不要只是做精益，更要成为精益之人
A lean transformation cannot be just one of 10 elements of your strategy, according to former Wiremold Company CEO Art Byrne, who has led more than
30 transformations. It must be the foundational core of everything you are trying to do; that is how it becomes your culture.
Wiremold（线模）公司前CEO亚特•伯恩曾领导过30多次企业精益转型，他表示，精益转型不能只是公司战略的10个要素之一，它必须是你试图做的每件事的基本核心，这不是它成为你公司文化的方式。
In this excerpt from his book The Lean Turnaround, he offers insights into how to make it the core strategy.
在他的《精益转型》一书的节选中，他提出了如何将精益转型作为核心战略的见解。
Lean is the most strategic thing you can do to transform your company. Perhaps a simple example will help.
精益是在企业转型中你所能够做的最具战略性的事情。或许一个简单的事例可以帮助我们更好地理解。
Let’s assume that Company A and Company B are competitors. They buy the same equipment from the same vendors and use it to compete against
each other. The only difference is that Company A takes one hour to change over its machines, whereas Company B (without big capital spending) has
figured out how to do it in one minute.
假设企业A和企业B互为竞争对手，他们从同一个供应商买了相同的设备，并以该套设备生产产品进行竞争。唯一区别是企业A需要花费一个小时进行换模，而企业B（没有很大的资金支出）却已经可以做到如何在一分钟内完成机器换模。
If the two companies can each afford to dedicate only one hour a day to setup, then which will have the lower costs and which will have the better
customer service?“
如果两家企业每天都只能拿出一小时进行换模的话，那么哪一家企业的成本更低？哪一家的客户服务更好呢?
Company B, of course, on both counts, but the real question is – is this strategic, or is it just some “manufacturing thing”? How can Company
B build on this advantage? If the industry lead time is six weeks, but Company B can use its rapid setups to offer a two-day lead time, it will certainly gain market share. And how will Company A then respond?
显然，是企业B在这两方面做的更好。但真正的问题是——这是战略问题，还是只是某种“制造产品”的事情？企业B可以如何利用这一优势？如果行业的交货期是6周，但企业B可以利用其快速换型的优势使得交货期变为2天，它必然会赢得市场份额。那么A公司将如何应对呢？
Most likely it will either build more inventory(worsening its cost disadvantage) or cut prices, which will further erode profits. Company B, however, can
use its greater speed and responsiveness to continue to gain market share without cutting the price.
最有可能的是，要么增加库存(加剧成本劣势)，要么降价，无论哪种选择都将进一步侵蚀利润。然而，企业B可以利用其更快的速度和响应能力，在不降低价格的情况下持续获得市场份额。
Does it sound more strategic now? All we did was cut setup time—something that most people see as a “manufacturing thing”—and we realized a huge strategic advantage (i.e., lower costs and better customer service). And that’s just one crucial way to illustrate that improving the way
value is added in your company is the most strategic thing you can do. It is the enabler for any other strategic moves you may want to make.
现在听起来更有战略意义了吗?我们所做的只是缩短了生产换模的时间——大多数人认为这是“制造的事情”——而我们意识到一个巨大的战略优势(即更低的成本和更好的客户服务)。这只是一种极好的方法，来阐明改善公司的增值方式是你能做的最具战略性的事情。它是你可能想要采取的任何其他战略行动的驱动因素。
I realize that this is a hard concept for most people to grasp. Throughout your career, strategy has meant big-picture ideas or dramatic moves to gain advantage in the marketplace. No one ever thinks of improving value-added as part of strategy.
我知道这对大多数人来说是一个很难理解的概念。在你的整个职业生涯中，战略意味着大局观或在市场中获得优势的重大举措。从来没有人想过把改善增值作为战略的一部分。
But using lean to improve all your processes (for example, to achieve lower costs, better quality, shorter lead times, and better customer service, plus freeing
up lots of space and cash to reinvest for future growth) will profoundly boost your ability to execute on what you now consider to be “strategic” initiatives.
但是，使用精益来改善所有的流程（例如实现更低的成本、更好的质量、更短的供货时间、更好的客户服务，以及腾出大量空间和现金来为未来的增长进行再投资)将大大提高你所认为的“战略”方案的执行能力。
And you will create a wealth of new strategic options (such as offering a two-day lead time while the rest of your competitors are still at six weeks) that you would not have even seen as possible before changing your value-adding approach.
你将创造出大量新的战略选择(例如在其他竞争对手的交货期仍为6周的时候而你提供两天的交货期)，这些战略选择在你改变增值方法之前甚至不可预见。
作者：Art Byrne 原文链接：
https://www.lean.org/the-lean-post/articles/dont-just-do-lean-be-lean/
译者：李兆华，李威，王永刚，肖燕
下周更新：不要只是做精益，更要成为精益之人(下篇)
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