如何绘制价值流程图(中文版)
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ASSEMBLY 组装
=5
C/T = 30 sec. 30秒 C/O = 25 min. 分
Cycle Time = 30 sec 周期=30秒 Work Content 150 sec. 工作内容 150秒
FAQ: Different Changeover & Cycle Times, etc. 常见问题解答：不同的转换和周期等
Frequently Asked Questions: Make to Order and Engineer to Order Shops 常见问题解答： 制造定单和工程师車間命令 Many shops have a combination of repetitive and non-repetitive products (indicating product families) 许多車間有竞争品和非竞争品（指定系列产品） Product families might be difficult to see – focus on machines/operations and work content time 系列产品可能很难看见-集中在机器/运做和工作时间 Engineering might be included in the information flow for leadtime impact, etc. 工程应包括采购到交货期影响的信息流等 Pitch is typically arbitrary to the manager 程度有经理决定 Employment of pitch requires detailed knowledge of work content and routings for jobs 使用的程度要求工作内容和工作路线的详细知识
FAQ: Distribution Centers Example 常见问题解答：销售中心示例
(Information flow on top) 高层信息流
I RECEIVE 接收 I STOCK 库存 I PICK 挑选 I PACK 包装 I SHIP 装船
FAQ: Parallel Manufacturing Flows 常见问题解答:平行制造流程
Typical Steps to Complete a Current State Drawing
完成目前图纸的关键步骤
Document customer information 客户信息文件 Complete a quick walk through to identify the main processes (i.e., how many process boxes) 通过确认主要工程，快速完成（例如，需要加工多少盒子） Fill in data boxes, draw inventory triangles, and count inventory 填写数据库，绘库存三角形以及点库存量 Document supplier information 供应者信息文件 Establish information flow: how does each process know what to make next? 建立信息流，每加工完后要了解下一步应怎么做 Identify where material is being pushed 确认在什么地方拉材料 Quantify production leadtime vs. processing time 产品质量，从采购到交货的时间以及加工时间
XYZ Supplier供应商
L/T = 3 weeks 3周 Batch = 3 Tons 批次=3吨 Min. Batch = 2T 最小批次=2吨 2% Scrap 2%的报废率
FAQ: Pull Within an MRP Environment 常见问题解答：在材料需求计划环境内的获取 A combination push and pull is usually just a push system! 推拉结合通常仅仅是推动体系 Multiple production triggers typically lead to overproduction. 大量生产特别易导致生产过剩
Keep it simple, and make sure to leave room for the data boxes 保持简约化和保证为数据库留出空间!
FAQ: Including Subassemblies 常见问题解答：包含的组装件
Focus on major subassemblies first 首先集中主要的组装件 Select one or two which might represent different types of situations 选择一个或两个能代表不同类型的情形 – Generic vs. specific to the product family – 一般的系列产品对特殊的系列产品 – Outsourced tasks within assembly – 组装内的外部资源工程 Follow the format for parallel flow, and always include the main assembly process! 按照平行流程的格式，总是包括主要的组装加工 For large fabricating and assembly operations, consider maps for each major subassembly with a “macro map” indicating the entire product family 对于大量制造和组装运做，建议为每个主要组装件绘制能说明整个系列产品的大 型图纸
Current state mapping might uncover: 绘制的目前情形的图纸可能没有涉及： –Several different machines performing the same operation –若干表现相同运作的不同机器 –Different products within the family with different data box characteristics for a specific process –在有特殊加工特性的不同数据库系列内的不同产品 Capture the range of values as opposed to an average value 获取与平均值相对的价值范围
FAQ: Supplier Data Boxes 常见问题解答：供应商数据库
Data attributes are dependent on the value stream and supplier. Minimum information might include: 数据附属物依靠价值流和供应商。少量信息可能包括：
FAQ: Mapping Final Inspection/ Repair/Rework 常见问题解答：绘制最后的检测/修理/重工 Judgment counts! 判断数量 Minimal repair/rework might be captured as a data attribute at the final step. 在最后阶段，可能获取少量的修理/重工作为数据附属 物 If nearly every part needs assessment or extra work, consider a separate process box. 如果每一步需要评估或额外的工作，建议分开加工箱
100 pieces 100片
I
Batch = 100 pcs. 批次
3 days
8 hours 8 hours
1 day
FAQ: Cycle Times vs. Work Content 常见问题解答：周期对工作内容
