原文链接 | https://www.lean.org/the-lean-post/articles/real-lean-vs-fake-lean/
译者 | 李兆华老师，肖燕，李威
Real Lean vs. Fake Lean
真正的精益与虚假的精益（下）
——By Michael Ballé
But what if you haven’t got access to a sensei? I’m often asked this question, and never quite sure what to answer, beyond: looking for a sensei is part of
your lean journey. I realize how frustrating this answer can be, so I’ll go out on a limb and suggest some possibilities.
但如果你找不到老师怎么办？我经常会被问到这个问题，除了回答“寻找一位老师是你精益之旅的一部分”之外，我从来都不太确定该如何回答。我知道这个答案有多令人沮丧，所以我大胆提出一些可行性建议。
If you work as a consultant in production, whether manufacturing or services, then I’d say the test method is pretty straightforward: do your clients learn to
see muri, mura, and muda and to reduce them?
如果你是制造业或者服务业一名生产顾问，那么我会说测试方法非常简单：你的客户是否学会了看到不合理、不均衡和不增值的浪费活动并减少它们？
1. Muri, or overburden, means making people or equipment work in unreasonable conditions. In the case mentioned above, because of my lean experience,
I could see right away that operators were constantly picking up crates. This is overburden.
1. 不合理，又或是负荷过重，意味着人员或者设备在不合理的条件下工作。在上面所提到的案例中，根据我的精益经验，我立刻就能发现操作员在不停的捡起板条箱，这就是负荷过重。
The managers themselves considered this as normal, and inconvenient at most. But from practicing seeing with “lean glasses,” they progressively learned
to see the muri for the disaster it was, and so, start doing something about it.
管理人员将其视为正常，认为最多只是带来不便。但练习用“精益眼镜”去观察之后，就会逐渐学会观察到不合理所带来的灾难，因此，就会开始改善以消除不合理。
2. Mura, means any form of stop-and-go. The company in question had attacked its productivity problem by investing in many large machines. They then
set up incentives for running rates of the machines. Consequently, the people at the gemba would wait until they had enough material at hand and then run the
machine as fast aspossible.
2. 不均衡，即任何形式的断断续续。这家公司通过投资许多大型设备解决了生产率的问题。之后，他们又为提高机器的运行效率设置了奖励机制。因此，现场作业人员会等到手头有足够的物料后，再以最快的速度运转机器。
This is typical mura: slow, slow then fast, fast, then slow, slow. In service, mura is everywhere since customers tend to want to do the same thing at the same
time: have ameal, check out from their hotel, pick up the rented car. If mura is not taken into account, it will create both muri and muda.
这是一种典型的不均衡：先慢再快，之后再慢（慢——>慢——>快——>快——>慢——>慢）。在服务业，不均衡也无处不在，顾客们都想要在同一时间做相同的事：吃饭、从酒店退房、取走租来的车。如果忽略了不均衡，必然导致不合理和浪费。
3. Muda, better known as the “wastes” of overproduction, correction, waiting, motion, transport, inventory, overprocessing. Unfortunately, muda is often
interpreted from themanager’s point of view as a drag on productivity. In the lean tradition, muda are non-value-added operations imposed on the operator.
浪费，即通常提到的过量生产、品质不良、等待、动作、搬运、库存、过度加工这些浪费。不幸的是，从管理者的角度来看，经常认为浪费仅是影响了生产率。在精益理念中，浪费是强加在作业人员身上的不增值操作。
Respect for the operator means that he or she can do as much value-added work without overburden. So wasteful operations are not respectful. When
you hear about the “eighth” waste (wasted creativity), you can be certain we’re talking about the managerial perspective, whereas the real challenge is to
look at work from the operator’s point of view.
尊重员工意味着他或她在没有负荷过重的情况下完成更多的增值工作。所以让操作员做具有浪费的操作就是对员工的不尊重。当听到“第八大”浪费(浪费创造力)时，你肯定认为我们是从管理的角度在讨论，然而真正的挑战是从操作员的角度来看待问题。
All in all, if you work in a production environment and as result of your consulting, frontline managers develop a greater sensitivity to muri, mura, and muda
and find specific good ideas to reduce these (muda is usually the result of a combination of muri and mura), you can be confident you’re doing something right.
总的来说，如果在生产制造过程，由于你咨询的结果，一线管理者能对不合理、不均衡与浪费更加敏感，且能找到一些具体的好主意或方法来减少这些浪费（浪费通常是由不合理和不均衡的组合结果所导致的），那么便可以确信你做了一些正确的事。
In my experience, a lot of muri can be seen at the preparation and planning stages and can be avoided proactively. Mura is more about eliminating
fluctuation at the operational level.
根据我的经验来看，在准备和计划阶段可以观察到很多不合理，并且可以事先避免的。针对不均衡更多的是在运营层面消除波动。
Muda tends to show up when the process is in place and seen by variations in output which can then be analyzed in terms of muri and mura of the system.
