如何走现场
现场观察，问为什么，表达尊重
By John Shook
约翰·舒克
3Show Respect表达尊重
Always look for signs of disrespect toward:
始终留心对以下几点的不尊重迹象：
1. Workers — especially muri or overburden
1、作业者——尤其是那些过度劳累或负担过重的作业者
2. Customers — poor delivery or poor quality – especially from controllable mura or fluctuation and variation
2、客户——交付差或质量差——特别是那些由可控的浪费、波动或不均衡、以及变异造成的
3. The enterprise itself — found in problems and muda or waste, in all its forms
3、企业本身——发现各种形式的问题和浪费
But, the worker is the first and best place to look. Think of this flow:
Respect People→Rely on People→Develop People→Challenge People
然而，观察作业者是寻找这些问题的首要和最佳场所。考虑以下的流程：尊重员工→依赖员工→培养员工→挑战员工
We respect people because it’s the right thing to do and makes good business sense.
我们尊重员工是因为这是正确的做法，同时也是明智的商业思维
Think of building your operating system from the value-creating worker out. Observe the worker and steadily take away every bit of nonvalue-creating “work.” Continue doing that, engaging the worker in the process until nothing is left except value-creating work, until all the waste has been eliminated and nonvalue-creating work isolated and taken away, distributed to support operations.
想象一下从创造价值的作业员开始构建运营系统。观察作业员，并稳步消除所有不创造价值的“作业”。持续这样做，让作业员参与这个过程，直到只剩下创造价值的工作，直到所有的浪费都被消除，不创造价值的工作被隔离并移除，将作业员分配到附属的支持性作业中。
To achieve that level of “leanness,” you will find that you must engage the hearts and minds of the people doing the work. You will have to rely on them, just as you have to rely on them
to come to work and do their job so you can get paid by your customers.
为了达到这种“精益”的水平，你会发现必须激发作业人员的热情和积极性。你必须依赖他们，正如你必须依赖他们来上班并完成工作，以便客户能付款。
Once we’ve recognized that we have no choice but to rely on our employees, it is easy to see the next step, developing them. Because as the lean saying goes, “Before we make product,
we make people.”
一旦认识到我们别无选择，只能依赖员工，下一步就很容易看清楚，那就是培养他们。因为正如精益的说法，“在我们制造产品之前，我们应先培养人才。”
Which leads directly to the most characteristically lean dimension of respect for people: challenge. Respect for people is often mistaken for establishing the enlightened modern democratic
workplace in which everyone is treated with great deference and politically correct politeness. Yet, respect demands that we challenge each other to be the best we can be. Setting challenging
expectations is one of the most critical skills of lean leadership.
这直接引出了尊重员工，这一最具精益特色的一个方面：挑战。对人的尊重经常被误解为建立开明的现代民主化工作场所，其中每个人都受到极大的尊重和政治上正确的礼貌对待。然而，精益中的尊重要求我们相互挑战，让我们变得尽可能优秀。设定具有挑战性的期望是精益领导最关键的技能之一。
Most of all, respect means doing what we can to make things better for workers, which starts by not making things worse. And we still find leaders doing more of their share of damage even
as they try to help! That’s why the first rule of gemba walking is: “Do no harm!”
最重要的是，尊重意味着尽我们所能为作业员创造更好的条件，这始于不要让事情变得更糟。我们仍然发现领导者在试图帮助员工的同时，也在做更多的损害！这就是为什么现场巡视的第一条规则是：“不要造成伤害！”
A Note on Gemba-Based Leadership
现场领导力注意事项
Everywhere we go, we still find overwhelming evidence that the conventional view of a leader is as an answer man (or woman), that the leader always should have a ready answer, and that the
leader’s answer is always correct — remains strong. And indeed, the leader’s role in providing the vision, setting the direction, and showing the path to true north is foundational to lean success.
无论走到哪里，都会发现无可争议的现象，传统观念认为领导者是解决问题的人（无论男女），领导者总是应该准备好答案，并且领导者的答案总是正确的——这种看法仍然很普遍。事实上，领导者在提供愿景、设定方向以及指明正确方向上的角色，才是精益成功的基础。
Unfortunately, we also see overwhelming evidence of the damage done by the broadcast of executive answers that reverberate negatively throughout the organization.
不幸的是，我们也看到了大量证据表明，管理层给出的答案的传播对组织内部的负面反响，与所产生的损害。
These guidelines are my own, based on doing gemba visits as an invited outside observer. Each of us needs to consider first, depending on where you work in your organization, where is your real
gemba? It’s easy for leaders to cause more trouble than they alleviate. CEOs who try to directly eliminate waste at the gemba often generate more waste than they prevent!
这些指导原则是基于我作为受邀的外部观察者进行现场的经验得出的。我们每个人都需要首先考虑，根据你在组织中的位置，你的真正现场在哪里？领导者很容易引发更多的问题而不是解决问题。试图直接在现场消除浪费的CEO们往往会产生比他们防止的更多的浪费！
Here are two simple sets of questions for you:
这里有两组简单的问题想问你：
We already asked: “What did you look for the last time you went to the gemba?” “What do you look for (generally) when you go to the gemba?”
我们已经问过：“你上次去现场时观察了什么？”“你去现场时通常观察什么？”
Then ask, “What did you do?”
然后问：“你做了什么？”
After that, the next set of questions is:
之后，下一组问题是：
“What will you look for next time you go to the gemba?”
“你下次去现场时会观察什么？”
“What will you look for (generally) when you go to the gemba?”
“你去现场时通常会观察什么？”
“What will you do?”
“你会怎么做？”
In other words, ask: What will you do to help?
换句话说，问：你会做些什么来提供帮助？
Whenever leaders issue prescriptions from afar, bad things are likely to happen.
每当领导者远程给出指示时，很可能会有不好的事情发生。
Whenever leaders issue prescriptions from afar, bad things are likely to happen. The best antidote we know? Confirm what is happening as it is happening. Diagnose and prescribe as close in
time and place as possible to the work, preferably in partnership with the person or people doing the work. That is one of lean management’s most vital principles and practices.
每当领导者远程给出指示时，很可能会有不好的事情发生。我们所知道的最佳解决之道是什么？那就是确认正在发生的事情。尽可能在接近作业发生的时间和地点进行诊断并给出指示，最好与正在作业的员工合作。这是精益管理最重要的原则和实践之一。
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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