精益文化变革的最大障碍是什么？
By Art Byrne
阿特•伯恩
2How do you overcome change barriers when the CEO is lean and the company is not?
当CEO本身倾向于精益转型，但公司整体并不是精益公司，你要如何克服变革障碍呢？
This case is more personal to me as I faced this challenge as group executive at the Danaher Corporation, and as CEO of the Wiremold Company.
这种情况对我来说更具个人意义，因为我在丹纳赫公司担任集团高管，以及在线模公司担任CEO时都面临过这一挑战。
Expect resistance in these major areas:
1) senior management, 2) middle management, 3) shop floor supervisors and 4) the workforce and/or union.
预计会在如下这些方面遇到阻力：
1）高层管理者，2）中层管理者，3）车间主管，以及4）员工和/或工会。
Senior Management
高层管理者
Convincing senior management to move to lean is not all that hard once you lay out the expected results.
一旦你列出了预期的结果，说服高层管理者向精益转变并不难。
After all, who is going to argue with the boss that “we shouldn’t try to get better.”
毕竟，谁会和老板说“我们不应该尝试变得更好”呢？
Even so, most senior staff will assume that lean is simply a cost reduction program focused on the factory, leading your VPs of sales, finance, IT, engineering, and human
resources to resist, arguing that it doesn’t apply to them.
即便如此，大多数高层管理者也会认为精益管理只是一个以制造工厂为重点的成本降低计划，从而导致销售、财务、信息技术、工程和人力资源副总裁们提出反对意见，认为这不适用于他们。
That’s not too hard to overcome; put them all on kaizen teams and explain that every part of the company must change.
这并不太难克服：让他们都加入改善团队，并解释公司的每个部分都必须改变。
Your biggest issue with this group will be having them work as part of the true teams required in a lean setting.
对你来说，需要解决这个团队的最大问题是让他们作为团队的成员与这个精益团队一起工作——这是精益环境所必需的。
No more sales VPs running into the CEO’s office to complain about manufacturing!
不再有销售副总裁跑到CEO办公室去抱怨制造问题！
It will also mean getting them all to participate and give their opinions on every subject, as opposed to staying quiet when the subject is ostensibly beyond their domain.
这也意味着让他们都参与并在每个主题上发表意见，而不是在问题明显超出他们领域时保持沉默。
Middle Managers and First Line Supervisors
中层管理者和一线主管
In my experience this is where you will find the most resistance to lean.
根据我的经验，中层管理者和一线主管对精益转变的抵制最为强烈。
Lean changes the roles of these people the most, and they typically respond to their world being turned upside down by fiercely resisting.
精益管理极大地改变了他们的角色，通常会导致他们强烈反对自己的世界被彻底颠覆。
This way of behaving is not done intentionally; it is just that old habits die slowly as they say.
这种行为方式并非故意为之；正如人们所说，老习惯难改。
To become lean, you must move away from the traditional functional organizational structure and to a lean value steam structure, a change that will cause enormous disruption
in terms of jobs, responsibilities, and formal assignments.
要实现精益变革，就必须摆脱传统的功能性组织结构，转向精益价值流结构，这种转变将在工作、责任和正式分配方面造成巨大的混乱和颠覆。
At Wiremold, for example we had to pick value stream leaders in our transition to lean.
例如，在线模公司精益转变的过程中，必须挑选价值流领导者。
For the most part our traditional functional foremen did not make the cut, but their extensive knowledge and experience were still extremely valuable.
在大多数情况下，传统的职能领导者并没有达到要求，但他们的广泛知识和经验仍然非常有价值。
We eliminated the production planning department and the purchasing department by combining these functions into a buyer/planner assigned to each value stream leader,
who sat on the shop floor next to their equipment.
我们取消了生产计划部门和采购部门，将这些职能合并到分配给每个价值流领导者的采购员/计划员身上，他们坐在车间里的设备旁。
We also broke up our engineering departments and assigned our engineers to specific value streams instead. Lots of change, lots of confusion, lots of opportunity to resist.
我们还解散了工程部门，并将工程师分配到特定的价值流中。变动很多，混乱很多，抵制的机会也很多。
On balance this worked very well, despite the disruption. The biggest resistance came from the front-line supervisors, who were used to giving orders, and whose style of
leadership conflicted with our emphasis on teamwork and everyone working together.
总的来说，尽管存在一些混乱，但这种做法运作得非常好。最大的阻力来自于一线主管，他们习惯于发号施令，领导风格与我们强调的团队合作和所有人共同努力的理念发生了冲突。
Because this was harder to see it was harder to solve. We addressed this by introducing an annual employee survey that focused 5 of the 30 questions on how your supervisor
treated you.
因为这种冲突更难以察觉，所以也更难以解决。我们通过引入年度员工调查来解决这个问题，调查共有30个问题，其中的5个问题专注于你的主管如何对待你。
The responses highlighted the problems and gave us a chance to have a talk with the individuals and correct them.
这些回应突出了问题，也给了我们机会与这些主管进行交谈并纠正他们的问题。
The Workforce or Union
员工或工会
Despite popular myths about unions, my experience with the UAW at Jake Brake (our first lean example at Danaher), and the IBEW at Wiremold, revealed these two as cooperative partners.
尽管人们对工会有很多误解，我在Jake Brake（我们在丹纳赫的第一个精益示例）与UAW（美国汽车工人联合会）以及在线模公司与IBEW（国际电气工人兄弟会）的经历表明，这两个工会是合作伙伴。
Sure, the union contracts added some extra steps and time, but for the most part the work force was never a barrier.
当然，工会合同增加了一些额外的步骤和时间，但在大多数情况下，员工从来都不是障碍。
The key was not treating them as “THE UNION”, and instead treating them like people and the key part of the team that they really are.
关键是不要把他们当作“工会”来对待，而是要把他们当成真正的人，当成团队的关键部分来对待。
After all, the best ideas for eliminating waste will always come from the people doing the work.
毕竟，消除浪费的最佳想法总是来自于从事这项工作的人。
Make sure that half of every kaizen team is comprised of hourly employees and that you get all your hourly employees on as many kaizen teams as you can, and you won’t have any problems.
确保每个改善团队中有一半是由小时工组成的，并且让所有的小时工加入尽可能多的改善团队，这样就不会有任何问题。
Tackle Resistance Situationally
根据具体情况应对阻力
In a wide range of settings, I’ve found that resistance to lean can occur at all levels of the organization.
在很多情况下，我发现对精益的抵制可能发生在组织的各个层面。
There are big differences however, depending on whether the CEO is the lean zealot and driving change or whether the issue is getting the CEO to start down the lean path in the first place.
然而，根据CEO是否是精益的狂热者和推动变革的人，或者问题是否首先让CEO开始走上精益之旅，这两者之间存在很大的差异。
Overall, I would say the biggest hurdle is getting the traditional CEO to start down the lean path.
总的来说，我认为最大的障碍是让传统的CEO开始走上精益的道路。
Unfortunately, in my opinion, about half of these CEOs will never be willing to take the leaps of faith necessary to become lean.
不幸的是，在我看来，这些CEO中大约有一半永远不愿意为精益而采取必要的信念改变。
Of course, that is good news for anyone competing against them.
当然，这对任何与竞争者来说都是好消息。
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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