|
Tips: 今天分享的是精益英文，主题是：Creating Vision and Aligning Goals 创造愿景组合目标，这是丰田领导力发展四个阶段的相关分享之一。全文1900余字，欢迎阅读与分享！ 附与本文相关的近期文章： 【精益英文】支持日常的改善 Support Daily Kaizen 正文： Creating Vision and Aligning Goals 创造愿景组合目标 This is one in a series of 4 articles about Toyota’s Stages of Leader Development. 本篇内容是丰田领导力发展的4篇系列文章之一。 An organization is nothing without a properly defined target. It’s important to always strive for results that will bring improvement and long-term sustainability, and identifying the critical factors for those developments is an important skill any good leader must have. 一个组织，如果没有一个明确定义的目标，就什么都不是。要始终努力争取能带来改进和长期可持续性的成果，并识别出发展的关键因素，是任何优秀的领导者都必须具备的一项重要技能。 To put it simply, it’s up to the leader to constantly be one step ahead and look towards the future, analyzing the company’s current situation with regards to its past performance, and looking for opportunities to shift the goals in a more productive direction. 简而言之，这取决于领导者不断地向前迈步，放眼未来，出于对公司过往业绩的考虑，分析公司当前的状况，并寻找机会以更富有成效的方式去改变目标。 Complete vision from top to bottom 完成自上而下的愿景 It’s also important that the whole company is aligned towards the goal being pursued, from the high-level executives, to the workers down at the value-added level. Everyone will likely have some differing opinion on the situation, depending on what piece of the puzzle they are able to see. Therefore, it’s important that the leader works as a communication node between those different levels, ensuring that they are all aware of the main reason they’re doing their job in a certain way. What might seem “anti-Lean” to one department might actually be the best thing for the entire value stream. 同样，在增值层面，上到高层管理者，下到一线员工，整个公司向着追求的目标拧成一股绳。每个人对于状况的观点可能不一样，这取决于他们的视角。因此，领导者必须充当不同层次人员之间的沟通桥梁，确保他们意识到为什么要以特定的方式进行工作的主要原因。对某个部门来说，看起来“反精益”，对整个价值流而言可能是最好的选择。 Propagating knowledge along the value stream is also one of the leader’s key responsibilities. Especially in a large organization, it can be quite complicated to ensure that information flows smoothly and reaches its intended destination departments (without getting altered through confusion along the way). 在价值流方面，进行知识准备，也是领导者的主要职责之一。尤其是在一个大的组织中，确保信息流能顺畅传达，到达预期的指定部门，也是相当复杂的（在信息传递途中，信息没有通过混淆的方式被改变）。 This means that the leader also has the critical role of being a central link in the communication chain, whether they like the idea or not. This can save the company a lot of trouble in the future, both in the short and long term, as it ensures that all departments will be chasing the same targets. 这也意味着，无论领导者上是不是喜欢某个主意，都应该在沟通链中充当中间链的重要角色。不管是短期，还是长期，在将来，这样都可以为公司免去麻烦，其能确保所有的部门都追求同样的目标。 The skills needed to maintain a consistently high level of quality in this communication can be improved over time, but it’s important for any leader to realize their potential shortcomings in this area as early as possible, and work on addressing them. 随着时间的推移，这些技能需要在沟通上维持持续的、高水准的质量。但对于任何领导者而言，都要尽可能早地意识到潜在的缺点，并致力于解决。 Keeping the short term in mind 记住短期目标 While it’s important to ensure that the company has solid long-term goals, and all departments are aligned to them, it’s just as critical to have a good day-to-day schedule (also known as leader standard work), and always look for opportunities to align it better with the company’s plans for the future. 确保公司拥有稳固的长期目标很重要，所有的部门拧成一股绳，就像拥有良好的日常计划一样重要（也被熟知为“领导者的标准化工作”），并寻找机会，使其与公司的未来计划更好的保持一致。 There will be some inevitable need for change, as the structure of the organization grows and new responsibilities are introduced to various departments related to the company’s current long-term plans. A good leader must ensure that the new responsibilities of a department don’t clash with those of another, as this is not an uncommon problem in even smaller organizations, where the communication chain is not as complex. 随着组织结构的发展，与公司当前长期计划相关的职责被推行到各个部门，，将不可避免地需要进行改变。一个好的领导者，必须确保部门的新职责不与另一个部门冲突，因为即使在较小的组织中，这也是一个常见的问题，因为通信链并不复杂。 The traditional Toyota method typically assigns different color codes to the various metrics collected in the company’s day-to-day work, and the way those resources are utilized is presented using graphical analysis. This is an important part of implementing kaizen correctly, although the specific form of representation can vary from one company to another, in order to better suit the needs of the particular organization. 传统的丰田方法，通常会为公司日常工作中收集到的各种指标分配不同的颜色代码，并利用图形分析的方式给出这些资源的使用方式。这是正确实施改善的重要部分，虽然具体的表现形式可以从一个公司到另一个，以更好地适应特定组织的需要。 The important point to gather from this is that all day-to-day metrics must be aligned with the company’s long-term goals, and this can only be done through constant re-evaluation of those metrics, and of the references they’re being compared against. 所有的日常指标，都必须与公司的长期目标保持一致，这一点非常重要。而这只能通过对这些指标不断进行重新评估，以及与之相比较的基准来完成。 This is another point that’s worth bringing up – sometimes the data you’re comparing against will be outdated, and this will make the entire foundation of your analysis invalid. This makes it important to keep those models up to date, and always keep communicating with the different departments about their own metrics. 这是另一个值得提出的观点—有时候，你所要对比的数据将很快过，这将使你的分析的整个基础站不住脚。将那些模块保持到最新，这一点非常重要，并始终保持与不同部门在指标上进行沟通。 Conclusion 结论 Continuous work on the company’s vision and long-term goals, and ensuring that they’re aligned with the current short-term plans of each department, is a critical component of applying kaizen to an organization. Any good leader must learn how to handle this in the most efficient manner with respect to both the organization as well as their own personal skills. Establishing a good framework for long-term planning is one of the best ways to ensure that the company’s development is always on the right track. 在公司的愿景和长期目标上进行持续的工作，并确保它们与每个部门当前的短期计划相一致，这是将改善应用到一个组织中的重要组成部分。好的领导者，都必须学会如何在尊重组织和个人的个人技能的情况下，以最有效的方式处理这个问题。为长期济源建立的良好的框架，是确保公司发展始终走在正道的最佳途径之一。 【特别提醒】 |
|
|
