如何走现场
现场观察，问为什么，表达尊重
By John Shook
约翰·舒克
2Ask Why 问为什么？
Having gone to see, now standing at the gemba, how do we go about understanding or analyzing the technical or process side of understanding the gemba-as-system? First, a thought question for you:
观察完现场后，站在现场这里，我们怎样将现场视为系统来理解或分析其技术或流程呢？首先，先思考一个问题：
What did you look for last time you went to the gemba? What do you look for whenever you go to the gemba?
上次去现场时，你观察了什么？每次去现场时，你都观察了什么？
Here are four ways people view work through very different “lean lenses”:
以下是人们通过不同的“精益视角”看待作业的四种方式：
1.Solution view
1、“解决方案”的视角
(1) Look for opportunities to use lean tools
寻找使用精益工具的机会
You must be careful here. Using a tool for the tool’s sake is one of the most common reasons for failure of lean initiatives large or small, and, once the pattern has been
set, is most difficult to overcome.
这里你必须小心！仅仅为了使用工具而使用工具，是大小精益项目失败最常见的原因之一，一旦这种模式形成，就很难克服。
Remember that lean thinking is about never jumping to conclusions or solutions, so the solution view isn’t really a lean view at all. Still, it is a very common among well-intentioned and even highly experienced practitioners.
记住，精益思想是关于不轻易下结论或给出解决方案的思维模式，所以“解决方案”视角并不是真正的精益视角。然而，这在意图明确甚至经验丰富的从业者中非常普遍。
2. Waste view
2、“浪费“视角
(1) Look for waste
寻找浪费
The seven (or eight) types
七种（或八种）浪费类型
Especially overproduction
尤其是过度生产
Other types
其他类型的浪费
3. Problem view
3、“问题“视角
(1) Start with the worksite objectives
从工作目标开始
Confirm: “What are you trying to achieve?
确认：“你想要达到什么目标？”
Ask: “Why can’t you?”
询问：“为什么你不能实现目标？”
(2) Focus on system, quality, delivery, cost, morale
关注系统、质量、交付、成本、士气
Problems: the presenting symptom or problem in performance
问题：表现症状或绩效问题
Causes: points of cause in the work
原因：工作中的原因点
4. Kaizen view – seek patterns, forms, tools, routines, “kata”
4、改善视角——寻找模式、形式、工具、流程、“套路”
(1) Apply at the system level — “system kaizen”
在系统层面应用——“系统改善”
Value-stream mapping plus material and information flow for system design
价值流图加上物料和信息流动，以进行系统设计
(2) Apply at the point level — “point kaizen”
在点层面应用——“点改善”
Standardized work and daily kaizen
标准化工作和日常改善
The kaizen and problem views are solidly founded on the plan-do-check-act (PDCA) process. The problem view is flexible and requires no specific lean knowledge, but it can take a long time to see results, and the path may be very uncertain.
As the name implies, it is enabled by a robust problem-solving process that can take many specific forms. Toyota’s eight-step (Toyota Business Process – TBP) process is a very good one. Seek it out and give it a try.
改善和问题视角都牢固地建立在计划-执行-检查-行动（PDCA）流程之上。问题视角灵活，不需要特定的精益知识，但可能需要很长时间才能看到结果，而且路径可能非常不确定。顾名思义，它是由一个强大的问题解决流程驱动的，这个流程可以采取许多具体形式。丰田的八步流程（丰田业务流程 - TBP）是非常好的一个例子。请尝试了解并实践这一过程。
Like the problem view, the kaizen view embodies PDCA, but it also looks to establish specific (whether new or well-understood) patterns of behaviors. These patterns—kata—lead to learning, continuous improvement, and innovation of new patterns. The concept is to “enter through form” — to master the behavior patterns and make them
habitual to learn and change your thinking. Take a look at Mike Rother’s book, Toyota Kata (2009).
与问题视角一样，改善视角也体现了PDCA，但它还试图建立特定的（无论是新的还是熟知的）行为模式。这些模式——套路（kata）——导致了学习、持续改善和新模式的创新。这个概念是“通过形式进入”——掌握行为模式并养成学习习惯，从而改变你的思维。可以参考学习迈克·鲁斯（Mike Rother）的《丰田套路2009》（Toyota Kata，2009）这本书。
The patterns, routines, and tools of the Toyota Production System are designed to be structures for improvement and learning.
丰田生产系统的模式和工具都是为了改善和学习而设计
When observing with a kaizen view, a good approach is to start your gemba walk as close as possible to the customer and work your way back, considering “what
would flow look like?” Think about the system as well as the individual processes. The patterns, routines, and tools of the Toyota Production System are designed to be
structures for improvement and learning. They help us see clearly and understand and also help us teach and mentor. So, they are just the things (solutions and means of
deriving solutions) we teach, the vehicles through which we can ask questions to teach and mentor.
当以改善（kaizen）视角进行观察时，一个好的方法是尽可能从你的现场（gemba）开始，然后逐步回溯，思考“流程应该是什么样子？”同时考虑整个系统以及单个流程。丰田生产系统的模式、惯例和工具被设计为改善和学习的结构。它们帮助我们能清晰地看到和理解现场，也帮助我们进行教学和指导。因此，它们正是我们想要教授的东西（解决方案及推导解决方案的手段），是我们可以通过提问来进行教学和指导的工具。
Unfortunately, the kaizen view is sorely missing in most gemba walks I observe. And yet I am pleased that more Lean Thinkers are moving beyond the “solutions lens”
(again, which is not lean thinking at all), past the simple waste lens (yes, we don’t want waste, but we need to seek understanding of why the waste is there and what we
can do about the causes of the waste), and many are working firmly within a problem-solving framework. This shift represents significant progress for the lean community.
遗憾的是，在我观察到的大多数现场中，人们往往缺乏这种改善的视角。然而，我很高兴看到越来越多的精益思想者超越了“解决方案的视角”（这其实并不是真正的精益思想），超越了简单的浪费视角（是的，我们不希望浪费，但我们需要理解为什么会有浪费以及我们可以对造成浪费的原因采取什么措施），许多人都坚定地在解决问题的框架内工作，这种转变代表了精益界的重要进步。
Asking Questions at the Gemba
在现场提问
Although it is the second element of “go see, ask why, show respect,” “why?” is not the first question we want to ask at the gemba. First, ask what, then why, then what
if, and finally, why not.
虽然“现场观察，问为什么，表达尊重”的第二个元素是“为什么？”但我们并不是在现场要问的第一个问题。首先，我们要问“是什么”，然后是“为什么”，接着是“如果……会怎样”，最后是“为什么不”。
The purpose and process of asking why after you have observed the gemba: Your car has a GPS; you need a GTS — a “grasp the situation” — process. We must train our
lean eyes to see and minds to ask what first. Asking why — to diagnose — comes later. As David Verble says, “Ask no ‘why?’ before its time.”
在你观察了现场之后，问“为什么”的目的和流程是：你的车有GPS；但在这里你需要一个“把握事实”的过程（Grasp The Situation）才能在问题中导航。我们必须训练我们的精益之眼去看，训练我们的思维首先问“是什么（GTS）”，然后再问“为什么”——即诊断——是后来的事情。正如大卫·维尔布尔（David Verble）所说：“在适当的时机之前不要问‘为什么？’”
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
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