全球标准作业准则月度会议上的标准作业问题

Global StandardWork Tenets

Monthly Standard Work Questions forStand-Ups

全球标准作业准则月度会议上的标准作业问题

Read the tenet and ask one of the questionsbelow during your stand-up each week (SSPACER - Standard Work question). Some options forresponses are provided, though others may also apply. Give your associates timeto respond before answering for them (wait for longer than you feel that youneed to!).

仔细阅读标准作业准则并在每周的例会上提出下列中的一个问题(SSPACER – 标准作业问题)。在此提供一些回答选项，尽管也可以给出其它一些回答。在你替员工回答前，尽量给你的员工一些反应时间来回答问题（等待比你回答需要的时间更长一些的时间）。

Tenet1: Standard Work is safer, reduces defects, lowers cost, and enables invention.

准则1：标准作业更加安全，减少缺陷，降低成本，提供创造

a)    Whatare some examples of how Standard Work makes our area safer?

1.    Safelifting standards.

2.    Respectfor 5S.

3.    PITand pedestrian visual markings.

a)   能给出一些标准作业如何使我们的工作区域更安全的例子么？

1.   安全提升标准

2.   遵守5S

3.   电动地牛通道和人行道的可视化标识

b)    Howdoes Standard Work help us reduce defects for our downstream customer?

1.    Weall have the same definition of what quality is at our workstation and the samemethod of achieving that quality.

2.    Andonshelps us immediately identify and sideline defects when they are detected.

3.    Rapidfeedback helps each of us to know how we are performing to the quality standardso we can improve.

b)   标准作业是如何帮助我们减少对下游客户产生的缺陷？

1.   我们对工作站的质量要求都有相同的定义，并且对于达到质量要求有相同的方法

2.   当不良品被发现，安灯帮助我们立即将它们进行分辨并区分出来

3.   快速反馈帮助我们每个人知道我们正在怎样执行质量标准，从而可以进行改善

c)    Howdoes Standard Work help us lower costs for our customer?

1.    It’sthe simplest and most efficient way to produce high quality work.

2.    Itreflects the best thinking of our team in removing waste and variation in theprocess.

c)          标准作业如何帮助我们降低对客户的成本？

1.     它是产生高质量工作最简单和最有效的方法

2.     它反映出我们团队在消除浪费和流程差异方面最好的思想

d)    Howdoes Standard Work enable invention?

1.    Byperforming work the same way every time, it makes the areas where we haveproblems very clear. Once the problems are identified, we can engage associates(you) to help solve the problem.

d)   标准作业如何提供创造

1. 通过每次用同样方法开展工作，使我们有问题的区域非常明显。一旦问题被识别出来，我们能够参与到员工（你们）里来帮助解决问题。

Tenet2:Standard Work requires total team commitment to consistent process discipline.

准则2：标准作业需要整个团队承诺遵守一致的纪律

a)    Howdo Process Guides and leadership make sure that every area is ready at thestart and end of shift?

1.    Throughthe use of standardized checklists.

a)   生产辅导员和管理者如何确信每个区域在开班和结班时一切就绪?

1．通过使用标准检查单

b)    Ifyou show up and your work station isn’t ready, what do you do?

1.    Pullyour andon and wait for assistance. We want to know this happened so pleasehighlight the problem.

b)  如果你开始上班时，你的工作站没有准备好，你会做什么？

1.  触发安灯并等待帮助。我们想知道发生了问题，所以请突出和暴露问题。

c)    Whydo support roles use Standard Work checklists throughout the day?

