亚马逊SHINGIJUTSU改善活动参考指南-9 EVENT PLANNING AND ADMINISTRATION 计划与管理
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、Engine、heidi、余天颖 、Friedrich、Job ₄₂.₁₉₅²⁰¹⁸ 、红娘、李青栩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
亚马逊SHINGIJUTSU改善活动参考指南-7 COMMUNICATION 沟通
亚马逊SHINGIJUTSU改善活动参考指南-8 EVENT PLANNING AND ADMINISTRATION 计划与管理
The Week’s Agenda 每周议程
In general, each Shingikaizen week will follow the same flow. In a fulfillment center, the first day will begin with a site tour forvisitors. In a CS site, thefirst day will begin with CSC training. During that timeframe, ACES willhold a separate meeting with Team Leaders and Co-Leaders. After the site tour(or CSC training) and Team Leaders/Co-Leader meeting, every participant will join together for a kick-off session referred to as Opening Ceremonies presentation, which lasts forabout two hours. Following the opening each team will go to the floor and begin their kaizenweek.
通常来讲，每个Shingi改善周都会遵循相同的流程。在FC，第一天将开始为访客进行实地考察。 在CS，第一天将从CSC培训开始。在这段时间， ACES将与团队领导和共同领导人单独召开会议。 在现场参观（或CSC培训）以及团队领导/共同领导人会议之后，每个参与者将一起参加一个称为开幕式演示的持续约两个小时的启动会议。 开幕式结束之后，每支队伍都会去到改善现场并开始他们的改善周。
At the end of the ceremonies day, the Team Leaders and Co-Leaders willattend a daily report-out session while their team continues to work on the floor.
最后，团队领导和共同领导人将参加每日汇报的会议，同时他们的团队会在现场继续工作.
The fourth day, Thursday, will mirror thesecond and third days, however the daily report-out will be replaced by anactual demonstration of the new process. Only Team Leaders and Co-Leaders will attend this walk-around tour (or simulationsin CS sites). During the simulation orwalkaround tour, the sensei will not ask questions or make comments. It’s simply a time when leaders can observe changesmade by their colleagues in other processes.
第4天(周四)将与第2天和第3天相同，但每日的报告将被新流程的实际演示所取代。只有团队leader和副领导才会参加这个巡回参观(或者在CS站点上进行模拟)。在模拟或徒步旅行期间，老师不会问问题或发表意见。这只是一个leader可以观察同事在其他过程中所做的改变的时间。
An example of a kaizen week agenda can be found, you guessed it, on the Shingijustu Event Sharepoint site.
你可以在Sharepoint网站上找到一个Shingijustu改善周议程的例子。
FirstDay Activities第一天的活动
SiteTour参观
The first day of kaizen activity shouldinclude a site tour for visitors, showing them around the building and pointingout practical safety tips. Especiallyfor hosting fulfillment center sites, it’s important to remember that some ofthe invited visitors participating in your Shingi kaizen are not fluent in thesafety expectations of a fulfillment center. For example, we value our SDE partners tremendously; however “safety” toan SDE in Seattle means something very different than it does in a safety-sensitiveenvironment of a fulfillment center. Thetour may include navigating through the building, and also practical issuessuch as the 20-foot rule, behavior near and around conveyors, which tasks orwork zones require PPE, etc.
改善活动的第一天应该包括访问者的SITE参观，向访问者展示建筑四周及里里外外的大致情况并指出实际的安全提示。对于主办的FC来说，很重要的是记住Shingi改善的其中一些访问者对FC的安全期望并不满意。举个例子，我们极端重视SDE伙伴们，然而安全对于一个在西雅图的SDE来说，跟在一个FC的安全敏感环境是非常不同的。这个参观可能包括穿过建筑的导航路线，诸如类似20-foot规则，传送带附近以及周围的行为等实际问题，这些任务或者工作区域都需要劳动保护用品等等。
In customer service sites, the site tourmay include a practical training session about CSC, and should include properetiquette for walking through the site when CSA’s are conversing live withcustomers.
