第七季第30集 史蒂夫·莱利 | 微小改进，巨大回报：来自生产线的启示

有些举措即使一开始很成功，如果后续没有跟进确保这些改变持续落实，也容易慢慢消失，这一点在这支重要的领导团队中依然很明显。

Initiatives can can fade even when they're successful out of the gate if we are following up to make sure that the changes stayed in place, and it is still obvious in this important leadership team.

所以，无论你们怎么称呼——审计、巡查、走动式检查——这些做法长期来看都很重要，确保我们制定的规范真的被持续执行下去。

So some form of the audit or walk throughs or gamble walks or whatever your tradition calls those things are important over time to make sure that our book is done, is still being, maintained.

欢迎收听《成为工程师》播客。

Welcome to the Being an Engineer Podcast.

今天，我们邀请到史蒂夫·莱利，他拥有三十多年经验，专注于制造运营和持续改进，帮助团队提升绩效、启动项目、支持生产，并让精益实践真正落地。

Today, we're talking with Steve Riley, a manufacturing operations and continuous improvement, or CI, leader with more than thirty years of experience helping teams improve performance, launch programs, support production, and make lean practices stick.

目前，他在Bespoke公司担任首席组织官，帮助持续改进专家部署定制化的阴影板和工具管理系统，支持5S管理，减少无效动作和找工具的时间，让改进成果在车间里一目了然，而且无需客户自己去画线、切割泡沫或做CAD设计。

Today, he serves as chief organization officer at Bespoke, where he helps CI professionals implement custom shadowboards and tool control systems that support 5S, reduce wasted motion and search time, and keep improvement visible on the floor without requiring customers to do any tool tracing, cutting of foam, or CAD work.

史蒂夫，欢迎来到我们的播客。

Steve, welcome to the podcast.

谢谢，亚伦。

Thank you, Aaron.

很高兴能来。

Glad to be here.

我很喜欢听这个节目，能来做嘉宾真的很开心。

I enjoy watching hear a listen to this program, and it's fun to be here as a guest.

太棒了。

Awesome.

太棒了。

Awesome.

非常感谢你的支持。

Well, thank you so much for the the support.

Steve，你能先跟我们聊聊你的背景吗？

So, Steve, maybe you can start by telling us a little bit about your background.

你学的是制造技术专业，但你是怎么开始的？又是怎么走到今天的？

You you have a a degree in manufacturing technology, but how how did you you know, where did you start, and how did you end up where you are now?

从开始到现在的路，真是绕了不少弯。

Oh, it's a very windy path, right, from start to finish in that.

我大学读的是航空技术，辅修制造，原本的打算就是研究怎么为全世界制造飞机。

But I did go to school for aviation technology with manufacturing minor, and so my focus was planned to be around how do we how do we make airplanes for the world and how do we manufacture those.

后来我离开了航空业，认识了一位塑料注塑厂的老板，于是转行做了这一行，二十多年都泡在注塑、塑料和金属加工上，也顺便接触过复合材料和总装工作。

I ended up, out of aviation work, finding a connection with somebody who owned a plastic injection molding plant and transitioned to that as my main career path and spent more than twenty five years injection molding, plastics, and metals, those kind of things as well as a little bit of time in composites and, general assembly as well.

是塑料注塑这个方向吸引了你，让你觉得‘嘿，不如转到这边来干这个’吗？

Was it about plastic injection molding that that, spoke to you and said, ah, you should come over on this side and and do this instead?

是的。

Yeah.

问得好。

Good question.

我之前所在的航空团队，有一次在这家客户的工厂开会议。

The aviation group I was with actually held a meeting in this, customer's factory.

他那家厂就是做塑料注塑的。

So he had a plastic injection molding factory.

他们把会议室借给我们开会有用。

They offered the conference room for us for a meeting we were having.

开会的时候，有个客人抱怨说外面噪音太大了。

And, during that meeting, one of the guests complained about the noise that was coming in.

那天真是这样。

It was a day.

你能不能出去把那玩意儿关掉？

Can you just go out and shut that stuff off?

老板立马回了一句。

And, the owner very quickly quipped.

他说：这可是赚钱的声音。

He goes, that's the sound of money being made.

他接着说：等等。

He said, wait.

那边安静点。

Be quiet over there.

真妙。

Nice.

客户也不总是对的。

The customer is not always right.

太棒了。

Very cool.

好的。

Okay.

能给我们讲讲你现在的工作吗？作为首席组织官，你平时主要做些什么？

Tell us a little bit about what you do right now, your your position as chief organization officer.

没错。

Yeah.

我们帮助持续改进专家和制造业管理者在他们的流程中引入工具定位板。

We help, continuous improvement professionals and other manufacturing leaders implement, shadowboards into their processes.

我们采用一种独特的方式：客户先拍下他们希望工具摆放的布局照片。

And, we do that through a unique process where they take a picture of what they want from way of tools.

