想要(yao)打(da)敗敵人(ren)必先(xian)了解(jie)敵人(ren)，對(dui)於車間(jian)現場(chang)管理(li)來(lai)講(jiang)，浪費(fei)恐(kong)怕(pa)是的(de)敵人(ren)。因(yin)為浪費(fei)，企業(ye)付出(chu)了高額(e)的(de)生產成(cheng)本(ben)還毫不(bu)知(zhi)情(qing)；因(yin)為浪費(fei)，本(ben)來2個人(ren)能(neng)完(wan)成(cheng)的工(gong)作(zuo)偏(pian)偏(pian)需(xu)要(yao)5個人(ren)；因(yin)為浪費(fei)，企業(ye)付出(chu)大量的(de)人力(li)成(cheng)本(ben)。凡是不(bu)能創(chuang)造(zao)價值的(de)活(huo)動都稱之(zhi)為浪費(fei)，想要(yao)車(che)間(jian)現場(chang)管理(li)中的(de)浪費(fei)，壹定要認(ren)識(shi)這八(ba)項浪費(fei)現象(xiang)。

　　To defeat the enemy, one must first understand them. For on-site workshop management, waste is probably the biggest enemy. Due to waste, companies have incurred high production costs without even realizing it; Due to waste, the work that could have been completed by two people actually requires five people; Due to waste, companies incur significant labor costs. Any activity that cannot create value is called waste. To eliminate waste in workshop on-site management, it is necessary to recognize these eight waste phenomena.

　　1.車(che)間(jian)現場(chang)管理(li)八(ba)項浪費(fei)之壹(yi)：不(bu)良(liang)、返修的浪費(fei)

　　1. One of the eight wastes in workshop on-site management: waste from defects and repairs

　　所(suo)謂不(bu)良(liang)、返修的浪費(fei)，指的(de)是由於制(zhi)衣(yi)廠(chang)內出現不(bu)良(liang)品(pin)，需(xu)要(yao)進(jin)行(xing)處置的(de)時(shi)間、人(ren)力(li)、物力(li)上的(de)浪費(fei)，以(yi)及由此造(zao)成(cheng)的相(xiang)關(guan)損(sun)失(shi)。

　　The so-called waste of defective and repaired products refers to the time, manpower, and material resources wasted in disposing of defective products in clothing factories, as well as the related losses caused by them.

　　這類(lei)浪費(fei)具體包(bao)括(kuo)：材(cai)料的損(sun)失(shi)、不(bu)良(liang)品(pin)變(bian)成(cheng)廢品(pin)；設(she)備(bei)、人員(yuan)和工(gong)時(shi)的損(sun)失(shi)；額(e)外(wai)的返(fan)修、QC、追(zhui)加(jia)檢(jian)查的(de)損(sun)失(shi)；有(you)時(shi)需(xu)要(yao)降(jiang)價處理(li)服(fu)裝(zhuang)，或者由於耽(dan)誤出貨而導(dao)致(zhi)工(gong)廠(chang)信(xin)譽(yu)的(de)下(xia)降。

　　This type of waste specifically includes: loss of materials, defective products turning into waste; Loss of equipment, personnel, and working hours; Additional repairs QC、 Losses from additional inspections; Sometimes it is necessary to lower the price of clothing, or the factory's reputation may decline due to delayed shipments.

　　2. 車(che)間(jian)現場(chang)管理(li)八(ba)項浪費(fei)之二(er)：加(jia)工(gong)的(de)浪費(fei)

　　2. On site management in the workshop: Waste from processing

　　加(jia)工(gong)的(de)浪費(fei)也叫(jiao)過(guo)分加(jia)工(gong)的(de)浪費(fei)，主要(yao)包(bao)含(han)兩(liang)層(ceng)含(han)義(yi)：是多(duo)余的(de)縫(feng)制(zhi)和過分精(jing)確的加(jia)工(gong)，例(li)如(ru)實(shi)際縫(feng)制(zhi)針腳過(guo)多(duo)造(zao)成(cheng)資源浪費(fei)；第二(er)是需(xu)要(yao)多(duo)余的(de)作(zuo)業時(shi)間和(he)輔(fu)助設(she)備(bei)，還要增加(jia)生產用(yong)電(dian)等(deng)能(neng)源的浪費(fei)，另外(wai)還增加(jia)了管理(li)的(de)工(gong)時(shi)。

　　The waste of processing, also known as the waste of excessive processing, mainly includes two meanings: firstly, excessive sewing and overly precise processing, such as resource waste caused by too many actual sewing stitches; The second is the need for extra homework time and auxiliary equipment, as well as an increase in energy waste such as production electricity, and an increase in management hours.

　　3.車間(jian)現場(chang)管理(li)八(ba)項浪費(fei)之三：動作(zuo)的(de)浪費(fei)

　　3. The third of the eight wastes in workshop on-site management: waste of actions

　　動作(zuo)的浪費(fei)現象(xiang)在(zai)很(hen)多(duo)服裝(zhuang)企業(ye)的生產線中都存(cun)在(zai)，常(chang)見(jian)的(de)動(dong)作(zuo)浪費(fei)主要(yao)有(you)以(yi)下(xia)12種：兩(liang)手(shou)空閑、單(dan)手(shou)空閑、作業動作(zuo)突(tu)然(ran)停(ting)止、作(zuo)業(ye)動(dong)作過(guo)大、左右手(shou)交換(huan)、步(bu)行過(guo)多(duo)、轉身的(de)角度太(tai)大，移動(dong)中變(bian)換(huan)“狀態”、不(bu)明技(ji)巧、伸背動作、彎腰(yao)動(dong)作(zuo)以(yi)及重復(fu)動(dong)作和不(bu)必要(yao)的(de)動(dong)作等等(deng)，這些(xie)動(dong)作的浪費(fei)造(zao)成(cheng)了時(shi)間和(he)體力(li)上的(de)不(bu)必要(yao)消(xiao)耗(hao)。

　　The phenomenon of motion waste exists in the production lines of many clothing companies, with the following 12 common types of motion waste: idle hands, idle hands, sudden stoppage of work movements, excessive work movements, left and right hand exchanges, walking too much, turning too far, changing "states" during movement, unclear techniques, stretching back movements, bending down movements, repetitive and unnecessary movements, etc. These motion wastes cause unnecessary consumption of time and physical strength.

　　4.車間現場(chang)管理(li)八(ba)項浪費(fei)之四(si)：搬運的浪費(fei)

　　4. The fourth of the eight wastes in workshop on-site management: waste from transportation

　　搬運(yun)是壹(yi)種(zhong)不(bu)產生附加(jia)價值的(de)動(dong)作，而不(bu)產生價值的(de)工(gong)作(zuo)都屬於浪費(fei)。搬運(yun)的浪費(fei)具體表(biao)現為放置、堆積、移動(dong)、整列(lie)等動作浪費(fei)，由此而帶來物(wu)品(pin)移動(dong)所(suo)需(xu)空間(jian)的(de)浪費(fei)、時(shi)間的(de)浪費(fei)和人(ren)力(li)工(gong)具的(de)占(zhan)用(yong)等(deng)不(bu)良(liang)後(hou)果(guo)。

　　Moving is an action that does not generate additional value, and any work that does not generate value is considered waste. The specific manifestation of waste in transportation is the waste of actions such as placing, stacking, moving, and arranging, which leads to the waste of space, time, and the occupation of manpower and tools required for the movement of items.

