co.’s production from a traditional batch factory to a single-piece-flow environment that has become an international showcase. Hamilton has spoken internationally on lean manufacturing, employee involvement, continuous improvement, and implementing change; and he has contributed to numerous texts ranging from visual control to variety reduction. Hamilton’s blog, Old Lean Dude, is an on-going reflection on lean philosophy and practices with an emphasis on keeping good jobs close to home.
布鲁斯 汉密尔顿，大波士顿制造合资公司的总裁，拥有丰富的经理，培训师，及改革的实际操作经验，在这家公司之前，汉密尔顿曾在联合电控公司工作，将整个生产线从传统的批量生产结构转变为单元流式结构生产，使之成为世界先进的生产模式。汉密尔顿在精益生产，员工参与，持续改进，变革的执行等方面的研究同样在国际上影响很大; 他的可视化管理及减少变差等理论都成为了经典教材。汉密尔顿的博客：精益老兄，也因其强调坚持完全地、把工作做好这个理念，正在影响着现代精益哲学及其实践，
来自http://www.qualitydigest.com
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