如何走现场
现场观察，问为什么，表达尊重
By John Shook
约翰·舒克
Here are some guidelines I use when doing a gemba walk as an outside advisor.
以下是我作为外部顾问在现场时遵循的一些指导原则。
Everyone who has caught the lean bug shares at least one symptom: We love to observe work. We love to go to the gemba and watch the value-creating work, the real work of the business.
所有被精益生产理念所吸引的人都有一个共同的特征：我们喜欢观察作业，喜欢走现场（Gemba）观察创造价值的工作，即企业的真正工作。
But when leaders “go to the gemba,” they go for a reason: To help discover how to improve the work processes.
但是，当领导者“走现场”时，他们总是带着一个目的：帮助发现如何改进工作流程。
Still, I’m often asked: “What do you look for…?” So here are some guidelines I use when doing a gemba walk as an outside advisor.
我经常会问：“你在观察时会注意什么……？”因此，以下是我作为外部顾问在进行现场观察时遵循的一些指导原则。
Go See, Ask Why, Show Respect
现场观察，问为什么，表达尊重
The words of Toyota Chairman Fujio Cho, “Go see, ask why, show respect,” are now famous as basic lean principles.
丰田董事长张富士夫（Fujio Cho）的名言“去现场观察，问为什么，表达尊重”现在已经成为精益生产的基本原则。
I first heard Mr. Cho speak those words when I was deputy general manager during the early 1990s start-up of the Toyota Supplier Support Center in the U.S. Each week began with a meeting with Mr. Cho, who was my advisor, to discuss activities, progress, problems, and plans.
我第一次听到张富士夫先生说出这些话是在上世纪90年代初，当时我是美国丰田供应商支持中心的副总经理。每周，我都会与我的顾问张富士夫先生开会，讨论活动、进展、问题和计划。
Go see, ask why, show respect is the way we turn the philosophy of scientific empiricism into actual behavior.
“去现场观察，问为什么，表达尊重”是我们将科学经验主义思想转化为实际行动的方式。
We go observe what is really happening (at the gemba where the work takes place) while showing respect to the people involved, especially those who do the real value-creating work of the business. So now let’s do a job breakdown.
我们前往现场观察真正发生的事情（即作业发生的地方——现场），同时向现场人员表示尊重，尤其是那些真正创造价值的企业员工。现在，让我们对这项工作进行细分。
1Go See 去现场观察
It starts with “go see,” so how do you go see? What do you look for?
这项工作从“去现场观察”开始。那么你如何观察？你需要观察什么？
We want to understand every gemba from the standpoints of Purpose, Process, and People.
我们从目的、流程和人员三个角度了解每一个现场。
Asked most simply and directly: Is management working to align people and processes to achieve a purpose? Are processes designed to enable people to work toward
achieving organizational purpose?
最直截了当的问题是：管理方法是否可以使人员与流程相协调以实现目的？设计的流程是否便于员工为实现组织目的而工作？
Here are some questions to dig deeper into this:
以下是一些进一步深入探讨的问题：
1.What is the purpose of this gemba and the broader organization? Are they aligned? Can you see that alignment in the process and the people?
1、这个现场和更广泛组织的目的是什么？它们是否一致？你能在流程和人员中看到这种一致性吗？
2.Are processes designed consistently to achieve the purpose?
2、是否始终如一地设计流程以实现目的？
3.Are people engaged in working to achieve the purpose, and are they supported in this work by the processes?
3、员工是否积极参与实现目的的工作，并且他们在这一工作中是否得到了流程的支持？
Although purpose ostensibly comes first, I usually focus on process when walking a gemba. Still, I often begin by asking just a few simple, direct questions about purpose.
虽然目的看似是首要的，但我在现场时通常更关注流程。不过，我通常会先问一些关于目的的简单直接的问题。
What is the organization or individual trying to accomplish —objectives and problems— in general and/or today?
该组织或个人一般或今天试图实现什么目标、解决什么问题？
After this, we begin our walk, observing and asking questions that focus on the process.
之后，我们开始观察和提出专注于流程的问题。
Later, I always circle back to ask more in-depth questions about purpose, objectives, and problems.
稍后，我总是回到关于目的、目标和问题的更深入的问题上来。
Observing the process and people dimensions means seeking to understand the gemba (whether the specific work site you’re visiting or the broader organization) as a socio-technical system.
观察流程和人员维度意味着试图将现场（无论是你正在访问的特定工作场所还是更广泛的组织）视为一个社会技术系统。
I like to try to understand the technical side first, though I observe both dimensions in parallel.
我喜欢先尝试理解技术方面，尽管我会同时观察这两个维度。
If I can understand what this gemba is trying to accomplish technically, then I can easily conceive the best questions to ask to help them better understand where their real
problems are and what they need to do next.
如果我能理解这个现场在技术层面上试图实现什么，那么我可以很容易地构想出最佳问题，以帮助他们更好地理解真正的问题所在以及接下来需要做什么。
Based on the current situation of your gemba, I can begin to consider exactly what this gemba and these people need to learn. Then, I can think of how I can help them learn it.
基于你现场的现状，我才能够开始考虑这个现场和这些人需要学习什么。接下来我才会考虑我如何能帮助他们学习这些内容。
原文链接：
https://www.lean.org/the-lean-post/How to Go to the Gemba: Go See, Ask Why, Show Respect - Lean Enterprise Institute
.jpg)
.png)