　　國(guo)內(nei)目前有(you)不(bu)少服(fu)裝(zhuang)企業(ye)管理(li)者認(ren)為搬(ban)運是必(bi)要(yao)的，不(bu)是浪費(fei)。因(yin)此，很(hen)多(duo)人對(dui)搬(ban)運(yun)浪費(fei)視而不(bu)見(jian)，更談不(bu)上去(qu)消(xiao)滅(mie)它(ta)。也(ye)有(you)壹(yi)些(xie)服(fu)裝(zhuang)企業(ye)利用(yong)傳送(song)帶(dai)或機(ji)器搬運的(de)方(fang)式(shi)來減少人(ren)工(gong)搬(ban)運(yun)，這(zhe)種做(zuo)法(fa)是花(hua)大錢(qian)來減(jian)少工(gong)人(ren)體力(li)的消(xiao)耗，實(shi)際上(shang)並沒(mei)有(you)排除搬運(yun)本(ben)身的浪費(fei)。

　　Currently, many clothing enterprise managers in China believe that handling is necessary and not a waste. Therefore, many people turn a blind eye to the waste of transportation, let alone eliminate it. Some clothing companies also use conveyor belts or machines to reduce manual handling, which involves spending a lot of money to reduce the physical exertion of workers, but in fact does not rule out the waste of handling itself.

　　5.車間(jian)現場(chang)管理(li)八(ba)項浪費(fei)之五：庫(ku)存(cun)的(de)浪費(fei)

　　5. The fifth of the eight wastes in workshop on-site management: waste of inventory

　　按照(zhao)過去(qu)的(de)管理(li)理(li)念(nian)，人們(men)認(ren)為庫(ku)存(cun)雖(sui)然(ran)是不(bu)好的(de)東西(xi)，但(dan)卻(que)是必(bi)要(yao)的。其實庫(ku)存(cun)是沒(mei)有(you)必(bi)要(yao)的(de)，甚庫存(cun)是萬(wan)惡之源。

　　According to past management concepts, people believed that inventory, although not a good thing, was necessary. In fact, inventory is unnecessary, and even inventory is the root of all evil.

　　例如(ru)，有(you)些(xie)服(fu)裝(zhuang)企業(ye)生產線出(chu)現故(gu)障(zhang)，造(zao)成(cheng)停機(ji)、停(ting)線(xian)，但(dan)由於有(you)庫(ku)存(cun)而不(bu)於斷貨，這(zhe)樣就將故(gu)障(zhang)造(zao)成(cheng)停機(ji)、停(ting)線(xian)的(de)問題掩(yan)蓋(gai)住(zhu)了，耽(dan)誤了故(gu)障(zhang)的排除。如果(guo)降(jiang)低(di)庫(ku)存(cun)，就能將上述(shu)問題徹(che)底暴(bao)露於水平(ping)面(mian)，進(jin)而能夠(gou)逐(zhu)步(bu)地(di)解(jie)決(jue)這些庫存(cun)浪費(fei)。

　　For example, some clothing companies may experience production line malfunctions, resulting in downtime or production stoppage, but due to inventory, they are not out of stock. This masks the problem of downtime or production stoppage caused by the malfunction and delays the troubleshooting process. If inventory is reduced, the above problems can be completely exposed to the horizontal plane, and gradually solve these inventory wastes.

　　6.車間(jian)現場(chang)管理(li)八(ba)項浪費(fei)之六：制(zhi)造(zao)過多(duo)過早(zao)的(de)浪費(fei)

　　6. Workshop site management: Eight wastes, six: excessive and premature waste caused by excessive manufacturing

　　制(zhi)造(zao)過多(duo)或過(guo)早(zao)，提(ti)前用(yong)掉(diao)了生產費(fei)用(yong)，不(bu)但(dan)沒(mei)有(you)好(hao)處，還隱藏了由於等待(dai)所(suo)帶(dai)來(lai)的(de)浪費(fei)，失(shi)去了持續改善的機(ji)會。有(you)些(xie)服(fu)裝(zhuang)企業(ye)由於生產能力(li)比較(jiao)強大，為了不(bu)浪費(fei)生產能力(li)而不(bu)中斷生產，增加(jia)了在制(zhi)品(pin)，使(shi)得制(zhi)品(pin)周(zhou)期變短、空間(jian)變(bian)大，還增加(jia)了搬運(yun)、堆(dui)積的浪費(fei)。

　　Manufacturing too much or too early, using up production costs in advance, not only has no benefits, but also hides the waste caused by waiting, losing the opportunity for continuous improvement. Some clothing companies, due to their strong production capacity, increase the production of work in progress in order to avoid wasting production capacity, resulting in shorter product cycles, larger space, and increased waste in handling and stacking.

　　此外(wai)，制(zhi)造(zao)過多(duo)或過(guo)早(zao)，會帶來(lai)龐(pang)大的庫(ku)存(cun)量(liang)，利(li)息(xi)負(fu)擔增加(jia)，不(bu)可避(bi)免(mian)地(di)增加(jia)了貶值(zhi)的(de)風險(xian)。

　　In addition, excessive or premature manufacturing can lead to a huge inventory, increased interest burden, and inevitably increased depreciation risk.

　　7.車間現場(chang)管理(li)八(ba)項浪費(fei)之七：等待(dai)的浪費(fei)

　　7. Workshop site management, waste of waiting: waste of waiting

　　由於生產原料供應中斷、作業(ye)不(bu)平(ping)衡和(he)生產計(ji)劃(hua)安(an)排不(bu)當等(deng)原因(yin)造(zao)成(cheng)的無(wu)事可(ke)做(zuo)的(de)等待(dai)，被(bei)稱為等(deng)待(dai)的浪費(fei)。服裝(zhuang)生產線上(shang)不(bu)同款式之(zhi)間的切(qie)換(huan)，如果(guo)準(zhun)備(bei)工(gong)作(zuo)不(bu)夠(gou)充(chong)分(fen)，勢必造(zao)成(cheng)等待(dai)的浪費(fei)；每(mei)天(tian)的(de)工(gong)作(zuo)量(liang)變(bian)動幅度(du)過大，有(you)時(shi)很(hen)忙(mang)，有(you)時(shi)造(zao)成(cheng)人員(yuan)、設備(bei)閑置不(bu)用(yong)；上(shang)遊(you)的(de)工(gong)序(xu)出現問題，導(dao)致(zhi)下(xia)遊工(gong)序(xu)無(wu)事可(ke)做(zuo)。此外(wai)，生產線勞(lao)逸不(bu)均等(deng)現象(xiang)的(de)存(cun)在(zai)，也(ye)是造(zao)成(cheng)等待(dai)浪費(fei)的重(zhong)要原因(yin)。

　　The idle waiting caused by interruptions in raw material supply, imbalanced operations, and improper production planning is known as waiting waste. The switching between different styles on the clothing production line, if the preparation work is not sufficient, will inevitably result in waiting waste; The daily workload fluctuates greatly, sometimes very busy, and sometimes causing personnel and equipment to be idle and unused; There is a problem with the upstream process, causing the downstream process to have nothing to do. In addition, the uneven distribution of work and rest on the production line is also an important reason for waiting waste.

