想要打敗敵人必先了解敵人，對(duì)于車(chē)間現(xiàn)場(chǎng)管理來(lái)講，浪費(fèi)恐怕是的敵人。因?yàn)槔速M(fèi)，企業(yè)付出了高額的生產(chǎn)成本還毫不知情；因?yàn)槔速M(fèi)，本來(lái)2個(gè)人能完成的工作偏偏需要5個(gè)人；因?yàn)槔速M(fèi)，企業(yè)付出大量的人力成本。凡是不能創(chuàng)造價(jià)值的活動(dòng)都稱之為浪費(fèi)，想要車(chē)間現(xiàn)場(chǎng)管理中的浪費(fèi)，一定要認(rèn)識(shí)這八項(xiàng)浪費(fèi)現(xiàn)象。

　　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(chē)間現(xiàn)場(chǎng)管理八項(xiàng)浪費(fèi)之一：不良、返修的浪費(fèi)

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

　　所謂不良、返修的浪費(fèi)，指的是由于制衣廠內(nèi)出現(xiàn)不良品，需要進(jìn)行處置的時(shí)間、人力、物力上的浪費(fèi)，以及由此造成的相關(guān)損失。

　　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(lèi)浪費(fèi)具體包括：材料的損失、不良品變成廢品；設(shè)備、人員和工時(shí)的損失；額外的返修、QC、追加檢查的損失；有時(shí)需要降價(jià)處理服裝，或者由于耽誤出貨而導(dǎo)致工廠信譽(yù)的下降。

　　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(chē)間現(xiàn)場(chǎng)管理八項(xiàng)浪費(fèi)之二：加工的浪費(fèi)

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

　　加工的浪費(fèi)也叫過(guò)分加工的浪費(fèi)，主要包含兩層含義：是多余的縫制和過(guò)分精確的加工，例如實(shí)際縫制針腳過(guò)多造成資源浪費(fèi)；第二是需要多余的作業(yè)時(shí)間和輔助設(shè)備，還要增加生產(chǎn)用電等能源的浪費(fèi)，另外還增加了管理的工時(shí)。

　　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(chē)間現(xiàn)場(chǎng)管理八項(xiàng)浪費(fèi)之三：動(dòng)作的浪費(fèi)

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

　　動(dòng)作的浪費(fèi)現(xiàn)象在很多服裝企業(yè)的生產(chǎn)線中都存在，常見(jiàn)的動(dòng)作浪費(fèi)主要有以下12種：兩手空閑、單手空閑、作業(yè)動(dòng)作突然停止、作業(yè)動(dòng)作過(guò)大、左右手交換、步行過(guò)多、轉(zhuǎn)身的角度太大，移動(dòng)中變換“狀態(tài)”、不明技巧、伸背動(dòng)作、彎腰動(dòng)作以及重復(fù)動(dòng)作和不必要的動(dòng)作等等，這些動(dòng)作的浪費(fèi)造成了時(shí)間和體力上的不必要消耗。

　　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(chē)間現(xiàn)場(chǎng)管理八項(xiàng)浪費(fèi)之四：搬運(yùn)的浪費(fèi)

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

　　搬運(yùn)是一種不產(chǎn)生附加價(jià)值的動(dòng)作，而不產(chǎn)生價(jià)值的工作都屬于浪費(fèi)。搬運(yùn)的浪費(fèi)具體表現(xiàn)為放置、堆積、移動(dòng)、整列等動(dòng)作浪費(fèi)，由此而帶來(lái)物品移動(dòng)所需空間的浪費(fèi)、時(shí)間的浪費(fèi)和人力工具的占用等不良后果。

　　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(guó)內(nèi)目前有不少服裝企業(yè)管理者認(rèn)為搬運(yùn)是必要的，不是浪費(fèi)。因此，很多人對(duì)搬運(yùn)浪費(fèi)視而不見(jiàn)，更談不上去消滅它。也有一些服裝企業(yè)利用傳送帶或機(jī)器搬運(yùn)的方式來(lái)減少人工搬運(yùn)，這種做法是花大錢(qián)來(lái)減少工人體力的消耗，實(shí)際上并沒(méi)有排除搬運(yùn)本身的浪費(fèi)。