在客户服务中心，站点参观可能包括一个关于CSC的实际培训会议，也应该包括合适的站点行走参观规范当客户服务人员正与客户交谈时。
Team Leader/Co- LeaderMeeting (Monday Morning- half an hour meeting)
团队领导以及联合负责人会议（周一早上-半个小时会议）
Following the site tour (or during the site tour, depending on theagenda), the WW ACES and local ACES team will host a 30-minute team leader kick-off session, including all Team Leaders and Co-Leaders. Primarily, the goal of this meeting is tocommunicate expectations about the coming week. ACES will make the following points duringthe TL/CL meeting:
在site tour之后(或者在site tour期间，视日程而定)，WW ACES和当地的ACES团队将举办一次30分钟的团队领导启动会议，包括所有团队领导和共同领导。这次会议的主要目的是传达对下周的期望。在TL/CL会议上，ACES将会提出以下几点建议:
· Leadership –leaders of kaizen events challenge, organize and facilitate. They do not “lead”ideas, bar or block ideas or otherwise try to influence the group.
领导力-改善活动挑战，组织，推动的领导者们，他们不领导创意，设立障碍，或者阻止创意，否则他们将影响整个团体。
· Leaders engage allparticipants – including hourly associates – to participate fully and haveaction items and measures of accountability for all participants.
组长们吸引所有的参与者-包括临时参与者-去充分参与并未所有的参与者产出可靠的行动项目和衡量基准
· This is a weekwhere past assumptions should be challenged. It’s a week where complete creativity and free-thinking shouldoccur. Leaders should ensure they, orothers on their team, do not say things like, “We can’t do that”, “The systemwon’t let us”, or “We’ve tried that before and it didn’t work.”
在这一周里，过去所有的设定将被挑战，完整的创意和自由的思考将发生，带领者们应该保证团队中所有的人避免有如下想法或者表达：我们不能这样干，系统不让我们，我们之前已经试过但行不通。
· No one will bechastised for coming up with the “wrong” solution. This is about try-storming. If it doesn’t work, go back and try again(and again and again). Plan, Do, Check,Act.
没有人将被责骂因为随之提出的“错误的”方案。这些所谓的错误方案，都是了不起的尝试，使用PDCA的循环尝试解决，并优化“错误的方案”。
· Push your teamparticipants to break out of their natural comfort zones. If you have folks on your team who are usedto being in front of a computer analyzing data, this is the week were youshould lead them to get very physical and not rely on a computer to providethem with “the facts”. Facts occur fromactual observation about what is really going on.
推动你的团队参与者区打破他们的天然舒适区。如果团队中有人习惯于在电脑面前分析数据，但这一周你得带领他们去到作业现场获最事实的真相而不是依赖电脑分析。事实发生来自于对事物的观察，它真实的发展状况。
· On Monday andTuesday, you will feel uncertain and may not be sure that this is going towork. Monday is typically a day offrustration, Tuesday is a day of uncertainty and initial try-storming,Wednesday is the day you “break things”, engaging in a lot of try-storming (orphysical work). Thursday is the day youcontinue physical work, Continue to lead through organization and facilitation,and by Wednesday, you will feel much better about the kaizen process. Be patient.
在周一和周二，你将感觉到不确定以及不确信改善活动能够继续工作下去，周一是充满挫折的一天，周二是不确定的以及开启尝试风暴的一天，周三是打破常规并引入一些尝试风暴或者实际工作的一天，周四是你继续实际工作，继续通过组织和推动领导改善的一天，到了周三，你对改善流程的感觉将会好得多。所以需要一些耐心。
· 术”老师提供的反馈，而不是去挑战和讨论其他团队的演讲和陈述。你的陈述应该非常短并包括一个更新的目标表，今天完成成果的展示图，以及简短的当天完成事项摘要和第二天需要跟踪的事项。
· ThursdayReport-Out session will be on the floor, where each Team Leader and AssistantTeam Leader will actually go and see the results that other teams havemade.The sensei will not challenge onthis day, and there is no need for a PowerPoint presentation on Thursday.However, Friday’s Final Report-Out (closing c Sense of urgency –you have three days until your solutions are implemented (Thursday afternoon).Therefore, work very hard and very smart. Your sense of urgency should bepretty high this week.