然后我们和他们一起把照片转成CAD图纸，加工零件，再把成品工具定位板寄回去。

We convert that into CAD files with them and cut parts and ship shadowboards back to them.

这样一来，你就不用再费劲折腾了，轻松就能拥有专业水准的工具定位板。

So you make it easy to do a a professional quality shadowboard for your operation without all the extra work that has been with those in the past.

大多数人应该都知道什么是工具定位板。

Most people probably know what a shadowboard is.

如果有人不太熟悉这个概念，你能解释一下什么是工具定位板吗？

For those who might not be familiar with the term, can you explain what is a shadowboard?

是的。

Yeah.

工具定位板其实就是一种视觉化的方法，用来标明每个工具应该放在哪个位置。

Shadowboard is just a general description of, some visual way to tell what tool should be at a particular location.

在我们这里，通常为工作站或者工具箱抽屉制作这种定位板。

So in our case, we typically make shadowboards for workstations or toolbox drawers.

当你打开抽屉时，每个工具都有一个对应形状的凹槽，能让你一眼就看出每件工具该放回哪里。

So when you open the drawer, there's a pocket that's the shape of every tool, and, let you identify immediately where each tool should be placed in that workstation.

那你是怎么加入Bespoke的呢？

And how did you get involved there at at Bespoke?

是的。

Yeah.

这些年来，在制造业环境中，我一直在用影子板，不管是直接在钉板上描出工具的轮廓，还是像现在这样用泡沫切割出凹槽，也包括重新规划工作区域。

So, over the years in as a manufacturing theater, I've used shadowboards, whether it be, you know, just tracing around tools on on a pegboard or cutting out foam as we create, pockets like we do today, and also refactor areas in.

这本身就是把视觉化元素融入精益实践的一部分。

That's just part of the process of bringing, some visual elements to the the Lean practices.

我一直想在自家车库里也弄一个像样的工具箱，但不想再用老办法手工切割了。

And, I wanted to, have a professional toolbox like that at in my garage at home and didn't wanna do it the old fashioned way with cutting things out.

所以我花时间开发了一套新流程。

So I just worked on developing a process.

我觉得以现在的技术条件，肯定能用数字化方式代替手工操作。

I was pretty sure from the day and age we live in, there's a way to do this with a digital process versus manual.

于是，在新冠疫情期间，我花了些时间研究，怎么从一张数字照片生成切割文件，最终把这套流程搞定了。

And so spent some time back in the COVID days, working out the process of how do I go from a digital picture to a cutting file and, develop this process.

流程搞定后，我先拿来做了一些 caramel 盒子，然后联系了我认识的那些精益实践者，跟他们说：

Once we had it down, it had done caramel boxes, reached out to sell the Lean practitioners that I knew and said, hey.

我这儿有个新方法，你们有兴趣吗？

I got a process for this if you're interested.

很多人听了都说，这听起来不错。

And many of them said, oh, yeah.

听起来真棒。

That sounded great.

我很乐意帮你做一套。

I'd love to have that done for you.

这也就是我们今天在做的这件事的起点。

So that was that was the beginning of what we're doing here.

太棒了。

Very cool.

我们以前没做过这个流程，但如果不了解你的方法，光是拍张照片就能直接生成DXF或者CAD文件，我肯定会先挑出工具，摆好位置，大概量一下尺寸，然后进CAD画个大矩形，再一个个抠出工具的形状。

So we haven't gone through that process before, but not knowing about your process, taking a a digital picture and turning that into your your DXF or your CAD file, whatever format you're using, I would have just found the tools that I want and laid them out and maybe taken some rough measurements and then go into CAD and put a big rectangle in CAD and start cutting out the the shapes of the different tools.

那得花上好长时间，还特别折腾。

And and it would have taken forever, and it would have been a huge pain in the the rear end.

对吧？

Right?

但你们的流程避开了所有这些麻烦。

But you're you've circumvented all that and bypassed it with with your process.

所以我很好奇，这个过程到底是怎么运作的？

So I'm a little bit curious about how that works.

你们是怎么校准尺寸的呢？

Do you have like, how do you calibrate the size?

你们会让客户在照片里放一把尺子之类的，作为尺寸参考吗？

Do you have your customers just put, like, a ruler or something in there so there's a reference for scale?

是的。

Yeah.

问得好。

Great question.

我们其实是让客户直接画一个矩形。

We actually, have the customer just draw a rectangle.

这个矩形就是工具箱外表面的边界。

That's the exterior of the surface that's gonna go out to yourself of the toolbox.

只需测量工具箱内部尺寸，然后画一个同样大小的矩形，或者我们网站上有个模板生成器。

Just measure the inside of the toolbox and either draw a rectangle that size, or we actually have a a template generator on our website.

你点一下，输入长宽两个数值，就能生成模板，然后直接把工具放进去就行。

You can just click on that, type in the two numbers, length and width, and you can plot out a template and then just drop your tools inside of that.

