不要只是做精益，更要成为精益之人
(下篇)
For those who came up in a make-the-month world, as I did at General Electric, the idea of focusing on process instead of results may be hard to swallow. Everyone wants to improve his company’s
results. I have found, however, that the best way to reliably improve your results is to fix your processes.
对于那些像我当年在美国通用电气一样，在一个“按月制造”的环境中成长起来的人来说，专注于过程而不是结果的想法可能难以接受。每个人都想改善公司的业绩。然而，我发现可靠地改善业绩的最好方法是修正你的流程。
Spending a lot of time analyzing what happened last month—as happens in a traditional company—is a waste. Last month already happened. You can’t do anything about it now. Companies that focus on the past usually try to offset bad results from operations
with some wizardry in accounting (think Enron, Health South, or WorldCom), but they are rarely successful for long.
像传统公司那样花大量时间分析上个月发生的事情是一种浪费，上个月已经发生了，你现在对此无能为力。专注于过去的公司通常试图用一些会计技巧来抵消运营带来的不良结果（比如安然、南方健康保险或世界通讯公司），但它们很少能长期成功。
What you can affect is the present and the future, and improving your processes now means that you will have better results next month, and the month
after that. Better results come from delivering better value to customers.
你能影响的是现在和未来，改善现在的流程意味着在下个月和未来的几个月会有更好的结果。更好的结果来自于为客户提供更好的价值。
This is the essence of what any company’s strategy should be: delivering value to customers. People get confused here and talk about strategies such as
“enhancing shareholder value.” This is looking at strategy backwards. Shareholder value will increase only if the company can deliver superior value to
customers on a consistent basis over a long period of time. So, shareholder value is a result, not a strategy.
任何公司战略的本质应是为客户提供价值。人们对这一观点感到困惑，并且谈论诸如“提高股东价值”之类的战略，这是在从结果看战略。只有当公司能够长期持续地为客户提供卓越的价值时，股东价值才会增加。因此，股东价值是一种结果，而不是一种战略。
Switching to a lean strategy, by the way, doesn’t mean that you have to give up doing all the things you have historically thought of as strategy. You can
still try to develop new products, enter new markets, and improve your quality and your customers’ experience.
顺便说一句，转向精益战略并不意味着你必须放弃所有你过去认为是战略的事情。你仍然可以尝试开发新产品，进入新市场，提高质量和客户体验。
The difference is that switching to lean will allow you to execute these actions much faster and more economically. You will be able to do things that your
competitors can’t do. You will have the strategic advantage.
不同的是，转向精益将让你更快、更经济地执行这些战略。你将做到你的竞争对手做不到的事情，你将拥有战略优势。
Think of lean as a time-based growth strategy. The steps you take to improve your value-adding processes will automatically reduce the amount of time it takes you to do everything. Companies that compete on speed will naturally gain market share
against slower competitors.
把精益看作成一种基于时间的增长型策略。你所采取的提升增值过程的步骤，将自动减少你做每件事所需的时间。与速度较慢的竞争对手相比，在速度上具有竞争优势的公司自然会获得更多市场份额。
More important, history has proved that people will pay for speed. Think of FedEx taking business away from the U.S. Postal Service. The post office still charges
less than a dollar to reliably deliver a letter anywhere in the country, as long as you do not mind waiting. FedEx collects an enormous price differential (more than
2,000 percent) based on the promise of getting it there fast.
更重要的是，历史已经证明，人们愿意为速度买单，想想联邦快递抢走美国邮政服务的业务。只要你不介意等待，邮局可靠地把信送到全国任何地方，而收费仍然不到一美元。联邦快递基于快速送达的承诺收取了巨大的价差(超过2000%)。
Never lose sight of your main objective in making the lean transformation: delivering value to the customer. Do not begin a lean transformation in order to cut
costs or reduce inventory or achieve some other internal goal (which, unfortunately, is the most common approach).
进行精益转型时，永远不要忘记你的主要目标是为客户提供价值。不要为了削减成本或减少库存或实现其他内部目标而开始精益转型（不幸的是，这是最常见的方式）。
Lean cannot be just one of 10 elements of your strategy. It must be the foundational core of everything you are trying to do; that is how it becomes your culture.
精益转型不能只是你战略的10个要素之一，它必须是你试图做的每件事的根本核心，这就是它成为你公司文化的方式。
Don’t just do lean; be lean.
不仅要做精益，更要做精益之人！
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
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