紧迫感-你有3天的时间去执行你的方案（到周四下午止），这需要非常艰难工作和非常聪明的工作。这周工作的紧迫感将非常的高。
· Daily Report Outsare due on Monday, Tuesday and Wednesday. We begin at X time and end at X time. The purpose of the daily report-outs is for you to see and hear what theother teams are doing, and to listen to the feedback provided by theShingijutsu sensei.The purpose is notto challenge or discuss other teams’ presentations. Your presentation should be very short (5minutes) and include an updated Target Sheet, pictures of what you accomplishedfor the day, and a short bullet-pointed list of things to tackle the nextday. Site leadership will communicate the shareddrive location for daily report-out presentations to be downloaded at least 15 minutes before the dailyreport-out session.
周一到周三都需要输出日报。我们开始或者结束都一个不确定的时间。对于我们来说，日报的目的就是去看和听其他的团队及成员正在干什么，并倾听“新技eremonies) will require a Powerpoint presentation.
周四的报告输出会议将在现场举行，在那儿，每个团队组长和副组长将真正去看其他团队成员取得的结果。改善老师将不挑战，并不需要PPT演说。然而，周五的最终报告输出（闭幕仪式）将需要一个PPT演说。
Milestones 里程碑
Monday– Take time to get to know each other on the team. Go and see the process. Work the process. Talk to associates. Validate target sheet, change them ifnecessary. Value Stream Map the processin depth.
周一: 花时间让团队成员互相认识。观察流程并按照流程试操作，跟员工交谈，验证目标表，如果需要的话做些修改。并深入了解流程图。
Tuesday – understand the problem based on your deep understandingof Monday’s “go and see”. Once youunderstand the problem, begin to brainstorm waste reduction ideas. Create action plans for the team and dividethe team into small subgroups (divide and conquer).
周二: 在周一通过现场观察深入理解流程的基础上，深入了解相关的问题。一旦你理解了这个问题，开始通过头脑风暴法去思考消除浪费的方法。创建行动计划，并把团队分成小分队。
Wednesday–physical transformation of the process. First try-storm, measurements, iterations.
周三: 流程的实际转换。先尝试新的流程，衡量结果，并对流程做迭代升级
Thursday– continue try-storming, refine the changes, create visual process maps,visual indicators, and SOP for the new process.
周四: 继续尝试，提炼改变，创建可视化流程图，可视化指标，以及新流程的标准操作流程。
Friday – final presentationdue in the tank NO LATER THAN 60 minutes prior to the start of closingceremonies.
周五: 最终的演说要在闭幕仪式的前60分钟开始。
Shared Drive Location for Presentations为演讲材料创建一个共享盘
The local, hosting site should establish ashared-drive location where each team can post their daily report-outpresentations and final presentation.By having each team’s presentation dumped into a common shared drivelocation, any person with a laptop can run the daily report-out presentationand final ceremonies. It’s not necessaryto combine each final presentation into one PowerPoint.Rather, when each Team Leader gets up topresent their final presentation, the person hosting the master laptop cansimply click on the respective team leader’s presentation in the shared drivelocation.
站点需要开发一个共享位置来存放每个团队或者成员的演说资料，以便于每个使用笔记本电脑的成员能存取，编辑日常和最终报告。每个团队的资料并不需要整合成一个PPT，不如，让每一个人做陈述时，主持人可以在共享位置帮他们打开各自的资料。
Kick-Off Presentation (Opening Ceremonies)改善活动开幕
A kick-off meeting, or opening ceremoniesfor the Shingi kaizen event, occurs on Monday morning after the site tour (or CSC training in a CS site). In general,the opening ceremonies are a time to share with all team participants and siteleadership the expectations for the week, goals established by each team, and afew general housekeeping details.
