亚马逊SHINGIJUTSU改善活动参考指南-4
声明
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 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。
Clear communication
清晰的沟通
One area where you might fall into a trap of unintended consequences will be providing clear communication around your pre-work measurements and target goals. It’s easy to assume that everyone reading the target sheet is as familiar with the process as are you. But this simply isn’t so. To provide very clear, concise and understandable roadmap instructions on your target sheet, think about the person who is reading it without ever having seen the process before. Follow the three tips below, and you should avoid the miscommunication trap.
在你陷入“意想不到的后果”的时候，这时你要对你的前期工作考量和目标进行明确的沟通。所以用 Target Sheets很容易来保证每个人和你一样熟悉将要面对的流程。但也不会多么简单。要在Target Sheets 上展现出非常清晰、简洁和可理解的路线图说明，就要考虑那些还从来没有看过流程却要阅读Target Sheets 的人。按照下面的3 个提示，你应该会避免 信息传达错误的陷阱。
1. Have your target sheet tell a story about the current state of the process. Most
importantly, ensure your target sheet tells the what as opposed to the how. Your story,or your target sheet, should have a defined beginning and a defined end. If the process being measured begins at a point when an inbound trailer door is opened, and ends when the received product is placed in queue for stow, each measurement on the target sheet should reflect the relevant pieces that occur during that defined process.
你的流程表是否讲述了 流程的当前状况。最重要的是，确保你的Target Sheets
是在告诉人们“是什么”而不是“怎样做”。你的故事或者你的Target Sheets，应该定义了“起点”和“终点”。如果待考量的流程 的起点是 进料车门打开 ，而终点 是收到的物品在排队等待“上架”，Target Sheets 上每项考评指标应该反映出在所定义流程中所有出现的物品。
2. Clear communication means that every cell on the target sheet clearly defines the unit of measurement. Rather than saying that productivity is 236, the target sheet shouldclearly state that productivity is 236 units per hour (or day, shift, etc).
清晰的沟通意味着Target Sheets 上的每个单元格定义了考量指标的单位。目标
表上应该写明生产效率是每小时（每天、每班等）236 件，而不是说 生产效率
是236。
3. The numbers inserted on the target sheet are taken at a snapshot level…..at one pointin time when you are measuring. You should avoid using averages or other formulas based on data, but rather gather your measurements by going to the gemba4 and observing the process at a point in time. Just the observable facts, not the data.
目标表里填入的数字可以用“快照”方式来做… 在你考量时的某个时间点。你应该避免使用平均数或其它公式得来的数据，而应该去Gemba 收集“考量指标信息”或者 在某个时间点观察的流程的情形。用可观察到的事实，而不是数据。
Testing clarity测试明晰度
Take time to have someone who is unfamiliar with the process take a look at the target sheet and explain back to you exactly what you have measured. If they cannot explain precisely and accurately what has been measured as stated on the target sheet, you should go back and work on the units of measurement and Remarks section to add clarity.
让那些 不熟悉流程的人先看目标表，然后回过头来再给你解释 你所考量的指标。如果它们不能精准地解释出目标表上所考量的指标，你应该回头去增加考量指标的单位以及备注说明 以提升明晰度。
Measuring in actual numbers and whole units
用实际的数字和完整的单位去考量
There’s a scientific truth that people come in wholes. So, when measuring people (e.g. crew size), there is no such thing as a half or percent of a person. Crew size should be measured by whole person units (i.e. 1, 2, 3, etc) based on actual observation at the time of gathering pre-work. Other measurements should be based on actual observations too, not components of average over time or other complex formulas. Pre-work measurements should be kept very simple and understandable. At the end of the day, we want to ensure that every person reading the target sheet can understand and explain the measurements, without having to rely on a degree in Engineering or Statistics to do so.
