一篇关于精益生产培训的文章

一篇Marek Piatkowski写的关于如何实施精益培训的文章，觉得很全面，很多观念也对我们从事精益的人很有启发，就尝试着将它翻译后贴出来。文章挺长的，word文档有22页，就只有翻译一两页后贴一次了。过程中才发现翻译工作还真不是件容易的事，只有勉为其难了，就当对自己是否理解文章意思的一个检验好了，希望大家发现不对的地方多提意见。

Training Recommendations for Implementing Lean

关于精益实施的培训建议

Those of us who studied the Toyota Production System (TPS) for the last few decades have seen this graphic on many occasions:

凡对过去几十年中丰田生产方式有过研究的人员对下面这个图形应该不陌生：

It is a pictorial representation of the principles and strengths of the Toyota Production System (TPS). The foundation of TPS is standardized work. The two major pillars supporting TPS are just-in-time (JIT) and jidoka, (also known as autonomation or quality-at-the-source) or as I call it, stop the line, fix the problem.

上图解释了丰田生产方式的一般性原则及优势所在。丰田生产方式的根本/基础是标准化，两大支柱为准时化(JIT) 和自动化(Autonomation)，自动化我理解为，当问题发生时，停下生产线，解决问题。

The first time I heard about JIT was in 1980 when NBC showed a television documentary called “If Japan Can, Why Can’t We?” Later on, I came across two boo ks written by Richard J. Schonberger called Japanese Manufacturing Techniques and World Class Manufacturing. Finally, Jim Womack, Dan Jones, and Daniel Roos introduced a landmark book called The Machine that Changed the World and the lean revolution was born. We found a formula on how to improve the performance of our companies through the lean production approach based on TPS.

我第一次听说JIT是在1980年NBC播出一个电视纪录片叫做“如果日本能，为什么我们不能？”稍后，我偶然看到Richard J. Schonberger写的两本书“Japanese Manufacturing Techniques”和“World Class Manufacturing”。最后，Jim Womack, Dan Jones和Daniel Roos 介绍了一本里程碑式的书名叫“改变世界的机器”随之这精益革命诞生了。我们终于找到了一种如何提高我们公司表现的准则，那就是--源于丰田生产方式的精益生产。

We started to study any publication that came out of Japan. We learned about quality circles, waste, 5S, kanbans, kaizens, single-minute exchange of dies (SMED), flow, cell layout, supermarkets, and value-stream mapping. We learned a lot. During the last 20 years, we also implemented a lot of these new lean methodologies and processes. Unfortunately, the results are limited and most of the new processes do not last long term.

我们开始学习任何一本来自日本的有关这方面的刊物。我们学习了质量圈，浪费，5S，Kanban，Kaizen持续改善, SMED快速切换, Flow流程化, Cell Layout单元生产, Supermarkets 超市管理, 和VSM价值流程图。我们学习了很多。在过去的20年，我们也同时执行了当中一些新的精益方法和流程。不幸的是，改善效果很有限并且大部分的新方法不能长时间维持。（是不是与我们改善现状很相似？--DK）

What we are forgetting is that we need to have a total understanding of all lean processes in order to successfully implement the program. We need to have the right people involved in the implementation and we need to follow a learning model developed by Toyota. Many companies initiate training activities and attempt to implement different aspects of lean looking for a quick fix. It took Toyota over 50 years to develop what we now call the TPS. You cannot expect long-term results by rushing the implementation or not investing in training.

为了成功的推行精益项目我们必需全面理解所有的精益流程和方法，但我们往往忘记了这点。我们需要有正确的人员参与推行，我们需要遵循众多的丰田公司初始培训中总结发展的学习模型并且努力为精益方式的不同方面找到实施方案。我们现在所叫的丰田生产方式是丰田公司花了超过50年时间发展起来的。你不能期望仅仅通过快速的实施或者投入培训即可达到长期形成的效果。

A lean environment requires a different style of management, style of leadership, performance measurements, organizational structures, thinking, and culture. We have done a lot of training and made organizational changes, but do we really understand how to select people to implement and run lean manufacturing? Do we know what skills they need to be effective in a lean environment or what kind of training we need to develop to be successful in implementing lean?

In the following pages, I will try to answer these questions, give some directions, and offer recommendations in the area of training requirements for implementing lean.

一个精益的环境要求不同的管理风格，领导方式，绩效考核系统，组织架构，思想和企业文化。我们已经做过很多有关组织变革的培训，但是我们真正懂得了怎样选择正确的人来实施和运行精益生产吗？我们是否真正知道什么样的技能是让他们在精益环境中更有效率所必需的？或者什么样的培训是精益生产成功实施所必需的？在下面的叙述中，我将试着去回答这些问题，在实施精益生产的培训方面给出一些指引和提供一些参考意见。

When Toyota opened its first manufacturing facility in North America in 1984 with the launch of the NUMMI joint venture with GM, there was a lot of promotion regarding the amount