改善活动的启动会议发生在周一早上，完成站点参观后。一般来说，启动会议是让所有的参与者和站点领导分享本周的期望；各个团队设定的目标，以及一些整理细节
Some of the talking points included inopening ceremonies may include:
启动会议的一些谈论重点包括如下：
·General welcome toall participants, especially visitors who traveled from far away, and to hourlyassociates who are letting the group “invade” their workplace. Thank you to the local site leadership fortheir efforts in hosting the event.
对参与者的欢迎，特别是远道而来的访问者，以及临时参与的同事。感谢主办方的领导团队为招待这次活动的努力和付出
· Keep an openmind. Challenge assumptions and embraceboth simple and radical creativity. It’sokay to completely “break” things, although take pictures first. No one will yell, scream or otherwise causeyou trouble if you change the way things currently work – the power of kaizenis through gains realized through your creativity!
保持开放的心态。挑战任何的假设以及拥抱简单和激进的创意，完全的颠覆原有事物也是可行的，尽管一开始只是拍个照片。没有人会因为你改变了现有的做事方式而对你大喊大叫或者找你麻烦，改善的能量将通过你的创意而实现。
· There are no“titles” this week. All teamparticipants are on the same footing, and each participants’ voice should beheard. That doesn’t mean, of course,that every idea will be implemented. Itsimply means that all ideas will be heard.
这周没有任何的主题给你限制。所有的团队参与者都在相同的基础上，每一个参与者的声音将被听取。当然，这并不意味着每一个主意都将被执行。只是说所有的主意都会被倾听。
· It’s recognizedthat many participants have “other” jobs at Amazon. However, part of the power of Shingijutsukaizen events come from complete dedication to focus on the process beingstudied. Therefore, cell phones,blackberries and laptops should not be used for engaging in work other than thekaizen during the week.
在亚马逊，很多的参与者有其他的工作是被认可和接受的，然而，改善活动的一部分能量来自于对被研究流程的完全的关注度。因此，在这一周，所有的参与者要尽量少用手机，邮件和笔记本电脑。
·Kaizen is abouteliminating waste in a process -- making the process better, faster, easier toperform.
改善的重点是减少流程中的浪费—让流程更好，更快，更易于执行
· (FC kaizens) Physicaldemands of the week. Some of you areused to working in offices or in front of a computer. This is a week that you will be asked to workoutside of your comfort zone, which may require physical work, cleaningworkstations, tearing up old tape on the floor, etc. Just make sure that when you break theprocess, you do it with Safety in mind.
这周实际的要求：其中一些人习惯于坐在办公室或者在电脑面前。这周你会被要求在你的舒适区之外工作，可能包括一些实际的作业，包括清理工作台面，从地板上清除陈旧的胶带等等，不过务必保证你在改变流程的时候务必保障安全。
Milestones 里程碑
The first day is the day to take time to get to know each other on the team and toget to know the process. We at Amazonlike to rush into things and jump to solutions quickly. The first day should be about thoroughlyunderstanding the process space and target sheet. It will take until mid-Tuesday before yourteam should even begin to come to agreement (after several iterations) of whatthe actual problems are. Start Mondaywith a complete value stream map – learning to “see” the process.
第一天是让我们花时间去互相认识团队中的成员以及了解工作流程。我们在亚马逊喜欢仓促行动并快速提出解决方案。第一天应该彻底地了解流程可以改进的空间和目标表，这将持续到周二中午，接下来团队就要对实际的问题达成共同的认知。同时观察流程时需要准备好完整的价值流程图。
This will be anintense week, you may find yourselves frustrated at times or feeling likeyou're being asked to achieve the impossible, but have confidence that if youpersevere, you will find the results you achieve at the end of the week truly remarkable! Above all else, get wild, wacky and creativeand HAVE FUN.