　　8.車間(jian)現場(chang)管理(li)八(ba)項浪費(fei)之八(ba)：管理(li)的(de)浪費(fei)

　　8. On site management in the workshop: Waste in management

　　管理(li)浪費(fei)指的(de)是問題發生以(yi)後(hou)，管理(li)人(ren)員(yuan)才采取相(xiang)應的(de)對(dui)策來進(jin)行(xing)補救(jiu)而產生的額(e)外(wai)浪費(fei)。管理(li)浪費(fei)是由於事先(xian)管理(li)不(bu)到位而造(zao)成(cheng)的問題，科(ke)學(xue)的(de)管理(li)應該(gai)是具有(you)相(xiang)當(dang)的(de)預(yu)見(jian)性(xing)，有(you)合(he)理(li)的(de)規(gui)劃(hua)，並(bing)在事情(qing)的推(tui)進(jin)過(guo)程中加(jia)強(qiang)管理(li)、控(kong)制(zhi)和反饋，這樣就可以(yi)在(zai)很(hen)大程度(du)上減(jian)少管理(li)浪費(fei)現象(xiang)的(de)發生。

　　Management waste refers to the additional waste generated by managers taking corresponding measures to remedy problems after they occur. Management waste is a problem caused by inadequate prior management. Scientific management should have considerable foresight, reasonable planning, and strengthen management, control, and feedback in the process of progress, which can greatly reduce the occurrence of management waste.

　　以(yi)上(shang)我們就了解(jie)了車間(jian)現場(chang)管理(li)中普(pu)遍存(cun)在(zai)的(de)八(ba)項浪費(fei)，這僅(jin)僅是浪費(fei)“萬裏長(chang)征(zheng)”路(lu)上(shang)的(de)步(bu)，接(jie)下(xia)來還需(xu)要(yao)識(shi)別(bie)工(gong)序(xu)中哪(na)裏存(cun)在(zai)浪費(fei)，然(ran)後(hou)使(shi)用(yong)合(he)適(shi)的工(gong)具來(lai)已(yi)經識別(bie)的(de)特(te)定浪費(fei)，是重(zhong)復(fu)實施(shi)上述(shu)步(bu)驟，實(shi)施持續性(xing)改進(jin)措(cuo)施。

　　Above, we have learned about the eight common types of waste in workshop on-site management. This is just the first step on the "Long March" to eliminate waste. Next, we need to identify where waste exists in the process, use appropriate tools to eliminate specific waste that has already been identified, and finally repeat the above steps to implement continuous improvement measures.

　　下(xia)面(mian)，本(ben)文(wen)總結(jie)了現場(chang)管理(li)10大法(fa)則，接(jie)著(zhe)跟(gen)大家分(fen)享(xiang)。

　　Below, this article summarizes the top 10 rules of on-site management, and then shares them with everyone.

　　現場(chang)管理(li)千頭萬(wan)緒，基(ji)本(ben)要素卻(que)只有(you)三個：人(ren)、物(wu)、場(chang)所(suo)；現場(chang)情(qing)況(kuang)千變萬(wan)化，歸結(jie)起來只有(you)“兩(liang)流”：物流和信(xin)息(xi)流；作為現場(chang)管理(li)者－生產主管、車間主任、班(ban)組(zu)長(chang)，必(bi)須(xu)對(dui)這(zhe)三要素(su)和(he)兩(liang)流作細(xi)致(zhi)的分(fen)析和(he)研究，從中發現問題、分(fen)析原因(yin)、找出解(jie)決(jue)問題的(de)答案(an)來(lai)。

　　On site management is complex, but there are only three basic elements: people, things, and places; The on-site situation is constantly changing, and in summary, there are only two streams: logistics and information flow; As a site manager - production supervisor, workshop director, and team leader, it is necessary to conduct detailed analysis and research on these three elements and two streams, discover problems, analyze causes, and find answers to solve problems.

　　簡單(dan)講(jiang)來就是：工(gong)藝(yi)流程(cheng)查壹查；平(ping)面(mian)圖(tu)上(shang)調(tiao)壹調(tiao)；生產線上(shang)算壹算；動作(zuo)分要(yao)素(su)減(jian)壹(yi)減；搬(ban)運時(shi)空壓(ya)壹(yi)壓(ya)；人(ren)機(ji)效(xiao)率提(ti)壹提(ti)；關鍵路(lu)線(xian)縮(suo)壹(yi)縮；現場(chang)環(huan)境(jing)變(bian)壹變；目視管理(li)看(kan)壹(yi)看(kan)；問題根(gen)源找壹找。

　　Simply put, it means: checking the process flow; Adjust the floor plan accordingly; Calculate on the production line; Reduce the elements of action by one; Pressure during transportation; Improve human-machine efficiency; Shrink the critical path; The on-site environment changes; Take a look at visual management; Find the root cause of the problem.

　　本(ben)文(wen)旨在為現場(chang)管理(li)者提(ti)供壹(yi)個對(dui)現場(chang)管理(li)分(fen)析和(he)創(chuang)造(zao)的思(si)路(lu)和(he)工(gong)具，掌握(wo)了它(ta)，也(ye)許不(bu)花(hua)壹(yi)分(fen)錢(qian)，就可以(yi)從科學(xue)管理(li)中要(yao)效(xiao)率和(he)效(xiao)益。

　　This article aims to provide on-site managers with ideas and tools for analyzing and creating on-site management. By mastering it, they may be able to achieve efficiency and effectiveness from scientific management without spending a penny.

　　1.工(gong)藝(yi)流程(cheng)查壹查

　　1. Check the process flow

　　描述(shu)壹個過(guo)程(cheng)的(de)步(bu)驟和(he)傳遞(di)路(lu)線(xian)的(de)圖(tu)示叫(jiao)流(liu)程圖(tu)。它(ta)包(bao)括(kuo)服(fu)裝(zhuang)縫制(zhi)等工(gong)作(zuo)流(liu)程(cheng)和工(gong)藝(yi)流程(cheng)兩(liang)大類，但(dan)實(shi)質是壹(yi)樣的(de)，用(yong)它(ta)可(ke)以(yi)將復雜(za)的(de)過(guo)程(cheng)用(yong)形(xing)象(xiang)的圖(tu)示來(lai)表(biao)示。

　　The diagram that describes the steps and transmission route of a process is called a flowchart. It includes two major categories: clothing sewing workflow and process flow, but the essence is the same. It can be used to represent complex processes with visual illustrations.

