亚马逊SHINGIJUTSU改善活动参考指南-5
声明
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。
TEAM FORMATION
团队构成
Importance of Proper Team Formation
团队正确构成的重要性
Imagine for a minute the New York Yankees had only power hitters, but no effective infielders. Would they be considered the great dynasty they are without having a well balanced team? (Red Sox fans need not comment.) Or, consider how many NASCAR races have been won or lost based on the effectiveness of the Pit Crew. In most team-based situations, effective team formation is as critical to the success of the team’s charter as almost any other variable. Case in point, during each previous Shingi kaizen event, team formation has proven to have a profound effect on the success of the kaizen. When teams are not effectively balanced, when they are not right-sized, or when the skill set on the team is not varied, not only is there more angst among the group than necessary, but results of the kaizen yield much less fruit than when teams are properly formed.
想象一下，纽约洋基队只有强力击球手，却没有有效的内野手。如果没有一支攻守平衡平衡的球队，他们会被认为是伟大的王朝吗?（红袜队球迷无需置评。）或者，考虑一下，由于维修站工作人员的效率问题，有多少次全美赛车联合会赛车比赛赢了或输了。在大多数团队作战的情况下，有效的团队组成对于团队章程的成功至关重要，就像其他变量一样。举例来说，在之前的每一场新技术改善活动中，团队的形成都对改善的成功产生了深远的影响。当团队没有有效的平衡，当他们的规模不合适，或者团队的技能没有变化时，不仅团队成员之间的焦虑超过了必要的程度，而且改善的成果比团队正确形成时产生的成果要少得多。
Optimal Team Size
团队最佳规模
Does size matter? When considering the effectiveness of a kaizen team, size does, indeed,matter. Generally, the team size should be around 8-10, with no more than 10 and no fewer than five on each team. Having more than 10 team members will erode the effectiveness of the team, as there tends to be too much effort placed on communicating to the whole group and on engaging each participant fully. Therefore, the standard for an Amazon Shingijutsu kaizen team size is held pretty solidly to a minimum of eight and maximum of 10 participants.
团队规模有影响吗?在考虑改善团队的有效性时，规模确实很重要。一般来说，团队规模应该在8-10 人左右，每个团队不超过10 人，不少于5 人。超过10 名团队成员会削弱团队的效率，因为在与整个团队沟通和充分参与方面，每个参与者往往要付出太多努力。因此，亚马逊新技术改善团队规模的标准是固定，最少8 人，最多10 人。
Team Composition
团队组成
Reflecting back on our baseball analogy, the best teams are those who can share the spotlight with one another. The Yankees would be less effective if Alex Rodriguez, Derek Jeter or Johnny Damon were on a hitting slump. Their success comes from the optimal participation of every player on the team. Likewise, kaizen success comes from the combined contribution,skills and abilities of all team members.
回到我们的以棒球对来比喻，最好的球队是那些可以互相分享的球队。如果阿历克斯·罗德里格斯、德里克·基特或强尼·戴蒙的打击率下降，洋基的效率将会降低。他们的成功来自于团队中每个球员的最佳参与。同样，改善的成功来自所有团队成员的共同贡献、技能和能力。
The recipe for successful team composition for an Amazon Shingijutsu kaizen events has been determined to be:
(1) 50% from the local site,
(2) 25% from another FC/CS site (same function as hosting site), and
(3) 25% from Seattle, International, or other group.
Therefore,on a team of 10, the team compositions would therefore look like:
2 managers from the local site (one is Ops or above and is the TL) (20%)
3 hourly associates who actually perform the process as their assigned job (30%)
2-3 ACES-assigned managers from another FC or CS site (20-30%)
2-3 ACES-assigned persons from Seattle, CS/FC, or international site (20-30%)
亚马逊Shingijutsu 改善事件成功团队组成的秘诀是:
(1) 50%来自本地，
(2) 25%来自其他FC/CS(与举办活动部门相同)，
(3) 25%来自西雅图、国际或其他集团。
因此，在一个10 人的团队中，团队组成应该是这样的:
·2 名来自本地站点的经理(一个是Ops 或更高级别，是TL) (20%)
·3 个按小时计酬的同事，他们来自执行一线工作的员工(30%)
·2-3 名来自其他FC 或CS 的部门经理(20-30%)
·2-3 名来自西雅图、CS/FC 或其他国家的ACES 人员(20-30%)
The key to successful team composition rests on having the right team leader, who is a facilitator rather than a dictator, and having the right balance of skills and perspectives,including those from the hourly associates who actually perform the job being studied. For more in-depth discussion about choosing the right team leader, refer to the section of this guide called, “Choosing Team Leaders.”
