The joy of a "Greenfield"

管理者为什么不是在每一个业务开始的时候就把精益包含进来,而是更愿意扩大规模,直到意识到关键流程出了问题或者难以控制、开始影响继续增长或获利能力时,才想到精益呢?答案是我们精益协会里的很多人都是从修复问题的流程中才学会精益方面的技巧。而且我们甚至可能还会有财务和心理上的偏见:从一开始就把事情做对,相比于通过改善来进行分工,再把事情做对所花的力气会小得多。但我想,主要还是我们没有学会如何告诉创业者或首席工程师,用一个新的业务或新产品的补充流程来开展新业务或开发新产品。

Why doesn't every start-up start lean,rather than growing to considerable size before management realizes that key processes are broken or balky,interfering with continued growth and profitability? The answer,I think,is that most of us in the Lean Community learned our skills by reworking broken processes.And maybe we even have a financial and psychological bias:It takes a lot less effort on our part to get the job done right from the beginning than it does to do kaizen as re-work to get it right much later.But mainly,I think,we simply have never learned how to speak to the entrepreneur starting a new business or the chief engineer leading a team to launch a new product with its accompanying production process.