　　工(gong)藝(yi)流程(cheng)或工(gong)作(zuo)流(liu)程(cheng)是壹(yi)個單(dan)位工(gong)藝(yi)或工(gong)作(zuo)的(de)總路(lu)線(xian)，它(ta)形(xing)象(xiang)反映了工(gong)藝(yi)或工(gong)作(zuo)的(de)程(cheng)序(xu)、部門和工(gong)序(xu)的連接(jie)、判(pan)定或檢(jian)查後(hou)的(de)處理(li)程(cheng)序(xu)，到壹個制(zhi)衣(yi)企業(ye)或某(mou)壹部門查(zha)找問題，應該(gai)從流程(cheng)開始(shi)，“順藤摸(mo)瓜”分(fen)析現有(you)生產、工(gong)作(zuo)的(de)全(quan)過程，哪(na)些工(gong)藝(yi)流程(cheng)不(bu)合理(li)，哪(na)些地(di)方出(chu)現了倒流(liu)，哪(na)些地(di)方出(chu)現了停頓，哪(na)些工(gong)藝(yi)路(lu)線(xian)和(he)環(huan)節可以(yi)取(qu)消、合並、簡(jian)化？分析判(pan)斷流程(cheng)圖(tu)每(mei)個環(huan)節(jie)是否(fou)處於受控(kong)狀態？檢驗是否(fou)能(neng)起到把(ba)關(guan)作(zuo)用(yong)？各部門(men)橫(heng)向(xiang)聯(lian)系是否(fou)到(dao)位？是否(fou)通(tong)暢(chang)？是否(fou)需(xu)要(yao)構建或(huo)增加(jia)新(xin)的(de)通(tong)路(lu)？由流(liu)程圖(tu)的(de)各個環(huan)節(jie)及傳遞(di)路(lu)線(xian)，分(fen)析現有(you)各部門(men)的(de)工(gong)作(zuo)職(zhi)能是否(fou)到(dao)位，是否(fou)要(yao)對(dui)現有(you)機(ji)構進(jin)行(xing)調(tiao)整或(huo)重(zhong)組？（歡迎大家關(guan)註(zhu)”聆(ling)聽服(fu)裝(zhuang)“ID:LT-00066公眾號）

　　The process flow or workflow is the overall route of a unit's process or work, which reflects the connection, judgment or inspection of the process or work procedures, departments and processes, and the handling procedures after inspection. When searching for problems in a clothing enterprise or a certain department, one should start from the process and analyze the entire process of existing production and work. Which process flows are unreasonable, where there is backflow, where there is pause, and which process routes and links can be cancelled, merged or simplified? Analyze and determine whether each step in the flowchart is in a controlled state? Can inspection serve as a gatekeeper? Is the horizontal communication between departments in place? Is it unobstructed? Do we need to build or add new pathways? Analyze whether the work functions of existing departments are in place and whether adjustments or reorganizations should be made to existing institutions based on the various stages and transmission routes of the flowchart? (Welcome to "Listen to Clothing" ID: LT-00066 official account)

　　有(you)道(dao)是“框(kuang)框(kuang)、菱(ling)形(xing)加(jia)線(xian)條組(zu)成(cheng)，但(dan)是運(yun)用(yong)起來是個寶(bao)，任妳(ni)工(gong)序(xu)多(duo)復雜(za)，透(tou)視清楚別(bie)想跑！加(jia)壹(yi)加(jia)，嚴(yan)格把(ba)關更牢靠(kao)；通(tong)壹通(tong)，部門(men)職(zhi)能不(bu)落空。減(jian)壹(yi)減，換(huan)來效(xiao)率大提(ti)高，定壹定，有(you)規(gui)有(you)矩不(bu)爭吵！”

　　There is a saying that goes, "The combination of frames, diamonds, and lines is a treasure when used. No matter how complex the process is, don't try to run away with clear perspective! Adding one and adding, strict control is more reliable; connecting one and connecting, departmental functions are not compromised. Reducing one and reducing, efficiency is greatly improved. Make sure to follow rules and regulations without arguing

　　2.平(ping)面(mian)圖(tu)上(shang)調(tiao)壹調(tiao)

　　2. Adjust the floor plan slightly

　　有(you)些(xie)服(fu)裝(zhuang)廠在(zai)建廠初(chu)期就沒有(you)對(dui)工(gong)地(di)布(bu)置(zhi)和設(she)備(bei)布(bu)置(zhi)進(jin)行(xing)過精(jing)心(xin)設(she)計(ji)，或是由於生產的不(bu)斷發展，設(she)備(bei)的不(bu)斷添(tian)置，打(da)亂(luan)了布(bu)局，或(huo)是由於產品(pin)結(jie)構的變(bian)化，造(zao)成(cheng)了廠房(fang)或(huo)設備(bei)布(bu)置(zhi)不(bu)合理(li)，從而使(shi)產品(pin)和(he)工(gong)件(jian)在(zai)生產時(shi)運輸(shu)路(lu)線(xian)過(guo)長(chang)，這(zhe)是每(mei)時(shi)每(mei)刻(ke)都在制(zhi)造(zao)浪費(fei)的隱(yin)患，必(bi)須(xu)下(xia)決心(xin)改變。

　　Some clothing factories did not carefully design the site layout and equipment layout in the early stages of construction, or due to the continuous development of production and the constant acquisition of equipment, the layout was disrupted, or due to changes in product structure, the layout of the factory or equipment was unreasonable, resulting in long transportation routes for products and workpieces during production. This is a hidden danger of waste that is constantly being created and must be changed with determination.

　　在工(gong)藝(yi)流程(cheng)圖(tu)上(shang)是看(kan)不(bu)到平(ping)面(mian)路(lu)線(xian)的(de)，流(liu)程圖(tu)上(shang)壹(yi)個箭(jian)頭(tou)實(shi)際可(ke)能走(zou)幾十米(mi)，所(suo)以(yi)還要進(jin)壹(yi)步(bu)在平(ping)面(mian)布(bu)置(zhi)圖(tu)上(shang)去(qu)找效(xiao)益。

　　On the process flow diagram, it is not possible to see a flat route. An arrow on the diagram may actually travel several tens of meters, so further efforts need to be made to find benefits on the layout plan.

