豐田方式14項(xiàng)原則作者介紹和概略解說(shuō)

1、The 14 Principles of the Toyota Way:An Executive Summary of the Culture Behind TPS豐田方式的14項(xiàng)原則：TPS背后的文化及經(jīng)營(yíng)管理概要Jeffrey Liker杰佛里·萊克教授密執(zhí)根大學(xué)工程學(xué)院教授，日本技術(shù)管理項(xiàng)目主任，精益生產(chǎn)認(rèn)證項(xiàng)目主任，工業(yè)和工程運(yùn)營(yíng)系主任，四次新鄉(xiāng)重夫卓越成就獎(jiǎng)的獲得者。杰佛里·萊克教授多年來(lái)持續(xù)地研究豐田公司及其管理實(shí)踐活動(dòng), 他有關(guān)豐田的文章發(fā)表在“哈佛商業(yè)期刊The Harvard Business Review”, “斯隆管理期刊Sloan Managemen

2、t Review”等重要雜志上, 是一位豐田管理研究基調(diào)演講人，他還通過(guò)自己的咨詢(xún)公司Optiprise, Inc.開(kāi)展咨詢(xún)活動(dòng)。近來(lái)的客戶(hù)有亨氏Hertz,卡特彼勒Caterpillar, 機(jī)器人Android, 阿利法Areva, 利奧汀拓礦業(yè)Rio Tinto Mining, 坦尼自動(dòng)化Tenneco Automotive, 杰克遜維爾海軍航空兵兵站Jacksonville Naval Air Depot, 美國(guó)空軍軍需部隊(duì)US Airforce Material Command, 詹森控制器Johnson Controls, 哈雷機(jī)車(chē)Harley Davidson, 伊頓Eaton,和

3、日本富士通Fujitsu Technical Services. Since Toyotas founding we have adhered to the core principle of contributing to society through the practice of manufacturing high-quality products and services. Our business practices and activities based on this core principle created values, beliefs and business m

4、ethods that over the years have become a source of competitive advantage. These are the managerial values and business methods that are known collectively as the Toyota Way.Fujio Cho, President Toyota (from the Toyota Way document, 2001)從豐田創(chuàng)立以來(lái)，我們一直堅(jiān)持通過(guò)制造好產(chǎn)品提供好服務(wù)來(lái)貢獻(xiàn)社會(huì)的核心原則。多年來(lái)，基于這一核心原則創(chuàng)造的價(jià)值、信念和業(yè)務(wù)方法，

5、我們的業(yè)務(wù)實(shí)踐和活動(dòng)已經(jīng)成為我們的競(jìng)爭(zhēng)優(yōu)勢(shì)的源泉。這些管理價(jià)值和業(yè)務(wù)方法整體來(lái)說(shuō)就是豐田方式。張富士夫，豐田董事長(zhǎng)（摘自豐田方式文件，2001）The Toyota Way Is More than Tools and Techniques豐田方式不僅只是工具和手法In the Toyota Way, its the people who bring the system to life: working, communicating, resolving issues, and growing together. From the first look at excellent compan

6、ies in Japan practicing lean manufacturing, it was clear that the workers were active in making improvement suggestions. But the Toyota Way goes well beyond this; it encourages, supports, and in fact demands employee involvement. 依豐田方式看來(lái)，工作，溝通，解決問(wèn)題都要靠人，大家共同成長(zhǎng)，并創(chuàng)造豐田方式這一系統(tǒng)。只要對(duì)日本優(yōu)秀的施行精益生產(chǎn)方式公司稍加觀(guān)察，就可清晰地

7、發(fā)現(xiàn)現(xiàn)場(chǎng)員工積極地提案改善。但是，豐田公司所做的遠(yuǎn)遠(yuǎn)超過(guò)這些，公司鼓勵(lì)、支持并切實(shí)要求員工參與。The more I have studied TPS and the Toyota Way, the more I understand that it is a system designed to provide the tools for people to continually improve their work. The Toyota Way means more dependence on people, not less. It is a culture, even more t