I’ve been taughtthat management’s role is to continually self-examine operations in order to provide and improve a flexible system and connect the workforce
to the customer.
生产过程确定后，浪费就会出现，可以通过输出的变化看到，然后可以针对系统的不合理和不均衡进行分析。我曾被教导“为了支持和改善柔性系统，并将员工与客户联系起来，管理者的角色是不断自我检查业务。”
Non-production Lean
非生产型业务的精益
But what if you’re not in a production environment? What if you try to apply lean in a completely new setting, such as IT, where there is no lean tradition?
This is a discussion I recently had with Steve Bell, co-author of the great book Lean IT: Enabling and Sustaining Your Lean Transformation. We concluded that
it’s tricky, but the spirit of PDCA still applies, and your question is still totally valid: how do I test my ideas?
但是，如果你的业务不是生产制造，该怎么办？如果你尝试在没有精益理念的全新环境中应用精益，例如 IT，该怎么办？我最近与 Steve Bell有过一次讨论，他是《精益 IT：实现和维持精益转型》一书的合著者。我们认为这是个棘手的问题，但PDCA的理念仍然适用，你的问题仍然是完全有效，即：我如何测试我的想法？
In developing lean beyond the original field of automotive production, its pioneers such as Jim Womack, Dan Jones, John Shook, Jeff Liker and others have
consistently tried to test their ideas in two ways:
在汽车生产领域之外发展精益，先驱者如吉姆 沃麦克（Jim Womack）, 丹 尼尔（Dan Jones）,琼斯 舒克（John Shook）, 杰夫 莱克（Jeff Liker）和其他人一直试图通过两种方式测试他们的想法:
1. Testing the “Toyota-consistency” by discussing the idea in question with senseis, and listening carefully to their reactions. Typically, senseis will not want to
have an opinion outside of their area of expertise, but they can’t help reacting to any new notion.
1. 通过与老师对问题进行讨论，仔细倾听他们的回应 ，来测试“丰田一致性”。通常情况下，老师不愿谈论他们专业领域之外的观点，但他们会情不自禁地对任何新概念做出反应。
Their reactions are often based on Toyota tradition and not necessarily easy to specify, but it’s the intent to understand that matters – our collective will to
recognize that Toyota has opened a different management path that we need to capture that counts.
他们的反应通常基于丰田的理念，不一定具体说明，但需要知道这样一件事情 —— 我们的共识是认识到丰田开辟了一条我们需要去掌握的不同的管理道路，这很重要。
2. Testing the idea in real-life by experimenting live with your clients, and making sure that they understand clearly what is being tested (Plan) and how we’re
going to do this (Do) how we’re going to test it (Check) and what kinds of conclusions we can expect (Act).
2. 在现实生活中通过与客户进行现场实验来测试想法，并且确保客户对以下内容有着清晰的理解：正在测试的内容（计划）、我们将如何实现（实施）、 我们将如何进行检验（检查）和我们期待哪些结果（处理）？
I’m not sure whether this answers your question, but from talking to the gurus over the years, I can tell you that what really gets their goat is applying lean
without the PDCA spirit: the certainty that such and such principle applies and that’s that.
我不确定我是否回答了你的问题，但是从多年与专家们的交流中，我可以告诉你，真正令专家恼火的是在没有PDCA理念的情况下应用精益，即：当然是这样，需要用某某原则，仅此而已。
Lean is not a religion, its applying scientific practice to the realm of business. Whenever I pontificate about any lean topic, or worse, consulting success, which
is frightfully easy to do, I find that they just stop listening.
精益不是一种宗教，它是将科学实践应用于商业领域。每当我谈论某个精益话题，不论是糟糕的状况还是很容易做的成功案例时，我发现他们便不再倾听下去了。
On the other hand, the lean gurus I know are always ready to discuss ideas and experiments and debate against real life experience or Toyota traditions. On
balance, I’d argue that lean gurus don’t especially look down on consultants or their work, but are unimpressed by the cookie-cutter approach of most consultants.
另一方面，我认识的精益大师们总是愿意讨论想法和试验，并就现实生活中的经验或丰田的理念的事情进行辩论。总的来说，我认为精益大师并不特别看不起咨询师（顾问）或他们的工作，但对大多数咨询师千篇一律的做法不感兴趣。
If there is one common theme that binds all “real” lean practitioners it is turning the PDCA wheel. I’m willing to bet that if you frame your questions in that
way the lean gurus will be as patient (and forgiving) with you as they’ve been with me!
如果有一个共同的主题将所有“真正的”精益实践者联系在一起，那就是转动PDCA的轮子。我敢打赌，如果你以这种方式提出问题，精益专家们会像对待我一样耐心(和宽容)地对待你!
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