在精益生产上，大多数人错过了什么？

  I reflect on a regular basis about why companies struggle with the application of lean within their businesses. Countless organizations have tried or are trying to deploy lean in some form but, after achieving some early gains, most become frustrated and disappointed with the effort.

我经常会思考这么一个问题：为什么公司在其企业中应用精益生产会很难。数不胜数的组织，已经尝试或者正在尝试以某些形式去部署精益生产，但是，在实现了一些早期的成果之后，大多数的组织会对精益生产感到沮丧和失望。

  With countless books, blogs, and seminars available on the subject, along with the openness of Toyota to show how TPS works for them, it is difficult to understand why organizations continue to have trouble achieving sustained levels of improvement that are possible with a successful deployment.

伴随着丰田在展示丰田生产方式是如何为该公司服务上面的开放性，在精益生产这一主题上，有数不尽的书籍、博客及研讨会，我们确实很难理解为什么组织在成功部署精益生产后仍然难以实现持续改善。

  The more I reflect on the problem, the more I come back to one word: transformation. Lean doesn’t happen without significant change, and failing to understand that fundamental transformation is required – both personal and organizational – will lead to frustration and mediocrity over the long term.

我对这个问题的思考越多，我就越发会将其概括为一个词语：转型。精益生产，不会在没有重大变化和不理解个人及组织需要根本性转型的情况下发生，长期来看会导致挫折和平凡。
WHAT IS TRANSFORMATION?
什么是转型？

  The first time I toured a Toyota factory, I noticed several people in the group from a competing automaker. At one point during the day, I asked one of the people running the program why they allow a competitor to see their operation.
  He told me that, because of the help Toyota received from Ford many years ago as they were trying to rebuild and compete on a global basis, they still feel indebted and want to give back by helping others.
  As we continued to talk, though, he also mentioned that most people who take the tour focus on the “things” they see rather than comprehending what it is that makes these things work.
  They rarely ask about the culture, leadership focus, and thinking that makes Toyota successful. What he was basically saying is that they don’t recognize the need for transformation.

当我第一次参观丰田工厂时，我注意到一群来自竞争对手汽车制造商的人。在一天中的某个时刻，我问一个运行程序的人，为什么他们让竞争对手看到他们的运作。
他告诉我，多年前，丰田公司在试图在全球范围内实施恢复和竞争时，从福特公司那里得到帮助了，至今，丰田仍旧心存感激，他们想通过帮助别人来予以回报。
不过，在我们继续讨论的时候，他还提到，大多数参加丰田巡线的人关注的是所看到的“事物”，而不是理解让这些“事物”起作用的是什么。
他们很少询问丰田公司文化、领导力的重点和让丰田公司成功的思想。他基本上说的是，他们没有意识到转型的必要性。

  BusinessDictionary.Com defines transformation as, “a process of profound and radical change that orients an organization in a new direction and takes it to an entirely new level of effectiveness.”

BusinessDictionary.com将“转型“定义为：“转型，一个深刻而彻底的变革过程，它将确定组织的崭新的方向，并会将效率提升到新的高度。”

  Far too often, companies attempt to deploy lean on top of existing leadership, development, hiring, and promotion systems that causes conflict and friction between lean and the traditional approach to business. This conflict results in either no long-term improvement or actually making things worse.

很多时候，公司都试图在现有的领导、发展、招聘和晋升系统之上部署精益生产，这会导致精益生产与企业的传统方法两者之间产生冲突和摩擦。这种冲突，要么没有长期的改善，要么事实上会让事情变得更加糟糕。

  This is what I believe is the problem with six sigma. It is a problem-solving methodology that does not demand transformation. It remains popular because leaders can delegate problem-solving without changing the way they lead, hire, promote, and develop people.
  While some problems are attacked and resolved, the lack of a change in culture means that many other problems are never even seen as problems, and these are the ones that keep a company locked in mediocrity.