8、han a set of efficiency and improvement techniques. You depend upon the workers to reduce inventory, identify hidden problems, and fix them. The workers have a sense of urgency, purpose, and teamwork because if they dont fix it there will be an inventory outage. On a daily basis, engineers, skilled

9、workers, quality specialist, vendors, team leaders, andmost importantlyoperators are all involved in continuous problem solving and improvement, which over time trains everyone to become better problem solvers. 我（豐田方式14項(xiàng)管理原則的作者）對(duì)TPS和豐田方式的研究越多，就越理解這是一套特意為作業(yè)員持續(xù)改進(jìn)他們工作的提供工具的系統(tǒng)。它讓作業(yè)員對(duì)解決問(wèn)題有急迫感，他們有目標(biāo)并能夠團(tuán)隊(duì)合

10、作，因?yàn)槿绻麄儾唤鉀Q問(wèn)題，庫(kù)存會(huì)很快用盡。每天工程師、熟練的作業(yè)員、質(zhì)量專(zhuān)員、供應(yīng)商、班長(zhǎng)， 最重要的是作業(yè)員全員參與問(wèn)題的改善和問(wèn)題的解決，隨著時(shí)間的推移，每人都被培訓(xùn)成優(yōu)秀的問(wèn)題解決者。One lean tool that facilitates this teamwork is called 5S (sort, stabilize, shine, standardize, sustain), which is a series of activities for eliminating wastes that contribute to errors, defects, and inj

11、uries. In this improvement method, the fifth S, sustain, is arguably the hardest. Its the one that keeps the first four Ss going by emphasizing the necessary education, training, and rewards needed to encourage workers to properly maintain and continuously improve operating procedures and the workpl

12、ace environment. This effort requires a combination of committed management, proper training, and a culture that makes sustaining improvement a habitual behavior from the shop floor to management.5S（整理、整頓、清掃、清潔和素養(yǎng)）是一項(xiàng)促進(jìn)團(tuán)隊(duì)合作的精益工具，是一系列消除浪費(fèi)的活動(dòng)，浪費(fèi)造成失誤、缺陷和工安事件。這種方法的第5個(gè)S，即素養(yǎng)看起來(lái)似乎是最難做得到的。它強(qiáng)調(diào)必需通過(guò)教育、訓(xùn)練和獎(jiǎng)賞來(lái)鼓勵(lì)

13、員工正確地保持和不斷改進(jìn)作業(yè)的程序和工作環(huán)境。這一努力必須包括管理層承諾、正確的訓(xùn)練和公司文化的結(jié)合，才能支撐從現(xiàn)場(chǎng)到管理層的保持改善的常態(tài)行為。 Some counter-intuitive truths within the philosophy of TPS.TPS思想當(dāng)中某些看起來(lái)似乎違反直覺(jué)的真理l Often the best thing you can do is to idle a machine and stop producing parts. You do this to avoid over production, the fundamental waste in TP

14、S.經(jīng)常是最好讓設(shè)備空閑著不生產(chǎn)工件。如果你這樣做可以避免過(guò)量生產(chǎn)，過(guò)量生產(chǎn)在TPS看來(lái)是最根本的浪費(fèi)。l Often it is best to build up an inventory of finished goods in order to level out the production schedule, rather than produce according to the actual fluctuating demand of customer orders. Leveling out the schedule (heijunka) is a foundation for

15、 flow and pull systems and for minimizing inventory in the supply chain. (Leveling production means smoothing out the volume and mix of items produced so there is little variation in production from day to day.)經(jīng)常是最好建立一些成品庫(kù)存以平衡生產(chǎn)進(jìn)度，而不是按客戶(hù)實(shí)際波動(dòng)的需求訂單來(lái)生產(chǎn)。平衡生產(chǎn)進(jìn)度（平準(zhǔn)化）是流動(dòng)和拉動(dòng)系統(tǒng)和供應(yīng)鏈庫(kù)存最小化的基礎(chǔ)（平準(zhǔn)生產(chǎn)的意思是產(chǎn)量平滑和混線(xiàn)生產(chǎn)

