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黑俊堂译友会是公众号“70后黑俊堂”中，专注外文翻译的成员组成。成员将共同合作完成相关外文文档的翻译工作。 本指南的中文翻译版本由“黑俊堂译友会” 成员：丹尼斯、 汤晓磊、 任枫、 年轮、刀锋 、 胖胖虎 、郭郭、丹尼斯 、Engine、heidi、余天颖 、Friedrich、Job ₄₂.₁₉₅²⁰¹⁸ ，红娘 等成员共同合作翻译，中文翻译版本所有权归所有参与翻译成员所有，未经授权禁止转发，用于牟利的目的。 亚马逊SHINGIJUTSU改善活动参考指南-6 CHOOSING TEAM LEADERS 团队领导的选择 Respect for Associates -- Communicating Effectively 尊重员工---有效的沟通 Imagine for a minute that you are an hourly associate working in the job process you’ve worked for years, performing your job the way you’ve been taught (or that you’ve “invented” yourself if there is no standardized work for that process) and 5-7 strangers from local management, Seattle, international sites and non-Operations groups begin to tear down workstations around you, move supplies to different locations, or stand behind you, glaring, as they time you with a stop-watch. You’d likely feel pretty perturbed. Imagine that you begin to overhear words and sentences like, “we can eliminate three jobs this way,” or, “associates can now produce twice as many units per hour,” or, “that’s the stupidest way to do things I’ve ever seen.” Sound like something that wouldn’t happen at Amazon? Think again…… 想象一下这个场景：你是一名一线的员工工，正在你曾经干了好几年的岗位工作，一切按部就班的进行（按照你所被培训的或者没有标准作业书而你自己发明的方式去工作）；有5 到7 名陌生者，来自本地工厂的管理层、西雅图、海外工厂和非生产运营部门，他们把你周围的工作台拆掉，把物料挪到其它地方，站在你后面，盯着你，拿着一个秒表给你测工时。你可能会感到非常的心神不宁。你在无意中听到诸如此类的词语和句子--“我们这样做可以消除掉3 个工位。”或者“员工每小时的产出可以提升2 倍，”或者“那是我见过最愚蠢的工作方式。” --- 听上去这些好像不会在亚马逊发生？好好想想... As a large part of our journey to Lean, we are trying to incorporate the Respect for People model into our way of life. As such, changes that occur because of kaizen events must include buy-in from associates or they will likely be rejected as soon as the visitors leave and the fanfare dies down. One essential way to respect our people is to give them heads-up communication about kaizen events before, during and after they take place. It’s not essential that every associate weighs-in on every change that will take place – that type of collaboration would be a little overboard – but, it is essential that the local management ensures communication about what we’re planning to study and why we’re planning to study it. 作为我们精益之旅的很重要的部分，我们正尝试将“人性的尊重”模式吸收进我们的生活方式。同样地，因为改善活动所发生的改变必须包括员工参与，否则当访问者离开或者仪式上的号角声停止的时候，他们可能会被裁员。尊重人的基本套路就是在改善活动开始前、活动中和结束时 和他们一对一的促膝交谈。也不是说每一位员工对即将发生的每一个改变做个权衡，那样的协作会有点过头。但是，本次管理层起码要和员工说清楚我们正计划要探讨什么以及为什么要探讨这些。 Begin each kaizen event by asking the associates on the team to list their pain points.While not every pain point expressed will be correlated to waste elimination or increased productivity, many will. For example, if an associate claims that it’s a major pain to hunt for supplies that are located across the department several times a shift, study the location of the supplies and seek to eliminate this wasted walking distance (and reduce lead time). Another way of asking this question is to simply ask associates, “What are the barriers or things that get in the way of you doing your job more efficiently?” You’ll likely be surprised by the gold mine of waste elimination information that comes pouring out at you. 