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Achieving 'Sticktuitiveness'

机译：实现“拘泥性”

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摘要

Statements such as, "We used to do that and quit," or "We tried that once and stopped," are common responses to inquiries regarding attempts to promote change and improvements in many organizations. These responses are common place for such change efforts as basic as the 5-S implementation to the more complex implementations of ERP system modules. The starting, stopping and restarting of continuous improvement efforts in many of the facilities we visit are indicative of an inability to create "sticktuitiveness." In today's lean organizations, as well as in attempts to create lean enterprises/cultures, sustenance of change or "sticktuitiveness" is difficult to achieve for a few of the following simple reasons.
机译：诸如“我们曾经那样做然后退出”或“我们曾尝试过一次然后停下来”之类的陈述是对许多组织中试图促进变革和改进的尝试的普遍回答。这些响应对于诸如从5-S实施到更复杂的ERP系统模块实施这样的基本变更工作都是很普遍的。我们访问的许多工厂中持续改进工作的开始，停止和重新开始表明无法建立“粘性”。在当今的精益组织中，以及试图创建精益企业/文化的过程中，由于以下几个简单原因，很难维持变革或维持“粘性”。

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