　　通(tong)過分(fen)析作(zuo)業方式(shi)和(he)設(she)備(bei)的配(pei)置，按生產流程(cheng)的(de)流動方(fang)向(xiang)，有(you)無(wu)重(zhong)復(fu)路(lu)線(xian)和(he)倒流(liu)情(qing)況，找出不(bu)合理(li)的(de)部(bu)分，合理(li)調(tiao)整和(he)設(she)計(ji)壹種(zhong)新(xin)的(de)布(bu)局，來(lai)縮短工(gong)藝(yi)路(lu)線(xian)和(he)操作者的(de)行(xing)走(zou)距離(li)，減(jian)少不(bu)必要(yao)的(de)資源浪費(fei)。

　　By analyzing the operation mode and equipment configuration, according to the flow direction of the production process, whether there are duplicate routes and backflow situations, identify unreasonable parts, adjust and design a new layout reasonably to shorten the process route and the walking distance of operators, and reduce unnecessary resource waste.

　　有(you)時(shi)，壹臺(tai)設(she)備(bei)的移動(dong)會帶來(lai)幾十米(mi)甚上百米(mi)距離(li)的(de)節省。有(you)時(shi)會節省出(chu)更多(duo)的空間(jian)。

　　Sometimes, the movement of a device can result in savings of tens or even hundreds of meters in distance. Sometimes it saves more space.

　　3.流(liu)水線上(shang)算壹算

　　3. Calculate on the assembly line

　　生產線和(he)流(liu)水線應該(gai)按照(zhao)壹致(zhi)的節(jie)拍進(jin)行(xing)，生產才能(neng)均(jun)衡。有(you)的(de)企業(ye)生產常常(chang)出(chu)現“前(qian)面(mian)幹，後(hou)面(mian)看(kan)，前(qian)面(mian)提(ti)前走(zou)，後(hou)面(mian)在加(jia)班(ban)”的局面(mian)。造(zao)成(cheng)的原因(yin)壹個是移動(dong)方式不(bu)合理(li)，另(ling)壹(yi)個就是節(jie)拍不(bu)均衡(heng)。

　　Production lines and assembly lines should be carried out at the same pace in order to achieve balanced production. Some enterprises often have a situation of "working ahead, looking behind, leaving ahead, and working overtime behind" in production. One reason is the unreasonable movement method, and the other is the uneven rhythm.

　　壹(yi)個由許(xu)多(duo)塊(kuai)長(chang)短不(bu)同的(de)木(mu)板(ban)箍成(cheng)的木桶，決(jue)定其容(rong)量(liang)大小的並(bing)非其中長(chang)的(de)那(na)塊(kuai)木(mu)板，而是其中短的那(na)塊(kuai)木(mu)板。同樣，在(zai)流水線上(shang)，幹(gan)得慢(man)的人(ren)就是決(jue)定流水線終(zhong)效(xiao)率的(de)人。生產線或(huo)流(liu)水線的(de)平(ping)衡效(xiao)率＝各工(gong)序(xu)凈作業時(shi)間的(de)總和(he)/長(chang)工(gong)序(xu)的作業時(shi)間×人(ren)員(yuan)數(shu)。很(hen)多(duo)生產流水線的(de)平(ping)衡率常(chang)常不(bu)到50%，如(ru)果(guo)把(ba)時(shi)間長(chang)的(de)工(gong)序(xu)通(tong)過簡(jian)化，提(ti)速、換(huan)人、或(huo)拆分(fen)的(de)方(fang)法(fa)，對(dui)時(shi)間短的工(gong)序(xu)通(tong)過裁並、增加(jia)等(deng)等手(shou)法(fa)來平(ping)衡流(liu)水線。整個生產線的(de)生產效(xiao)率就會大大提(ti)高，個別(bie)工(gong)序(xu)緩慢而導(dao)致(zhi)的窩(wo)工(gong)和(he)堆(dui)積(ji)就會。

　　A wooden barrel made of many boards of different lengths, the capacity of which is determined not by the longest board, but by the shortest board. Similarly, on the assembly line, the person who works the slowest is the one who determines the final efficiency of the assembly line. The balance efficiency of a production line or assembly line=the total net operating time of each process/the operating time of the longest process x the number of personnel. The balance rate of many production lines is often less than 50%. If long processes are simplified, accelerated, replaced, or split, and short processes are balanced by cutting, adding, and other methods. The production efficiency of the entire production line will be greatly improved, and the slow progress and accumulation caused by individual processes will be eliminated.

　　4.動作(zuo)要素減(jian)壹(yi)減(jian)

　　4. Subtract one action element

　　任何操作都是以(yi)人(ren)工(gong)的(de)動(dong)作(zuo)為基(ji)本(ben)單(dan)元(yuan)，特(te)別(bie)是服(fu)裝(zhuang)廠這(zhe)類勞(lao)動密(mi)集(ji)型企業(ye)，組裝(zhuang)工(gong)序(xu)、加(jia)工(gong)工(gong)序(xu)等這些以(yi)手(shou)工(gong)勞(lao)動為主(zhu)體的工(gong)序(xu)，動作是產生效(xiao)益的壹(yi)個非常(chang)重要的(de)因(yin)素（進(jin)入公眾號：A15710788080，了解(jie)更多(duo)）。

　　Any operation is based on manual action, especially in labor-intensive enterprises such as garment factories, assembly processes, processing processes and other processes with manual labor as the main body. Action is a very important factor to generate benefits (enter the official account: A15710788080 to learn more).

　　進(jin)行(xing)動作(zuo)分(fen)析，主(zhu)要的目的就是多(duo)余的(de)動(dong)作、無(wu)效(xiao)動作(zuo)或緩(huan)慢動作，如(ru)彎(wan)腰作(zuo)業(ye)、蹲(dun)著(zhe)作(zuo)業、作(zuo)業(ye)場(chang)所(suo)不(bu)暢(chang)、沒(mei)有(you)適(shi)合的工(gong)具、人(ren)與物處於尋找狀態等，以(yi)省力(li)的方(fang)法(fa)實現的(de)工(gong)作(zuo)效(xiao)率。

　　The main purpose of conducting motion analysis is to eliminate unnecessary, ineffective, or slow movements, such as bending over, squatting, poor working conditions, lack of suitable tools, and people and objects in a searching state, in order to achieve maximum work efficiency in the most effortless way possible.

　　這(zhe)個研究幾乎(hu)不(bu)花(hua)壹(yi)分(fen)錢(qian)，就可以(yi)大大提(ti)高生產效(xiao)率。例(li)如在(zai)現實(shi)生活中，為什(shen)麽有(you)的(de)人(ren)包(bao)餃(jiao)子(zi)會比壹(yi)般人(ren)快(kuai)很(hen)多(duo)？為什(shen)麽有(you)的(de)人(ren)插秧(yang)會比壹(yi)般人(ren)快(kuai)很(hen)多(duo)？那(na)都是因(yin)為他(ta)們掌握(wo)了壹定的訣(jue)竅(qiao)，以(yi)經濟的(de)動(dong)作(zuo)來(lai)完(wan)成(cheng)任務(wu)。

　　This research can greatly improve production efficiency without spending a penny. For example, in real life, why do some people make dumplings much faster than the average person? Why do some people plant rice seedlings much faster than the average person? That's all because they have mastered certain tricks to complete tasks with the most economical actions.