开始每次改善活动时，要询问团队里各员工的痛点并在纸上罗列出来。并不是列出的每个痛点将会和“消除浪费”或“生产力提升”有关联，但多数会。举例说明，如果有员工抱怨他的主要痛点是每班总有几次要穿过车间去寻找 物料，那么就去考察物料存放点并找到消除这段“行走浪费”的方案（减少提前时间）。发现并解决这个问题的另外一条途径就是直接问改员工，“你认为是什么妨碍了你的工作效率？” 你可能会惊讶你发现了一个消除浪费的“金矿”，各种信息会一股脑地流到你的面前。 Pre-Communication: What to Say Before a Shingijutsu Event 事先沟通：在Shingi 改善活动开始前要说些什么 Some of the comments heard from associates during past Shingi kaizens held at fulfillment center sites include: 在物流配送中心举行的Shingi 改善活动中，从员工那里听到一些观点： “Some dude was totally standing in my way the whole day, moving things around and getting in my way. I finally got so frustrated that I told him where he could stick his stopwatch. Turns out he was some big-wig with Amazon here for a kaizen event orsomething. Man, I wish I had known.” “一些老兄整天在我的工作路线上站着、把东西挪来挪去，妨碍我做事。我终 于感到很沮丧，我告诉他可以把秒表放在哪里。结果发现他是亚马逊这儿的一 个大人物，他们正在搞改善活动。先生，我希望我早点知道这些。” “I saw this lady walk within 20 feet of PIT with its forks up and I don’t even think she saw it. I thought she was a green badge, but it turns out she was a computer person from Seattle who has never been in an FC before. I wish I had known we had visitors working in the building. I would have yelled at her to stop or something.” 我看到一位女士就在叉车的20 英尺范围里走来走去，叉齿朝上，我甚至以为她 根本没有看到叉子。我想她可能是一个“绿徽章”，但结果她是一名从西雅图 来的电脑人员，她以前从来没有在FC待过。但愿我事先知道我们有一些“访问 者”在这栋建筑里工作。或许我会朝她呼喊要她停下来或者怎样。 “I have production rates to meet or I’m going to get in trouble, but this big group of people is standing in my way. Not only are they slowing me down, but they keep moving things were I can’t find them. As soon as they leave, I’m just going to move everything back to where it was before they got here. Jeesh. I wish they would leave and get out of my way. “我需要满足生产节奏否则我将陷入困境，但是这一群人站在我的路上。他们不仅害我慢下来，而且他们一直在移动东西让我没法找到它们。一旦他们离开，我将马上把每样东西移回它们原位。演员们。我希望他们走开并离开我的路” “Why is there some Japanese guy yelling at my manager? Is my manager in trouble or something, and who is that guy yelling at him?” “为什么那些日本人向我的经理咆哮？是不是我的经理遇上了麻烦还是别的事？那个向他咆哮的人又是谁” “I’ve been doing this job for five years. Now a bunch of people are here talking about how this job can be eliminated. They sound really excited about it too. Do I need to go home and tell my wife I don’t have a job anymore? From what they keep saying, they’re going to eliminate my job!!” “我已经在这个岗位上干了五年。现在这帮人在讨论如何把这个工作消除掉。他们听起来还很兴奋于此。是否我需要回家并告诉我的老婆我再也没有这份工作了？从他们一直在讲的推断，他们的确打算消除我的工作！ Letting associates know what’s going on in their building (i.e. in their “office”) is the right thing to do. All of the comments above could have easily been avoided if we had taken time to prepare the local associates for the kaizen event before it launched. Set expectations with associates about why the visitors are on-site -- that the visitors are working hard to make the associates’ jobs easier with less wasted activity, and advise associates that they are the ambassadors of good-will toward the visitors. Doing so will pay-off dividends beyond your wildest dreams! 当务之急是让这些员工知晓在他们工作场所里（比如他们的“办公室”）正在发生的事情。如果我们在改善活动开展前花点时间来让当地员工准备沟通，以上所有的评论原本可以轻松地避免出现。给员工们建立关于这些访客为什么出现在现场的预期—这些访客在努力工作来让我们的员工更轻松并且浪费活动更少 ，并且劝告员工们他们是向访客们表达善意的大使。做以上事情将收获远超预期的汇报分红！ Just to balance the comments above with some positive news, when tools have been used that clearly communicate to associates about the kaizen event and the expectation to be good-will ambassadors, associates can rise to the level of greatness they have within them. During the SDF kaizen event in June 2008, SDF being the very large building that it is has ample opportunity for visitors to get lost, one of the members of the ACES team was wandering around somewhat misguided when an associate stopped and said, “You look lost and I’d like to help you if you need it. Tell me where you need to go and I’d be happy to take you there.”Wow....the power of pre-communication and setting expectations! 仅仅对上面的论述枚举一些正面的信息，当工具被应用在那些已明确沟通了改善活动和成为亲善大使的期望的员工，员工们能提升到他们内在所具备的伟大水平。在2008年6 月SDF 改善活动期间，SDF 作为一个大型设施对于访客来说有非常多的机会迷路，ACES 团队中的一员踟蹰于被错误引导的某处，一名员工停下脚步并伸出援手：“你看上去迷路了，如果你需要的话我非常乐意帮助你。告诉我你需要去哪里，我将很高兴把你带到那里”。看看预先沟通和设立预期的效果！ Some of the tools that have been developed and used in prior Shingi kaizen events include the following two examples of pre-kaizen communications. 在之前的改善活动中应用和使用了一些工具包括以下两个改善前沟通的例子。 The first is a letter from the GM/Site Leader letting associates know what to expect in the coming weeks during the Shingi kaizen. The letter can be blown up on plotter sized paper and posted in a high-traffic area, can be attached to paychecks, or can be placed in table tents in the break room. 第一个是来自总经理/现场经理的一封信，让员工知道在未来几周内的改善活动会有何期望。信息可以在大白纸展示，并张贴在人流密集区，可以贴在工资支票上，或者可以放在休息室的桌罩里。 The second tool is a list of Talking Points for managers to use during stand-up or quad meetings prior to the Shingi kaizen event. 第二套方式是在Shingi 改善活动之前，管理者在站立会议或四方会议中宣布这个事情。 示例3：Shingijutsu 前邮件给同事的例子（来自GM/site Leader 的邮件） 收件者: 所有<插入厂名>员工 发件者：<插入名字>，总经理 主题：即将来临的ACES Shingijutsu 改善活动 在<插入日期>这一周，我们的<运营中心或者客服呼叫中心>将接待大约20-30 名来访者，他们将与我们的团队专注于消除特定区域的浪费进行改善交流。这些访客一般来自于其他FC 或CS 工厂，西雅图和国际工厂的地方。有些人具有特殊的角色，如软件开发、工业或控制工程师。 亚马逊聘请了一家名为Shingijutsu 的日本公司来挑战和辅导每一个改善团队。我们引进了Shingijutsu，是因为他们具有教授领导才能的技能，如何通过kaizen 在流程改进中最佳地利用前线同事的才能。他们与团队合作的重点将完全集中在如何带领我们的团队来消除流程中的浪费。 在这周，如果一切顺利，你应该看到在接待改善团队的区域发生显著的变化。在某一天，将会有物理上的变化。假以时日，你的工作工具可能会发生变化。你可能会注意到来访者与你共享空间或更改你的工作环境。