精益文化变革的最大障碍是什么？
By Art Byrne
阿特•伯恩
I’ve dealt with this challenge in two main categories:
我主要在两种情况下应对这一挑战：
1) Private equity-held companies where I was an operating partner and chairman of four to five of our portfolio companies, essentially facing the resistance to lean faced by most traditionally run companies.
1）私募股权公司，我是这些公司的运营合伙人，也是我们投资组合中四到五家公司的董事长，面临着大多数传统运营公司在精益转型时基本会面临的阻力。
2) Companies where, as CEO or group executive, I was directly in charge of the strategic direction we would pursue.
2）我作为CEO或者集团高管的公司，我直接负责公司的战略方向。
1How do you get the CEO to embrace lean?
如何让CEO拥抱精益?
I’ve found that the biggest barrier to adopting lean almost always comes from the CEO.
我发现，精益转型的最大障碍几乎总是来自CEO。
Occasionally you would find that the CEO was uncertain about taking the lean path, and his senior staff proved to be the biggest resistors and could almost always talk the CEO out of making the switch.
偶尔，你会发现CEO不确定是否要走精益路线，而事实证明，他的高层管理者是最大的阻碍，他们几乎总能说服CEO放弃这一转变。
Their argument that “this will never work here” is hard to overcome, especially when backed with few examples that relate to your company or industry.
尤其是与你的公司或所在行业相关的成功案例很少的情况下，他们很难克服“精益在这里行不通”的观点。
This resistance should surprise nobody. After all the CEO and his senior staff succeeded by following a traditional management approach.
这种抵触情绪其实并不意外。毕竟，CEO和高层管理者都是通过遵循传统管理方法取得的成功。
They were taught by and rewarded for the prevailing operational status quo, which only reinforces their belief that they are on the right track and there is no need to change. Their resistance only grows in
the face of lean requiring major change.
他们受到的指导是以目前的方式运营，并由此获得的业绩而受到奖励，这只会强化他们的你记住，认为自己走在正确的道路上，并认为没有必要做出改变。在面对精益转型需要重大变革时，他们的抵触情绪只会加剧。
The conventional personality type and management style of most CEOs creates additional barriers.
大多数CEO的传统性格类型和管理风格造成了额外的障碍。
In my opinion, approximately half of all CEOs are either insecure individuals or adhere to a rigid top-down management style.
在我看来，大约一半的CEO要么是缺乏安全感的人，要么坚持严格的自上而下的管理风格。
They don’t like surprises and if (when) they occur they need someone to blame. While this default mode may work in a traditionally managed company it is totally incompatible with lean.
他们不喜欢出现意外的情况，如果（当）意外发生时，他们就会责备相关人员。虽然这种默认模式可能在传统管理的公司中有效，但它与精益完全不相容。
Moving to lean is a constant series of “leaps of faith” where every change you make brings with it the thought of “but what if this doesn’t work?” If the CEO can’t stand surprises, then getting him/her
to move to lean is almost impossible.
转向精益是一系列不断的“信念飞跃”，所做的每一个改变都会伴随着“但如果这不奏效怎么办？”的想法。如果CEO不能容忍意外，那么让他/她转向精益几乎是不可能的。
At Wiremold, we were written up in many articles and influential books like Lean Thinking and Gemba Kaizen after we made some progress.
在线模公司（Wiremold）取得一些进展后，我们被许多文章和有影响力的书籍如《精益思想》和《现场改善》所提及。
This brought out the industrial tourists and we soon found ourselves giving a lot of plant tours. We wanted to help others, and so while this was fine at first, eventually we found that doing the tours was
interfering with running our business.
这吸引了工业界的游客，我们很快发现自己被很多工厂参观。我们本想帮助他人，所以一开始这还不错，但最终发现参观活动干扰了我们的业务运营。
We knew that no company that came to visit would be successful in implementing lean unless it was driven by their CEO.
我们知道，除非得到CEO的推动，否则来参观的公司都不可能在实施精益转型方面取得成功。
So, we added a simple new rule: you can only come to visit if you bring your CEO. Surprise, surprise, all industrial tourism stopped immediately.
因此，我们增加了一条简单的新规定：只有你的CEO一起来，你才可以来参观。令人惊讶的是，所有的工业旅游活动都立即停止了。
原文链接：
https://www.lean.org/the-lean-post/articles/What Is the Biggest Cultural Barrier to Lean? - Lean Enterprise Institute
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