精益培训思路

Observation 1: Training Is Done by Managers and Leaders

观察报告之一：培训的实质是管理者的亲历亲为

One of my first discoveries about training at Toyota was that there was very little written about TPS. There were no books or operating manuals. There were some brochures and handouts, but nothing close to what we are used to, and there were no written policies defining what TPS was.

我的第一个关于丰田培训的发现就是这儿很少有关于什么是丰田生产方式的书面记载。根本没有书籍或指南性的东西。这儿只是一些薄的分发下来的小册子或印刷品，但不类似跟我们常用的那些东西，并且没有任何条条款款来规定或定义什么是丰田生产方式。

Toyota very heavily depends on the spoken word to train and sustain the knowledge of TPS from one generation to another. Experienced group leaders, team leaders, senior executives, managers, engineers and specialists become mentors and trainers.  Training on many occasions is conducted one-on-one with hand-generated notes or pictorials. (A method we have since learned to call value-stream mapping). There are sit-down sessions as well as visits to the manufacturing floor or to the warehouse or to the office to observe actual processes in action.

丰田非常依赖于言传身教这种方式来保持它的生产方式。富有经验的集团领导者，团队领导者，资深的执行者，经理，工程师和专家们购成指导者和培训师。培训很多时候就通过简单的纪录和图表的方式完成。（我们曾经学习过一种叫价值流程图的方法）。现场会议也是方式之一，比如我们在参观制造厂，库房，办公室，或者正在运转的流程时。

TPS is considered a living, dynamic, and always changing entity. There have been modifications and improvements to TPS since its introduction over 50 years ago. These improvements result from contributions from individuals who were able to overcome some of the process issues or find a better way.

丰田生产方式一直被当作一种活生生的，动态的，随时变化着的体系存在。自从50年前产生丰田生产方式的那一刻起他就不断地在自我完善和提高。这种持续改善对个体的贡献就表现在能不断的克服自我流程上的问题并找到好的解决办法。

There are no formal certification processes to become a TPS trainer or a mentor. There is no such a thing as a “TPS instructor.” There are groups of internal consultants in each plant or major business unit whose primary responsibility is to help senior managers move the organization towards the ideal state. Many of these individuals have received intensive training through Toyota’s Operations Management Consulting Division (OMCD). It was established to develop and diffuse the system through Toyota and its suppliers. Each leader is responsible for teaching and training his or her subordinates, and this is done almost daily. (In 1992, Toyota founded the Toyota Supplier Support Center (TSSC) in the United States to provide North American companies with training in TPS. TSSC is modeled on OMCD).

在丰田从没有什么正式的程序来认证一个人是否成为丰田生产方式的培训师。也没有什么“丰田生产方式讲师”一说。但在丰田有一个内部顾问团队，其存在于丰田的每个工厂或哪些主要职责为帮助高级管理人员们达到一个理想组织的商业机构中。他们都接受过OMCD组织（丰田运作管理咨询公司）的严格训练。OMCD的建立是为了在丰田和他的供应商中发展和传播丰田模式，组织的每位领导者负责传导知识和培训下属，并且这几乎已经变成他们日常工作。（在1992年，丰田在美国建立了丰田供应商支持中心来对北美的公司提供丰田生产方式的培训。TSSC实质上是OMCD组织的一个翻版）

This training process is very similar to a trade apprenticeship program, where an experienced craftsman takes a student “under his wing” and teaches him knowledge and skills required to perform a job. It really does not matter if you are a new employee on a shop floor or a newly promoted manager. There always will be a senior mentor or an advisor waiting to teach you.

这种培训方式与传统手艺人带学徒的方法非常相似，一个技艺高超的工匠亲历亲为地教以知识和技能直到学徒能出师为止。所以不会在意你是否为来自一线的新员工或者刚刚提升到一个新岗位上，这里总会有位资深的指导老师来教授你。

The amazing part of this teaching process is how consistent and reliable it is. Everybody gets the same point, there are no conflicting messages, there are no individual interpretations of TPS philosophies, and there are no disagreements. The success of TPS is that everybody understands the principles and follows them. Their superiors immediately correct those who attempt to do or teach something outside the principles and philosophies of TPS. This is where we learned the meaning of a Japanese proverb, “The nail that sticks out gets hammered in.”

这种培训最令人惊异的地方在于它是如此的一致和可靠。每个人都掌握的是同样的要点，根本没有任何冲突或矛盾的信息，没有任何人对丰田生产方式哲学体系有自己不同的理解和秉持不同意见。丰田生产方式最大的成功在于每个人都懂得并追随她。有任何可能违背丰田法则和哲学体系的情形都能立即得到来自高层的纠正。正如我们了解到的一句日本谚语：“任何伸出的钉子都会被敲进去

楼主说的一点也不错，我们日籍的顾问老师从来不会不会长篇大论，只是要求我们到现场，运用数据和图表，开动脑筋解决问题并把解决问题的经验与大家分享。