16、以便使每天的生產(chǎn)量只有很少波動(dòng)）l Often it is best to selectively add and substitute overhead for direct labor. When waste is stripped away from your value-adding workers, you need to provide high-quality support for them as you would support a surgeon performing a critical operation.經(jīng)常是最好有選擇性地增加間接人員或用間接人員替換直接人員。當(dāng)浪

17、費(fèi)從直接作業(yè)員那里剔除后，你需要為他們提供高質(zhì)量的支持，就像你需要外科醫(yī)生才能動(dòng)手術(shù)一樣。l It may not be a top priority to keep your workers busy making parts as fast as possible. You should produce parts at the rate of customer demand. Working faster just for the sake of getting the most out of your workers is another form of over production

18、 and actually leads to employing more labor overall.讓員工盡可能快地忙于制造工件，可能不是你應(yīng)該優(yōu)先考慮的事情。你應(yīng)該按照客戶(hù)要求的節(jié)拍制造。僅僅為了讓員工能滿(mǎn)負(fù)荷而加快工作是另外一種過(guò)量生產(chǎn)行為最終導(dǎo)致整體上雇傭更多員工。l It is best to selectively use information technology and often better to use manual processes even when automation is available and would seem to justify its co

19、st in reducing your headcount. People are the most flexible resource you have. If you have not efficiently worked out the manual process, it will not be clear where you need automation to support the process.最好有選擇地利用信息技術(shù)，經(jīng)常是用人來(lái)做會(huì)更好，即使可以有自動(dòng)化技術(shù)可用并且成本合理因?yàn)槟軌驕p人。員工是最具靈活性的資源，如果你還沒(méi)有有效地設(shè)計(jì)和徹底改進(jìn)手工過(guò)程，那么你就不會(huì)明白到底

20、哪里需要自動(dòng)化來(lái)支持制造過(guò)程。In other words, Toyotas solutions to particular problems often seem to add waste rather than eliminate it. The reason for these seemingly paradoxical solutions is that Ohno had learned from his experiences walking the shop floor a very particular meaning of non-valued-added waste: it

21、had little to do with running labor and equipment as hard as possible, and everything to do with the manner in which raw material is transformed into a saleable commodity. For Ohno, the purpose of his journey through the shop floor was to identify activities that added value to raw material, and get

22、 rid of everything else.換言之，豐田公司對(duì)于某些特定問(wèn)題的解決方法經(jīng)常好像增加浪費(fèi)而不是減少浪費(fèi)。其實(shí)這些似乎矛盾的解決方法的是因?yàn)榇笠澳鸵粡乃钊氍F(xiàn)場(chǎng)所得的經(jīng)驗(yàn)中體認(rèn)到非增值浪費(fèi)的非常特別的涵義：浪費(fèi)同作業(yè)員和設(shè)備盡可能地大負(fù)荷地工作和運(yùn)轉(zhuǎn)沒(méi)有多大關(guān)系，但是同從原料到可銷(xiāo)售的商品的轉(zhuǎn)化方式相關(guān)的每件事都有關(guān)系。對(duì)于大野耐一來(lái)講，他走過(guò)現(xiàn)場(chǎng)的目的就是要識(shí)別為原料增值的過(guò)程，剔除其他的一切。Executive Summary of the 14 Toyota Way Principles專(zhuān)為經(jīng)理人而總結(jié)的豐田方式的14項(xiàng)原則Section I: Long-Term Phi

23、losophy第1部分：長(zhǎng)期的價(jià)值觀(guān)Principle 1. Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals.第1項(xiàng)原則：即使短期的財(cái)政目標(biāo)有所損失，也要基于長(zhǎng)期的價(jià)值觀(guān)做出管理上的決策。n Have a philosophical sense of purpose that supersedes any short-term decision making. Work, grow, and align the whole or

24、ganization toward a common purpose that is bigger than making money. Understand your place in the history of the company and work to bring the company to the next level. Your philosophical mission is the foundation for all the other principles.具有一種超越任何短期決定的長(zhǎng)遠(yuǎn)的賢明的觀(guān)點(diǎn)，運(yùn)作、培養(yǎng)、調(diào)整整個(gè)組織面向一個(gè)比賺錢(qián)更大的共同的目標(biāo)。認(rèn)清你在組織