有一个科学真理就是人与生俱来就是一个不可分割的整体。所以，当考量人（如：人数），就不会有 半个人 或者 百分之几的人。人数应该 在前提考量工作时通过实际观察来统计以人为个体的数量 （如：1，2，3 等）。其它的计量也应该根据实际观察，而不是某个时间段的平均数 或者 别的复杂的公式计算来的数字。前期计量应该保持通俗易懂。一天结束后，我们想要保证所有人读过目标表后能够理解和解释所计量的数据，而不是 只有工程学或统计学的人才能理解。
4 Gemba is the Japanese word for “shop floor” or the place where the work is done. It is pronounced, “gehmbah” with a hard “g” sound. Gemba 在日语里表示车间或者工作的地方。
Establishing Target Goals
树立要达成的目标
Many past site leaders have asked the question, “How do I know how to establish target goals? Is there a rule?” The answer is, “Kind of.” There’s no hard and fast, black and white rule, but in general, stretch goals should target 50% waste elimination in most measurements, unless 50% is unreasonable. For example, if your walking distance in a process is two feet because the process path is only two feet long, it may be unreasonable or not applicable to look at cutting waste from walking distance by 50%. Why would you want to move the process one foot? Does that really make sense? Rather, perhaps you should not establish a
stretch goal for that measurement and instead focus on other measurements, like cycle time and lead time.
好多在亚马逊当库房主管的领导都会碰到一个共同的问题 ---怎样做我才能知道如何树立要达成的目标？答案也就差不多诸如此类。没有硬性规定，也没有快速手册，更没有非白即黑的规则，但一般来说，展开目标时按照“大多数 衡量指标的50%浪费消除”来设定目标，除非50% 不合理。比如，你在某个过程中的走步是2 步，因为过程路径只有2 步距离，那么走动距离砍掉50%的浪费 就不合理 或者不可实现。为什么你移动1 步? 那样做很有意义吗？ 当然，或许你不该用那个指标来树立目标，二应该把更多的注意力放在别的指标上，比如循环时间和提前准备时间。
Remember, the main goal is to increase productivity by reducing waste in a process.However, your productivity gain will almost never be a 50% improvement (which is like,uber-great, but pretty unlikely). Consider the relationship between the measurements when establishing target goals. It’s possible that a 50% reduction in cycle time may have nomeasurable impact on lead time if cycle time is reduced from, say, 5 seconds to 2.5 seconds,but due to bigger issues, lead time is, say, an hour. In this case, the relationship between cycle time and lead time may not be important, and may not lead you to the result of increasing productivity. Conversely, if you reduce walking distance and transport distance
both by 50%, you may be able to decrease lead time proportionately, and erhaps increase productivity by some smaller percent.
记住，主要目标是通过减少过程中的浪费来提高生产力。然而，你的工作效率几乎不会提高50%（这就像uber-great ，但不太可能）。在确定目标目标时考虑度量之间的关系。如果周期时间从5 秒减少到2.5 秒，那么CT 减少50%可能对LEAD TIME 没有明显的影响，但是由于更大的问题，交货期是一个小时。在这种情况下，周期时间和交货期之间的关系可能并不重要，也可能不会导致你提高工作效率。相反地，如果你减少步行距离和运输距离的一半，你就可以按比例减少LEAD TIME，也许还能使生产力提高一些更小的百分比。
If you are still asking the question, “How do I know how to establish target goals?” please first consider the relationship between the measurements (look at which are dependent and which are independent variables in your process), seek aggressive yet attainable goals, and then partner with your ACES Lean leader to discuss your target sheets prior to the start of your Shingi kaizen event.
如果你还在问这个问题，“我怎么知道如何建立目标目标?”“请首先考虑衡量标准之间的关系(看看哪些是相互依赖的，哪些是独立的变量)，寻求积极而可实现的目标，然后与ACES 精益领导者合作，在Shingi kaizen 活动开始前讨论你的目标表。”
Setting “easy” goals
设置“easy”的目标
How tempting would it be to set easily attainable goals on your target sheet? After all, as a leader you may be concerned that failing to achieve goals will be bad for the self-esteem ofthe team members. By setting easy goals, you’re actually just looking out for your people,right? Hang on……although it may be somewhat tempting to set easy goals on the target sheet, avoid the temptation. The purpose of the Shingi kaizen is to surpass any pre-conceived boundaries of what you may think is achievable. So, set your target goals high…..stretch yourself and your team. Remember, no team leader will ever be judged, scolded, berated or otherwise suffer any form of abuse for missing targets during a kaizen as long as the targets were established as tough, aggressive, yet realistic stretch goals. Conversely, you may be subject to some amount of abuse (gently, of course) for setting your standards too low.Challenge yourself and your team, and you’ll be surprised what kind of impressive results you can accomplish!
