您需要识别并且提高您的业务的价值流。
You need to identify and improve the value stream of your business.
在创建价值流图时查看的反模式。
怎样去制作一个价值流图？
表2：价值流的组成部分。
图1：业务价值流：连接价值链和供应链。
Figure 1: the business value stream: linking the value chain and supply chain.
在客户的拉动下创造价值流——制定看板的拉动规则。
Make value flow at the pull of the customer - Make a pull rule of kanban.
将价值流与您的客户在两个末端都联系起来。
这个基本的价值流图由以下几个不同的元素组成。
Consider the various elements that make up this basic Value Stream map.
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.
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.
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.
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.
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.
您必须考虑在整个软件交付价值流的上下文环境中，所有提高主动性的影响。
You must consider the impact of all improvement initiatives within the context of the whole software delivery value stream.
在价值、效率和控制之间寻求平衡，是创建一个价值流并且提高竞争力的关键。
Balancing value, efficiency, and control is the key to creating a value stream that outperforms your competition.
通常来说，团队会认为该价值流的末端就是产品或者项目传递的时间。
Very often, teams will consider the end of this Value Stream to be the time of product or project shipment.
供应链价值流的实现与否以及实现程度直接关系到供应链的竞争能力。
The degree of realization of the value flow will be directly related to the competence of supply chain.
价值流图帮助我们考虑，“在向客户交付价值的过程存在什么障碍？”
Value Stream Maps help us consider, "What is getting in the way of delivering value to them?"
简而言之，要通过理解完整的价值流和移除发生的任何障碍来防止发生本地优化。
In short, the message is to prevent localized optimization by understanding your overall value-stream and removing impediments wherever they may land on it.
价值流的概念如图1 中所示，即为价值链和供应链之间的联系纽带。
The value stream concept is illustrated in Figure 1 as the linkage between your value chain and your supply chain.
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.
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.
我提出将两者结合，来拓展可视化和“拉动式系统”到整个价值流，以使得整个生产精益化。
I proposed a combination of the two to extend visualization and "pull system" to the full value stream to make the whole lean.
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.
拉动系统的要点是在需要的时候通过拉动前期的价值流，利用看板来限制在制品的数量。
The point of a pull system is to use a kanban board to limit work-in-progress by pulling from the previous phase of your value stream when necessary.
这篇文章的目的之一，就是要设法让看板的应用超越“敏捷看板”，扩大看板在价值流中的应用范围。
One of the aims of this paper is to give an idea to extend the application of Kanban beyond the "Agile Kanban," to more of the value stream.
例如，可能您的团队会评审一个价值流图，以理解实施一个外部客户源的新需求需要多长的时间。
For example, it may be the case that your team is reviewing a Value Stream Map to understand how long it takes to implement a new requirement that comes from an external customer source.
图6:可供下载的本文中所呈现的价值流的执行概要（海报尺寸：36x24英寸）。
Figure 6: A poster-size (36 x 24 inch) executive summary of the value stream model presented in this article is available at the download link below.
我认为看板系统可以扩展至覆盖整个价值流，在这种情况下，它是价值流的一个活生生的视觉表现。
I think a Kanban system can scale to cover the full value stream, in which case it works as a live visualization of the value stream.
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