成功的团队组成的关键在于有一个正确的团队领导，他是一个促进者而不是独裁者，并且在技能和观点上有一个正确的平衡，包括那些按小时计酬的同事，他们是被研究工作的实际执行者。有关选择正确的团队领导的更深入的讨论，请参阅本指南中名为“选择团队领导”的部分。
Keeping egos in check
控制自我
One of the blessings of Amazon’s high hiring bar and high performance bar is a plethora of intelligent, highly opinionated folks running around our sites. As such, it’s likely that a Shingi kaizen team may have more than one dominant personality present. Sometimes team might even include a senior leader such as a Director, VP, Senior VP or even S-team member.
For the kaizen to be effective, all team members should be reminded (and re-reminded periodically if needed) that there are no “titles” in a kaizen event. All team participants’ voices are equally important and no one person’s opinion gets to trump others’ opinions based on the size of one’s paycheck. This doesn’t mean that the team has to actually implement every idea posed by every person during the kaizen week……it simply means that all team members should feel as if their voice is heard and respected. Team Leaders who have difficulty keeping egos in check may wish to seek the assistance of their ACES Lean Leader, General Manager or Site Leader.
亚马逊的高招聘标准和高绩效标准的好处之一是，在我们的公司上有大量聪明、固执己见的人。正因如此，一个改善团队可能会有不止一个的主导人格。有时团队甚至可能包括一个高级领导，如董事、副总裁、高级副总裁甚至是S-团队成员。
要使改善有效，所有团队成员都应该被提醒(如果需要的话，应该定期重新提醒)改善事件中没有“头衔”。所有团队参与者的声音都是同等重要的，没有人的观点能超越其他人的观点，这取决于一个人的薪水。这并不意味着团队必须在改善周中实现每个人提出的每个想法……这只是意味着所有团队成员都应该感觉自己的声音被倾听和尊重。有自我控制困难的团队领导可能希望寻求他们的ACES 精益领导，总经理或现场领导的帮助。
On another note, the reality of holding a high-level title at Amazon means the responsibility of keeping up with emails and phone messages. But, the power of kaizen comes when participants are fully engaged, free from distraction of their other job for the week, and as such, all participants come into the Shingi kaizen week with a commitment that they will completely focus only on the kaizen for the week. If a participant is unwilling or unable to take his commitment to the kaizen team seriously enough to refrain from engaging in “other job” activities during the week, the Team Leader should feel empowered to have a tough conversation with that person, requesting full focus on the kaizen. In extreme circumstances, Team Leaders are empowered to confiscate, destroy or sell blackberries, cell phones or laptops that may get in the way of a team participant’s focus during the week. Of course, we’re kidding here. It’s not okay to actually steal or destroy another person’s electronic devices; however, it is okay to provide direct feedback to any Blackberry-addicted team member who is not complying with the rules of the kaizen.
另一方面，在亚马逊拥有高级别头衔的现实意味着，要有责任回复电子邮件和电话留言。但是，当参与者完全投入工作，不受其他工作干扰的时候，他们的kaizen 的力量就会到来。因此，所有的参与者都进入了“kaizen”周，并承诺他们将只专注于本周的“kaizen”。如果一个参与者不愿意或不能认真对待他对kaizen 团队的承诺，在这一周内不参与“其他工作”活动，那么团队领导应该感到有权力与那个人进行艰难的对话，要求完全专注于kaizen。在极端情况下，团队领导被授权没收、销毁黑莓、手机或笔记本电脑，这些可能会阻碍团队成员在一周内的注意力。当然，我们是在开玩笑。窃取或摧毁他人的电子设备是不正常的;然而，向任何不遵守“kaizen”规则的黑莓团队成员提供直接反馈是可以的。
Avoiding the temptation to “stack the deck”
避免“暗中布局”的想法
It’s tempting, and everyone wants to do it, but sponsoring sites should avoid “stacking the deck” with team members who are experts in the process area being studied. There is real value in having some members of the team who have “fresh eyes”, who are not familiar with the process and who ask very basic questions that challenge old assumptions. Sometimes sacred cows make the best burgers, so there’s value to having someone on the team challenge the sacred cows that are built into some of our existing processes.