　　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(chē)間現(xiàn)場(chǎng)管理八項(xiàng)浪費(fèi)之五：庫(kù)存的浪費(fèi)

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

　　按照過(guò)去的管理理念，人們認(rèn)為庫(kù)存雖然是不好的東西，但卻是必要的。其實(shí)庫(kù)存是沒(méi)有必要的，甚庫(kù)存是萬(wàn)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，有些服裝企業(yè)生產(chǎn)線出現(xiàn)故障，造成停機(jī)、停線，但由于有庫(kù)存而不于斷貨，這樣就將故障造成停機(jī)、停線的問(wèn)題掩蓋住了，耽誤了故障的排除。如果降低庫(kù)存，就能將上述問(wèn)題徹底暴露于水平面，進(jìn)而能夠逐步地解決這些庫(kù)存浪費(fèi)。

　　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(chē)間現(xiàn)場(chǎng)管理八項(xiàng)浪費(fèi)之六：制造過(guò)多過(guò)早的浪費(fèi)

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

　　制造過(guò)多或過(guò)早，提前用掉了生產(chǎn)費(fèi)用，不但沒(méi)有好處，還隱藏了由于等待所帶來(lái)的浪費(fèi)，失去了持續(xù)改善的機(jī)會(huì)。有些服裝企業(yè)由于生產(chǎn)能力比較強(qiáng)大，為了不浪費(fèi)生產(chǎn)能力而不中斷生產(chǎn)，增加了在制品，使得制品周期變短、空間變大，還增加了搬運(yùn)、堆積的浪費(fèi)。

　　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，制造過(guò)多或過(guò)早，會(huì)帶來(lái)龐大的庫(kù)存量，利息負(fù)擔(dān)增加，不可避免地增加了貶值的風(fēng)險(xiǎn)。

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

　　7.車(chē)間現(xiàn)場(chǎng)管理八項(xiàng)浪費(fèi)之七：等待的浪費(fèi)

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

　　由于生產(chǎn)原料供應(yīng)中斷、作業(yè)不平衡和生產(chǎn)計(jì)劃安排不當(dāng)?shù)仍蛟斐傻臒o(wú)事可做的等待，被稱為等待的浪費(fèi)。服裝生產(chǎn)線上不同款式之間的切換，如果準(zhǔn)備工作不夠充分，勢(shì)必造成等待的浪費(fèi)；每天的工作量變動(dòng)幅度過(guò)大，有時(shí)很忙，有時(shí)造成人員、設(shè)備閑置不用；上游的工序出現(xiàn)問(wèn)題，導(dǎo)致下游工序無(wú)事可做。此外，生產(chǎn)線勞逸不均等現(xiàn)象的存在，也是造成等待浪費(fèi)的重要原因。

　　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(chē)間現(xiàn)場(chǎng)管理八項(xiàng)浪費(fèi)之八：管理的浪費(fèi)

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

　　管理浪費(fèi)指的是問(wèn)題發(fā)生以后，管理人員才采取相應(yīng)的對(duì)策來(lái)進(jìn)行補(bǔ)救而產(chǎn)生的額外浪費(fèi)。管理浪費(fèi)是由于事先管理不到位而造成的問(wèn)題，科學(xué)的管理應(yīng)該是具有相當(dāng)?shù)念A(yù)見(jiàn)性，有合理的規(guī)劃，并在事情的推進(jìn)過(guò)程中加強(qiáng)管理、控制和反饋，這樣就可以在很大程度上減少管理浪費(fèi)現(xiàn)象的發(fā)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.

　　以上我們就了解了車(chē)間現(xiàn)場(chǎng)管理中普遍存在的八項(xiàng)浪費(fèi)，這僅僅是浪費(fèi)“萬(wàn)里長(zhǎng)征”路上的步，接下來(lái)還需要識(shí)別工序中哪里存在浪費(fèi)，然后使用合適的工具來(lái)已經(jīng)識(shí)別的特定浪費(fèi)，是重復(fù)實(shí)施上述步驟，實(shí)施持續(xù)性改進(jìn)措施。

　　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.

