【精益英文】精益生产的原则是什么？请看精益生产英文-精益生产的原则是什

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精益生产的原则是什么

Brant Pu 译

Lean manufacturing is all around us nowadays, and it"s hard to miss all the talks about it. Yet at the same time, people often find it hard to pinpoint the exact ideas behind lean, and even some experts in the field may find themselves confused if you brought this up with them. So, in the end, what exactly is lean manufacturing, what kinds of ideas is it based on, and why is it important in the modern world?

如今，精益生产无处不在，想要错过关于它的讨论是相当难的。与此同时，人们常常会发现很难去确切地解释精益生产背后的准确的思想，如果你将这个问题提给专家，甚至有些专家在这个问题上也会感到困惑。那么，到底什么是精益生产，它是以什么样的理念为基础的，为什么它在现代世界很重要？

Eliminating Waste Efficiently

有效消除浪费

The core idea behind lean is to reduce the amount of “waste” created in the organization’s work, that is, harmful practices which lead to a decrease in productivity. There are many types of waste, and some are highly dependent on the specific industries they are relevant to, but the core concept is the same across the board – waste refers to any practice which decreases the output of the organization and has a negative impact in the long run.

精益生产背后的核心思想是：减少组织中出现的“浪费”的数量，也就是说，导致生产率降低的不良的做法。浪费的种类不少，某些浪费取决于相关的特定行业，但是核心理念在跨行业上也是完全一样的。浪费，指的是任何降低了组织的产出，并对组织产生长期的负面影响的做法。

Sometimes waste is trickier to identify, and certain factors that seem productive can in fact contribute to its creation more than you’d expect. A common example are the constant meetings that some companies subject their employees to, a practice which has fallen out of use in some parts of the world but is still applied heavily in others.

有时，识别浪费会很难，而某些看似有生产率的因素，实际上导致的问题比你想象的还要多。一个常见的例子是：一些公司让员工去遵从没完没了的会议，这种做法，在世界上的某些地区已被弃之不用，但在其他地区仍大量使用。

Managers commonly believe that these meetings are boosting everyone’s productivity and involvement in the current project, but the case can often be the exact opposite if not enough care is taken when planning those events to ensure that they are actually necessary. Some companies have found that they can easily cut down the number of meetings they’re doing by more than half and still enjoy the same degree of productivity, in some cases an even better one.

一般，管理者会认为这些会议可以提高大家的生产率与在当前项目的参与度，但是，如果在计划这些事项时，不够谨慎来确保那些会议实际上是必要的，那么，情况往往会完全相反。一些公司发现，可以轻松地减少至少一半的会议，而生产率却可以维持同样的水平，在某些情况下，甚至还会更好。

Keeping Things Simple

让问题简单化

Another idea that’s heavily emphasized in lean teachings is that you should always strive to keep things down to a bare necessary minimum. Don’t create unnecessary complexity, even in cases where you expect it to be useful in the future. In fact, this kind of premature optimization is one of the most harmful behaviors displayed by inexperienced managers, and it alone can severely drag down the performance of an organization and cause huge issues in the way it’s run.

精益生产强调的另一个思想是：应该始终努力把事情保持在刚刚好的最低限度。即使你认为在将来有用，也请你不要去制造不必要的复杂性。事实上，这类过早的优化，是缺乏经验的管理者所表现出来的最不良的行为之一，它会严重地拖累组织的业绩，并导致其组织在运行方法上出现很大的问题。

Striving for simplicity can have some great benefits on the way the organization functions as a whole. People will be able to understand each individual system better, and they will be able to make more educated decisions for the development of those systems in the future when the time comes.

力求简单化，可以给组织整体运作方式上带来一些不错的好处。人们将能够更好地理解各个体系，后续，他们将能为这些体系的发展做出更为明智的决定。

On the other hand, when a problem arises in any part of an organization designed with simplicity in mind, it’s often not hard to find its root cause and address it directly. When you have multiple layers of complexity stacked on top of each other, you often have to do a lot of backtracking to figure out exactly what went wrong in a specific situation, and by the time you’ve identified the problem, it may already be even more serious.

另一方面，当某个问题以简单的构思出现在组织中某一部分时，往往很难找到导致问题的根本原因，并直接予以解决。如果问题错综复杂，通常需要做大量的回溯，去找出具体情况下到底出了什么问题，在你发现问题的时候，可能问题已经相当地严重了。

Where Did This All Start?

从哪里开始呢？

Lean can be traced back to Toyota, who laid the foundation for lean methodologies almost three decades ago. Since then, the area has seen lots of active developments from all over the world, and once everyone realized how useful it can be for simplifying processes of all kinds, work on it really took off and gained a proper pace.

精益生产，可以追溯到日本丰田汽车公司，该公司在大约30年前便为精益生产方法论奠定了基础。从那时起，精益生产方法论在全球范围得以积极的发展，一旦大家意识到精益生产对于简化各种流程是多么有用，精益生产的工作才真正开始，并会得到合适的节奏。

Today, lean is one of the most actively studied methodologies, and it’s applied in many areas outside of manufacturing where it originated. You can even find it in places like software development, and we’re sure that given enough time, lean will pop up in even more areas of life in the future.

如今，精益生产是研究的最为活跃的方法论之一，精益生产被应用于制造业（该方法论起源于制造业）以外的许多领域。你甚至可以在软件开发中发现精益生产，我们坚信：只要有足够的时间，在未来，精益生产将会在更多的生活领域出现。

Conclusion

结论

Understanding what lean is all about is one of the first steps you should take to improve your company as a serious leader. Once you’ve grasped the initial concepts, you’ll find that building on top of that foundation can be a very easy task, especially if you already have the appropriate mindset from the beginning – that is, thinking in simplified, abstract ways, and always trying to dig down to the root cause of each problem you run into.

作为一个严肃的领导者，了解精益是什么，这是改善的公司方面应该采取的第一步。一旦掌握了精益生产最初的概念，你会发现在这个基础上发展是一个很容易的任务，尤其是如果你从一开始就拥有了合适的心态，也就是说：思维简单化，方法抽象化，并且一直尝试去挖掘所遇到的每一个问题发生的根本原因。