25、歷史上的位置，帶領(lǐng)組織達(dá)到更高水平。你的哲學(xué)使命是所有其他原則的基礎(chǔ)。n Generate value for the customer, society, and the economy it is your starting point. Evaluate every function in the company in terms of its ability to achieve this.培育客戶(hù)、社會(huì)和經(jīng)濟(jì)體系的價(jià)值，作為你的出發(fā)點(diǎn)。以獲得這種價(jià)值能力來(lái)評(píng)價(jià)組織的每項(xiàng)功能。n Be responsible. Strive to decide your own fate. Act w

26、ith self-reliance and trust in your own abilities. Accept responsibility for your conduct and maintain and improve the skills that enable you to produce added value.承擔(dān)責(zé)任，以自己的抗?fàn)帥Q定自己的宿命。憑藉自恃力并且深信自我。 為自己的行為負(fù)起責(zé)任，保持并改善那些能夠讓你創(chuàng)造附加價(jià)值的才能。Section II: The Right Process Will Produce the Right Results第2部分：正確的過(guò)程產(chǎn)

27、出正確的結(jié)果Principle 2. Create continuous process flow to bring problems to the surface.第2項(xiàng)原則：創(chuàng)立連續(xù)的過(guò)程流動(dòng)以使問(wèn)題浮上表面。n Redesign work processes to achieve high value-added, continuous flow. Strive to cut back to zero the amount of time that any work project is sitting idle or waiting for someone to work on it.

28、重新設(shè)計(jì)制造過(guò)程以獲得高附加值的連續(xù)的流動(dòng)，努力將任何空閑或等待某人處理的時(shí)間削減到零。n Create flow to move material and information fast as well as to link processes and people together so that problems surface right away.創(chuàng)造材料和信息的快速流動(dòng)，同時(shí)將制造過(guò)程和人連接在一起以使問(wèn)題立刻表面化。n Make flow evident throughout your organizational culture. It is the key to a tru

29、e continuous improvement process and to developing people.凸顯流動(dòng)，讓它貫穿于組織文化之中。這是不斷改進(jìn)制造過(guò)程和造就人才的關(guān)鍵。Principle 3. Use pull systems to avoid overproduction.第3項(xiàng)原則：使用拉動(dòng)的系統(tǒng)，避免過(guò)量生產(chǎn)。n Provide your downline customers in the production process with what they want, when they want it, and in the amount they want. Ma

30、terial replenishment initiated by consumption is the basic principle of just-in-time.在他們需要的時(shí)候，以他們要求的數(shù)量，為下游客戶(hù)提供他們所需要的物品，材料的補(bǔ)充由消耗來(lái)啟動(dòng)這是JIT準(zhǔn)時(shí)化生產(chǎn)的基本原則。n Minimize your work in process and warehousing of inventory by stocking small amounts of each product and frequently restocking based on what the custome

31、r actually takes away.通過(guò)小批量進(jìn)貨和基于客戶(hù)實(shí)際取用狀況頻繁進(jìn)貨，減少過(guò)程在制品和庫(kù)存量。n Be responsive to the day-by-day shifts in customer demand rather than relying on computer schedules and systems to track wasteful inventory.響應(yīng)每天客戶(hù)的變化，而不是按計(jì)算機(jī)的表格和系統(tǒng)來(lái)跟蹤那充斥浪費(fèi)的庫(kù)存狀況。Principle 4. Level out the workload (heijunka). 第4項(xiàng)原則：夷平工作的負(fù)荷（平準(zhǔn)

32、化）n Eliminating waste is just one-third of the equation for making lean successful. Eliminating overburden to people and equipment and eliminating unevenness in the production schedule are just as important yet generally not understood at companies attempting to implement lean principles.消除浪費(fèi)只等于精益成功