Work content is important to understand costs and in balancing flow 工作内容对理解成本和平衡流程很重要 Consider all machine and manual work content, regardless of the cycle time 建议所有的机器和人工工作内容，不管周期 Accumulate all parallel operations in the processing timeline 在加工时间段，积累所有平行运作
FAQ: Do We Really Have a Supermarket (or FIFO lane)? 常见问题解答：我们真的有超市（或存货计价的先进先出法）
Supermarkets (and FIFO lanes) control production between points of flow without a written schedule. 超市（或存货计价的先进先出法）在没有书面计划的流程点间控制生产 –What is the trigger for production in this area of the value stream? –在价值流程领域，促使生产的是什么？ –Is the upstream process overproducing? –上流加工生产过剩吗？ If there is a scheduling system present outside of a pure pull, chances are that there is no supermarket. 如果有外部的纯利益的计划系统，机会是没有超市
FAQ: Outsourcing 常见问题解答：外部资源
Mon + Wed 星期一+星期三 XYZ Corporation 公司 C/T = 1 hour Batch = 批次 Min. Batch = 最小批次 Mon + Wed 星期一+星期三 1小时
I
I
100 pieces
300 pieces
Value Stream Mapping Train-the-Trainer
绘制价值流程图 训练教材
Information For A Process Data Box (to be collected on the shop floor) 数据箱的信息 收集在車間
Cycle time 周期时间 Changeover time 切換时间 Process reliability (uptime) 加工可靠性（正常加工时间） Scrap/Rework/Defect rate 报废/重工/不良率 Number of product variations 产品变化的数量 Number of operators 操作者数量 Production batch sizes 产品的批次大小 Working time (minus breaks) 工作时间（最小的休息时间） Pack size 包装大小
FAQ: Assemble-to-Order Options in a Future State 常见问题解答：将来组装定单的选择
L/T = 3 days 3天
2 days
ቤተ መጻሕፍቲ ባይዱ
3 Days 60 min.
.7 days
FAQ: Long Processing Times vs. Production Leadtimes 常见问题解答：长期加工时间对生产交期
I
CURE 纯粹
300 pieces 300片 C/T = 8 hours C/O = 25 min. Rel. = 100% 8小时 25分 相关的
=5
C/T = 30 sec. 30秒 C/O = 25 min. 分
Cycle Time = 30 sec 周期=30秒 Work Content 150 sec. 工作内容 150秒
FAQ: Different Changeover & Cycle Times, etc. 常见问题解答：不同的转换和周期等
Frequently Asked Questions: Make to Order and Engineer to Order Shops 常见问题解答： 制造定单和工程师車間命令 Many shops have a combination of repetitive and non-repetitive products (indicating product families) 许多車間有竞争品和非竞争品（指定系列产品） Product families might be difficult to see – focus on machines/operations and work content time 系列产品可能很难看见-集中在机器/运做和工作时间 Engineering might be included in the information flow for leadtime impact, etc. 工程应包括采购到交货期影响的信息流等 Pitch is typically arbitrary to the manager 程度有经理决定 Employment of pitch requires detailed knowledge of work content and routings for jobs 使用的程度要求工作内容和工作路线的详细知识
FAQ: Distribution Centers Example 常见问题解答：销售中心示例
(Information flow on top) 高层信息流
I RECEIVE 接收 I STOCK 库存 I PICK 挑选 I PACK 包装 I SHIP 装船
FAQ: Parallel Manufacturing Flows 常见问题解答:平行制造流程
Typical Steps to Complete a Current State Drawing
完成目前图纸的关键步骤
Document customer information 客户信息文件 Complete a quick walk through to identify the main processes (i.e., how many process boxes) 通过确认主要工程，快速完成（例如，需要加工多少盒子） Fill in data boxes, draw inventory triangles, and count inventory 填写数据库，绘库存三角形以及点库存量 Document supplier information 供应者信息文件 Establish information flow: how does each process know what to make next? 建立信息流，每加工完后要了解下一步应怎么做 Identify where material is being pushed 确认在什么地方拉材料 Quantify production leadtime vs. processing time 产品质量，从采购到交货的时间以及加工时间
XYZ Supplier供应商
L/T = 3 weeks 3周 Batch = 3 Tons 批次=3吨 Min. Batch = 2T 最小批次=2吨 2% Scrap 2%的报废率
FAQ: Pull Within an MRP Environment 常见问题解答：在材料需求计划环境内的获取 A combination push and pull is usually just a push system! 推拉结合通常仅仅是推动体系 Multiple production triggers typically lead to overproduction. 大量生产特别易导致生产过剩
Keep it simple, and make sure to leave room for the data boxes 保持简约化和保证为数据库留出空间!
