Question

跪求强人翻译此文章。

April 5, 2006 -- Increasingly, global competition requires that manufacturing companies improve their production efficiencies or face extinction. And indeed, by adopting Toyota's Lean System, companies have achieved tremendous gains in productivity and profits by removing the waste, or muda, from their production processes. Many firms have realized the same improvements by applying lean principles to their critical business processes.
However, creating a lean business process is only half the battle against muda. The knowledge workers involved in these processes must also develop lean work habits. A firm that only creates a lean process without creating lean work habits is like a sprinter with a track spike on one foot and an army boot on the other -- and that's a sure way to lose the race to satisfy the customer.
Our work with a major manufacturing firm illustrates the difference between a lean process and lean work habits. The labs were immaculate -- a model of 5S implementation -- but the lab manager's office was a mess: inventory was disorganized and critical information was difficult to retrieve.
Our company has taught lean work habits to a variety of manufacturing firms, including Toyota, over the past several years. These firms have realized increased employee efficiency, improved worker response time and increased customer satisfaction. Most significantly, by reducing the muda endemic in most knowledge workers' behavior, employees have gained nearly 10 hours per week for work that creates customer value.
Lean work habits are critical for knowledge workers, because the multiple value streams flowing through them create a constant tension. Without lean habits to guide their work, the critical flow of information in the value stream clogs up. Think of the information bottlenecks in the form of backlogs on their desks, or the hundreds of unanswered email in their inboxes. Think of the enforced waiting throughout a department when decision-makers read but don't act upon a request. Think unnecessary motion of managers searching for documents amidst the masses of paper piled on their desks. Each of these wastes undermines the gains made by any improvements in the design of a company's business processes.

Answer 1

2006 年4月5 日-- 越来越, 全球竞争要求制造企业改进他们的生产效率或面孔绝种。并且的确, 由采取Toyota's 精瘦的系统, 公司由取消达到了巨大获取在生产力和赢利废物, 或muda, 从他们的生产过程。许多企业由申请体会同样改善精瘦的原则向他们的重要业务流程。 但是, 创造一个精瘦的业务流程是唯一一半争斗反对muda 。知识劳动者介入这些过程必须并且开发精瘦的工作习性。只创造一个精瘦的过程没有创造精瘦的工作习性是象一位短跑选手与一个轨道钉在一只脚和军队起动在另一边的企业-- 和that's 一个肯定的方式丢失竞选满足顾客。 我们的工作与一家主要制造公司说明区别在一个精瘦的过程和倾斜工作习性之间。实验室洁净-- 5S 实施模型-- 但实验室manager's 办公室是混乱: 存货被混乱了并且重要信息难检索。 我们的公司教了精瘦的工作习性对各种各样的制造公司, 包括丰田, 结束过去几年。这些企业体会增加的雇员效率, 改善了工作者反应时间和增加的用户满意。极大, 由减少muda 地方性在多数知识workers' 行为, 雇员得到了几乎10 个小时每星期为创造顾客价值的工作。 精瘦的工作习性是重要的为知识劳动者, 因为多条价值小河流经他们创造恒定的紧张。没有精瘦的习性引导他们的工作, 信息重要流程在价值小河堵塞。认为信息瓶颈以积压的形式在他们的书桌上, 或上百未回答的电子邮件在他们的inboxes 。认为被强制执行的等待在部门过程中当作决策者读但don't 行动根据请求。认为多余的行动经理寻找文件在纸之中大量被堆在他们的书桌上。每个这些废物破坏获取由在company's 业务流程的设计的所有改善做。