33、的三分之一，消除人工和設(shè)備的過(guò)重負(fù)擔(dān)以及生產(chǎn)計(jì)劃的不均衡同樣重要，這一點(diǎn)在試圖實(shí)施精益生產(chǎn)原則的公司里一般都沒(méi)有得到理解。n Work to level out the workload of all manufacturing and service processes as an alternative to the stop/start approach of working on projects in batches that is typical at most companies.努力夷平所有制造和服務(wù)工作的負(fù)荷，而不是代之以停止/啟動(dòng)的方式批量進(jìn)行，這在大多數(shù)的公司是典型的做法

34、。Principle 5. Build a culture of stopping to fix problems, to get quality right the first time.第5項(xiàng)原則：創(chuàng)造停下來(lái)去解決問(wèn)題的這樣一種企業(yè)文化，第一次就把質(zhì)量做好。n Quality for the customer drives your value proposition.客戶(hù)質(zhì)量推動(dòng)你的價(jià)值主張。n Use all the modern quality assurance methods available.運(yùn)用所有可用的現(xiàn)代質(zhì)量保證方法。n Build into your equipmen

35、t the capability of detecting problems and stopping itself. Develop a visual system to alert team or project leaders that a machine or process needs assistance. Jidoka (machines with human intelligence) is the foundation for building in quality.在你的設(shè)備上打造檢測(cè)問(wèn)題并自動(dòng)停止的能力。開(kāi)發(fā)可視系統(tǒng)來(lái)提示團(tuán)隊(duì)或項(xiàng)目的領(lǐng)導(dǎo)一臺(tái)機(jī)器或一個(gè)過(guò)程需要協(xié)助。Jid

36、oka （擁有人的智慧的機(jī)器）是制造質(zhì)量的基礎(chǔ)。n Build into your organization support systems to quickly solve problems and put in place countermeasures.在公司內(nèi)打造支持系統(tǒng)來(lái)快速解決問(wèn)題并實(shí)施對(duì)策。n Build into your culture the philosophy of stopping or slowing down to get quality right the first time to enhance productivity in the long run.在公

37、司文化之打造停下來(lái)或慢下來(lái)讓事情一次就做好的哲學(xué)，以長(zhǎng)遠(yuǎn)地強(qiáng)化公司的生產(chǎn)力。Principle 6. Standardized tasks are the foundation for continuous improvement and employee empowerment.第6項(xiàng)原則：將標(biāo)準(zhǔn)化作業(yè)當(dāng)成持續(xù)改進(jìn)和員工成長(zhǎng)的基礎(chǔ)。n Use stable, repeatable methods everywhere to maintain the predictability, regular timing, and regular output of your processes. It

38、 is the foundation for flow and pull.無(wú)論在哪里都應(yīng)用穩(wěn)定的可任意復(fù)制的方法， 來(lái)保持過(guò)程的可預(yù)見(jiàn)性、正常的時(shí)限和正常的產(chǎn)出。這就是拉動(dòng)式物流的基礎(chǔ)和前提。n Capture the accumulated learning about a process up to a point in time by standardizing todays best practices. Allow creative and individual expression to improve upon the standard; then incorporate it

39、into the new standard so that when a person moves on you can hand off the learning to the next person.通過(guò)將當(dāng)前的最佳實(shí)踐標(biāo)準(zhǔn)化，以捕捉到某一時(shí)點(diǎn)前積累起來(lái)的學(xué)習(xí)成果。允許創(chuàng)造性的和個(gè)人參與改進(jìn)標(biāo)準(zhǔn)；然后適時(shí)地加入到新的標(biāo)準(zhǔn)中，這樣當(dāng)有人離開(kāi)公司時(shí)積累起來(lái)的學(xué)習(xí)成果可傳承下去。Principle 7. Use visual control so no problems are hidden.第7項(xiàng)原則：推行目視化管理，任何問(wèn)題全都無(wú)處藏身。n Use simple visual indicat

40、ors to help people determine immediately whether they are in a standard condition or deviating from it.使用簡(jiǎn)單的目視化的顯示器來(lái)幫助人們確定即時(shí)他們是處于正確的標(biāo)準(zhǔn)狀態(tài)還是有所偏離。 n Avoid using a computer screen when it moves the workers focus away from the workplace.當(dāng)計(jì)算機(jī)屏幕轉(zhuǎn)移現(xiàn)場(chǎng)員工的注意力時(shí)應(yīng)當(dāng)避免使用它。n Design simple visual systems at the place