　　下面，本文總結(jié)了現(xiàn)場(chǎng)管理10大法則，接著跟大家分享。

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

　　現(xiàn)場(chǎng)管理千頭萬(wàn)緒，基本要素卻只有三個(gè)：人、物、場(chǎng)所；現(xiàn)場(chǎng)情況千變?nèi)f化，歸結(jié)起來(lái)只有“兩流”：物流和信息流；作為現(xiàn)場(chǎng)管理者－生產(chǎn)主管、車(chē)間主任、班組長(zhǎng)，必須對(duì)這三要素和兩流作細(xì)致的分析和研究，從中發(fā)現(xiàn)問(wèn)題、分析原因、找出解決問(wèn)題的答案來(lái)。

　　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(jiǎn)單講來(lái)就是：工藝流程查一查；平面圖上調(diào)一調(diào)；生產(chǎn)線上算一算；動(dòng)作分要素減一減；搬運(yùn)時(shí)空壓一壓；人機(jī)效率提一提；關(guān)鍵路線縮一縮；現(xiàn)場(chǎng)環(huán)境變一變；目視管理看一看；問(wèn)題根源找一找。

　　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.

　　本文旨在為現(xiàn)場(chǎng)管理者提供一個(gè)對(duì)現(xiàn)場(chǎng)管理分析和創(chuàng)造的思路和工具，掌握了它，也許不花一分錢(qián)，就可以從科學(xué)管理中要效率和效益。

　　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.工藝流程查一查

　　1. Check the process flow

　　描述一個(gè)過(guò)程的步驟和傳遞路線的圖示叫流程圖。它包括服裝縫制等工作流程和工藝流程兩大類(lèi)，但實(shí)質(zhì)是一樣的，用它可以將復(fù)雜的過(guò)程用形象的圖示來(lái)表示。

　　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.

　　工藝流程或工作流程是一個(gè)單位工藝或工作的總路線，它形象反映了工藝或工作的程序、部門(mén)和工序的連接、判定或檢查后的處理程序，到一個(gè)制衣企業(yè)或某一部門(mén)查找問(wèn)題，應(yīng)該從流程開(kāi)始，“順藤摸瓜”分析現(xiàn)有生產(chǎn)、工作的全過(guò)程，哪些工藝流程不合理，哪些地方出現(xiàn)了倒流，哪些地方出現(xiàn)了停頓，哪些工藝路線和環(huán)節(jié)可以取消、合并、簡(jiǎn)化？分析判斷流程圖每個(gè)環(huán)節(jié)是否處于受控狀態(tài)？檢驗(yàn)是否能起到把關(guān)作用？各部門(mén)橫向聯(lián)系是否到位？是否通暢？是否需要構(gòu)建或增加新的通路？由流程圖的各個(gè)環(huán)節(jié)及傳遞路線，分析現(xiàn)有各部門(mén)的工作職能是否到位，是否要對(duì)現(xiàn)有機(jī)構(gòu)進(jìn)行調(diào)整或重組？（歡迎大家關(guān)注”聆聽(tīng)服裝“ID:LT-00066公眾號(hào)）

　　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)

　　有道是“框框、菱形加線條組成，但是運(yùn)用起來(lái)是個(gè)寶，任你工序多復(fù)雜，透視清楚別想跑！加一加，嚴(yán)格把關(guān)更牢靠；通一通，部門(mén)職能不落空。減一減，換來(lái)效率大提高，定一定，有規(guī)有矩不爭(zhēng)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.平面圖上調(diào)一調(diào)

　　2. Adjust the floor plan slightly

　　有些服裝廠在建廠初期就沒(méi)有對(duì)工地布置和設(shè)備布置進(jìn)行過(guò)精心設(shè)計(jì)，或是由于生產(chǎn)的不斷發(fā)展，設(shè)備的不斷添置，打亂了布局，或是由于產(chǎn)品結(jié)構(gòu)的變化，造成了廠房或設(shè)備布置不合理，從而使產(chǎn)品和工件在生產(chǎn)時(shí)運(yùn)輸路線過(guò)長(zhǎng)，這是每時(shí)每刻都在制造浪費(fèi)的隱患，必須下決心改變。

　　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.

　　在工藝流程圖上是看不到平面路線的，流程圖上一個(gè)箭頭實(shí)際可能走幾十米，所以還要進(jìn)一步在平面布置圖上去找效益。

　　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.

