“实践精益”第6章摘录:信任…一个五个字母的词

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Practicing Lean book by 新利18网新利18网址址Mark Graban本着“的精神精益出版,“这本书实践精益has another new incrementally-added chapter.

最新的杰出贡献来自Jamie Parker,撰写大型商业印刷业务的经验教训……可在任何地方应用的经验教训。

我不会泄露她的童年故事,也不会泄露她如何巧妙地将其与早期的精益努力联系起来……我会把它留给这本书的买家/读者(这听起来对我来说很重要,but 100% of author proceeds are being donated to the non-profit路易丝HBatz Patient Safety Foundation).That said,“以你自己的价格命名”模型的最低价格是2.49美元。You can pay the recommended $6.99 or other prices (even voluntarily paying more,如果你愿意的话。

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Here is an excerpt from the middle of the chapter:

A Five Letter Word

Trust.It's a pretty important five letter word.In the lessons I've already shared,you can probably imagine how the mistakes we were making early in our practice of Lean hurt the level of trust our team members had of the organization and of us as leaders.When we first started practicing Lean,我们提出这是一种提高效率和降低成本的方法。Combine that with the connotations of the word "lean" itself and we had a problem.Then,再加上我们对工具的误用和自上而下推行的精益计划,问题只会变得更糟。We created a sense of fear and resentment with many of our team members.

正确的路线,我们积极致力于通过投资于我们的团队成员并给他们更多机会来创造改变。At one point,we trained our team members on the basics of continuous improvement and focused that effort on what we called daily improvements.FastCap的Paul Akers,第五章的作者,calls these "2 Second Improvements." Essentially,these are improvements that team members can make in their work environment and processes.We created "Improvement Walls of Fame" in each plant where team members could document and share their improvements.对他们来说,这是一个获得认可和互相学习的好方法。

However,我们必须以不同于我们开始实践的方式来处理这些日常改进。我们不能把效率或成本削减作为首要目标;我们已经了解到,我们的许多团队成员认为,这是“楼上的大人物”不与他们分享任何利润的一种方式,他们中的一些人甚至害怕自己会从工作中得到提升。引用Shigeo Shingo的话说,"There are four purposes of improvement: easier,更好的,faster,而且更便宜。These four appear in the order of priority." This became our rallying cry.

我们一遍又一遍地向我们的团队成员重申,我们希望他们帮助我们使他们的工作变得越来越简单和更好。That's it.Those are the first two priorities of improvement and the only thing we asked for.这也不仅仅是“本月的味道”。两年后,这仍然是我们团结的呼声。

这种范式转换对重建团队成员的信任有着巨大的积极影响。这与效率和成本无关。It was about making their jobs easier and making their plants a better place to work.Of course,他们的改进确实使事情变得更快、更便宜,也是。事实上,团队成员经常进行改进,降低了我们的成本。我认为这主要是因为我们没有要求,而是相信他们做出了他们认为有价值的改进。他们信任我们作为回报。我只希望我们已经开始这样做,而不是把自己放在一个洞爬出来开始。

These are the types of stories being shared inthe book.The point isn't for anybody to beat themselves up too much… but to share,谦逊,我们早期的失误和经验教训。

我感谢Jamie的参与,并期待着其他的贡献者参与到这个项目中来。(单击此处表达兴趣in writing something).

你也可以听听杰米被采访的杰巴学院播客集.

感谢您对这个项目的支持!

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新利18网新利18网址址马克格拉班是国际公认的顾问author,和professional speakerwho has worked in healthcare,制造业,和初创公司。他最近的一本书是成功的衡量标准:反应少,领先,改善更多.他是新歌奖获奖书籍的作者精益医院Healthcare Kaizen,as well asThe Executive Guide to Healthcare Kaizen.He also published the anthology实践精益这有利于路易丝HBatz Patient Safety Foundation,其中Mark新利18网址是董事会成员。新利18网址Mark is also a高级顾问致技术公司凯纳克斯.

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