这将是非常紧张的一周，你可能发现自己屡次受挫，或者你被要求达成不可能。但是保持信心，如果坚持下来，你将发现在本周结束的时候你达成了令人难以自信的结果！除了以上所述，保持狂热的，不同寻常的，有创意的，并且快乐的状态。
Daily Report-Out Sessions 日常报告输出会议
Each day, the team leader and assistantteam leader will meet at the end of the day with the other teams’ leaders, theGM, ACES and sensei for a one-hour recap. This meeting is intended as part of the structure and discipline of theShingi kaizen week. The purpose of daily report outs is to give the sensei a chance to vieweach team’s progress and provide them one last piece of feedback before theyend the day and plan for the next day.
每一天，团队的负责人和助理负责人将在每天结束时与其他团队的领导，站点负责人，改善老师召开一个小时的回顾会议。这个会议是改善周的固定程式，这个日报输出的目的是给改善老师一个机会了解每个团队的进展，并在每天结束以及做出第二天计划之前给与最后的一点反馈。
During the report out sessions, Team Leaders will provide a recap of theirTarget Sheet, even if no changes occurred for the day, it’s important to beginwith and focus on the Target Sheet. Also, include actions taken for the day (pictures are much more powerfulthan words), and a brief plan for the following day. Kaizens are not the same as a Six Sigma tollgate pitch. Graphs and charts of data are not necessarily necessary, nor is a recap of the “problem statement”or a full pitch on the process space. It’s more about focusing on the process, waste in the process, and whatyour team is doing to eliminate waste in the process and to get to the targetgoals.
The flow of the dailyreport-out sessions will be: (1) Team Leader #1 presents, (2) Sensei comments, (3)Team Leader #2 presents, (4) Sensei comments, etc., (5) Final Recap by ACES.
在报告发布期间，团队领导将概述他们的目标表的结果，即使当天没有发生任何变化，重要的是要从目标表开始并集中精力。另外，包括当天的行动(图片比文字更有力量)，以及第二天的简短计划。改善和六西格玛的每个阶段是不一样的。数据的图形和图表并不一定是必要的，也不是对“问题陈述”的重述，也不是对过程的完整描述。重要的是关注过程，过程中的浪费，以及团队为消除过程中的浪费和达到目标所做的工作。
每日报告的流程将是:
(1)组长1展示，(2)导师评议，(3)组长2展示，(4)导师评议等，(5)最后由ACES汇报。
Team Leaders who wish to get advice or clarity about what another team isdoing are encouraged to contact their Team Leader colleague after the DailyReport-Out session.
希望获得关于另一个团队正在做什么的建议或清楚的团队领导，鼓励在每天的报告会议之后联系他们的团队领导同事。
在每天的报告会议中只包括团队正副leader。
Often times, team participants will expressconcern about why they are excluded from daily report-out sessions. There is a feeling that golden pearls ofwisdom are being passed by the sensei during these meetings and missed byparticipants who do not attend. This isnot the case. Team Leaders shouldexplain to team participants that the purpose of the daily meeting is to ensurea structured, disciplined approach to the kaizen event, where team leaders areheld accountable for progress made to the process scope.
通常情况下，团队参与者会对他们被排除在每天的报告会议之外表示担忧。有一种感觉是，在这些会议中，老师们正在传递着智慧的珍珠，而那些没有参加会议的参与者却错过了这一切。事实并非如此。团队领导应该向团队参与者解释，日常会议的目的是确保对改善事件有一个结构化的、有纪律的方法，在改善事件中，团队领导要对过程范围的进展负责。
LastDay Activities 最后一天的行动
The last day of a Shingijutsu kaizen event, Friday, is used solely to wrap up the week’s activities into a presentation to be shared with each team, the site leadership, and other Seattle-based Operations leadership (such as Marc Onetto and his direct reports). Therefore, Team Leaders will be responsible for engaging their teams to pull together final target sheets, photos, and a list of actions to be taken after the kaizen week ends.
