作者|John Y. Shook

译者|李兆华老师 烟雨

How Standardized Work Integrates People With Process

标准作业如何将人员与流程集成起来？

全文总计2362字，需阅读6分钟，以下为正文：

"I like to say that the Toyota Way is a socio-technical system on steroids.

A test for all our lean systems is the question of how well we integrate people with process (the social with thetechnical).

Nowhere does that come together more than in the form ofstandardized work and kaizen."

“我想说的是，丰田生产方式是一种类似于具有某种特征的有机化合物的社会-技术系统。对我们所有精益系统的一个测试，是我们如何将人与流程集成起来(有技术的社会)。没有什么比标准作业和改善更能体现这一点了。”

This quote from John Shook kicks off anambitious 3-part series drilling down into the meaning of standardized work and how it embodies both the technical and social dimensions of work at the microlevel at all times.

JohnShook（约翰·舒克）老师的这句话开启了一个令人兴奋的包含三部分内容的系列文章，深入探讨了标准工作的含义以及以及它如何始终在微观层面上体现工作的技术和社会维度。

His series, which was published a decade ago as e-letters, is a classic example of deeply knowledgeable writing on Leanessentials that capture its essence at both the personal and practical, the workstation and the system.

John Shook（约翰·舒克）老师的系列文章，在十年前就以电子书栏的形式出版了，舒克老师以其渊博的精益知识写出了精益的本质，即抓到了个人和实践、工作站与系统的本质，该系列文章也成为了经典范本。

In part one,he expands on five missing pieces in your standardized work:

1. Don'tconfuse standardized work with work standards.

2. Don'tconfuse standardizationwith commonization.

3. Don'ttry to impose standardized work without also providing a structuredimprovement process, a clearly defined, unambiguous means of making improvements (kaizen).

4. Practice,practice, practice...

5. Don'tforget the critical role of the leader/manager.

在第一部分，他详述了标准工作中常会忽视的五个方面：

1. 不要混淆标准作业和作业标准

2. 不要混淆标准化和通用化。

3. 在没有提供结构化改进流程（这是一种明确定义的，明确方法的改进或改善）的情况下，不要试图强加标准作业。

4. 实践，实践，实践...

5. 不要忘记领导者/管理者的关键角色。

In part 2,John elaborates on the need for patience and discipline over time, noting:

“There is a saying in Japanese, ‘Three years on a rock,’ meaning that ittakes about three years to deeply learn any subject ofsubstance.”

在第二部分，舒克老师详细阐述了随着时间的推移需要耐心和纪律的必要性，并指出：“日本有句谚语‘蹲点三年’，意思是深入学习任何实质性的科目大约需要三年的时间。”

One reader was moved to quote a keystatement from this article:

一位读者引用了这篇文章中的关键语句：

“At some point every high levelobjective comes down to a matter of how someone on the front lines performs his or her work.

This is where, as the saying goes, the rubber meets the road.Until it's reflected in someone's standardized work, any corporate objective orinitiative is just talk or words on a piece of paper.”

在某种程度上，每个高层目标都可分解为一线员工是如何完成他或她的工作，俗话说，“这里是事情能否成功的关键点”，除非它反映在员工的标准作业中，否则任何公司目标或举措都只是口惠或是纸上谈兵。”

And in the third piece, Shook shares an introductory outline of SW, applying elementsof LEI’s 3P framework of Purpose, Process, and People.

在第三部分，舒克老师分享了标准作业的概要介绍，其中应用了LEI 3P（Purpose,Process, and People目标、流程和人员）框架的要素。

Please enjoy this series, and sharecomments and or questions. How is your SW coming along?

请享受这个系列文章，并分享您的评论意见或问题。您公司的标准作业进展如何？

FIVE MISSINGPIECES IN YOUR STANDARDIZED WORK (PART 1 OF 3)

标准工作中常会忽视的五个方面（第1部分，共3部分 来源：https://www.lean.org/shook/DisplayObject.cfm?o=1320）

So, how is your standardized work (SW) implementation going?

您的标准作业(SW)实施的进展如何？

Responses to that usually paint an ugly picture. Here’s what Ifrequently hear:

对此的回应通常会描绘出一幅丑陋的画面。以下是我经常听到的：

“We just don’t have the discipline Toyota has to make SW work.”

“We put it in place but the people don’t follow it.”