你拍的照片会以这个矩形为参照，帮我们确定实际比例。

And the picture that you take gives us a scale by reference to that rectangle.

明白了。

Got it.

好的。

Okay.

所以最终用户决定整体形状和矩形尺寸，再上传一张对应尺寸的照片，但工具和抽屉或阴影板之间的比例还是得有个参照吧？

So the end customer defines the overall shape, the the rectangle size, and then drops a picture in that size, but there still has to be some kind of scale right between, like, the size of the tool and the size of the the the drawer or the the shadowboard that goes in that drawer.

是的。

Yeah.

这正是我们软件的巧妙之处——我们能根据你拍照时捕捉到的矩形自动推算出这个比例。

It's part of the magic of what we've done with our software, and, basically, we're able to extrapolate that from the rectangle that you capture with your picture.

是的

Yeah.

挺有意思的

Interesting.

明白了

Okay.

看来后台有些挺玄乎的技术在运作。

So there's some black magic going on behind the scenes there.

其实没那么复杂，只是事情本来就是这样，操作起来非常简单。

Just a little bit just because that's that's the nature of how things work, but, it's very straightforward.

很多客户试过之后都会说，哇塞。

Customers who who try it and say, like, wow.

这正是我理想中该有的样子。

That's exactly the way I would dream it would be.

只需要拍一张工具大致摆放位置的照片就行，因为我们一旦有了工具的轮廓，就能自由调整和移动它们。

It just to to shoot picture of the tools in a general alignment that you want because we're once we have the tool cut out so we can adjust them and move things around.

事实上，客户现在用的 pegboard 布局，经常会有这样的情况：他们说，嘿。

And, my fact, that's not uncommon for customers to have one one pegboard, you know, layout today and say, like, hey.

我想换掉这个工具，换成另一个。

I'm replacing that tool with a different tool.

你们能重新切割一下，把新工具装上去吗？

Can you just recut it and put this new tool on remission?

客户调整布局时，我们也会帮他们重新制作。

So we do remakes for customers as they make adjustments as well.

不错。

Cool.

太棒了。

Very cool.

好的。

Alright.

你参与持续改进已经有一段时间了。

You've been involved with continuous improvement CI for for some time.

你是怎么开始接触持续改进的？

How did you get into continuous improvement?

我觉得这跟我们所处世界的本质有关，尤其是制造流程。

Well, I think it's the nature of of of things in the world we live in, manufacturing processes.

不管生产线运行得多顺畅，产品也在不断产出，总有些地方你觉得还能做得更好。

There's always something that, is even though you're up and running it and you have you're make making product, there's something that, is undelirable that you wanna make better.

这其实就是核心所在，它能带来真正的成果。

And that's really kind of the core It takes a fruit.

所以不管你是在...

So whether you're hey.

想降低废品率，或者要在同样时间内提高产量，又或者想减少人工投入...

I gotta reduce the scrap rate and need to make more in the same amount of time because volume is higher or, and you drive labor out.

总归会有这样的需求存在。

There's just some way there's always some some demand for that.

所以那时候我就开始寻找，有哪些方法能让事情做得更快。

So that was kind of the where you began to look for what are the solutions around, making things go faster.

有没有什么特别的事件或经历，让你开始走上持续改进这条路的？

Was there a particular event or an experience that you had that that kind of started your journey down that CI path?

产品开发博览会将于10月20日到21日在亚利桑那州凤凰城重新举办。

The product development expo is back October twentieth and twenty first in Phoenix, Arizona.

PDX 是专为开发实体产品的工程师设计的实战培训活动。

PDX is a hands on training event for engineers who develop physical products.

参展商将开设实用课程，涵盖设计、几何公差、制造、自动化、测试、仿真、检验等内容。

Exhibitors teach practical sessions on design, GD and T, manufacturing, automation, testing, simulation, inspection, and more.

从8月3日到8月7日，参会门票享五折优惠。

From August 3 through August 7, attendee tickets are 50% off.

8月7日之后，价格将恢复原价。

After August 7, prices return to normal.

记得在8月3日之前订票，就能享受折扣价。

Mark your calendar for August 3 to get your discounted ticket.

PDX 见。

See you at PDX.

这是个好问题。

That's a good question.

如果你回想起我当初在一家小型注塑厂工作，那是我接触的第一个项目——MacBook的首个线圈，我们的整个注塑流程其实已经高度自动化了。

Potentially, if you look back to I was working in a small injection molding factory, MacBook, the first coil that I was in, and our, process was like like, all injection molding is pretty automatic.

机器一直在运转，每小时能生产成千上万个零件，直接装进箱子。

Machines are running and cranking out, you know, thousands of parts an hour into into boxes.

我们生产团队的工作就是把箱子拉出来，放到称重仪上，然后送到对应的账目那里。

And our production crew, their job was to pull the box out, put it on the weigh counter, and get it to the right account for whatever.

但我们一直在恳求客户把产品从箱子里拿出来。

But we were begging for those customers to unbox the product.

