精益文化变革的最大障碍是什么？
By Art Byrne
阿特•伯恩
1How do you get the CEO to embrace lean?
如何让CEO拥抱精益?
（续上一期）
What can you do about this? In the private equity world, when I was chairmen and owner of various portfolio companies, the solution was simple: fire the CEO.
对此你能做些什么呢？在私募股权领域，当我作为各个投资组合公司的董事长和所有者时，解决方案很简单：解雇CEO。
This happened quite frequently as our time horizon for an investment was only about five years. We couldn’t wait for the CEO to come around—if they ever would.
这种情况经常发生，因为我们的投资期限只有5年左右，无法等待CEO“回心转意”——如果他们真的会“回心转意”的话。
Every time I give a talk on lean the first question I get is invariably “How do I get my CEO to implement lean?”
我每次在精益管理方面发表演讲时，第一个问题总是“我该如何让CEO实施精益管理？”
My flip answer is “Go get a job with a lean company.” This is only partly unfair, as most of their CEOs will never adopt lean.
我通常会开玩笑地回答：“在一家精益公司找份工作吧。”这个回答有些不公平，因为大多数CEO永远不会采纳精益管理。
Even so there are some steps that can be taken that may get their CEO to come around eventually.
尽管如此，还是有一些步骤可以采取，这可能会让CEO最终转变态度。
1. Start by trying to educate your CEO about the advantages of lean.
首先，尝试向你的CEO介绍精益管理的优势。
There are many great books on the subject, starting with the seminal books Lean Thinking by Womack and Jones, and The Toyota Way by Jeffrey Liker, and even my two books,
The Lean Turnaround and The Lean Turnaround Action Guide.
关于这个主题有很多好书，可以从沃麦克和琼斯合著的开创性著作《精益思想》和杰弗里·莱克的《丰田模式》开始，甚至包括我的两本书《精益的转变》和《精益转型行动指南》。
2. Next, get him to visit a couple of lean companies and see what they have done.
接下来，让他参观几家精益公司，看看这些公司是如何做的。
3. Then have him attend a weeklong kaizen at another company to see the power of lean firsthand.
然后，让他参加另一家公司为期一周的改善周活动，亲自体验精益的力量。
4. After that, line up a good lean consultant and convince the CEO to run one or two initial kaizen events in your facilities.
之后，找一位优秀的精益顾问，并说服CEO在你的公司里开展一两个初步的改善周活动。
If none of that works, and it probably won’t, the next best thing is to just start lean in an area that you control in your company.
如果以上方法都不起作用（而且这很可能），那么最好的办法就是在你能控制的公司区域开始实施精益管理。
For example, a plant manager can start lean in her plant. Don’t make a big deal about this. Do it quietly but just do it.
例如，工厂经理可以在自己的工厂里开始实施精益管理。不要大肆宣扬这件事，悄悄地做，但一定要做。
After a while the dramatic improvement in results will start to get recognized, and the CEO will ask how did you do this?
过了一段时间，业绩的显著改善就会开始得到认可，CEO会问你是如何做到的。
Once it is understood that it was due to lean it will be hard to deny “that lean will never work here” and you’ll be on you way.
一旦他明白这是由于精益管理带来的结果，就很难再坚称“精益在这里行不通”，而你也将在这条道路上取得进展。
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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