在周五举行是改善活动的最后一天，人们只会把这一周的活动总结成一份报告，与每个团队、现场领导以及其他西雅图运营领导(比如 Marc Onetto及其直接下属)分享。因此，团队领导将负责让他们的团队将最终的目标表、照片和改善周结束后要采取的行动列表整合在一起。
ClosingCeremonies 闭幕典礼
Closing ceremonies, or final report-outs, occur on Friday morning. Each team will be asked to have theirpresentations dumped into the pre-communicated shared drive location at leastan hour before the closing ceremonies begin. This time gap is necessary to ensure there is enough time to test theshared drive location connection to Net Meeting and to prepare final copies of each presentation for the sensei and translator. The sensei will need some time before the final presentations to have information verbally translated by his interpreterso he can prepare his closing comments.
闭幕式或最终报告将于周五上午举行。每个团队都将被要求在闭幕式开始前至少一个小时将他们的演讲放在事先沟通过的共享盘中。这个时间间隔是必要的，以确保有足够的时间来测试驱动位置连接到网络会议，并准备最后的副本给老师和翻译。在期末报告之前，老师需要一段时间让他的翻译，口头翻译信息，这样他就可以准备他的结束语。
The flow of closing ceremonies presentation is: (1) GM/Site Leader says afew words of thank you, (2) each Team Leader presents his final presentation, (3)the sensei provides general wrap-up comments about the week, (4) Marc Onet to says a few words, and (5) closing comments by ACES.
闭幕式的流程如下:(1)总经理/现场负责人说几句谢谢;(2)每个组长做最后的发言;(4)Marc onet 讲话 (5)ACES 宣布闭幕。
It’s Not Over Until the Fat Lady Sings: Post Kaizen Week
As a GM/Site Leader, you may get through Friday afternoon, wave goodbye toall of the kaizen visitors, request thatthe conference rooms be cleaned and put back in their normal state, and sitdown to look through the 400+ emails that have invaded your Inbox since thebeginning of the week. But, don’t be fooled that the kaizen week is over at this point.
作为库房的GM/site leader,你可能会在周五下午,和所有的改善游客挥手道别,请求将会议室清理并放回他们的正常状态,并坐下来浏览超过400 +电子邮件,这些邮件从本周一开始就入侵你的收件箱。但是，不要被“改善周”的结束而把所有的改善工作结束。
After the kaizen, hosting site leadership is responsible for ensuring thatall kaizen ideas are implemented in a reasonable period of time, that kaizenresults are valued from a cost-savings perspective, and are validated 30-days out. Motivating exhausted Team Leaders from the site to actually follow-throughon kaizen ideas will take strong leadership and measures ofaccountability. And, requesting helpfrom your Finance partners to validate the cost-savings is much needed. Therefore, keep focusing on the process spaceeven after the fanfare has died down……afterthe kaizen event is when much of the kaizen process is just beginning.
在改善之后，举办改善周库房的领导负责确保所有的改善想法在合理的时间内得到实施，从节约成本的角度评估改善的结果，并在30天内得到验证。激励疲惫不堪的团队领导真正贯彻改善理念，将采取强有力的领导和措施。而且，需要向你的财务合作伙伴寻求帮助，以确认成本节约。因此，即使大张旗鼓的宣传已经平息了，也要继续关注这个过程——在改善事件之后，很多改善过程才刚刚开始。
SUMMARY 总结
In summary of the Event Planning andAdministration section, the following lessons should be noted:
在总结活动规划和行政工作时，应注意到以下教训:
· Plan enough time to effectivelyprepare for a Shingi kaizen event, and use the Action Planning template to knowwho between the local site and ACES is responsible for what actions.
· Set up the gemba with meetingroom space and all necessary supplies.
· Think like a visitor. Make sure visitors to your site will have apositive experience by planning for a smooth entry and exit to the building,preparing your team for their requests for resources, and planning meals oroutings accordingly.