也就是说，在注塑流程的最后，还是得靠人工操作。

So a manual process at the end of the injection molding process.

维修主管找到我说：嘿。

Maintenance manager came to me and said, hey.

我有个主意。

I got an idea.

如果我用这个光电传感器加一条传送带，就能把它和机器的计数系统连起来。

If I just take this electronic eye and a conveyor belt, I could rig this up to where, you know, we tie it to the machine count.

机器把零件装进盒子后，自动把盒子推出去，再把下一个盒子送进来。

The machine has put the retina or parts in the box and just index the box out of the way and bring another box in.

说实话，这主意真不错。

So I tell you, that's a that's a cool idea.

咱们就这么干吧。

Let's go ahead and do that.

于是他在维修区把这套装置搭了起来，我们试了试，觉得行得通。

And so he he rigged that up in the maintenance area, we backed and played with a little bit and said, yeah.

看起来确实能用。

It looks like it works.

这真挺厉害的。

That's that's pretty cool.

后来我们就把这套系统搬到了生产线上。

And so we took that out to the floor.

这自然引起了生产线员工们的极大兴趣。

And, of course, that creates all kind of interest among the production staff.

你们那边在搞什么名堂？

What what are you guys doing over there?

机器旁边你们在做什么？

What are you doing by machine?

他们跟我们说，嘿。

And, as they described to us, hey.

这个装置会在箱子装满时自动把它移开。

This is gonna index the boxes when they're full.

他们一听，觉得挺有意思的。

And they're like, oh, that's that's interesting.

咱们看看这玩意儿到底行不行。

Let's see how this works.

当系统运行起来，调试并演示时，确实有效——箱子一装满，就自动移开，新箱子立刻补上。

And whilst it was up and running and debugging them and demonstrating this truly did work, when the box is full, it just moved out of the way, or a new box moved in.

大家都觉得这太棒了。

They're like, this is fantastic.

我们特别喜欢这个功能。

We love this.

接着他们又问，嘿。

And and move from, hey.

你们在搞什么名堂？为什么我们不能每天都这样操作？

What are you doing to, why can't we do this every day?

所以没过多久，我们就又买了一些传送带，每台机器上都装上了这个自动换箱的传送装置。这也成了我们早期改进项目的一个缩影，让我切实看到了它的价值。

And so pretty quickly, we had, bought some more conveyors in every machine now that indexing conveyor on it, and that was the kind of table of our early potatoes improvement projects that would show me the the value of that.

那个工厂在夜班招聘和长期稳定留人方面一直挺头疼的。

And that that facility, we had trouble with, hiring labor for the night shift and keeping that consistently over time.

所以到了某个节点，大家觉得这实在让人头疼。

And so there came a point where so this is just so much of a struggle.

我们得另想办法。

We should find another solution.

于是我们决定，把传送带做得足够长，能装下整个班次的箱子，这样就能关灯运行，第二天早上回来时，所有箱子都装满了。

And so the decision was if we made the conveyors long enough to hold enough boxes for the entire shift, we could run lights out and just come back in the morning and have all the boxes full up.

最后我们就是这么做的。

And that's what we ended up doing.

我们开始每晚连续八小时无人值守运行，这不仅解决了人力问题，还降低了公司成本，而成本控制本来就是他们一直关注的重点。

We went to learn eight hours lights out every night, for laying going forward and that address our labor issue, also cut costs down for the company, which they're always paying attention to other customers to reduce costs.

到了这个时候，我们只能这么做了。

So at this point, we had to to do that.

公司把一部分成本节省下来的收益分给了员工，既实现了加薪，又让客户因为成本降低而满意。

And the company was able to share some of this cost savings with the employees, but literally pay increase and keep customer satisfied with lower costs.

这样一来，两边都受益，员工干劲十足，项目推进时也全力支持。

So they're the one on both sides of that and made the employees very well and they support this initiative when it was coming through.

这真是个巨大的成功。

That's a huge win.

这也是激励团队积极参与的好办法。

Great way to incentivize buy in from the team as well.

对吧？

Right?

我的意思是，如果这成功了，大家还能多拿点工资。

I mean, if this is successful, then you get a little bit of extra salary.

这太棒了。

That's fantastic.

你知道吗，那个工厂十年后我虽然已经调到别的公司了，但有一次回 town，他们特意安排新生产经理带我参观，看到那些传送带十年后还在正常运转，我特别高兴。

You know, one great thing about that facility, ten years after I had moved on to to another company, I got a chance to go back to town and visit and got a Ford, tour from the new production manager and was excited to see all those conveyors still in place and running a decade later.

真是没想到。

So Wow.

这种持续改进的成果，年复一年地持续发挥作用。

The value of that continuous improvement discontinued the bay out year after year after year.

他们到现在还能保持这么长时间的无人运行，真的很厉害。

And they're they're they're still able to rub, so their lights out that long later was was pretty cool.

太棒了。

That's awesome.

哇。

Wow.

