The Dangers of Disguising Cost Cutting as Improvement
名为改善措施、实为降低成本-危险！
John Dyer Jun 21, 2016
对于任何改善措施要取得成功，最重要的是组织里的每个人都明白改变的真正原因。
It is critically important to the success of any improvement initiative that everyone in the organization understands the real reason why changes are being made.
1. 首先，确保公司里的每个人都得到相应的改善工具和思想的培训。包括CEO，CFO，高层领导、工程师、督导和一线员工。如果CEO和高层都不想来上课的话，你就知道注定失败了。
培训必须让人耳目一新，带来影响。二十五年的培训经验告诉我，这样的培训需要通过互动和手把手来加强理解才能带来改变。
如果您公司的培训太过学术派，几百页的ppt，可以想象，上完课后的效果分分钟就散掉，学到的东西更是少的可怜。
First, make sure everyone in the company gets proper training in the improvement tools and philosophies. This includes the CEO, CFO, upper management, the engineers, supervisors and workers in every function. If the CEO and upper management refuse to attend the training, then you are probably already on a path for failure.
The training does need to be memorable and impactful. I have been training workers at all levels and functions for over 25 years and concluded over that time that training needs to be interactive and hands-on in order to create a step function change in understanding and embracement. If the training in your company has too much lecture with hundreds of PowerPoint slides, then don’t be surprised when most of the class has tuned out after only a few minutes and little knowledge is gained.
2、其次，花点时间在改善项目启动前和公司搞财务的讨论下开销和节省。一个很有效的练习是。找一个特别的问题，例如机器不稳定，来了解财务哥们是怎么找到和这个问题有关的开销的。然后把这些放入上面的分类里面。最后，看看这些东东怎么算出来、怎么跟踪。最后最后，看看如何把这些节省写在报告里呈现，相信公司领导会很欣赏。
Second, spend time with the financial community and hold discussions on costs and savings before the improvement projects get started. An impactful exercise is to take a specific problem or situation (such as a machine tool shattering due to using worn inserts) and ask the financial folks to try and identify all of the different cost categories associated with that issue. Then, assign each of those cost categories into one of the four types listed above. Next, discuss how those costs might be calculated and tracked. Finally, work with the financial folks to develop a way to report these savings in a way that is believable and will be embraced by the company leaders.
3、下一步，确保有一个财务参加改善小组，或给小组提供信息。这会更容易让CFO接受减少开支的提案，即使是那些不太好量化的节约，怎么说ta的人在里面确认，会好办些。
Next, make it mandatory that a person from the financial community participate or be a resource for each of the improvement teams. There is a much higher chance that the CFO of the company will embrace the cost savings (even the “soft” savings and cost avoidance amounts), if those figures come from or are verified from someone in their department.
4、最后，如前所述，精益、六西格玛和其他改善工具要成为公司满足客户的长期策略。事实上，要想赢得全垒打，就必须搞定以下几点：
1.确定您的客户想要什么，提出超值的价值主张；
2.实施精益和六西格玛来消灭过程中的浪费、混乱和不确定，这样员工可以更聪明地工作，过程也更容易预测；
3.增加资源，打破现有更突出的瓶颈问题；
4.给对公司非常非常满意的顾客， 再加点销售和服务；
5.用同样的人手，生产更多的产品或提供更多的服务（单件人工费下降，带来真正的生产力提高）；
6.利润提升，员工更开心，工作更有保障，也让您的顾客更满意。记住一点，一般情况下需要2到3年才能实现这些好处。
Finally, as was mentioned earlier, lean, Six Sigma and any other improvement initiative needs to be part of a longer term strategic plan focused on wowing the customer. In fact, the real grand slam home run in all of this is to focus on the following: 1) Determine your customers’ expectations and develop a value proposition that exceeds those expectations; 2) Implement lean and Six Sigma to eliminate waste, chaos and uncertainty in the processes so employees can work smarter and process become more predictable; 3) Increase capacity by breaking bottlenecks that are now more apparent; 4) Sell more product or services to customers who are extremely satisfied with the company’s performance; 5) With the same number of employees, produce more product or provide more services (labor cost per unit drops, leading to true productivity); 6) Profits go up, employees are happier with more job security and your customers are thrilled. Keep in mind that it may take two or more years to reap these benefits.
对于任何改善措施要取得成功，最重要的是组织里的每个人都明白改变的真正原因。只是为了降低成本吗？如果是的话，不好意思，您的所有改善努力会化成泡影（不要怪我乌鸦嘴）；如果是通过改善客户体验、给需要的客户提供高价值和及时的服务或产品来让公司成长？那恭喜您，成功指日可待！
It is critically important to the success of any improvement initiative that everyone in the organization understands the real reason why these changes are being made. Is it to cut costs? If so, then expect to experience a complete and utter collapse of your improvement efforts. Is the reason to grow the company by improving the customer experience and providing a good value, on time, when the customer wants the product or service? If this is the case, there is a chance of success beyond anything you might imagine.
John Dyer is president of the JD&A – Process Innovation Co. and has 28 years of experience in the field of improving processes. He started his career with General Electric and then worked for Ingersoll-Rand before starting his own consulting company. Dyer can be reached at (704)658-0049 and John_dyer@mi-connection.com. See his LinkedIn Profile.
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