· Keep meals simple andcost-effective. There is no award for“best food” in a kaizen event.
· Prepare for presentations byhaving a shared drive location established and communicated to Team Leaders, byhaving rooms set up well in advance, and by test-driving Net Meeting andmicrophone capabilities.
· Know the flow of openingceremonies, daily report-outs and closing ceremonies. Knowing what will happen and by whom willtake a lot of the guesswork out of these meetings.
·计划足够的时间来有效地准备一个Shingi kaizen事件，并使用行动计划模板来了解在本地和ACES之间谁负责哪些行动。
·设置gemba与会议室空间和所有必要的用品。
·像访客一样思考。确保访问你库房的访客有一个积极的体验，通过规划一个顺利的进入和退出建筑，你的团队为他们准备相关资源的要求，并相应地计划吃饭或外出安排。
·保持膳食简单和成本效益。在改善活动中设有“最佳食物”奖。
·通过建立共享驱动器盘能来准备演示。
·了解开幕式、每日报告和闭幕式的流程。知道将会发生什么事，以及由谁来做这些会议，猜测将会大大减少。
After the kaizenevent, the hard work is just beginning. Establish pre-communicated timeframes for final implementation of kaizenideas and for cost-savings estimates (and validations) to be reported.
改善事件之后，艰苦的工作才刚刚开始。为最终实施改善计划和成本节约估计(和验证)建立预先沟通的时间框架。
CONCLUSION全文总结
This Shingijutsu Kaizen Event ReferenceGuide holds a lot ofinformation. For those of you readingthis document who would like a one-page “checklist” of sorts on the mainelements you should include when preparing for, hosting, or participating in aShingi kaizen, here it is.
这是《新技术改善事件参考指南》，包含了大量的信息。如果你正在阅读这篇文章，想要一页纸的“清单”，列出你准备、主持或参与新井改善项目时应该包括的主要元素，请看这里。
· Kaizen is about people. Include them. Engage them. Listen to theirideas before implementing any “try-storms”. Include time during the problem-identifying phase on Day 1 to askassociates what are the specific things that are barriers to them performingtheir jobs effectively.
· Before, during and after a kaizenevent, follow the three C’s with associates in the building: communicate, communicate, andcommunicate.
· The kaizen process works when ateam of people are free to focus totally and solely on the process athand. Participants with “other” jobs within Amazon should make arrangements to have their other jobs covered by someone else for the week so they will be free to focus on the kaizen processbeing studied.
· Allow enough time before thekaizen event to hash through the project selection phase and to collectpre-work measurements.
· Set aggressive yet realistictarget goals to accomplish during the week.
· Write clear, concise pre-work measurements on your target sheets and test the clarity of communication byhaving an associate explain back to you what they understand from the targetsheet.
· For FC Shingi events, have tons of Facilities Techs ready to roll on Wednesday and Thursday. Schedule them with lots of overtime or importthem from other FC sites, if necessary. And, have your Buyer handy with the p-card for those emergency purchasesthat occur during try-storming.
· Post-kaizen implementation and cost-savingsanalysis are just as important as the kaizen itself. Set meetings with Team Leaders after thekaizen ends to ensure they are meeting the expectation for implementation andvalidation.
· For any questions about Shingijutsu kaizen, the process of hosting an event, or the tactical piecesinvolved in planning an event, work with a WW ACES partner.