这真是个精彩的故事。

What a great story.

谢谢你分享这段经历。

Thank you for sharing that.

你一直都很勤勉啊。

It it seems you've always been pretty industrious.

对吧？

Right?

你现在这家公司，搞的这些看板管理，还有这么多年的持续改进，都很了不起。

You've you've got this company now, the shadowboards that you're doing, continuous improvement over the years.

就连上大学的时候，你好像都是靠卖飞机套件来赚学费的吧。

And and even in college, you I guess, you you paid your way through college by by selling airplane kits.

是这样吗？

Is that right?

其实我只是帮别人组装而已。

Actually, I would just assemble them for people.

如果你了解航空爱好圈，就会知道有些公司会卖飞机套件，让爱好者自己在家组装真飞机。

So, if you're familiar with the whole airplane movement, companies sell kits to people that they can put together airplanes in their own motorages.

我对复合材料飞机比较熟悉，每到一个新学校，都能找到住在车库里、正等着组装的客户。

And, I had some express with composite airplanes and was able to find our customers in any place I was going to school who had these kits in their garage.

他们一直没完工，就同意请个学生来帮忙，花点小钱，让项目能继续推进。

They weren't getting completed, so they're they agreed to have, college, inexpensive flavor to come in and help them move their project along.

所以——

So

这些可不是遥控飞机。

So so these are not, like, RC planes.

我是说，是真的能飞的飞机，复合材料做的。

These are, I mean, like Yeah.

能飞的飞机，复合材料的。

Flyable airplanes, composite.

真的吗？

Is that right?

是的。

Yeah.

我们确实做出来了，正在组装一架双座的，呃……

We made it, we're building a two seat, let's see.

双座风格的改装套件，适合AirPods。

Two seat hot rod, kit for AirPods.

太棒了。

Very cool.

而且你现在也持有飞行员执照。

And you also currently have your pilot's license.

我有。

I do.

你知道的。

You know?

我有航空方面的背景。

Have an aviation background.

我2000年拿到了飞行执照，2018年又考了私人飞行员执照。

I have a player license back in 2000 and a private pilot's license in, 2018.

几年前我认识一个飞行员，他总跟我讲，飞得越高，对生活的看法就越不一样。

I I spoke with a guy, oh, years ago who was a pilot, and he kept telling me how his perspective on, like, life changes as as he gets up there.

整个人看事情的角度都会变。

It just kind of changes the way that he looks at things in general.

你有没有过这种感受？还是你的体验不太一样？

Have you ever experienced that, or has your experience been different?

没有。

No.

我同意你说的。

I I would agree with that.

我觉得，飞行确实能让人对这个世界有完全不同的视角。

I think, that aviation just does give you a full new view of the world for everything.

这是三维的，跟你平时开车看到的二维世界不一样。

It's a three-dimensional instead two dimensions you're used to driving around.

对。

Yeah.

在航空项目里，大多数学生都是冲着成为职业飞行员去的，目标非常明确。

And, also in the aviation program and most of the students are in the program with for going on to be professional pilots, so literal.

多年来我一直和他们保持着互动。

And, I interact with them over the years.

他们描述过，清晨起飞、穿透云层时，从驾驶舱外看到的景象。

They described that view out of the cockpit as they take off in the morning and penetrate the clouds.

那种感觉，真的无可替代。

It was one that just can't be beat.

所以你知道，他们飞得那么高，而我虽然没到那个高度，但也懂那种感觉。

And, so, you know, go as high as they do, but, I get the

很大的障碍，一个巨大的难关，很多持续改进的计划到了某个阶段就卡住了，可能根本到不了终点。

a big hurdle, a giant obstacle, and and probably some of these continuous improvement initiatives stall at some point and and maybe never cross the finish line.

你有没有发现过什么模式，能区分那些能坚持到底的项目和那些中途停滞、永远到不了终点的项目？

What have you ever seen, like, a pattern that separates ones that go the distance from the ones that that stall and never quite get across the finish line?

是的。

Yeah.

很遗憾，这和麦肯锡2021年发布的一份报告非常吻合，报告指出，每十项持续改进项目中就有七项没能为投资公司带来回报，这对把这当成职业生涯的人来说，确实令人沮丧。

Unfortunately and and it was very familiar with the McKinsey report that came out in, like, 2021 that described the fact that seven out of 10 continuous approved projects don't bring ROI for the company that invested in them, which is a discouraging statistic for those who are doing this, pretty much as their careers.

所以我们的目标是成为那30%能真正创造价值的项目，并且这种价值能持续多年，而不是只撑一阵子就得回头补窟窿。

So I'll say, like, our goal is to be in that 30% category that did bring value and that that value lasts for years, not just but we'd have to pay it back.

不过说实话，我觉得成败的关键无非就那么几点。

But, yeah, I'd say that the difference to pillows kinda boils down to a couple of things.

第一，领导力至关重要。

One, I'd say leadership is a key one.