1.    Tostandardize and simplify their work so that a stable and repeatable environmentis created.

2.    Theyestablish the timing and habits that are needed to support our associates andour processes.

3.    Repeatableleadership routines allow us to improve processes because problems can beattributed to a process rather than a person. If everyone is doing the samething in the same way and we don’t get the desired result, then any variationhas to be the process, not the person.

c) 为什么做支持岗位的员工要整天都要使用标准作业检查单？

1.    标准化和简化他们的工作从而创造一个稳定而可重复的工作环境

2．他们养成需要的定时和习惯来支持我们的员工和工作流程

3．可重复的管理程序可以让我们改善流程，因为问题都归因于流程而不是某人。如果每个人按照同样的方法做同样的事情，且我们没有得到想要的结果，那么任何差异肯定来自于流程，而不是人。

d)    Whoare the people supporting you in support roles in this area today? If you don’tknow, where do you look to find out?

1.    Startof shift staffing board.

d) 今天在这个区域谁在支持你的工作？如果你不知道的话你会到哪里去寻找？

1.从员工排班板开始找

Tenet3: Attack the process and engage your people in developing solutions. Asmanagers we should obsess over associates needs so they can obsess over thecustomer’s needs.

准则3：给流程找毛病并且邀请员工一起制定解决方案。作为管理者我们应该时刻关注员工的需求，这样员工就会时刻关注客户的需求

a)    Whydo we ask about what barriers are getting in your way?

1.    Sowe can help remove them.

2.    Wecan learn in real time what they are.

3.    Werecord this information so that we can identify patterns and prioritize whichproblems to develop countermeasures against.

a)         为什么我们要问在你们的工作中有什么阻碍？

1.   这样我们可以帮助消除这些阻碍

2.   我们可以实时了解阻碍都是什么

3.   我们记录这些信息以便我们能够识别问题类型并且排定问题优先次序来制定解决措施

b)    Whenyou see a problem, what do you do? How do you pull andon (ask for help) in thisarea?

1.    Responsesmay include lights, flags, buzzers, whistles, yelling etc.

b) 当你发现一个问题你会怎么做？你会怎样触发这个区域的安灯（寻求帮助）？

1.   回答可能包括亮灯，旗子，蜂鸣器，哨子，呼叫等。

c)     Whyis your input so valuable in making the process better?

1.    You’reon the shop floor executing the process which gives you detailed understandingof what’s working and what’s not.

c) 为什么你们的反馈在使流程变得更好方面很有价值?

1. 你在厂房里正在执行这些流程，你会对什么是可行的，什么是不可行的有详细的理解。

d)    What’sthe purpose of the daily Gemba Walk?

1.    Thepurpose of the Gemba Walk is to give leadership a way to engage associatesabout barriers they are encountering.

d) 每日现场巡检的目的是什么？

1. 现场巡检的目的是给管理者提供一个途径深入了解员工工作中正在遇到的障碍

Tenet4: Problems are treasures.  People gladlysurface problems because we are committed to resolving them.

准则4：问题是财富。人们乐意揭示问题因为我们正在致力于解决这些问题

a)   Why do we thinkproblems are treasures?

1.   Without knowingwhat they are, we can’t improve the process.

a)       为什么我们认为问题是财富？

1．如果不了解问题是什么，我们就不能够改善流程

b)  What happens when aproblem is hidden and we can’t see it?

1.   Hidden problems,just like buried treasure, isn’t valuable. Only when the treasure is unburiedcan it be spent. Only when a problem is surfaced can it be addressed.

b) 当一个问题被隐藏起来而我们不能看到它会怎么样呢？

1．掩盖问题就象掩埋财富一样是没有价值的。只有当财富不被掩埋它才可以被使用。只有当问题浮出水面它才可以得到解决。

c)   What are the waysyou can surface a problem?

1.   Pulling the andon.

2.   Sharing identifiedproblems with a process guide and/or a leader.

3.   Gemba walks.

4.   5S audits.

5.   FSI audits.

c) 你可以用什么方法来表现问题？

1．触发安灯

2．和生产辅导员和/或生产组长分享识别出的问题

3．现场巡检

4．5S审核

5．FSI审核

d)  Can anyone name aproblem that we’ve found and resolved in this area?