这很吸引人，每个人都想这么做，但发起的物流中心应该避免与在研究过程团队中，在某一领域是专家的成员“暗中布局”。团队中有些成员拥有“新鲜的眼睛”，他们不熟悉流程，他们提出非常基本的问题，挑战旧的假设，这是真正有价值的。有时神圣不可侵犯的牛肉饼是最好的汉堡，所以团队中有人挑战神圣不可侵犯的牛肉饼是有价值的，因为这些牛肉饼是我们现有过程中固有的。
Additionally, there is a temptation by some leaders to include only Tier 3 associates on teams.The thinking is that those who are highly engaged with Amazon’s processes and who may have superior communication skills may add the most value to a team. Be careful with this thinking! One of the main objectives of kaizen is to utilize the subject matter experts (those who actually do the job everyday) for their minds, not just for their muscle. Every team should include at least 2-3 Tier 1 associates. By excluding several Tier 1 associates on a team, the site risks losing sustainability of process changes. You need your Tier 1 associates to tell you what will work and what will not work, or the changes you make will be quickly “unmade” as soon as the kaizen ends. It’s really about trusting your associates. Engage their minds and you will engage their hearts too.
此外，一些领导者也有一种想法，只在团队中只包括3 级员工。他们的想法是，那些高度关注亚马逊流程的人，以及那些拥有卓越沟通能力的人，可能会给团队带来最大的价值。小心这个想法！kaizen 的主要目标之一是利用专家（那些每天都在做这项工作的人）来贡献他们的想法，而不仅仅是为了使用他们的肌肉。每个团队都应该包括一些2-3 级的同事。如果排除团队中的一线员工，该FC 可能会失去流程变更的可持续性。你需要你的一线员工告诉你什么是有效的，什么是行不通的，或者一旦kaizen 结束，你所做的改变很快就会被“取消”。信任你的同事的，让他们参与进来，你也会和他们融为一体。
Team dynamics
团队动力
Rumor has it that when Alex Rodriguez first came to the Yankees, Derek Jeter was no longer the sole superstar on the team, and as such, Derek needed time before he willingly accepted A-Rod as his team-member. Being the consummate professional that Jeter is, this phase lasted only a short time before they were cohabitating well and contributing to the team equally.
有传言说当亚历克斯·罗德里格斯第一次来到洋基时，队长已经不再是队中唯一的超级巨星，因此，德里克需要一段时间才愿意接受A-Rod 作为他的队友。队长是一个完美的职业球员，这个阶段只持续了很短的时间，他们就相处得很好，并且对球队做出了贡献。
There is a concept of team effectiveness that is called the, “Forming, Storming, Norming and Performing” model. In essence, the model states that teams must go through a period of being polite with one another (Forming) while they get to know each other, a period of arguing (Storming) as strong opinions about the work and each other emerge, a period of cohesiveness and understanding the same direction of work (Norming) and finally a period of high effectiveness as a team (Performing). In order to progress to the next stage of the model, a team needs to first exit from the previous stage. Within a five-day kaizen event, sometimes it’s very easy and sometimes it’s difficult for teams to reach the Performing stage. Generally,it will be the responsibility of the Team Leader and Co-Leader to ensure the team is working together functionally and progressing quickly to the Performing stage.
有一种团队效能的概念，叫做“Forming, Storming, Norming and Performing”模型。本质上,模型指出,团队必须经过一段时间的彼此礼貌(Forming),而他们了解对方,一段时间的争论(Storming)强烈意见彼此的工作和出现,一段时间的凝聚力和理解工作的同一方向(Norming)最后一段高有效性作为一个团队(Performing)。为了进入模型的下一个阶段，团队需要首先从上一个阶段退出。在为期5 天的改善活动中，团队有时很容易，有时很难达到Performing 阶段。一般情况下，团队领导和共同领导的责任是确保团队在功能上协同工作，并迅速进入表演阶段。
SUMMARY
总结
The key points about team formation are:
关于团队形成的要点是：
Always include on every kaizen team hourly associates (the operators) who actually perform the process being studied. For teams of 8-10, there should be three hourly associates included.
Keep teams to an optimal size of between 8-10 participants.
Know what to expect in terms of team dynamics during the week. Strong leaders with outstanding facilitation skills should be chosen as the Team Leader.
每个kaizen 团队在研究的过程中，总是要包括实际执行一线员工（操作人员）中。对于8-10的团队来说，应该有三个一线工作的同事。
将团队保持在8 到10 人之间的最佳规模。
知道在这一周的团队动态中会有什么期待。具有出色的促进技能的优秀领导者应该被选为团队领导。