负责持续改进的个人，以及与他们配合的管理团队，他们的领导作用非常关键。

It's a leadership of the continuous improvement individual and their management team that is working with them is really important.

第二，是团队的参与度，尤其是那些在项目结束后还要负责维持成果的人。

And the second one is a team engagement with the folks who are, the ones who are responsible for keeping it alive after the the initiative is over.

组织里各级领导，尤其是高层，必须大力支持这项举措，让所有人都明白它的重要性。

It's critical that leaders throughout the organization, multiple levels, that as high as possible are supportive of the initiative so that everybody knows that this is important.

同时，一线员工也得真心认同，愿意在日常工作中持续践行。

And then it's also important that the people who will carry on that in their day to day work are buying into it on on the floor level.

如果这两点缺一不可，那这项工作迟早会不了了之。

Otherwise, if you you don't have either of those all as strong, there's a pretty good chance that's who will buy over time.

只要领导层真正重视，带头推动，员工也积极参与，大家都知道这事儿对公司至关重要，那这项举措成功的可能性就大得多。

If you can get those solidly in place where everybody knows this is important to the organization, all the leaderships shares their weight behind it, the follow the bond, and you get the people involved, they have a much better chance of this being a good initiative.

领导支持具体体现在哪些方面呢？

What does leadership support look like practically speaking?

是的。

Yeah.

这是个好问题。

It's a good question.

每个文化、每位领导的做法都不一样，但理想的情况是，领导们会在各种场合主动提及，比如晨会、全员大会，时不时提一提这件事。

I think that's different in every culture and in every, leader style, But I would say, you know, kind of the ideal context is the leaders are talking about it, again, the interactions they have with people, whether you have, you know, a stand up meeting and leadership is talking about it or, you know, all hands type meetings.

领导们会出来说：嘿。

They have the leadership that say, hey.

我们要推进这个计划，这是为什么它重要，让大家清楚接下来要做什么，以及我们为什么这么做。

We're gonna do this initiative, and here's why it's important so that everybody understands what's coming and, why why we're doing this.

这一点非常关键。

That that's really important.

然后在推进过程中，领导们也要亲自参与。

And then I'd say during the initiative, the leaders show up.

这不能只是别人的事，他们得亲身投入，让大家看到这个计划确实对组织有价值。

So this isn't just something that somebody else did, but they participate in the process so that, it's evident that this really has valuable organization.

之后我们还要跟进落实。

And we have following up after the fact.

即使一开始成功了，如果后续不跟进，确保这些改变能持续下去，让领导团队依然重视，项目也很容易慢慢被淡忘。

Once things are in place, initiatives can can fade even when they're successful out of the gate if you are following up to make sure that the changes stayed in place, and it is still obvious in this important leadership team.

所以，定期审计、实地巡查，或者你们叫它什么别的名字，这些后续动作都非常重要，才能确保我们做过的事真正长期维持下去。

So some form of the audit or walk throughs or give a walks or whatever your your audition calls those things are important over time to make sure that our blood was done is still being, maintained.

回头看

Looking

你在Bespoke工作期间，有没有哪些持续改进的项目，能分享一下？那些项目应该属于那百分之三十的成功案例，而不是那百分之七十没效果的，还帮公司省了钱？

back at your time at, at Bespoke, are there any continuous improvement projects that you can share that that had, you know, hopefully, part of the the three out of 10 statistic and not the seven out of 10 that actually saved the company money?

是的

Yeah.

对我们来说，一开始的流程就已经很精简了。

I'd say for us, we started out of the gate with a pretty lean process.

我们从最初的版面设计就开始仔细优化细节，把不必要的部分都删减掉了。

You know, it was we've looked at details in the initial boards we've made or had that kinda dialed down.

我花了不少时间跟负责图片转版面的设计师们一起，把他们的工作流程尽可能简化，包括文件交接的环节。

I spent some time with the artists who do the, apparently, the trooper of converting the images onto layouts and got their process as simplified as possible, including lid flows at exchanging.

有没有哪一项是最关键的？

Is there the perhaps the one that's most significant?

我们曾经接了一个大客户，订单量非常大。

We had a a large customer come through with a a potential and very large order for us.

所以我们非常期待能用这些工具箱定位板来支持他们。

So we're pretty excited about supporting them with of these toolbox shadowboards.

但他们那边的电路成本太高了。

But they had, circuits are over cost.

他们已经货比三家，找到了一些替代方案，这很正常。

They had shopped around, and they found, some alternatives, of course, as they should.

当他们回来问我们，价格能不能降一降时，

And so when they came back to us and said, what can you do about the price?

我们就开始重新审视，流程里哪些环节还能再优化。

It caused us to go back and look at, what is it in our process that could be re improved.

结果发现，原材料那边有一道工序，我们其实可以自己做。

And we found there was a part of the process that we were outsourcing, in raw material side that, we could, potentially bring in house.