　　試(shi)以(yi)包(bao)餃(jiao)子(zi)為例(li)，不(bu)少人(ren)會用(yong)八(ba)個以(yi)上(shang)的動作甚幾十個動(dong)作(zuo)來(lai)包(bao)壹(yi)個餃(jiao)子(zi)，如(ru)果(guo)妳(ni)將勺(shao)子(zi)夾在(zai)右(you)手(shou)小拇(mu)指(zhi)上不(bu)放下(xia)來，按以(yi)下(xia)程序(xu)包(bao)餃(jiao)子(zi)：左手(shou)拿皮(pi)子(zi)－右(you)手(shou)挖餡放到皮(pi)子(zi)上(shang)－兩(liang)手(shou)合攏(long)捏餃子成(cheng)型－左手(shou)放餃子。這樣，只要4個動(dong)作(zuo)就可以(yi)包(bao)好(hao)餃(jiao)子(zi)，效(xiao)率比壹(yi)般人(ren)提(ti)高壹(yi)倍(bei)！

　　Taking dumpling making as an example, many people use eight or even dozens of movements to make a dumpling. If you hold the spoon on your right little finger and don't put it down, follow the following procedure to make dumplings: take the skin with your left hand - dig the filling with your right hand and place it on the skin - fold your hands together to shape the dumpling - put the dumpling in your left hand. In this way, with just 4 actions, you can make dumplings, doubling the efficiency compared to ordinary people!

　　5.搬(ban)運時(shi)空壓(ya)壹(yi)壓(ya)

　　5. Apply pressure during transportation

　　據(ju)統(tong)計(ji)，加(jia)工(gong)費(fei)的25%到(dao)40%是搬(ban)運(yun)費(fei)；工(gong)序(xu)的時(shi)間，有(you)70%到(dao)80%是搬(ban)運(yun)和停(ting)頓的(de)時(shi)間；工(gong)廠(chang)的(de)災(zai)害，又有(you)85%是在(zai)搬(ban)運過(guo)程中發生的。可見(jian)對(dui)搬(ban)運(yun)進(jin)行(xing)壓(ya)縮(suo)是非常(chang)重要的(de)。改善搬運要對(dui)搬(ban)運(yun)進(jin)行(xing)優化(hua)，從搬運(yun)數(shu)量、搬(ban)運(yun)空間(jian)、搬(ban)運時(shi)間上(shang)改善。

　　According to statistics, 25% to 40% of processing fees are handling fees; 70% to 80% of the process time is spent on handling and pausing; 85% of factory disasters occur during the transportation process. It can be seen that compression during transportation is very important. Improving handling requires optimizing handling in terms of quantity, space, and time.

　　，要減少搬(ban)運(yun)的數(shu)量和(he)搬(ban)運(yun)的次(ci)數(shu)；

　　Firstly, it is necessary to reduce the quantity and frequency of transportation;

　　第二(er)，在(zai)搬(ban)運空間(jian)上(shang)要盡可(ke)能縮(suo)短搬運距離(li)、減(jian)少搬(ban)運(yun)路(lu)線(xian)和(he)次(ci)數(shu)；

　　Secondly, in terms of transportation space, efforts should be made to shorten the transportation distance, reduce the transportation route and frequency as much as possible;

　　第三，在搬(ban)運(yun)時(shi)間上(shang)要(yao)縮(suo)短時(shi)間、減(jian)少次(ci)數(shu)；在方(fang)法(fa)上要(yao)註(zhu)意(yi)管理(li)協調(tiao)，盡量(liang)采用(yong)非動(dong)力(li)如利(li)用(yong)重(zhong)力(li)在斜坡滑(hua)行或(huo)在輸(shu)送(song)帶(dai)上(shang)搬(ban)運。

　　Thirdly, the handling time should be shortened and the number of times should be reduced; In terms of methods, attention should be paid to management coordination, and non powered methods such as using gravity to slide on slopes or transport on conveyor belts should be used as much as possible.

　　搬(ban)運(yun)合(he)理(li)化(hua)的(de)原則是要(yao)做(zuo)到(dao)對(dui)被(bei)搬(ban)運(yun)物(wu)料幾乎(hu)無(wu)損(sun)耗；搬運方法(fa)要科(ke)學(xue)、文(wen)明、杜(du)絕野蠻(man)粗(cu)暴；搬(ban)運(yun)環境、適(shi)可、杜(du)絕冒(mao)險(xian)；減少暫(zan)時(shi)放置現象(xiang)的(de)發生機(ji)會，盡可(ke)能做(zuo)到(dao)壹次到位；合(he)理(li)規(gui)劃(hua)工(gong)廠(chang)布(bu)局，可(ke)以(yi)有(you)效(xiao)縮短搬運距離(li)。在(zai)工(gong)廠(chang)規(gui)劃(hua)已(yi)經定局時(shi)，通(tong)過合(he)理(li)化(hua)規(gui)劃(hua)流(liu)程，也可有(you)效(xiao)縮短搬運距離(li)。

　　The principle of rationalization of transportation is to achieve almost no loss of the materials being transported; The handling method should be scientific, civilized, and free from barbarism and roughness; Safe, suitable, and risk-free handling environment; Reduce the chance of temporary placement and try to achieve it in one go as much as possible; Reasonable planning of factory layout can effectively shorten the handling distance. When the factory planning has been finalized, rationalizing the planning process can also effectively shorten the handling distance.

　　6.人(ren)機(ji)效(xiao)率提(ti)壹提(ti)

　　6. Improve human-machine efficiency

　　人和(he)設備(bei)是壹(yi)對(dui)矛(mao)盾(dun)，處理(li)不(bu)好，就會發生不(bu)是人(ren)等(deng)機(ji)器就是機(ji)器等人。人(ren)和(he)設(she)備(bei)構成(cheng)了人機(ji)工(gong)程(cheng)的(de)關(guan)系，在分析時(shi)要分(fen)析作(zuo)業者和(he)機(ji)器在同壹(yi)時(shi)間內(nei)的(de)工(gong)作(zuo)情(qing)況(kuang)，有(you)無(wu)窩(wo)工(gong)、等(deng)待(dai)、無(wu)效(xiao)時(shi)間，通(tong)過調(tiao)整工(gong)作(zuo)順(shun)序(xu)改進(jin)人(ren)機(ji)配(pei)合(he)，尋求合(he)理(li)的(de)方(fang)法(fa)，使(shi)人的(de)操作和(he)機(ji)器的運轉協調(tiao)配合(he)，將等待(dai)時(shi)間減(jian)少到(dao)限度，充(chong)分(fen)發揮(hui)人(ren)和機(ji)器的效(xiao)率。就象擠水分壹(yi)樣將互相(xiang)等(deng)待(dai)的時(shi)間擠出去，這(zhe)就是向(xiang)人(ren)機(ji)聯(lian)合(he)作(zuo)業要效(xiao)益。

　　People and devices are a contradiction, and if not handled properly, it can lead to either humans waiting for machines or machines waiting for others. The relationship between human and equipment constitutes the human-machine engineering. When analyzing, it is necessary to analyze the working conditions of the operator and the machine at the same time, whether there is idle work, waiting, or ineffective time. By adjusting the work sequence to improve human-machine cooperation and seeking reasonable methods, human operation and machine operation can be coordinated and coordinated to minimize waiting time and fully utilize the efficiency of human and machine. Just like squeezing water out of each other's waiting time, this is the benefit of human-machine joint operation.