在你的目标表上设定容易实现的目标有多诱人?毕竟，作为一名领导者，你可能会担心达不到目标会损害团队成员的自尊。通过设定容易达成的目标，你实际上是在为你的员工着想，对吧?尽管在目标单上设定简单的目标有点诱人，但是要避免这种诱惑。“新改善”的目的是超越任何你认为可以实现的预先设想的界限。所以，设定你的目标高度……拓展你自己和你的团队。记住，在改善过程中，没有人会因为没有完成目标而被评判、责骂、斥责或遭受任何形式的虐待，只要目标是严格的、积极的、但现实的延伸目标。相反，你可能会因为标准太低而受到一些辱骂(当然是温和的)。挑战你自己和你的团队，你会惊讶于你能完成什么样的令人印象深刻的结果!
Daily Report-Out Sessions
每日报告会议
Each day during the kaizen week, the Team Leaders (TL) and Co-Leaders (CL) will be required to present a report-out of daily activities to the sensei, ACES team and FC or CS Site Leader. The purpose of the report-out is to keep daily focus on the target sheets (the why for the kaizen event) and to ensure there is some communication flow between each team who is working on a Shingi kaizen for the week. Generally, the Team Leader will not be subject to questions or discussion by his/her senior leadership team or the ACES team, but rather, should feel free to simply report out the progress his/her team is making.
Report-out presentations should be very simple and should include three elements:
(1)completed target sheet for the day5,
(2) pictures of actions taken for the day, and
(3) a simplebullet-list of an action plan for the next day.
在kaizen 周的每一天，团队领导（TL）和副领导（CL）将被要求向sensei、ACES 团队和FC 或CS 站点的领导者提供日常活动的报告。报告的目的是将每天的注意力集中在目标表上（为什么要进行kaizen 活动），并确保每个团队在一个星期的工作中都有一些交流的流程。一般来说，团队领导不会受到他/她的高级领导团队或ACES 团队提问或挑战，而是应该自由地报告他/她的团队正
在进行的进展。
报告的陈述应该非常简单，应该包括三个要素：
（1）当天完成的目标表，
（2）当天采取的行动的图片，
（3）一个简单的第二天行动计划的清单。
More information about daily report-out sessions can be found in the Event Planning andKaizen Administration section of this document, so keep reading.
更多关于每日报告的信息可以在这个文档的事件规划和Kaizen 管理部分找到，所以继续阅读。
SUMMARY
总结
To summarize how and why to target results prior to a kaizen event:
总结如何和为什么要在改善事件之前设定达到的目标:
Select the right type of process for study during a Shingi kaizen event. You should beable to map, walk, perform or visualize selected process paths.
Every Shingi kaizen event begins with rigorous pre-work that measures the current stateand establishes target goals to accomplish during the kaizen.
In addition to target sheets with measurements, each team should ensure a process map is completed prior to the start of a kaizen.
The purpose of target sheets is to not only establish current state and stretch goals, but to also serve as a document that ensures the team and sensei are all “on the same page” as the kaizen begins. Therefore, target sheets should include clear operational definitions of what is being measured and how measurements were established.
Targets should be established using aggressive, yet realistic goals. Keep the relationship of the measurements you are trying to impact in mind when establishing goals.
·在Shingi 改善活动中选择合适的学习过程。您应该能够描绘、查看、执行结果或可视化所选的流程路径。
·每一个Shingi 改善活动都是从严格的前期工作开始的，这些前期工作衡量了当前的状态，并确立了在改善过程中要实现的目标。
·除了带有度量的目标表外，每个团队应确保在开始改善之前完成过程图。
·目标表的目的不仅是建立当前状态和还没有实现的目标，而且是作为一个文档，确保团队和导师在改善开始时“在同一页上”。因此，目标表应包括关于测量的内容和测量是如何建立的明确的操作定义。
·应使用积极的、现实的目标来设定目标。在建立目标时，要记住你想要影响的度量之间的关系。
5 Target sheets should be completed and communicated every day during the end-of-day report-out session, even if there were no measurable changes to target measurements. If there were no changes, just show that there were no changes for the day.
即使目标测量没有可测量的变化，目标表也应该在每天结束的报告阶段完成并进行沟通。如果没有变化，就表示当天没有变化。