“We have trouble transferring good SW from worksite toanother.”

“We are good at determining the One Best Way, but people alwaysinsist on doing it their way.”

“People just don’t want to follow it. They like to do their ownthing.”

“We put in an audit process, but the auditors don’t follow the audit process.”

“我们只是没有丰田那种必须要制作标准作业的纪律。”

“我们的标准作业到位，但员工并不遵循标准作业。”

“我们很难把好的标准作业从一个工作场所移植到另一个工作场所。”

“我们善长于决定最佳方法，但员工总是坚持按照自己的方法做事。”

“员工只是不想遵循标准作业，他们喜欢做自己的事。”

“我们实施了审计流程，但审计人员没有遵循审计流程。”

I like to say that the Toyota Way is a socio-technical systemon steroids. A test for all our lean systems is the question of how well we integrate people with process (the social with the technical).

Nowhere does that come together more than in the form of standardized work and kaizen.

“我想说的是，丰田生产方式是一种类似于具有某种特征的有机化合物的社会-技术系统。对我们所有精益系统的一个测试，是我们如何将人与流程集成起来(有技术的社会)。没有什么比标准作业和改善更能体现这一点了。”

By that I’m saying much more than just pointing out that ourcorporate lean initiatives should involve both Engineering and Human Resourcesdepartments, each initiating programs to elevate the technical and the socialdimensions of work.

I am talking about the way work design embodies both dimensions at the micro level at the same time.

When a worker bolts in the seat belt in the factory or an officestaffer processes a requisition in the office, the work will be driven by both the technical and social aspects ofthe job design.

我想说的不仅仅是指出公司的精益计划应该包括工程和人力资源部门，而是每个部门都应发起精益计划来提升工作的技术和社会维度。

我说的是工作的设计在微观层面上，需同时体现这两个维度。

当工人在工厂里上紧安全带螺丝或办公室职员在办公室处理请购单时，工作将由工作设计的技术和社会两个面向来趋动。

Leaders, be warned: you cannot simply dictate this from onhigh. You are in trouble as soon as you find yourself chasing compliance inpursuit of standardized work.

You are chasing your tail and you'll never catch it. Rather thancontrolling the details of compliance, examine why the worker is not or cannot follow thestandardized work.

Ask, "Why can'tyou follow the standardized work?" The answer to that question – asked not accusingly but ina spirit of pure inquiry – will invariably lead you to unexpected places,usually quite far from the employee.

请领导注意：您不能简单地从高处发号施令。您一旦发现自己追求标准作业时，只是在追求员工服从标准作业，您就有麻烦了。

就如同您在追您自己的尾巴，却永远也抓不到它（即您在自找麻烦）。与其控制员工服从标准作业的细节，不如检查为什么员工不遵循或不能遵循标准工作。

需要以不具指责性的问法，本着纯粹探究的精神去问“你为什么不能遵循标准工作？”这个问题的答案总是会把你带到通常是与员工无关，意想不到的地方。

I'm going to go through five neglected or misunderstood orforgotten aspects of standardized work.

Then, we'll explore how to think about standardized work for non-standard work, things like service industries, knowledge workers,creative work, and management.

Finally, I'll provide a kind of"outline" that might help as a guide for you to think aboutestablishing standardized work in your organization, centered around these five neglectedaspects of standardized work:

我将讨论标准作业中通常被忽视或误解或被遗忘的五个方面。

然后，我们将探讨如何思考非标准作业的标准作业，如服务行业、知识工作者、创意工作和管理。

最后，我将提供一个“大纲”，做为一个指南，帮助您思考在您的组织中如何围绕这五个容易忽视的方面建立标准作业：

1. Don't confuse standardized work with work standards.

2. Don't confuse standardization with commonization.

3. Don't try to impose standardized work without also providing a structured improvement process, a clearly defined, unambiguous means of making improvements (kaizen).

4. Practice, practice, practice...

5. Don't forget the critical role of theleader/manager

1. 不要混淆标准作业和作业标准

2. 不要混淆标准化和通用化。

3. 在没有提供结构化改进流程（这是一种明确定义的，明确方法的改进或改善）的情况下，不要试图强加标准作业。

4. 实践，实践，实践...

5. 不要忘记领导者/管理者的关键角色。

未完待续~

下周预告：回归TPS原点