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？
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.
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?"
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.
价值流图的实际运用主要建议用于此阶段，是为了在整个流建立改善蓝图。
The value stream mapping exercise mostly is advised in this phase in order to establish the Kaizen Blue Print for the whole business stream.
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.
论文根据投影仪部门的生产现状，利用价值流图析技术，识别出当前流程活动中的浪费现象。
According to the production status quo of overhead projector department, the paper USES VSM (Value Stream Mapping) technology to identify waste in current process activities.
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.
对持续流在建筑业的应用进行了分析，主要是运用价值流图和平衡生产线这两个方法加以实现。
Lastly, two methods are used to analyze the realization and application of continuous-flow in construction industry of value stream mapping and line balancing.
价值流图是精确且灵活的文件，让我们了解我们的产品或服务在价值流中流动的物料流与信息流。
A value stream map is a precise living document that allows us to see and understand the flow of information and material as a product or service moves through the value stream.
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.
价值流图帮助我们给公司带来一些改进，过程及方法上进行升级，而更重要的是，生产质量更高的软件。
Value Stream Maps help us bring about organizational improvement, progress in our processes and methods, and most importantly, better software.
经实施后带来产能和经济效益的显著变化，证明价值流图技术对企业生产过程改善有普遍的借鉴作用。
The implement brings about much more productivity and economic performance. It is suggested that value stream chart techniq…
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).
主要体系的实施正是在这一阶段，比如背离了价值流图的改善蓝图，比如准时化生产和全员生产力维护的实施。
The major systems possible to implement in this phase as depart from the Value Stream Mapping Kaizen Blue Print, such as implementation of JIT and TPM.
在此阶段另一个有用的工具是通过对7种浪费分析的价值流图的运用，这也是为了让使用者在解决问题时有更多的选择。
Another powerful tool in Analyze phase is the application of VSM (Value Stream Mapping) with 7 wastes analysis; this is to enrich the user with ideas for problem solving possibilities.
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.
我的商业计划可能不会有利可图，但是对于战略收购者具有非常大的价值——稳定的现金流对于投资人是最重要的。
My business plan may not lead to a profitable business but it has significant value to strategic acquirers - consistent cash flows are the most important thing to investors.
图7显示的是另外一个例子——在整个产品开发流程的价值流中使用看板的思想实验(thought experiment) [Poppendieck07]。
And another example, Figure 7, is a thought experiment showing usage of Kanban in a value stream of a whole product development process [Poppendieck 07].
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.
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.
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