亚马逊SHINGIJUTSU改善活动参考指南-6 CHOOSING TEAM LEADERS 团队领导的选择
黑俊堂译友会是公众号“70后黑俊堂”中，专注外文翻译的成员组成。成员将共同合作完成相关外文文档的翻译工作。
本指南的中文翻译版本由“黑俊堂译友会” 成员：丹尼斯、 汤晓磊、 任枫、 年轮、刀锋 、 胖胖虎 、郭郭、丹尼斯 、Engine、heidi、余天颖 、Friedrich、Job ₄₂.₁₉₅²⁰¹⁸ 等 成员共同合作翻译，中文翻译版本所有权归所有参与翻译成员所有，未经授权禁止转发，用于牟利的目的。
CHOOSING TEAM LEADERS
团队领导的选择
The Question of Leadership
关于领导力的疑问
To lead or not to lead, that is the question. There is ongoing debate about who is the right person to lead a Shingi kaizen event – a person from the local site location, or a visitor who has no pre-conceived ideas or agendas. We don’t know the definitive answer to this, both have upside benefits, and both have obvious drawbacks, but, at least for now, it’s the Amazon standard to have Team Leaders (TL) chosen from the local site location and balance by a strong, unbiased Co-Leader (CL).
要领导还是不要领导，这是个问题。谁是一场改善活动的领导的适合人选---到底是某个本地工厂的人来做领导 还是从没有预想构思和议事日程的访问者来做领导---人们一直讨论不休。我们不知道这个问题的确切答案，两者都有好处，而且都有明显的缺点，但是，至少现在，是Amazon 的标准，从本地选择一个团队领导者（TL），并选择一个强大的、无偏见的副领导者（CL）来平衡。
On the upside, a Team Leader from the hosting site location enjoys the benefit of being knowledgeable about the process space being studied, and can be the conduit to finding resources within the site location quickly. On the flipside, it’s not uncommon for a Team Leader from the hosting site to be, intentionally or unintentionally, a blocker of participants’ good ideas. It’s just a simple fact that sometimes those closest to a process have bias and pre-conceived assumptions that can creep into brainstorming and action planning discussions.
有利的一面，从主办方工厂所在地的人员里选出的领导对所要研究的流程空间方面的情况了如指掌，通过他的渠道可以快速地从工厂里找到所需的资源。反过来一面，从主办方工厂选人做领导并不稀奇，但会有意或无意中，会成为参与者们激发好主意或灵感的障碍。简单的事实就是 越是最靠近过程的人会有偏见和先入为主的假设，（像病毒一样）在头脑风暴和行动计划讨论中蔓延开来.
Conversely, having Team Leaders from a different site than the hosting site allows for true,free ideas to be formed by the team without bias or the “we can’t do that here” syndrome.Unfortunately, when the visitors leave at the end of the week, there is no one from the site charged with follow-through of the ideas formulated during the kaizen.
相反(的情况), 相对主办方人当领导来说，从别的地方来人当领导更会允许团队提出并形成真实的和不受约束的主意或理念，不会有偏见，不会有“我们不能再这儿那样做”综合症。不幸的是，当“访问者”在活动周尾声要离开的时候，没有主办方人员出来挑战在改善活动中达成的对要执行的想法。
For now, at the time of this writing, the formula that we’ll use for Shingijutsu kaizen events is to have the Team Leader be an Ops Manager or above from the local, hosting site. Co-Leaders will be assigned by WW ACES and will be strong personalities who can, and will, step in to prevent the Team Leader from blocking ideas during the kaizen.
现在，这次写这个指南的时候，在Shingijutsu 改善活动中我们要用的准则是让本地工厂的生产经理级以上来做正职领导，副领导人选将由WW ACES 来指定。副领导要有很强的个性，当正领导在改善活动中有阻碍新想法或主意的时候，他有能力且有意愿介入其中去阻止正职领导的行为。
As a word of warning, when choosing Team Leaders for a kaizen event, choose carefully.Each Shingi kaizen represents a large financial investment from the hosting site. To reap the optimal reward, Team Leaders should not be chosen haphazardly, but rather with thought given to their leadership skills – persons who can facilitate a team comprised of strong personalities, keeping everyone on the team fully engaged and held accountable. Team Leader should be highly organized and able to lead the group to achieve optimal performance within a short timeframe. Additionally, the Team Leader will be tasked with executing any follow-up ideas needed after the kaizen week ends, and therefore should also have great follow-through skills.
说一句提醒的话，选择谁做改善活动的正职领导的时候，一定要缜密。每一个Shingi 改善意味着主办方的一大笔财务支出。为了获得理想的收益，不能盲目的选择各小组的正职领导者们，要考虑他们应有的领导技能---能够促使团队包涵强烈的个性成员并让每个成员全力以赴并始终保持一颗责任心。各组的领导做事要十分有条理，可以在短期内带领队伍取得理想的成绩。另外，在改善活动结束后，团队领导将会被委派执行所要推进的改善建议，因此也应该有“执行力”。
SUMMARY
总结
Team Leaders can make or break a kaizen. Their facilitation, organization, and leadershipcan either produce optimal results, or can be the reason for achieving sub-optimal results.
团队领导可以成就也可以毁掉一次改善。他们的引导能力、组织能力和领导力可以产出理想的结果，也会由于一些原因达成次优的结果。
Team Leaders should be an Ops Manager or higher from the hosting site.
Team Leaders should be coached and influenced by Sr Leadership to be open-minded to ideas. Their job is to facilitate fresh ideas rather than being idea blockers.
团队领导们应该是本地工厂的生产经理级以上。
团队领导们应该被资深上一级领导培训或影响，解除固有成见的禁锢，开放思想。他们的工作是引导促成新点子，而不是阻碍新想法的产生。