1.   Responses mayinclude: elimination of cherry picking, FIFO issues, others.

d) 有谁能指出一个在这个区域我们已经发现并已经得到解决的问题？

1．回答可能包括：消除挑活儿，先进先出问题，其它。

Tenet5: Create simple, repeatable, visual processes supported with rapid andonresponse.

准则5：创建简单的，可重复的，有快速安灯响应的可视化的流程

a)    Whatdo we do upstream to keep your process simple and defect free?

1.    Tryto remove variation at the earliest part of the process.

a) 我们该在上游做什么来保持你们的流程简单而无缺陷？

1．尝试在流程最早的地方消除差异

b)    Whydo we want to repeat a process the exact same way every time?

1.    Tohighlight the abnormalities.

2.    Sothat we are all using the most efficient process.

b) 为什么我们想每一次都用相同的方式重复一个过程

1．为了突出异常

2．以便我们都在使用最有效的流程

c)    Whatis the standard andon response time?

1.    10seconds

c)标准的安灯响应时间是多长？

1．10秒

d)     What’sthe method for pulling an andon (asking for help) in your area?

1.    Responsesmay include lights, flags, buzzers, whistles, yelling etc.

d) 在你的工作区域触发安灯（寻求帮助）的方法是什么？

1.       回答可能包括亮灯，旗子，蜂鸣器，哨子，呼叫等。

Tenet 6: Each process should have a rhythm ortakt time. Takt time should be based on the time required to process a standard,problem free unit of work (i.e. cart, tote, shipment).  

准则6：每一个流程都应该有一个节奏或节拍时间。节拍时间应该是基于处理一个标准的，没有问题的工作单元（如小车，货箱，发货订单）所需求的时间

a)    Whatis takt?

1.    StandardWork sequence, standard cycle time, and standard units.

a) 什么是节拍（takt）?

1.标准工序，标准循环时间和标准单元

b)    Whenwe miss takt, what does it mean?

1.    Therewas a problem with the process.

b) 当我们未达到节拍意味着什么？

1.流程有问题

c)    Whatis the follow-up process to a missed takt?

1.    Aprocess guide will ask what barriers existed on that takt.

c) 对于未达到节拍接下来的处理流程是什么？

1.一名生产辅导员将询问在这个生产节拍中有什么样的工作障碍

d)    Howis it that we improve upon takt?

1.    Byremoving barriers, defects, and inefficiencies in the process.

d) 我们如何基于节拍进行改善？

1.通过消除工作中的障碍，缺陷，以及流程中的无效之处

Tenet 7: Variation is the enemy of StandardWork. Eliminate variation at each step of the process. Work towards zerovariation by catching it at the earliest possible step in the process.

准则7：差异是标准作业的敌人。在流程的每一步骤消除差异。尽可能在流程源头找到差异，从而努力达成零差异

a)    Whatforms of variation can be created by your process that could impact yourdownstream customer? What do you do to not pass variation downstream?

1.    Responsesmay vary.

a) 你的工作流程中会产生什么样的差异影响到下游客户？你要怎样做才能不传递差异到下游？

1．可能有不同的回答

b)    Isit better to find variation at the beginning or at the end of a process?

1.    It’sbetter to find variation at the beginning of a process. If variation is foundat the end, all the work that’s been done so far needs to get redone.

2.    Minimizethe impact of the variation by identifying it as early in the process aspossible.

b) 在流程的前端找到差异更好还是在末端找到差异更好？

1．在流程的最前端找到差异更好。如果差异在末端被发现，所有已完成的工作需要重做

2．通过在流程中尽早找到差异，将差异带来的影响降到最小

c)    Whydo we want to attack variation rather than working around it?

