每件产品每时每刻都要与看板相伴。
一些人甚至有家庭活动的看板！
Q：你是怎么发现看板方法的呢？
KSSE——持续工程的看板系统。
下面我尝试从这三个视角来组织看板。
图1是看板系统的抽象模型。
有了看板，这不再是问题。
那么，看板到底是什么呢？
图1看板和拉动式生产。
图3看板的特性和作用。
图2仓库中的看板交换。
是的！我们对看板方法非常满意。
跟踪进度有不同的方法，例如电子表格或看板。
There are different ways to track progress like spreadsheets or Kanban boards.
谨慎地减少看板的数量来降低库存并揭露问题。
The number of Kanbans is reduced carefully to lower inventories and to reveal problems.
实体的：看板是实体的卡片。
“速度”——通过看板传达下次生产的时机和数量。
"Speed" - Kanban communicates the timing and the amount of next production.
看板太简单了！
Q：你们用什么工具来管理看板？为什么选择它们？
Q: Which tools are you using for managing your Kanban stuff and why did you choose them?
同样，看板系统使我们可以不受固定迭代周期的限制。
The kanban system also frees us from the constraints of time-boxed iterations.
客户(下游)工序精确按照看板上指示的数量领取产品。
Customer (Downstream) processes withdraw items in the precise amounts specified on the Kanban.
图8便携式敏捷看板(“看板nano”)。
我们选择看板方法是因为它灵活而且实施成本相对较低。
We chose Kanban because it was flexible and had a relatively small implementation cost.
“看板”在日语里的大意是“卡片”或者“标志”的意思。
"Kanban," in Japanese means, loosely translated, 'card or sign'.
其次，我将环顾我们的软件开发项目并指出看板应用的例子。
Secondly I look around our software development projects and point out examples of Kanban applications.
因此，正如其他任何一种流程，应用看板也有其原因。
Thus, just like any other process, Kanban too has its reasons for adoption.
当通过看板从敏捷放大到精益时，一张看板卡应该代表什么东西呢？
When scaling Agile to Lean using Kanban, what should one Kanban card represent?
对于看板的运转有着严格的规定——被称作“看板六准则”
There is a strict discipline of running Kanban, called "six rules of Kanban"
看板附着于零部件，并且可以被收集和重用，因此看板的数量是固定的。
Kanban is physically attached to parts and it is collected and reused, so the number of Kanbans is fixed.
解释了TPS中的看板，及看板如何作为“拉”处理机制运作。
Explains Kanban in TPS and how it works as a pull process mechanism.
注意在看板图、燃尽图和停车场图三者之中，看板图的信息最详细。
Note that between Kanban Boards, Burndown Charts, and Parking Lot Charts, Kanban Boards have the most detailed information.
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