这就是我认为六西格玛的问题之所在。六西格玛，是一种不需要转型的问题解决方法。实际上，六西格玛仍然很受到欢迎，因为领导者可以在不改变领导、雇佣、提升和发展人员的方式的情况下授权解决问题。当一些问题被处理和解决时，由于对文化上转变的缺乏，意味着许多其他的问题甚至从未被看成为问题，而恰恰是这些问题让公司处于平庸之中。
WHY IT’S DIFFICULT
为什么很难

  There are a number of reasons why organizations miss transformation as a key element of a lean deployment. Although understanding and addressing the causes is critical, it won’t be easy. One needs to undergo transformation to understand the importance of transformation.

有很多原因导致组织错过了转型-精益部署的关键要素。虽然了解和解决根源很重要，却没那么容易。个人需要经历转型来理解转型的重要性。

  Some thoughts on the reasons for, and potential countermeasures to, helping people appreciate the need for transformation include:

关于帮助人们认识到转型需要的原因和潜在对策的一些想法包括：

  A Lack of Understanding: Someone who has never experienced (or even seen) success with lean is likely going to have difficulty understanding the differences from a traditional way of doing business.
  This type of person will probably not recognize how significant the subtle differences are between a successful lean deployment and his or her own situation.
  An experienced lean coach who is not afraid to challenge people at all levels is one way to help others develop an understanding and appreciation for transformation.
  A coach or advisor without heavy experience in lean, leadership and business, or is afraid to challenge executives is likely to focus on where he or she feels the most comfortable: the tools. Unfortunately, focusing only on the tools of lean is never going to result in long-term change;

缺乏理解：从未经历过（甚至从没见过）精益生产成功的人，很可能难以理解精益生产与传统商业方式之间的区别。
这种类型的人可能不会认识到成功的精益生产部署与其自身状况之间的细微的差别有多大。
经验丰富的精益教练，不怕挑战各级人员，是帮助他人理解和欣赏转型的一种方法。
没有丰富的精益、领导力和业务经验，或者害怕挑战高管的教练或者顾问，很可能会专注于自己感到最舒服的方面：工具。很不幸的是，只关注精益生产的工具，永远不会导致精益生产的长期变化；

  Unwillingness to Change:It is extremely difficult to help someone learn something new when they do not believe in the need to change. A leader who is somewhat satisfied with current performance and believes that the current strategy is acceptable will mostly like not be open to learning about transformation.

不愿意改变：当人们不相信改变的必要性时，帮助他们学习新事物会非常困难。一个对当前绩效比较满意并且认为当前战略是可以接受的领导者，很可能并不会去接受学习转型。

  It is difficult to convince someone who feels they have been successful that they need to change. Leaders get to their position by doing things a certain way and many do see no reason to do anything differently.
  This is the most difficult situation to handle because without an openness to learning, it is unlikely a person will give any time to talk about lean or transformation.
  The only chance to get through to this type of person isto spend a significant amount of time with him or her to develop a relationship of mutual respect where the coach can begin to understand and demonstrate where change is needed.

很难说服那些认为自己已经成功的人他们需要改变。领导者通过以某种方式做事来得到自己的职位，许多人认为没有理由去做任何不同的事情。
这是最难处理的情况，因为如果没有开放的学习态度，一个人不太可能给出任何时间去谈论精益生产或者转型。
了解这种类型的人的唯一机会是：花大量的时间与对方建立一种彼此尊重的关系，在这种关系中，精益教练可以开始理解和展示所需要的转变之处。

  Changing culture requires changing systems like leadership development, promotion, hiring, and setting goals and objectives.
  The transformation needs to happen from the systems down to the relationships and conversations to drive change in the way people think and approach work. Without this, lean will not succeed in driving sustained improvement in performance that most people expect.

改变文化，需要改变领导力发展、晋升、雇佣以及设定目标等系统。
转型，需要由系统到关系和对话，以推动人们在思考方式和工作方式上的改变。如果缺少这一点，精益生产在推动大多数人所期望的业绩层面将无法做到持续改进。

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