1.     Standard Work is the fastest, safest andhighest quality way to perform work. Variation is the opposite of this. Themore often we can perform the best method, the faster and the higher qualityproduct we can deliver to the customer.

c) 为什么我们要去解决差异而不是围绕着差异去工作

1．标准作业是最快，最安全，最优质的工作方式。差异是标准作业的对立面。我们越经常地执行这种最佳方法，我们就会越快地交付给客户更优质的产品。

d)    Whensources of variation come up on the Gemba Walk, what happens?

1.    Simpleproblems with known answers should be addressed immediately (Just Do It).

2.    Morecomplex problems are prioritized by senior leadership and will be addressedthrough a structured problem solving methodology (PDCA or Kaizen).

d) 当差异源在现场巡检中被提出，要怎么办呢？

1.   已知答案的简单问题应该被立即解决（立即去做）

2．更复杂的问题由管理者进行优先排序，将通过一个结构化的问题解决方法得以解决（PDCA或改善）

Tenet8: A short list of eliminated problems is better than a long list of actionitems.  Plan, Do, Check, Adjust to systematically eliminate the “Zombies.”

准则8：宁可仅有几项已被解决的问题，也不要有一长串等待采取的行动。需要通过计划，执行，检查，调整来系统地消灭“僵尸”

a)    Whatare the different ways we use to surface problems?

1.    Pullingthe andon.

2.    Sharingidentified problems with a process guide and/or a leader.

3.    Gembawalks.

4.    5Saudits.

5.    FSIaudits.

a)  你可以用什么方法来表现问题？

1．触发安灯

2．和生产辅导员和/或生产组长分享识别出的问题

3．现场巡检

4．5S审核

5．FSI审核

b)    Whatis the purpose of the Gemba Walk? How often should they happen?

1.    Thepurpose of the Gemba Walk is to give support leadership a way to engageassociates about barriers they are encountering.

2.    Theyshould be happening on every shift.

b)现场巡检的目的是什么？应该多久发生一次？

1．现场巡检的目的是给支持的管理者提供一个途径深入到员工正在遇到的障碍中

2. 每个班次都应该有

c)    Whatdo the letters “P-D-C-A stand for?

1.    Plan,Do, Check, Adjust.

c)字母”P-D-C-A”表示什么？

1．计划，执行，检查，调整

d)    Whydo we do PDCA?

1.    Thisis the systematic problem solving method we use to attack complex problems andengage associates in developing counter measures.

d) 我们为什么要执行PDCA?

1.这是一种系统的问题解决方法，我们用来解决复杂问题并参与到员工中制定应对措施

e)    Whydo we call some problems “Zombies?”

1.    Likezombies, some problems don’t want to die.

2.    Weneed to find and attack the root cause of the problem in order to trulyeliminate it.

e) 为什么我们称有些问题为“僵尸”？

1．就象僵尸一样，问题们不想死去

2．为了真正消除问题我们需要找出和解决问题的根本原因

Tenet 9: Utilize” Doctor/Nurse” relationshipsto eliminate waste activities from the value add processes.

准则9：利用“医生/护士”的关系来消除增值过程中产生浪费的活动

a)    Whois the “doctor” and who is the “nurse” in our operation and why?

1.    Theoperators are the “doctors” who are providing value to the customer in thedirect function (i.e., receivers, pickers, sowers, packers).

2.    The“nurses” are support operators like water spiders and transporters and leadershiplike the process guide and GM. We need both in order to provide the most valueto the customer.

a) 在我们的操作当中谁是“医生”谁是“护士”，为什么？

1．操作员是“医生”，他/她们的直接职能正在提供价值给客户（例如：收货员，拣货员，上架员，包装员）

2．“护士”是支持员工，象水蜘蛛，运输员，以及管理者就象生产辅导员和总经理。为了提供给客户最多的价值，“医生”“护士”两者都需要

b)    Whoare the “nurses” on your shift today?

1.    Responsesmay vary.

b) 你们今天的班上谁是“护士”？

1．可能有不同回答

c)    Whyis the “Doctor/Nurse” relationship important in Standard Work?

