This value stream map illustrates the process of a patient coming into the hospital with a stomach ache.
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。
Table 2: Components of the value stream.
表2：价值流的组成部分。
You need to identify and improve the value stream of your business.
您需要识别并且提高您的业务的价值流。
Figure 1: the business value stream: linking the value chain and supply chain.
图1：业务价值流：连接价值链和供应链。
Balancing value, efficiency, and control is the key to creating a value stream that outperforms your competition.
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。
The value stream concept is illustrated in Figure 1 as the linkage between your value chain and your supply chain.
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。
I proposed a combination of the two to extend visualization and "pull system" to the full value stream to make the whole lean.
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 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.
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。
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.
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。
The IBM Rational Software Development Platform can be a key component of your strategy for the enablement and automation of your value stream.
IBMRational软件开发平台对于您的价值流的实现和自动化的策略来说，是一项关键的组成要素。
But in Kanban systems that work through multiple processes (teams) across a value stream, what is flowing should have customer-recognized value.
但是，在看板系统中它贯穿了价值流中的多个工序(多个团队)，在其中流转之物应该带有客户认可的价值。
And the combination is "Lean + Agile Kanban" which uses "Sustaining Kanban" across the value stream, and use "Agile Kanban" within a sub-stream.
这种结合便是“精益+敏捷看板”，使用“持续看板”贯穿价值流，同时在子流（sub-stream）中使用“敏捷看板”。
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.
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。
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）。
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) [Poppendieck 07]。
In this paper I will introduce the major components of the value stream and explain how decisions flow to realize lower IT costs while simultaneously increasing company revenues.
在本文中，我将介绍价值流中的主要组成部分，并且解释决策流程是如何实现更低的IT成本和更高的公司收益的。
In the quest for throughput, these teams observed that the value stream isn't completed when they check code into source control, but when it gets deployed to the Web and starts generating revenue.
由于产出量的要求，这些团队发现，当他们将代码签入到源代码控制系统中时，价值流并没有到达终点；只有把代码部署到网络上并开始创收的时候，价值流才到达终点。
How to create a Value Stream map?
怎样去制作一个价值流图？
Anti-patterns to look for when creating a Value Stream map.
在创建价值流图时查看的反模式。
A simple example illustrates how a Value Stream Map can be created.
有一个简单的例子可以演示怎样制作一个价值流图。
Consider the various elements that make up this basic Value Stream map.
这个基本的价值流图由以下几个不同的元素组成。
Value Stream Mapping originated at Toyota and is closely associated with Lean Manufacturing.
价值流程图起源于丰田，与精益制造关系紧密。
Let's consider the very basic sample Value Stream Map used at the beginning of this article.
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。
But first things first: What a Value Stream Map is and how one can be intelligently produced.
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。
Value Stream Maps help us consider, "What is getting in the way of delivering value to them?"
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？”
There are three primary reasons to create Value Stream Maps: objectivity, clarity, and persuasion.
创建价值流图主要有三个原因：客观性，清晰性以及说服力。
Value Stream Maps exist for two purposes: to help organizations identify and end wasteful activities.
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。
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。
Very often, teams will consider the end of this Value Stream to be the time of product or project shipment.
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.
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。
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