虽然我能理解这些改变对你来说有多么具有挑战性，但是这很重要的一点需明白。这些改变是由我们的团队成员领导的，每个团队至少有三个同事，每个团队的期望是，在本周末，流程更改将导致显著减少浪费，并为你和客户提供更安全、更高质量的流程。 在改善周的每一天，你都应期待在你部门发生的任何变化进行沟通。如果你对ACES Shingi 改善活动有任何疑问，请随时与你的经理、运营经理或人力资源部成员联系。一如既往，我欢迎你直接向我反馈。 我知道，在即将到来的活动中，我可以指望你们每一个人代表<插入厂名>以最专业的态度和热情好客地接待来访者. 感谢你的贡献，使亚马逊成为一个努力工 作、娱乐、创造历史的好地方。 诚恳地, <总经理/现场领导的名字> Example 4: Example of pre-Shingijutsu communication to associates (Letter from GM/Site Leaders) Shingijutsu 改善活动 MANAGER TALKING POINTS（FC） 注意：每一个部门或区域经理应该在Shingijutsu 改善活动前一周，在站立会议期间宣传以下谈话要点。谈话要点旨在告知员工即将开展的活动事件，它的目的和期望是如何对待访客以及为什么他们可能会在一周内遇到一些暂时的干扰。 从周末到周五，我们的履行中心将举办ACES（亚马逊客户卓越系统） “Shingijutsu” 改善活动。我们非常高兴能举办这次活动！ 通过消除浪费和改变工艺路径，其他地区以往的活动预计已经节省了高达100 万美元的成本节省。参与其他FC 场所的员工已经对他们的区域进行了重大改进，包括更换工具以消除不必要或冗余的步骤，以及移动工作站，机器和传送带，因此来减少走动。 什么是ACES 新技术改善活动？ Shingijutsu 是一家日本公司的名称，该公司帮助教授其他公司，如何通过改善活动让人们在“车间”里更有影响力。亚马逊带来了“新技术”以帮助我们在运营中学习更好的方式来执行改善。 谁来参加？ 每个改善活动将包括当地的管理者和同事，以及其他访问亚马逊的FC 网站，西雅图，客户服务或 来自其他国家的同事。 为什么要举行一次Shingi 改善活动？ 学习如何通过改善正确地利用我们的所有团队对于改善客户的运营至关重要。我们的领导团队希望如何更好地了解每个人在改善过程中的知识，因此要求有机会主办此次活动。 什么部门会受到影响？ <填入受影响的不同部门> 你希望在改善活动中看到什么？ 很多陌生人访问我们的物流配送中心（他们在这里学习并帮助我们） 在改善区域进行了大量的实物的改变 一个或多个日本顾问在整个车间中行走观察，为所有改善团队提供帮助 项目会研究出一些非常令人兴奋和有趣的结果 你可以做什么来帮助这个活动成功？ 我们将服务你们每个人就像作为帮助游客们的大使，指引方向、遵守安全规则，以及他们可能提出的任何其他需求。 像往常一样，会给我们的客人们展示我们的自豪和热情好客。 您的角色是继续按照您的意愿继续工作-安稳地满足客户的期望，并考虑到质量-同时改变我们的工作环境 请不要被工作场所的任何实际变化所困扰-所有的变化都是有效的，来自时刻工作在一起的同事，与你（你的同事）相关，并且旨在帮助缓解你每天在工作中遇到的困难。 Active Communication: What to Say During a Shingijutsu Event 积极沟通：在Shingijutsu 活动期间说些什么 Communication during a kaizen event is perhaps the most important time to successfully communicate kaizen efforts than any other time in the process. Why? Revisit the beginning of this section…..when associates do not understand why the changes are being made to their workplace, when they are not consulted on their opinion of the changes, the probability of the changes being sustained after the kaizen ends is very low. Getting buy-in or consensus through educating associates on why the changes are being made, how the team came up with the ideas, and who on the kaizen was representing the associates’ perspective, will go a long way to help smooth and sustain execution. 改善活动期间的沟通，相对于作业的其他任何时间，可能是成功沟通改善工作的最重要时刻。为什么呢？让我们重新审视本节的开头…..当员工不理解为什么要对他们的工作场所进行更改时，当他们对变化的看法没有被问及，那么在改善结束后维持变化的可能性就非常低了。通过培训员工，让他们了解为什么要进行改变，以及在改善过程中谁代表了员工的观点，从而获得员工的支持或共识，这将对顺利和持续执行大有帮助。 A few simple communication methods to be used during a kaizen event include: 在改善活动期间使用的一些简单的沟通方法包括: 1. Have a member of the kaizen team attend the affected department’s stand up meetings (both day shift and night shift) to explain changes. Make sure to include the weekend or off-shift too. 让改善团队的成员参加相关部门的站立会议（白夜班）来解释改变。确保让周 末班或轮班也参与进来。 