FAQ: Including Subassemblies 常见问题解答：包含的组装件
Focus on major subassemblies first 首先集中主要的组装件 Select one or two which might represent different types of situations 选择一个或两个能代表不同类型的情形 – Generic vs. specific to the product family – 一般的系列产品对特殊的系列产品 – Outsourced tasks within assembly – 组装内的外部资源工程 Follow the format for parallel flow, and always include the main assembly process! 按照平行流程的格式，总是包括主要的组装加工 For large fabricating and assembly operations, consider maps for each major subassembly with a “macro map” indicating the entire product family 对于大量制造和组装运做，建议为每个主要组装件绘制能说明整个系列产品的大 型图纸
Current state mapping might uncover: 绘制的目前情形的图纸可能没有涉及： –Several different machines performing the same operation –若干表现相同运作的不同机器 –Different products within the family with different data box characteristics for a specific process –在有特殊加工特性的不同数据库系列内的不同产品 Capture the range of values as opposed to an average value 获取与平均值相对的价值范围
FAQ: Supplier Data Boxes 常见问题解答：供应商数据库
Data attributes are dependent on the value stream and supplier. Minimum information might include: 数据附属物依靠价值流和供应商。少量信息可能包括：
FAQ: Mapping Final Inspection/ Repair/Rework 常见问题解答：绘制最后的检测/修理/重工 Judgment counts! 判断数量 Minimal repair/rework might be captured as a data attribute at the final step. 在最后阶段，可能获取少量的修理/重工作为数据附属 物 If nearly every part needs assessment or extra work, consider a separate process box. 如果每一步需要评估或额外的工作，建议分开加工箱
100 pieces 100片
I
Batch = 100 pcs. 批次
3 days
8 hours 8 hours
1 day
FAQ: Cycle Times vs. Work Content 常见问题解答：周期对工作内容
Work content is important to understand costs and in balancing flow 工作内容对理解成本和平衡流程很重要 Consider all machine and manual work content, regardless of the cycle time 建议所有的机器和人工工作内容，不管周期 Accumulate all parallel operations in the processing timeline 在加工时间段，积累所有平行运作
FAQ: Do We Really Have a Supermarket (or FIFO lane)? 常见问题解答：我们真的有超市（或存货计价的先进先出法）
Supermarkets (and FIFO lanes) control production between points of flow without a written schedule. 超市（或存货计价的先进先出法）在没有书面计划的流程点间控制生产 –What is the trigger for production in this area of the value stream? –在价值流程领域，促使生产的是什么？ –Is the upstream process overproducing? –上流加工生产过剩吗？ If there is a scheduling system present outside of a pure pull, chances are that there is no supermarket. 如果有外部的纯利益的计划系统，机会是没有超市
FAQ: Outsourcing 常见问题解答：外部资源
Mon + Wed 星期一+星期三 XYZ Corporation 公司 C/T = 1 hour Batch = 批次 Min. Batch = 最小批次 Mon + Wed 星期一+星期三 1小时
I
I
100 pieces
300 pieces
Value Stream Mapping Train-the-Trainer
绘制价值流程图 训练教材
Information For A Process Data Box (to be collected on the shop floor) 数据箱的信息 收集在車間
Cycle time 周期时间 Changeover time 切換时间 Process reliability (uptime) 加工可靠性（正常加工时间） Scrap/Rework/Defect rate 报废/重工/不良率 Number of product variations 产品变化的数量 Number of operators 操作者数量 Production batch sizes 产品的批次大小 Working time (minus breaks) 工作时间（最小的休息时间） Pack size 包装大小
FAQ: Assemble-to-Order Options in a Future State 常见问题解答：将来组装定单的选择
L/T = 3 days 3天
2 days
ቤተ መጻሕፍቲ ባይዱ
3 Days 60 min.
.7 days
FAQ: Long Processing Times vs. Production Leadtimes 常见问题解答：长期加工时间对生产交期
I
CURE 纯粹
300 pieces 300片 C/T = 8 hours C/O = 25 min. Rel. = 100% 8小时 25分 相关的