这张价值流程图描述的是一名胃痛病人进入医院后的就诊流程。
This value stream map illustrates the process of a patient coming into the hospital with a stomach ache.
然而，另一些人则采纳了这样一种理念，即最好是在仍然有利可图之时利用水，并集中用在棉花等高价值作物上。
Others, however, have adopted the philosophy that it is best to use the water while it is still economically profitable to do so and to concentrate on high-value crops such as cotton.
序列图，在功能验证中有很重要的价值，提供交互的信息。
Sequence diagrams, also of great value in Function Verification, provide the interaction information.
图3：及早的价值创造意味着，在风险逐渐地随时间较少时，在项目中及早发生最多的变革。
Figure 3: Early value creation means that the most innovation occurs early in the project, while risk gradually decreases over time.
你可以把它画在“燃尽图”上，显示随着时间的推移所累计实现的业务价值。
You could plot this on a 'burn-up chart', showing the cumulative business value delivered over time.
“像霍金那样，带着深刻的见解去试验你对某人的想法，是非常有价值的”，图罗克告诉《新科学家》。
"To try out your idea on somebody as insightful as Stephen can be extremely valuable," Turok told New Scientist.
图1显示了原则如何反映企业的目的、远景和价值，而这些都是企业的业务基础。
Figure 1 shows how principles reflect an enterprise's purpose, vision, and values, which are the foundation for a company's business.
由银行挑起的针对公平价值的攻击图得不过是一己私利。
图3：价值、效率和控制。
图1：改进时间与价值。
图4：商业价值空间。
可选的：可以创建一个“如果这样做会怎样”的选择（第二个这样的图片，有时也叫做“未来状态”价值流图）。
Optional: A "what if?" alternative can be created (a second such picture, sometimes referred to as a "future state" Value Stream Map).
接下来的例子和概念，基于一个范例，那就是对软件工程机构应用一个价值流图，但是这些概念可以应用于广泛的环境之中。
The examples and concepts that follow are based on applying a Value Stream Map to a software engineering organization, but these concepts are applicable to a wide range of Settings.
图1展示了价值链中的六种角色，并为每种角色给出了在这个行业中的一些熟知的例子。
Figure 1 illustrates the six roles in the value chain, and calls out some well-known examples of each role across the industry.
但是在蓬勃的市场里，这样让原本可以自由运作的生意更加有利可图，价值非凡。
But in a strong market, it makes the businesses that can operate freely all the more lucrative and valuable.
图1显示了他们将会面对的价值流图以描述当前的状况。
Figure 1 shows the Value Stream Map they came up with to describe their situation.
创建价值流图主要有三个原因：客观性，清晰性以及说服力。
There are three primary reasons to create Value Stream Maps: objectivity, clarity, and persuasion.
让我们考虑一下在这篇文章开始部分使用的价值流图的基本范例。
Let's consider the very basic sample Value Stream Map used at the beginning of this article.
但是首先要指出的是，什么是价值流图，以及怎样去制作这样一个价值流图。
But first things first: What a Value Stream Map is and how one can be intelligently produced.
虽然的确有一些公司是完完全全的弄虚作假，大部分涉嫌舞弊的公司都可能拥有一个真实的、有利可图的、有价值的生意。
While there may be a few complete frauds out there, many of these companies might have real, profitable businesses that have real value.
但是关于需要更改的潜在性机构过程和活动的问题-这正是价值流图所追寻的-最好得到冷静的处理。
But questions about potential organizational processes and activities that need to change - which is what Value Stream Maps are targeting - are best addressed dispassionately.
价值流图的存在有两个目的：帮助公司找到并结束无用的活动。
Value Stream Maps exist for two purposes: to help organizations identify and end wasteful activities.
有一个简单的例子可以演示怎样制作一个价值流图。
A simple example illustrates how a Value Stream Map can be created.
可以认为自主管理应用程序位于自主计算管理价值链的顶部（如图1中所示）。
The latter can be thought of as sitting at the top of the autonomic computing management value chain (as you'll see in Figure 1).
超出这个基本的范例，让我们考虑一下创建价值流图所涉及到的一些基本元素。
Beyond this basic example, let's consider some of the elements that could potentially go into creating a Value Stream Map.
如果您的价值流图揭示了长期测试的“循环”，那么就能保证其中无效率内容的存在了。
If your Value Stream Map reveals long test "cycles" in the end game, it's very likely that you are guaranteeing wastefulness.
记录良好的WSDL文件很有价值，但一起提供的关系图和示例也有很大的价值。
Well documented WSDL files are valuable but accompanying diagrams and examples also have considerable value.
通常来说，团队会考虑创建涉及到内部结构性流程的价值流图。
Often, teams will talk about creating Value Stream Maps that consider an internal organizational flow.
通常来说，团队会考虑创建涉及到内部结构性流程的价值流图。
Often, teams will talk about creating Value Stream Maps that consider an internal organizational flow.
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