Now, let's consider two types of mistake that can occur when a manager actually starts to set up a duplicate system to replicate a successful process.

现在让我们来分析当一名管理者开始着手复制一个成功的案例时常犯的两类错误。

Firstly, perhaps he forgets that he was just trying to copy another process, and starts trying to improve on it.

首先，他可能会忘记自己是要去复制一个案例，而开始尝试对其进行改进。

Another mistake is trying to use the best parts of various different systems, in the hope of creating the perfect combination.

第二类错误是把不同体系中的成功案例的优点拼凑在一起以期得到完美的融合。

Unfortunately, attempts like these usually turn out to be misguided and lead to problems.

不幸的是，这样的尝试通常会将项目引入歧途并导致问题。

Why? Well, for various reasons.

为什么呢？原因有很多。

Perhaps there weren't really any advantages after all, because the information wasn't accurate.

比如由于信息不准确，所以这样做其实没有任何优势。

Or perhaps the business settings weren't really comparable.

又或者说两种商业模式之间没有可比性。

More typically, the advantages are real enough, but there are also disadvantages that have been overlooked.

更常见的是，复制的案例有优点，但它的缺点却被低估了。

For example, the modifications might compromise safety in some way.

比如，优化改进可能会在某些方面牺牲安全性。

So, what's the solution?

那么，解决方法是什么？

Well, I don't intend to suggest that it's easy to get things right the second time ... it's not.

我并不想说二次成功很容易……实际上这并不容易。

But the underlying problem has more to do with attitudes than the actual difficulty of the task, and there are ways of getting it right.

但潜藏的问题更多是和态度相关，而不是任务本身有多难，所以办法总是有的。

These involve adjusting attitudes, first of all ... being more realistic and cautious really.

这些方法包括观念态度的调整。首先，要变得更实际和谨慎。

Secondly, they involve exerting strict controls on the organisational and operational systems.

其次，在结构和运营层面执行严格的控制。

And this in turn means copying the original as closely as possible.

这就意味着尽可能接近的复制原始体系。

Not merely duplicating the physical characteristics of the factory, but also duplicating the skills that the original employees had.

不仅是复制工厂的表面特征，还要复制工人的技能知识。

Reliance on a template like this offers the huge advantage of built-in consistency.

依托于这样的一个模板能够给产生内部一致的明显优势。