2. Designate some members of the kaizen team as ambassadors to walk around the department during the kaizen week and talk to associates who are not on the kaizen team. The inclusion felt by non-team, affected associates by simply being informed about the changes and asked for their opinion is important to getting long-term sustainability. 指定改善小组的一部分成员作为改善大使, 在改善周期间在该部门走动, 并与改善小组之外的同事交谈。如果让改善团队之外的同事感受到融入和参与, 并能让受到改善活动影响的同事们仅通过了解这改善变化, 以及在改善过程中征求他们的意见, 那么这对于获得改善的长期的可持续性很重要. 3. Hang flip-charts in the department where associates can see pictures, diagrams anddata relevant to the kaizen. The examples below were created and used during a Shingi kaizen lead by Carlos DeLaGarza in SDF. 在部门(办公室/现场)中挂起挂纸白板(Flip-Chart), 同事可以看到与改善有关的图片、图表和数据. 下面两个图片的皮子是在SDF 的Shingi 改善活动中Carlo DeLaGarza 团队领导创建和使用的. Post-Communication: What to Say After a Shingijutsu Event 后续沟通：在shingi 改善周完成后该说些什么？ After the Shingi week is over, as a result of the team’s in-depth study of the process, there will be a list generated of future actions to be finalized and implemented. Each Team Leader should make arrangements to have communication about future changes continue with the affected department. 在Shingi改善周结束后，由于改善小组对这一过程的深入研究，将会有一份未来行动的清单，将最终确定和实施。每个团队的领导都应该安排与受影响的部门进行关于未来变更的沟通。 Each site GM should have a process in place, with timeline for action items, to make sure each action item that was identified during the kaizen is actually implemented, tested, corrected and re-implemented (using the Plan, Do, Check, Act model). 每个库房的总经理都应该保证这样一个过程，有行动项目的时间线，以确保在kaizen中识别的每一个行动项目都实际实现、测试、纠正和重新实现（使用PDCA模型）。 After the Shingi week is over, the real work begins at the site level. Each Team Leader should present cost-savings estimates to their GM and Controller within one week of the kaizen. The Controller will then work to validate cost-savings at an initial glance, at 30-days and again at 90-days. 在Shingi改善周结束后，真正的工作才开始于这个库房。每个团队领导都应该在改善的一周内向他们的总经理和财务提出成本节约的估计。然后，财务将确认在改善最初，30天和90天成本节约数字。 The hosting site should ensure that some type of communication via All-hands meetings or posters is provided to associates to educate the associates on the power of kaizen. 主办改善周的库房应确保通过全体人员会议或海报向同事提供某种形式的交流，以教育相关人员了解kaizen的力量。 Forgetting to Celebrate忘记庆祝 Don’t blow the success of the kaizen byforgetting to celebrate and recognize participation! Establish a recognition regime with siteparticipants who contributed to kaizen results. Kaizen participants work hard to improve theprocess and the business. Therefore,celebrate their effort and recognize them publicly. 不要因为忘记庆祝和认可参与者，而把成功的事情搞砸了！建立一个对kaizen结果做出贡献的改善参与者的识别机制。Kaizen的参与者努力工作来改善这个过程和业务。因此，庆祝他们的努力并公开承认他们。 SUMMARY总结 Communication with all site Amazonians,especially hourly associates, before,during and after a Shingi kaizen event is critical to the success of thekaizen. 在Shingi改善活动的前、中、后段，与亚马逊现场工作人员尤其是一线员工保持充分沟通，是改善成功的关键。
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