41、 where the work is done, to support flow and pull.在工作被完成的地方設(shè)計(jì)簡(jiǎn)單的目視系統(tǒng)來(lái)支持拉動(dòng)式的物流。n Reduce your reports to one piece of paper whenever possible, even for your most important financial decisions.只要有可能就要將報(bào)告縮減到一張紙上，即使那是你的最重要財(cái)政報(bào)告。Principle 8. Use only reliable, thoroughly tested technology that serves your

42、people and processes.第8項(xiàng)原則：只使用可靠的和經(jīng)過(guò)徹底驗(yàn)證過(guò)的技術(shù)來(lái)服務(wù)你的員工和過(guò)程。n Use technology to support people, not to replace people. Often it is best to work out a process manually before adding technology to support the process.應(yīng)用技術(shù)來(lái)支持員工而不是取代他們。通常最好增加技術(shù)來(lái)支援一個(gè)過(guò)程之前，先用人來(lái)對(duì)該過(guò)程瘦身。n New technology is often unreliable and dif

43、ficult to standardize and therefore endangers flow. A proven process that works generally takes precedence over new and untested technology.新技術(shù)經(jīng)常不可靠且難于標(biāo)準(zhǔn)化，進(jìn)而危及正常的物流。一個(gè)業(yè)已驗(yàn)證過(guò)程通常比未驗(yàn)證新技術(shù)更好。n Conduct actual tests before adopting new technology in business processes, manufacturing systems, or products.在業(yè)務(wù)

44、過(guò)程、制造系統(tǒng)以及產(chǎn)品上采用新技術(shù)前一定要進(jìn)行驗(yàn)證。n Reject or modify technologies that conflict with your culture or that might disrupt stability, reliability, and predictability.要拒絕或修改與公司文化沖突的以及可能會(huì)破壞穩(wěn)定性可靠性和可預(yù)見(jiàn)性的技術(shù)。n Nevertheless, encourage your people to consider new technologies when looking into new approaches to work.

45、Quickly implement a thoroughly considered technology if it has been proven in trials and it can improve flow in your processes.不過(guò)要鼓勵(lì)員工在找尋工作的新方法時(shí)考慮新技術(shù)，如果經(jīng)過(guò)試驗(yàn)驗(yàn)證它可以改善過(guò)程，要快速實(shí)施這種深思熟慮的技術(shù)。Section III: Add Value to the Organization by Developing Your People and Partners 第3部分：發(fā)展人力資源和合作伙伴為公司創(chuàng)造價(jià)值Principle 9. G

46、row leaders who thoroughly understand the work, live the philosophy, and teach it to others.第9項(xiàng)原則：培養(yǎng)深刻理解工作、秉承公司價(jià)值觀(guān)并能傳授這一價(jià)值觀(guān)的領(lǐng)導(dǎo)者n Grow leaders from within, rather than buying them from outside the organization.要在公司內(nèi)培養(yǎng)干部，盡量不要花大價(jià)錢(qián)從公司外面招聘。n Do not view the leaders job as simply accomplishing tasks and h

47、aving good people skills. Leaders must be role models of the companys philosophy and way of doing business.不能簡(jiǎn)單地看待干部的工作就是完成任務(wù)和具備良好人事技巧。干部必須是公司經(jīng)營(yíng)理念和業(yè)務(wù)方式的楷模。n A good leader must understand the daily work in great detail so he or she can be the best teacher of your companys philosophy.一個(gè)好干部必須非常理解日常工作，這

48、樣他/她才能成為公司經(jīng)營(yíng)理念的最好的教師。Principle 10. Develop exceptional people and teams who follow your companys philosophy.第10項(xiàng)原則：開(kāi)發(fā)杰出的遵循公司的價(jià)值觀(guān)的人才和團(tuán)隊(duì)。n Create a strong, stable culture in which company values and beliefs are widely shared and lived out over a period of many years.融合公司的廣泛共享且經(jīng)年不衰價(jià)值觀(guān)和信念，創(chuàng)造一種強(qiáng)大而穩(wěn)定的公司文化