于是我们算了算，要搞定这件事，得花多少钱买设备，比如那个压膜机之类的。

And so we looked at the what was the cost of glamylator and things that we're gonna need to pull this off?

我说，行，这事儿能干。

And I said, yeah.

如果这个订单能落实，他们把这套方案用起来，我们的成本就能降下来。

Again, if that order comes through, they're they put this in place, and it'll drive our fats down.

这样我们就能根据他们的采购规模给出相应折扣，同时也能控制好我们内部的成本支出。

So we're able to give them a a a discount, which is in line with the scale of their their ordering and also give us that ability to keep our internal fat spend.

所以现在我们的价格和两年前一样，尽管其他方面的成本都有不小上涨。

And the result is our prices today are the same as they were two years ago, even though risk that we haven't seen huge increases than anything else.

我们对这个价格水平依然很有信心。

We're still comfortable to that price level.

所以我真心希望，这对咱们来说，不只是对大客户有利。

So so I really hope that for us, not just for the big customer, full customer.

是的。

Yeah.

这么说，如果简化一下，就是垂直整合，差不多就是这个意思吧？

So that's, if you were to simplify it, vertical integration, is that basically what happens?

对。

Yeah.

没错。

Exactly.

对。

Yeah.

好的。

Okay.

不错。

Nice.

是的。

Yeah.

自己做事情比外包便宜多了。

It's so much cheaper to do things internally than it is to to outsource them.

我觉得企业成长的关键就在于，能有多少业务内部消化，而不是外包出去。

That's kind of the trick, I think, of growing a business, right, as to how much can you bring internal versus outsourcing.

确实如此。

Indeed.

好的。

Alright.

那我们来聊聊工具定位板吧。

Well, let's talk about shadowboards.

工具定位板是怎么帮生产线上的员工节省时间的？

How are shadowboards saving time for folks on the manufacturing floor?

在很多方面，工具定位板的核心就是让工作场所更可视化——打开抽屉，一眼就能知道工具是不是在原位。

Well, in many ways, shadowboards are really about bringing visuality to the workplace and the ability to go to a drawer and open it up and know instantly that the tool is gonna be there.

要是打开抽屉，发现有个空缺，马上就知道工具不见了。

Or if you open the drawer, there's a hole where the tool should be, you know, instantly the tool isn't there.

这两种情况都能省时间。

Both of these save time.

第一种情况省的是你找工具的时间，不用到处翻找你干活需要的工具。

The first time saves you time until he's pouring the tools you need to do your job.

第二种情况省的是你翻抽屉的时间，不用在一堆杂物里瞎找，说不定里面还藏着你想要的东西。

And, second time saves you time and dig into your drawer that may or may not have an Easter egg you're looking for in there after all.

再说，它节省时间、减少精力的地方，其实是减轻了心理负担。

And say another way that it it saves time or saves effort, It's just mental load.

你想啊，一个技工要完成一项工作。

So you think about a mechanic and job to do.

他打开抽屉，找到需要的工具，几秒钟就回到任务上。

They go to the drawer, find the tools they need, and return them a few seconds to the task.

他能一直专注于手头的工作，而不是在车间里到处乱找工具。

They've been able to keep their mental load focused on task at hand, not the task that you have to go around the shop trying to find a tool they need.

所以，这在减少失误方面也有帮助。

So this reduces, you know, fails in in that area as well.

是的。

Yeah.

我承认。

I confess.

我们在保持工具箱齐全和整齐这方面，还没做到完美。

We are not perfect at this keeping our our toolbox fully stocked and organized.

说实话，如果你在Pipeline打开任何一个工具抽屉，我得承认，里面往往堆着一堆工具。

I would say that more often than not, if you opened up a drawer in a toolbox here at Pipeline, I'm I'm not proud to admit this, but you would see tools.

你不会看到工具缺了，因为没用影子板标记，但本该在抽屉里的工具，确实经常不在。

Well, you wouldn't see tools missing because there is no shatter board to tell you that, but there are tools that should be in that drawer that that are not.

所以，如果能有个明显空缺，一看就知道哪个工具没放回去，这个想法我很认同。

So the idea of having a a visually obvious hole where something should be but isn't as an indicator that, hey, this tool has not been placed back.

这对我来说特别有吸引力。

That's that's very appealing to me.

除了影子板，你既然在这行，有没有什么实用的建议可以分享给我们这些还没用影子板的团队？

Outside of shadowboards, I'm just curious since you're in the space if you have any practical suggestions for the rest of us that maybe don't have shadowboards yet.

希望将来我们都能用上，毕竟这确实是保持工具整齐的好办法。

Hopefully, one day in the future, we all we all do because it's a great way to keep things organized.

但如果我们还没做到这一步，你有什么实际的方法，能帮大家养成用完工具就放回抽屉的习惯？

But if we we're not there quite yet, any practical pieces of advice that you can share for how to encourage team members to put tools back in in the drawers and and keep them organized.