　　7.關鍵路(lu)線(xian)縮(suo)壹(yi)縮

　　7. Shorten the critical path

　　幾乎(hu)任何壹(yi)個產品(pin)都是由若(ruo)幹零(ling)件組(zu)成(cheng)，通(tong)常要(yao)分幾條(tiao)線或幾個工(gong)序(xu)生產，而且(qie)到(dao)後(hou)期(qi)都要把(ba)零件壹點(dian)壹點(dian)組裝(zhuang)起來，在(zai)形(xing)成(cheng)零件、部件過程中，不(bu)可避(bi)免(mian)地(di)會發生各工(gong)序(xu)工(gong)作(zuo)量(liang)大小不(bu)壹的(de)情(qing)況(kuang)。

　　Almost any product is composed of several parts, usually produced in several lines or processes, and the parts need to be assembled bit by bit in the later stage. In the process of forming parts and components, it is inevitable that the workload of each process will vary.

　　這就會在後(hou)期(qi)的(de)生產中帶(dai)來(lai)互相(xiang)制(zhi)約，工(gong)作(zuo)量(liang)小的工(gong)序(xu)的就會有(you)很(hen)多(duo)空閑時(shi)間，而工(gong)作(zuo)量(liang)大的工(gong)序(xu)就會沒有(you)壹(yi)刻(ke)休息時(shi)間，換(huan)句話(hua)說(shuo)就是時(shi)差為零(ling)，成(cheng)了生產上的(de)瓶(ping)頸(jing)。時(shi)差為零(ling)的工(gong)序(xu)就叫(jiao)關(guan)鍵路(lu)線(xian)，它(ta)制(zhi)約了服裝(zhuang)廠或(huo)車間的產能和(he)交(jiao)貨期(qi)，我們在(zai)找出關(guan)鍵路(lu)線(xian)後(hou)，要(yao)從非關(guan)鍵路(lu)線(xian)上(shang)抽(chou)調(tiao)人財物，加(jia)強(qiang)關鍵路(lu)線(xian)，或(huo)采用(yong)平(ping)行作(zuo)業、交叉(cha)作業等等(deng)形(xing)式(shi)，縮短關鍵路(lu)線(xian)，不(bu)斷修改和優化(hua)計(ji)劃(hua)、達(da)到縮短日程節省費(fei)用(yong)的(de)目標。

　　This will bring mutual constraints in later production. Processes with small workloads will have a lot of idle time, while processes with large workloads will have no rest time, in other words, the time difference will be zero, becoming a bottleneck in production. The process with zero time difference is called the critical path, which restricts the production capacity and delivery time of clothing factories or workshops. After identifying the critical path, we need to allocate personnel and resources from non critical paths, strengthen the critical path, or adopt parallel operations, cross operations, and other forms to shorten the critical path, continuously modify and optimize the plan, and achieve the best goal of shortening the schedule and saving costs.

　　生產主管的基(ji)本(ben)功壹是能(neng)根(gen)據(ju)計(ji)劃(hua)和(he)生產能力(li)推(tui)算和找出關(guan)鍵路(lu)線(xian)。二(er)是不(bu)斷壓(ya)縮(suo)關鍵路(lu)線(xian)和(he)其它(ta)路(lu)線(xian)，達(da)到(dao)時(shi)間、費(fei)用(yong)的(de)綜合(he)優化(hua)。這裏有(you)兩(liang)種方法(fa)：

　　The basic skill of a production supervisor is to be able to calculate and identify key routes based on plans and production capacity. The second is to continuously compress key routes and other routes to achieve comprehensive optimization of time and cost. There are two methods here:

　　種方(fang)法(fa)、時(shi)間優化(hua)。就是在(zai)人(ren)力(li)、設備(bei)、資金等有(you)保(bao)證(zheng)的條(tiao)件下(xia)，尋求短的工(gong)作(zuo)周(zhou)期(qi)。它(ta)可(ke)以(yi)爭取時(shi)間，迅(xun)速(su)發揮(hui)投(tou)資效(xiao)果(guo)。利(li)用(yong)時(shi)差，從非關(guan)鍵路(lu)線(xian)上(shang)抽(chou)調(tiao)部分(fen)人力(li)、物力(li)集(ji)中用(yong)於關鍵路(lu)線(xian)，或(huo)分(fen)解(jie)作(zuo)業，增加(jia)作(zuo)業之(zhi)間的(de)平(ping)行交(jiao)叉程度(du)，增加(jia)投(tou)入的人(ren)力(li)和設(she)備(bei)，采用(yong)新(xin)工(gong)藝(yi)，新(xin)技(ji)術來(lai)縮(suo)短關鍵路(lu)線(xian)的(de)延續時(shi)間；

　　The first method is time optimization. It is to seek the shortest work cycle under guaranteed conditions such as manpower, equipment, and funds. It can buy time and quickly achieve investment results. Utilize time difference to concentrate some manpower and material resources from non critical routes on critical routes, or decompose operations to increase the degree of parallel intersection between operations, increase the investment of manpower and equipment, and adopt new processes and technologies to shorten the duration of critical routes;

　　第(di)二(er)種(zhong)方法(fa)，時(shi)間-費(fei)用(yong)優化(hua)。工(gong)程(cheng)項目的費(fei)用(yong)支(zhi)出(chu)可以(yi)分(fen)為直(zhi)接(jie)費(fei)用(yong)和(he)間(jian)接(jie)費(fei)用(yong)兩(liang)部分。直接(jie)費(fei)用(yong)是指(zhi)與各項作業直(zhi)接(jie)有(you)關(guan)的(de)費(fei)用(yong)如(ru)布(bu)料或輔(fu)料費(fei)，間接(jie)費(fei)用(yong)是指(zhi)管理(li)費(fei)用(yong)等(deng)不(bu)與各項活動直(zhi)接(jie)有(you)關(guan)，但(dan)隨(sui)時(shi)間變(bian)動(dong)而變動的(de)費(fei)用(yong)，工(gong)程(cheng)周(zhou)期(qi)越(yue)短，間接(jie)費(fei)用(yong)越(yue)小。時(shi)間-費(fei)用(yong)優化(hua)就是尋求直(zhi)接(jie)費(fei)用(yong)和(he)間(jian)接(jie)費(fei)用(yong)之(zhi)和(he)時(shi)的工(gong)程(cheng)周(zhou)期(qi)。

　　The second method is time cost optimization. The cost of engineering projects can be divided into two parts: direct costs and indirect costs. Direct costs refer to expenses directly related to various operations, such as fabric or accessory costs, while indirect costs refer to expenses such as management costs that are not directly related to various activities but change over time. The shorter the project cycle, the smaller the indirect costs. Time cost optimization is the process of seeking the engineering cycle that minimizes the sum of direct and indirect costs.