1.    Toensure that work which directly impacts the customer is not interrupted.

c) 为什么在标准作业中分配好“医生/护士”的关系很重要？

1．为了确保直接影响客户的工作不被中断。

d)    Wehave doctors and nurses. Who is the “patient?”

1.    The“patient” is the customer, the next downstream process step , and/or thecompany.

d)我们有“医生”和“护士”，那么谁是“病人”？

1．“病人”是客户，下一个工序和/或公司

Tenet 10: Monitor and minimize the size ofbuffers. Buffers increase defects and cost.

准则10：监控缓冲区并使之最小。缓冲区会增加缺陷和成本

a)    Whatis a buffer? Why do we use them?

1.    Abuffer is a planned amount of work between two processes. It is used to absorbthe effects of variation that have not yet been eliminated.

2.    Iftwo processes aren’t in sync, the buffer is used to absorb the difference.

a) 什么是缓冲区？我们为什么要使用它们？

1．缓冲区是两个工序间的计划工作量。它用来缓冲尚未被消除的差异造成的影响。

2．如果这两个工序是不同步的，缓冲区被用来缓冲差异。

b)    Whatare some examples of buffers in your area? What are the buffer standards inyour area (min and max size)?

1.    Responsesmay vary.

b) 有什么在你工作区域里的缓冲区的例子？缓冲区的标准是什么（最小/最大量）？

1．可能有不同回答

c)    Whatneeds to happen to minimize the size of the buffers?

1.    Variationhas to be decreased.

c) 需要做什么以尽量减小缓冲区的大小？

1．必需缩小差异

d)    What’sthe difference between a buffer and a pile?

1.    Abuffer is a planned and actively managed amount of work.  A pile is created when there are exceptions tothe normal process path.

d) 缓冲区和堆积之间的区别是什么？

1. 缓冲区是一个有计划，有主动管理的工作量。而堆积是当有正常流程的例外时产生的

Tenet 11: Standard Work implementation beginswith leaders that demonstrate consistent commitment to process discipline andthese Tenets.

准则11：标准作业的执行始于管理者表现出对坚持纪律和准则的一贯承诺

a)    Whyis it necessary that Standard Work implementation begin with leaders?

1.     We want to ensure leaders are leading byexample and modeling the right behavior.

2.    It’sthe leader’s responsibility to set associates up for success.

a)为什么标准作业的执行始于管理者是必需的？

1．我们要确保管理者以身作则，树立正确的行为榜样

2．这是管理者的责任使员工取得成功

b)    Whatdoes consistent commitment to process discipline look like?

1.We know and follow all standards at all times.

2.We establish standards where they don’t currently exist in accordance with thetenets.

3.We support Standard Work by pulling the andon if something is out of standard.

b)对生产纪律的一致承诺是什么样的？

1．我们了解并在任何时候都遵守所有标准

2．我们按照准则在目前没有标准的地方建立标准

3．我们支持标准作业，如果事情不符合标准则触发安灯

c)    Whatis leadership’s commitment to you to support Standard Work?

1.   To perform arepeatable pattern of support to reduce variation and ambiguity (i.e,checklists, Gemba Walks, walk around management, andon support).

c) 管理层对于支持标准作业给到你的承诺是什么？

1．执行一个可重复的支持模式来减少差异和含糊不清（例如检查单，现场巡检，走动管理，安灯支持）

d)    Whatshould you do if you see that there are misses in leadership Standard Work?

1.Bring it to the attention of leadership.

2.Use the Voice of the Associate board.

3.Talk to your PA.

4.Ask your PG to bring it up in the Gemba Walk.

d) 假如你看到在管理者的标准作业方面有欠缺，你应该怎么做？

1．提请管理层注意

2．使用员工之声看板反映

3．告诉你的生产组长

4．让你的生产辅导员在现场巡检中提出