　　通過(guò)分析作業(yè)方式和設(shè)備的配置，按生產(chǎn)流程的流動(dòng)方向，有無(wú)重復(fù)路線和倒流情況，找出不合理的部分，合理調(diào)整和設(shè)計(jì)一種新的布局，來(lái)縮短工藝路線和操作者的行走距離，減少不必要的資源浪費(fèi)。

　　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.

　　有時(shí)，一臺(tái)設(shè)備的移動(dòng)會(huì)帶來(lái)幾十米甚上百米距離的節(jié)省。有時(shí)會(huì)節(jié)省出更多的空間。

　　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.流水線上算一算

　　3. Calculate on the assembly line

　　生產(chǎn)線和流水線應(yīng)該按照一致的節(jié)拍進(jìn)行，生產(chǎn)才能均衡。有的企業(yè)生產(chǎn)常常出現(xiàn)“前面干，后面看，前面提前走，后面在加班”的局面。造成的原因一個(gè)是移動(dòng)方式不合理，另一個(gè)就是節(jié)拍不均衡。

　　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.

　　一個(gè)由許多塊長(zhǎng)短不同的木板箍成的木桶，決定其容量大小的并非其中長(zhǎng)的那塊木板，而是其中短的那塊木板。同樣，在流水線上，干得慢的人就是決定流水線終效率的人。生產(chǎn)線或流水線的平衡效率＝各工序凈作業(yè)時(shí)間的總和/長(zhǎng)工序的作業(yè)時(shí)間×人員數(shù)。很多生產(chǎn)流水線的平衡率常常不到50%，如果把時(shí)間長(zhǎng)的工序通過(guò)簡(jiǎn)化，提速、換人、或拆分的方法，對(duì)時(shí)間短的工序通過(guò)裁并、增加等等手法來(lái)平衡流水線。整個(gè)生產(chǎn)線的生產(chǎn)效率就會(huì)大大提高，個(gè)別工序緩慢而導(dǎo)致的窩工和堆積就會(huì)。

　　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(dòng)作要素減一減

　　4. Subtract one action element

　　任何操作都是以人工的動(dòng)作為基本單元，特別是服裝廠這類(lèi)勞動(dòng)密集型企業(yè)，組裝工序、加工工序等這些以手工勞動(dòng)為主體的工序，動(dòng)作是產(chǎn)生效益的一個(gè)非常重要的因素（進(jìn)入公眾號(hào)：A15710788080，了解更多）。

　　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(jìn)行動(dòng)作分析，主要的目的就是多余的動(dòng)作、無(wú)效動(dòng)作或緩慢動(dòng)作，如彎腰作業(yè)、蹲著作業(yè)、作業(yè)場(chǎng)所不暢、沒(méi)有適合的工具、人與物處于尋找狀態(tài)等，以省力的方法實(shí)現(xiàn)的工作效率。

　　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.

　　這個(gè)研究幾乎不花一分錢(qián)，就可以大大提高生產(chǎn)效率。例如在現(xiàn)實(shí)生活中，為什么有的人包餃子會(huì)比一般人快很多？為什么有的人插秧會(huì)比一般人快很多？那都是因?yàn)樗麄冋莆樟艘欢ǖ脑E竅，以經(jīng)濟(jì)的動(dòng)作來(lái)完成任務(wù)。

　　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.

　　試以包餃子為例，不少人會(huì)用八個(gè)以上的動(dòng)作甚幾十個(gè)動(dòng)作來(lái)包一個(gè)餃子，如果你將勺子夾在右手小拇指上不放下來(lái)，按以下程序包餃子：左手拿皮子－右手挖餡放到皮子上－兩手合攏捏餃子成型－左手放餃子。這樣，只要4個(gè)動(dòng)作就可以包好餃子，效率比一般人提高一倍！

　　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.搬運(yùn)時(shí)空壓一壓

　　5. Apply pressure during transportation

　　據(jù)統(tǒng)計(jì)，加工費(fèi)的25%到40%是搬運(yùn)費(fèi)；工序的時(shí)間，有70%到80%是搬運(yùn)和停頓的時(shí)間；工廠的災(zāi)害，又有85%是在搬運(yùn)過(guò)程中發(fā)生的?？梢?jiàn)對(duì)搬運(yùn)進(jìn)行壓縮是非常重要的。改善搬運(yùn)要對(duì)搬運(yùn)進(jìn)行優(yōu)化，從搬運(yùn)數(shù)量、搬運(yùn)空間、搬運(yùn)時(shí)間上改善。

　　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.