　　8.場所(suo)環(huan)境(jing)變(bian)壹變

　　8. Changes in the Place Environment

　　分析生產、工(gong)作(zuo)環(huan)境(jing)是否(fou)滿足(zu)生產、工(gong)作(zuo)需(xu)要(yao)和(he)人(ren)的生理(li)需(xu)要(yao)，分(fen)析現場(chang)還缺少什(shen)麽(me)物品(pin)和(he)媒介(jie)物(wu)，針對(dui)不(bu)同類(lei)別(bie)場(chang)所(suo)的(de)問題，分(fen)別(bie)提(ti)出改進(jin)建(jian)議，開展“整理(li)、整頓、清(qing)掃(sao)、清(qing)潔(jie)、素(su)養(yang)、”六項活動，做(zuo)到(dao)永(yong)遠(yuan)保(bao)持A狀態，不(bu)斷改善B狀態，隨(sui)時(shi)C狀態，使(shi)員(yuan)工(gong)保(bao)持旺(wang)盛的鬥(dou)誌和(he)良(liang)好的(de)技(ji)能，所(suo)需(xu)物(wu)品(pin)隨(sui)手(shou)可取(qu)，不(bu)需(xu)要(yao)之(zhi)物(wu)隨(sui)時(shi)得到(dao)，現場(chang)環(huan)境(jing)通(tong)暢(chang)、整潔(jie)、美(mei)化、、文(wen)明，使(shi)場所(suo)和(he)環(huan)境(jing)在時(shi)間和(he)空間(jian)上(shang)實現整體優化(hua)。

　　Analyze whether the production and work environment meets the needs of production, work, and human physiology, analyze what items and media are still lacking on site, propose improvement suggestions for different types of places, and carry out six activities of "sorting, organizing, cleaning, cleanliness, literacy, and safety" to maintain the A state forever, continuously improve the B state, and clear the C state at any time, so that employees can maintain strong fighting spirit and good skills. Required items can be easily taken away, and unnecessary items can be removed at any time. The on-site environment is smooth, tidy, beautified, safe, and civilized, achieving overall optimization of the place and environment in time and space.

　　9.目視管理(li)看(kan)壹(yi)看(kan)

　　9. Visual management, take a look

　　人(ren)類大腦來自(zi)視覺方面(mian)的信(xin)息(xi)高達80%。因(yin)此用(yong)視覺來溝(gou)通(tong)和指(zhi)揮(hui)的(de)方法(fa)更為直(zhi)接(jie)了當。利(li)用(yong)形(xing)象(xiang)直觀(guan)、色(se)彩(cai)適(shi)宜的(de)各種視覺感知(zhi)信(xin)息(xi)來組織現場(chang)生產，以(yi)圖(tu)表(biao)、圖(tu)畫(hua)、照(zhao)片(pian)、文(wen)字(zi)註(zhu)解(jie)、標(biao)誌、符(fu)號、作為目視管理(li)的(de)工(gong)具。可(ke)以(yi)輕(qing)而易舉(ju)地(di)達到(dao)解(jie)釋、認(ren)知(zhi)、警(jing)告、判(pan)斷、行動(dong)等功能。所(suo)以(yi)目視管理(li)也(ye)可(ke)稱之(zhi)為“看(kan)得見(jian)的(de)管理(li)”、“可(ke)視化管理(li)”。

　　The human brain receives up to 80% of its information from visual sources. Therefore, using visual communication and command methods is more straightforward. Organize on-site production using various visual perception information that is visually intuitive and appropriately colored, using charts, drawings, photos, textual annotations, signs, symbols, as visual management tools. It can easily achieve functions such as explanation, cognition, warning, judgment, and action. So visual management can also be called "visible management" or "visual management".

　　10.問題根(gen)源找壹找

　　10. Find the root cause of the problem

　　每(mei)日尋找差距(ju)，以(yi)求第(di)二天(tian)幹(gan)得更好--這(zhe)是海(hai)爾(er)模(mo)式(shi)性中非常(chang)重要的(de)壹點(dian)，不(bu)斷尋找問題、分(fen)析問題、永(yong)不(bu)休止地(di)對(dui)現場(chang)進(jin)行(xing)改進(jin)，這(zhe)是質量改進(jin)、8D工(gong)作(zuo)法(fa)、CIP等活(huo)動(dong)的(de)共(gong)性(xing)。正是這(zhe)壹(yi)點(dian)推(tui)動著(zhe)管理(li)運(yun)作(zuo)過程，使(shi)企業(ye)處於不(bu)斷向(xiang)上(shang)的良(liang)性循(xun)環(huan)中。

　　Finding gaps every day in order to do better the next day - this is a very important aspect of Haier's innovative model, constantly searching for problems, analyzing problems, and constantly improving the site. This is the commonality of activities such as quality improvement, 8D work method, CIP, etc. It is this that drives the management and operation process, keeping the enterprise in a virtuous cycle of continuous improvement.

　　這(zhe)些(xie)現場(chang)改善的十大法(fa)則，如(ru)果(guo)妳(ni)實(shi)實在在利(li)用(yong)它(ta)，妳(ni)就會發現，這(zhe)些(xie)利(li)器神(shen)力(li)非凡(fan)、所(suo)向(xiang)披(pi)靡(mi)，妳(ni)會驚喜(xi)地(di)看(kan)到(dao)：工(gong)藝(yi)路(lu)線(xian)順(shun)暢(chang)了、平(ping)面(mian)布(bu)置(zhi)合理(li)了，流水線上(shang)窩(wo)工(gong)消(xiao)失(shi)了，節拍更均勻(yun)了、工(gong)人(ren)操作效(xiao)率高(gao)了、搬運(yun)便(bian)捷了、生產均衡(heng)了、人機(ji)結(jie)合密(mi)切(qie)了，管理(li)簡(jian)單(dan)了，壹個更快(kuai)、更好、更短、更順、更爽的(de)精(jing)益生產局面(mian)已悄(qiao)然(ran)降(jiang)臨(lin)！

　　If you really use these ten rules for on-site improvement, you will find that these powerful tools have extraordinary power and are invincible. You will be pleasantly surprised to see: the process route is smoother, the layout is reasonable, the idle workers on the assembly line disappear, the pace is more uniform, the efficiency of workers is higher, the transportation is convenient, the production is balanced, the human-machine combination is closer, the management is simpler, and a faster, better, shorter, smoother, and more enjoyable lean production situation has quietly arrived!

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