我觉得这事儿老在我们这儿重复出现，说实话，我也说不清为什么。

I feel like this this is a a theme that that recurs for us, you know, I don't know.

每隔几个月，就会有人因为工具没放回抽屉而生气，我们就得跟团队谈一谈，说说这事。

Once every several months, someone gets frustrated that the the tool isn't back in the drawer, we have to have a conversation with the team and alright.

我们该怎么改进呢？

How are we gonna improve this?

你有没有什么经验或者建议，能帮我们更好地引导大家养成好习惯？

But do you have any, I don't know, any experiences or or guidance that you can share with us on how to encourage the right behaviors there?

对。

Yeah.

这是个很好的问题。

That's that's a great question.

我觉得视觉化管理不只是为了把东西摆整齐。

I think visual organization is really not just about organizing things.

更重要的是把信息整理清楚。

It's about organizing information.

工具该放在哪儿，这种信息才是目视化看板真正想传达的。

So the information of where the tools are is what the shadowboards are trying to communicate.

不过，精益思维的人并不只是把工具影子板当成存放工具的地方。

But, yeah, lean thinkers don't view shadowboard just as a place to store tools.

他们认为这是个沟通工具，能让人一眼看出工作现场是正常运转还是出了问题。

They it's a communication device that tells people, you know, the workplace is operating normally or not.

所以你要找的是那些异常的信号——哪里不对劲了。

So you're looking for, where those signals that something isn't right.

比如你打开一看，有个空位，本该放着东西却不见了。

Like, you open it up, and there's a hole, and there should be something else.

回头想想，我最初是从我父亲那里了解到工具影子板的，他当时是位行政人员，也教书。

As I go back, what I learned, initially about shadowboards from my father, he was a, administrator in or he was an academic teacher.

他以前在中学教工艺课的时候，教室的墙上全都贴着胶合板。

And back when he was teaching, shop classes in middle schools, all the walls were covered with plywood.

板上钉着钉子，每个工具都有固定位置，还沿着工具轮廓画了线。

They had nails sticking out of them where every tool was, and they drew a line around every tool.

你也可以在自己的工具箱里这么做。

You can do this in your toolboxes.

你知道的。

You know?

拿块硬纸板，找個舊紙箱剪一剪，墊在抽屜底下。

Take yourself a piece of fair board, you know, cut up an old box, throw it in the bottom of the drawer.

把工具擺進去，每件都沿著邊緣畫個輪廓。

Lay your tools in there, draw around every one of them.

這樣就搞定了個簡易定位板，至少能讓團隊知道東西該放哪兒。

You've got a quick shuffleboard that at least communicates to the rest of the team where you want things to be.

這也是你打造正式影子板的好起點，能幫你更好地管理。

It's also a great starting point for your legitimate shadowboard that will help you do.

這本身也是很有價值的。

Well, it's something as well too.

你也得走一遍這個流程。

You need to go through that process as well.

我手裡正好有份簡短的指南，講怎麼實施影子板。

And I I actually have a short document on how to implement shadowboards.

我很乐意分享给任何正在听的人。

I'd be glad to share with anybody that's listening to that.

这会挺有意思的。

It'd be interesting.

如果你有兴趣，随时联系我，待会儿我会说到邮箱这些事。

So if you just wanna reach out to me, and at the end, we'll talk about emails and things.

只要发个消息说你想要shadowboard指南，我就免费发一份给你，随时可以看。

Just drop me a note that says they're interested in shadowboard guide, and I'll send you a free free copy that they can can dive into.

我帮团队做shadowboard时，特别推崇一个做法：工具越少，越符合精益原则。

But I will describe for you one of the practices that I like when I help teams with their shadowboards is, basically, the principle that the fewer tools you can put in a shadowboard, the better off you are in terms of lean approaches of things.

举个例子，如果你的工作台上所有螺丝都是四分之一英寸的，根本不需要从四分之一到七分之八英寸的一整套活动扳手。

So just for instance, you don't need a combination wrench set from quarter inch through seven eighths if everything on your workbench has only got, you know, quarter inch fasteners.

对吧？

Right?

你只需要七分之十六英寸的那把扳手就够了。

So, so you only need the seven sixteenths wrenches.

这才是你真正需要的。

That's you really need.

对吧？

Right?

所以别把工具架塞满所有东西。

So you don't fill a shatter board with everything.

只放你真正用得上的工具。

Only fill it with what you need.

我帮团队做的一件事是，每天早上或每周一开始，先把工作台上所有的工具都拿走。

And so the way that I have helped teams the, is go to the workstation, you know, you know, first thing of the morning or first day of the week, and remove every tool off the workbench.

把它们放到离工作台两三英尺远的桌子上，然后开始正常干活。

Put it on a table two or three feet away from the workstation, and then begin let let work begin.

一整天里，需要工具时，他们就去旁边拿过来用。

And throughout the day, as they need tools, they can go over and get it off the side and bring it over.

用完之后，就留在工作台上。

And once it's there, can stay in the workstation.