The Dangers of Disguising Cost Cutting as Improvement
名為改善措施寺董、實(shí)為降低成本-危險(xiǎn)！
John Dyer ?Jun 21, 2016
對(duì)于任何改善措施要取得成功觉至，最重要的是組織里的每個(gè)人都明白改變的真正原因璧尸。
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. 首先咒林，確保公司里的每個(gè)人都得到相應(yīng)的改善工具和思想的培訓(xùn)。包括CEO爷光，CFO垫竞，高層領(lǐng)導(dǎo)、工程師蛀序、督導(dǎo)和一線員工件甥。如果CEO和高層都不想來上課的話，你就知道注定失敗了哼拔。
培訓(xùn)必須讓人耳目一新，帶來影響瓣颅。二十五年的培訓(xùn)經(jīng)驗(yàn)告訴我倦逐，這樣的培訓(xùn)需要通過互動(dòng)和手把手來加強(qiáng)理解才能帶來改變。
如果您公司的培訓(xùn)太過學(xué)術(shù)派宫补，幾百頁的ppt檬姥，可以想象，上完課后的效果分分鐘就散掉粉怕，學(xué)到的東西更是少的可憐健民。
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、其次贫贝，花點(diǎn)時(shí)間在改善項(xiàng)目啟動(dòng)前和公司搞財(cái)務(wù)的討論下開銷和節(jié)省秉犹。一個(gè)很有效的練習(xí)是。找一個(gè)特別的問題稚晚，例如機(jī)器不穩(wěn)定崇堵，來了解財(cái)務(wù)哥們是怎么找到和這個(gè)問題有關(guān)的開銷的。然后把這些放入上面的分類里面客燕。最后鸳劳，看看這些東東怎么算出來、怎么跟蹤也搓。最后最后赏廓，看看如何把這些節(jié)省寫在報(bào)告里呈現(xiàn)涵紊，相信公司領(lǐng)導(dǎo)會(huì)很欣賞。
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幔摸、下一步摸柄，確保有一個(gè)財(cái)務(wù)參加改善小組，或給小組提供信息抚太。這會(huì)更容易讓CFO接受減少開支的提案塘幅，即使是那些不太好量化的節(jié)約，怎么說ta的人在里面確認(rèn)尿贫，會(huì)好辦些电媳。
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、最后庆亡，如前所述匾乓，精益、六西格瑪和其他改善工具要成為公司滿足客戶的長(zhǎng)期策略又谋。事實(shí)上拼缝，要想贏得全壘打，就必須搞定以下幾點(diǎn)：
1.確定您的客戶想要什么彰亥，提出超值的價(jià)值主張咧七；
2.實(shí)施精益和六西格瑪來消滅過程中的浪費(fèi)、混亂和不確定任斋，這樣員工可以更聰明地工作继阻，過程也更容易預(yù)測(cè)；
3.增加資源废酷，打破現(xiàn)有更突出的瓶頸問題瘟檩；
4.給對(duì)公司非常非常滿意的顧客， 再加點(diǎn)銷售和服務(wù)澈蟆；
5.用同樣的人手墨辛，生產(chǎn)更多的產(chǎn)品或提供更多的服務(wù)（單件人工費(fèi)下降，帶來真正的生產(chǎn)力提高）趴俘；
6.利潤(rùn)提升睹簇，員工更開心，工作更有保障哮幢，也讓您的顧客更滿意带膀。記住一點(diǎn)，一般情況下需要2到3年才能實(shí)現(xiàn)這些好處橙垢。
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.
對(duì)于任何改善措施要取得成功垛叨，最重要的是組織里的每個(gè)人都明白改變的真正原因。只是為了降低成本嗎？如果是的話嗽元，不好意思敛纲，您的所有改善努力會(huì)化成泡影（不要怪我烏鴉嘴）；如果是通過改善客戶體驗(yàn)剂癌、給需要的客戶提供高價(jià)值和及時(shí)的服務(wù)或產(chǎn)品來讓公司成長(zhǎng)淤翔？那恭喜您，成功指日可待佩谷！
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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