　　，要減少搬運(yùn)的數(shù)量和搬運(yùn)的次數(shù)；

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

　　第二，在搬運(yùn)空間上要盡可能縮短搬運(yùn)距離、減少搬運(yùn)路線和次數(shù)；

　　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，在搬運(yùn)時(shí)間上要縮短時(shí)間、減少次數(shù)；在方法上要注意管理協(xié)調(diào)，盡量采用非動(dòng)力如利用重力在斜坡滑行或在輸送帶上搬運(yùn)。

　　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.

　　搬運(yùn)合理化的原則是要做到對(duì)被搬運(yùn)物料幾乎無(wú)損耗；搬運(yùn)方法要科學(xué)、文明、杜絕野蠻粗暴；搬運(yùn)環(huán)境、適可、杜絕冒險(xiǎn)；減少暫時(shí)放置現(xiàn)象的發(fā)生機(jī)會(huì)，盡可能做到一次到位；合理規(guī)劃工廠布局，可以有效縮短搬運(yùn)距離。在工廠規(guī)劃已經(jīng)定局時(shí)，通過(guò)合理化規(guī)劃流程，也可有效縮短搬運(yùn)距離。

　　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.人機(jī)效率提一提

　　6. Improve human-machine efficiency

　　人和設(shè)備是一對(duì)矛盾，處理不好，就會(huì)發(fā)生不是人等機(jī)器就是機(jī)器等人。人和設(shè)備構(gòu)成了人機(jī)工程的關(guān)系，在分析時(shí)要分析作業(yè)者和機(jī)器在同一時(shí)間內(nèi)的工作情況，有無(wú)窩工、等待、無(wú)效時(shí)間，通過(guò)調(diào)整工作順序改進(jìn)人機(jī)配合，尋求合理的方法，使人的操作和機(jī)器的運(yùn)轉(zhuǎn)協(xié)調(diào)配合，將等待時(shí)間減少到限度，充分發(fā)揮人和機(jī)器的效率。就象擠水分一樣將互相等待的時(shí)間擠出去，這就是向人機(jī)聯(lián)合作業(yè)要效益。

　　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(guān)鍵路線縮一縮

　　7. Shorten the critical path

　　幾乎任何一個(gè)產(chǎn)品都是由若干零件組成，通常要分幾條線或幾個(gè)工序生產(chǎn)，而且到后期都要把零件一點(diǎn)一點(diǎn)組裝起來(lái)，在形成零件、部件過(guò)程中，不可避免地會(huì)發(fā)生各工序工作量大小不一的情況。

　　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(huì)在后期的生產(chǎn)中帶來(lái)互相制約，工作量小的工序的就會(huì)有很多空閑時(shí)間，而工作量大的工序就會(huì)沒(méi)有一刻休息時(shí)間，換句話說(shuō)就是時(shí)差為零，成了生產(chǎn)上的瓶頸。時(shí)差為零的工序就叫關(guān)鍵路線，它制約了服裝廠或車(chē)間的產(chǎn)能和交貨期，我們?cè)谡页鲫P(guān)鍵路線后，要從非關(guān)鍵路線上抽調(diào)人財(cái)物，加強(qiáng)關(guān)鍵路線，或采用平行作業(yè)、交叉作業(yè)等等形式，縮短關(guān)鍵路線，不斷修改和優(yōu)化計(jì)劃、達(dá)到縮短日程節(jié)省費(fèi)用的目標(biāo)。

　　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(chǎn)主管的基本功一是能根據(jù)計(jì)劃和生產(chǎn)能力推算和找出關(guān)鍵路線。二是不斷壓縮關(guān)鍵路線和其它路線，達(dá)到時(shí)間、費(fèi)用的綜合優(yōu)化。這里有兩種方法：

　　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:

　　種方法、時(shí)間優(yōu)化。就是在人力、設(shè)備、資金等有保證的條件下，尋求短的工作周期。它可以爭(zhēng)取時(shí)間，迅速發(fā)揮投資效果。利用時(shí)差，從非關(guān)鍵路線上抽調(diào)部分人力、物力集中用于關(guān)鍵路線，或分解作業(yè)，增加作業(yè)之間的平行交叉程度，增加投入的人力和設(shè)備，采用新工藝，新技術(shù)來(lái)縮短關(guān)鍵路線的延續(xù)時(shí)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;

　　第二種方法，時(shí)間-費(fèi)用優(yōu)化。工程項(xiàng)目的費(fèi)用支出可以分為直接費(fèi)用和間接費(fèi)用兩部分。直接費(fèi)用是指與各項(xiàng)作業(yè)直接有關(guān)的費(fèi)用如布料或輔料費(fèi)，間接費(fèi)用是指管理費(fèi)用等不與各項(xiàng)活動(dòng)直接有關(guān)，但隨時(shí)間變動(dòng)而變動(dòng)的費(fèi)用，工程周期越短，間接費(fèi)用越小。時(shí)間-費(fèi)用優(yōu)化就是尋求直接費(fèi)用和間接費(fèi)用之和時(shí)的工程周期。

　　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(chǎng)所環(huán)境變一變

　　8. Changes in the Place Environment

　　分析生產(chǎn)、工作環(huán)境是否滿足生產(chǎn)、工作需要和人的生理需要，分析現(xiàn)場(chǎng)還缺少什么物品和媒介物，針對(duì)不同類(lèi)別場(chǎng)所的問(wèn)題，分別提出改進(jìn)建議，開(kāi)展“整理、整頓、清掃、清潔、素養(yǎng)、”六項(xiàng)活動(dòng)，做到永遠(yuǎn)保持A狀態(tài)，不斷改善B狀態(tài)，隨時(shí)C狀態(tài)，使員工保持旺盛的斗志和良好的技能，所需物品隨手可取，不需要之物隨時(shí)得到，現(xiàn)場(chǎng)環(huán)境通暢、整潔、美化、、文明，使場(chǎng)所和環(huán)境在時(shí)間和空間上實(shí)現(xiàn)整體優(yōu)化。

　　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.目視管理看一看

　　9. Visual management, take a look

　　人類(lèi)大腦來(lái)自視覺(jué)方面的信息高達(dá)80%。因此用視覺(jué)來(lái)溝通和指揮的方法更為直接了當(dāng)。利用形象直觀、色彩適宜的各種視覺(jué)感知信息來(lái)組織現(xiàn)場(chǎng)生產(chǎn)，以圖表、圖畫(huà)、照片、文字注解、標(biāo)志、符號(hào)、作為目視管理的工具?？梢暂p而易舉地達(dá)到解釋、認(rèn)知、警告、判斷、行動(dòng)等功能。所以目視管理也可稱之為“看得見(jiàn)的管理”、“可視化管理”。

　　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(wèn)題根源找一找

　　10. Find the root cause of the problem

　　每日尋找差距，以求第二天干得更好--這是海爾模式性中非常重要的一點(diǎn)，不斷尋找問(wèn)題、分析問(wèn)題、永不休止地對(duì)現(xiàn)場(chǎng)進(jìn)行改進(jìn)，這是質(zhì)量改進(jìn)、8D工作法、CIP等活動(dòng)的共性。正是這一點(diǎn)推動(dòng)著管理運(yùn)作過(guò)程，使企業(yè)處于不斷向上的良性循環(huán)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.

　　這些現(xiàn)場(chǎng)改善的十大法則，如果你實(shí)實(shí)在在利用它，你就會(huì)發(fā)現(xiàn)，這些利器神力非凡、所向披靡，你會(huì)驚喜地看到：工藝路線順暢了、平面布置合理了，流水線上窩工消失了，節(jié)拍更均勻了、工人操作效率高了、搬運(yùn)便捷了、生產(chǎn)均衡了、人機(jī)結(jié)合密切了，管理簡(jiǎn)單了，一個(gè)更快、更好、更短、更順、更爽的精益生產(chǎn)局面已悄然降臨！

　　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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