·改善是与一线员工人相关的。让他们参与进来。在实施任何“尝试风暴”之前，先听听他们的想法。在问题识别阶段的第一天就问问同事，哪些具体的事情是阻碍他们有效完成工作的障碍。
·在kaizenevent事件之前、期间和之后，与本地库房的同事遵循三个C:沟通、沟通、再次沟通。
·当一群人可以全身心关注改善过程时，改善过程就会起作用。在亚马逊，参与者的一些有“其他”工作，应该安排让其他人负责他们的那些“其他”工作，这样他们就可以自由地专注于正在研究的改善过程。
·在kaizen事件发生前，在项目选择阶段要留出足够的时间来讨论，并收集前期的测量数据。
·在改善周内设定积极而又现实的目标。
·在你的目标表上写下清晰、简洁的工作前测量数据，并通过让同事向你解释他们从目标表中理解了什么，来测试沟通的清晰程度。
·对于FC Shingi改善活动，有大量的设备技术准备在周三和周四实施。如有必要安排好那些来自其他库房同事的大量加班计划。还有，在测试的时候，让你的采购，为那些紧急情况下的购买准备一张p-card。
·改善后实施和成本节约分析与改善本身同样重要。在改善结束后与团队领导召开会议，以确保他们达到执行和验证的期望。
·对于shingijutsu kaizen任何问题，包括主办活动的过程，或参与策划活动的整个过程，可以与WW ACES的 伙伴一起合作完成。
APPENDIX附录
1. All of the forms, documents,templates and tools found in this appendix can be downloaded for use byvisiting the WW ACES Shingijutsu kaizen Sharepoint page at:
本附录所载的所有表格、文件、模板及工具，均可于下列网页下载使用:
https://portal.ant.amazon.com/sites/ACES/KPO/Shingi/default.aspx
2. The sensei says
sensei说…….
Common lesson sheard by the sensei during the first seven Shingi events include the following:
sensei在前七届kaizen活动中，提出的一下常见的经验教训包括:
ðStand in the shoes of your customers. In CS, actually go throughthe process your customer has to go through. Order a product and see what happens. In an FC, actually do the process that your downstream customer does.
ðStart with clearly definedprocess scope. Work hard to clearlyunderstand the problem. Once youunderstand the problem, you’re 50% to the point of solving it.
ðIf something is dependent upona person, it’s not a process. Create SOPdefinitions so when one person with the knowledge on how to perform a processis absent, it can still be performed.
ðCreate subteams on yourkaizen. You gain greater efficiency bybreaking into smaller subteams and splitting the work. Divide and conquer.
ðBuild quality into the processat the source. Passing a defect to yourdownstream customer to fix causes more effort and rework. Build in quality detection at the source ofthe defect.
ðThe root cause of a defectcannot be determined through data weeks (or days) after it has occurred. The time to spot a root cause of a defect isat the time it occurs. Then fix it andensure it never occurs again.
ðLove your machines. Engage in preventive maintenance by teachingand empowering associates how to care for the machines as if the machines arechildren that need to be taken care of. Many of the causes of delays (waste) occur when a machine has to befixed.
ð Don’t force people to look for work.For example, self-directed stow when there are too many associates competing for work, causes people to have to “look” for work.
ð 设身处地为你的顾客着想。在CS中，实际上要完成客户必须完成的过程。订购一个产品，看看会发生什么。在FC中，实际执行下游客户执行的过程。
ð 从明确定义的过程范围开始。努力理解问题。一旦你理解了这个问题，你就有50%的可能解决它。
ð 如果某物依赖于某人，那它就不是一个过程。创建SOP去定义它，这样当一个知道如何执行流程的人缺席时，仍然可以执行该流程。
ð 在你的改善中创建子团队。通过分成更小的子团队和分割工作，您可以获得更高的效率。分而治之。
ð 从源头将质量构建到过程中。将缺陷传递给您的下游客户以修复会导致更多的工作和返工。在缺陷的源头建立质量检测。
ð 缺陷的根本原因不能通过发生数周(或数天)后的数据来确定。发现缺陷的根本原因的时间是在缺陷发生的时候。然后修复它，确保它不再发生。
ð 爱你的机器。通过教育和授权员工如何照顾这些机器来进行预防性维护，就好像机器是需要照顾的孩子一样。当一台机器需要修理时，许多延迟(浪费)的原因就出现了。
ð 不要强迫人们去找工作。例如，当有太多的同事在竞争工作时，自我指导上架就会导致人们不得不“寻找”工作。
全文完