49、。n Train exceptional individuals and teams to work within the corporate philosophy to achieve exceptional results. Work very hard to reinforce the culture continually.訓(xùn)練杰出的人才和團(tuán)隊(duì)，遵循公司的經(jīng)營(yíng)理念，達(dá)成卓越的成果。努力地工作不斷強(qiáng)化公司文化。n Use cross-functional teams to improve quality and productivity and enhance flow by solvi

50、ng difficult technical problems. Empowerment occurs when people use the companys tools to improve the company.通過(guò)多功能小組以解決技術(shù)難題來(lái)改善質(zhì)量和生產(chǎn)力并加強(qiáng)物流。當(dāng)員工應(yīng)用公司的工具改善公司時(shí)他的能力就得以增加。n Make an ongoing effort to teach individuals how to work together as teams toward common goals. Teamwork is something that has to be le

51、arned.不斷努力來(lái)教育員工如何以團(tuán)隊(duì)的方式為共同目標(biāo)而工作，團(tuán)隊(duì)合作是必修課。Principle 11. Respect your extended network of partners and suppliers by challenging them and helping them improve.第11項(xiàng)原則：尊重你的合作伙伴和供應(yīng)商，激勵(lì)并幫助他們進(jìn)行改善n Have respect for your partners and suppliers and treat them as an extension of your business.尊重你的合作伙伴和供應(yīng)商，將他們看成

52、自己業(yè)務(wù)的延伸。n Challenge your outside business partners to grow and develop. It shows that you value them. Set challenging targets and assist your partners in achieving them.挑戰(zhàn)你的業(yè)務(wù)伙伴讓他們成長(zhǎng)和發(fā)展，這表示你重視他們。給他們訂立一個(gè)有挑戰(zhàn)性的目標(biāo)并幫助他們達(dá)成它。Section IV: Continuously Solving Root Problems Drives Organizational Learning第4部分：

53、不斷地解決根本問(wèn)題，推動(dòng)組織學(xué)習(xí)Principle 12. Go and see for yourself to thoroughly understand the situation (genchi genbutsu).第12項(xiàng)原則：親自到現(xiàn)場(chǎng)去看，徹底地了解現(xiàn)況（現(xiàn)地現(xiàn)物）。n Solve problems and improve processes by going to the source and personally observing and verifying data rather than theorizing on the basis of what other peop

54、le or the computer screen tell you.到現(xiàn)場(chǎng)去親自觀(guān)察和驗(yàn)證數(shù)據(jù)來(lái)解決問(wèn)題改善過(guò)程， 而不是基于他人的報(bào)告和計(jì)算機(jī)的屏幕來(lái)理論推導(dǎo)。 n Think and speak based on personally verified data. Even high-level managers and executives should go and see things for themselves, so they will have more than a superficial understanding of the situation.根據(jù)個(gè)人驗(yàn)證過(guò)的數(shù)據(jù)

55、思考和講話(huà)。即使是高階的經(jīng)理和總裁都應(yīng)該親自去看，如此一來(lái)他們對(duì)于狀況就不會(huì)只有膚淺的理解。Principle 13. Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly (nemawashi).第13項(xiàng)原則：不要急于做決定，要取得共識(shí)，要徹底考慮所有的選項(xiàng)，做出決定后就迅速地貫徹執(zhí)行（根回）。n Do not pick a single direction and go down that one path until you have thor

56、oughly considered alternatives. When you have picked, move quickly but cautiously down the path.除非經(jīng)過(guò)了深思熟慮，否則不要選擇一個(gè)方向就在這條路走下去，一旦選擇了一個(gè)方向要快速行動(dòng)但一路上要多加小心。n Nemawashi is the process of discussing problems and potential solutions with all of those affected, to collect their ideas and get agreement on a path forward. This consensus process, though time-consuming, helps broaden the search for solutions, and once a decision is