(完成) 第103篇 Simplistic Ain’t Lean

本帖最后由 小编D 于 2013-7-3 10:59 编辑

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本文翻译：dlbsh 校稿：玛格西

It’s unrealistic, nonlean thinking
这是不切实际的，非精益思考

Leonardo da Vinci’s comment, “Simplicity is the ultimate sophistication,” could easily serve as a lean tag line.
莱昂纳多 达芬奇说过：“致简复繁”，这句话非常适合作为精益的时髦词。
Surely, lean tools, like standard work, visual controls, and mistake proofing devices, are only truly effective if they are easily explained, understood, deployed, maintained, and adjusted. Heck, lean principles are simple too, just hard to implement.
当然，精益工具，像标准工作，视觉控制，防呆治具，只有被有效的解释、理解、展开、坚持以及适时调整，才会真的有效。真见鬼，精益条款也非常简单，就是很难实施。
This whole simplicity stuff is consistent with the Shigeo Shingo-identified first objective of continuous improvement—easier (followed immediately by better, faster, and cheaper) .
整个简易资料与新乡重夫的《确定持续改进为首要目标》一致----更容易（即刻追求更好，更快，更便宜）
But, some folks in their rush to keep things simple, careen into “simplism.”
但是，有些人匆匆的保持事情简单，倾向于“简化主义”。
Simplism, defined by thefreedictionary.com, is, “the tendency to oversimplify an issue or a problem by ignoring complexities or complications.”
简化主义定义来源于“thefreedictionary.com”，意思是“倾向于通过忽略复杂性或并发性，过度的简化一个问题或难题。”
I think a lot of simplism is driven by a type of unthinking, lean just-do-it machismo, detachment from the gemba, or ignorance of lean principles, systems, and tools.
我认为很多简化主义被这些无思考能力，精益中去做吧，大男子主义，脱离现场的人，或者忽略精益条款，系统或者工具的人推动着。
Simplism begets simplistic directives. Like, “Within the next quarter, team leaders need to facilitate problem solving like their counterparts at Toyota.” Except there just might be some “complications” that need to be addressed first, such as the fact that the Toyota team-leader span of controls is in the 5–8 associate range, and our team leaders have 15 to 20 associates… not to mention the profound training and mentorship that is required to develop effective team leaders.
简化主义产生过分简单的指令。像“在下一刻钟，团队领导需要促进问题的解决像他们在丰田的同行一样”。除了一些“并发症”需要率先处理，事实上丰田的团队领导控制的范围为5-8名副手，并且我们的团队领导有15-20名副手…更不要说细致的培训和导师制，也就是说要求发展有效的团队领导。

Simplism begets simplistic countermeasures. Countermeasures must address root causes, real root causes. And the countermeasures must work in the real world.
简化主义产生过分简单的对策。对策必须针对根本原因，真正的根本原因，并且对策必须确实真实的运行。
For example, when a given process is irreducibly complex (for now), the standard work might have to be more than one page. The simplistic practitioner (and I have encountered such folks) might maintain that standard work can’t be more than a page. “It’s too hard for my (well-educated) folks to absorb.” Simplism shouldn’t be allowed to trump lean principles. If the one-page standard work is insufficient, then the steps, sequence, cycle times, and standard work in progress may not be appropriately defined. What then? Is it OK for operators to improvise?
例如，当一个给定程序不可简化（从现在开始），标准工作可能超过一页。但是过分简化主义者（我曾经遇到过这些人）可能坚持工作标准不能多于一页。“这对于我的人（受过良好教育）来说太难理解了。”简化主义不允许超出精益条款。如果一页标准工作不足，然后步骤，顺序，循环时间，以及标准工作在程序中可能没有被恰当的定义。接下来呢？是不是要作业员即兴发挥？

Ignoring complexity and complications… it’s just unrealistic, nonlean thinking.
忽略复杂性和并发性…这是不切实际的，非精益的想法。
Lean leaders can’t be simplistic.
精益领导不能是简单主义者。

ABOUT THE AUTHOR
关于作者

Mark R. Hamel
马克 R 哈梅尔
Mark R. Hamel is a lean Six Sigma implementation consultant and author. He is founder of GembaTales, a blog for providing insight into the application of certain lean concepts, and co-founder of the Lean Math blog—a tool and construct for thinking to integrate lean math theories with application. His book, Kaizen Event Fieldbook: Foundation, Framework, and Standard Work for Effective Events (Society of Manufacturing Engineers, 2010), received a Shingo Research and Professional Publications Award. Hamel can be reached at mark@kaizenfieldbook.com.
马克 R 哈梅尔是一位精益六西格玛执行顾问和作者，他是GembaTales的创始人，GembaTales是一个博客，提供某些精益概念的深入理解，并且共同创建了Lean Math blog-整合精益数学理论应用的工具和概念。他的书，改善事件记录表：有效项目的基础，框架，以及标准工作（社会的制造工程师，2010），收到 Shingo研究和专业出版奖励， E-mail: mark@kaizenfieldbook.com.

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