【专业英文】VSM(价值流程图)为何未被充分利用？今天分享的是专业英文

/03

今天分享的是专业英文，主题是：价值流程图为何未被充分利用，中文为本公号创建人浦亮元翻译，全文1952字，觉得实用，欢迎分享出去！（联系微信号

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VSM/价值流程图

Good lean leaders can spend a lot of time telling you about the benefits of value stream mapping and how it can transform your organization into a more adequately structured and maintained one, but the tool is actually seeing surprisingly little use in modern times, far less than you would expect if you were familiar with the positive effects it can provide.

优秀的领导者会在向你描述价值流程图，以及如何将组织转化为足够结构化并得以维持的组织方面，花费大量的时间。不过，价值流程图在当今是用的非常少，假如你对价值流程图的正面影响熟悉的话，你会发现，实际上，它所带来的正面影响与你的期待要相差甚远。

Misunderstanding is likely at the root of those issues, and it does seem true that many lean leaders are severely underestimating the potential of value stream mapping, and are looking in the wrong direction when evaluating what it can do for their organizations.

误解，可能是导致那些问题产生的根本原因。诚然，不少精益生产领导者似乎确实严重低估了价值流程图的潜能，并在评估其能为组织做什么方面的方向上搞错了。

不合适的价值流程图绘制方法

Improper Mapping Techniques

不合适的价值流程图绘制方法

In order for value stream mapping to work correctly, you need to define your maps well enough. There are many diagram components and techniques that can be applied to this end, and it’s easy to get lost in the whole mess of attributes. This can not only hinder your learning of the tool if it’s not being taught to you by someone already experienced, but it can also give you the wrong impression about what value stream mapping is all about, making it look like a bunch of unnecessarily complex diagrams with no real meaning attached to them.

为了让价值流程图准确无误的运行，你得对它进行充分的定义。有许多图表成分和方法，可以应用到这一目的，很容易在混乱的属性之中迷失。这不仅会阻碍你对价值流程图这一工具的学习，而如果没有被经验丰富的人教授过，在“价值流程图是关于什么”方面，也会给你一个错误的印象，使价值流程图看起来就像一堆不必要的复杂的图表，却对于有经验的人员来讲却没有真正的意义。

Furthermore, it’s important to determine the exact processes that are to be mapped, and knowing when to discard some process from the current map is a skill that you’ll have to develop along the way. It won’t seem obvious at first, and even experienced lean experts sometimes find themselves confused over which parts of a process they should include in a VSM, but the more you do it, the more you’ll develop a certain intuition that will help you discard some things right away.

此外，确定需要绘制的确切的流程，你要理解何时从当前的流程图中将某些流程去掉，这是你不得不一直发展的技能，这一点非常重要。起初，可能并不明显，有时间，甚至是一些经验老道的精益生产方面的专家，也会在应该把流程中的哪一部分列入到价值流程图里面感到困惑。一旦做得越多，你就越能产生出一种有助于马上放弃一些事情的直觉。

没根据公司目标对价值流程图进行调整

Not Aligning the VSM to the Company’s Goals

没有根据公司的目标对价值流程图进行调整

Another critical point about value stream mapping is that it requires the input of the whole organization, even people on lower levels. In fact, they can sometimes provide the most valuable input that’s relevant to developing a good VSM, because they can give you a more hands-on overview of how certain processes work.

价值流程图的另一个关键点是：需要整个组织的输入，甚至是较低级别的人员。事实上，有时，较低级别的人员可以提供最有价值的输入，他们的输入与制定良好的价值流程图是有关联的，因为，可以使你更详细地了解某些流程是如何运作的。

With that in mind, trying to develop a good VSM on your own without involving other members of the organization doesn’t really make much sense. You’ll end up with something that only focuses on the aspects you find important, disregarding other parts of running the organization which might be critical to other departments.

有鉴于此，不让组织的其他成员参与，仅仅依靠自己，试着去制定良好的流程图，其实并没有多大的意义。你最终只会得到你觉得重要的部分，而却忽视了组织运作的其他部分，而这些也许对其他部门非常重要。

After all, you’re trying to come up with a tool that will help the whole company understand its current processes better, and move towards a common goal in a unified stride. It makes zero sense to attempt that on your own.

毕竟，你想尝试使用一个可以让整个公司更好地理解其当前的流程，并以统一的步幅向共同的目标迈进的工具。仅仅依靠自己，则是行不通的。

没有对公司活动进行足够的监督

Not Enough Oversight of the Company’s Activities

没有对公司活动进行足够的监督

This can be a tricky one to tackle, but basically, if you don’t have a good overview of the way things are currently running in the organization, this can make it problematic to come up with a good VSM. That, in turn, can give you the wrong idea about the usefulness of the tool, and can lead you to believe that it’s not a tool your organization can benefit from.

这个问题可能确实很棘手，不过，如果你对当前组织运转的事项没有好的总结的话，那么，

肯定会给生成良好的价值流程图带来困难。反之亦然，这也会让你觉得价值流程图这一工具没什么用，而且，也会让你相信，价值流程图并不是一个可以让组织从中获益的工具。

But just by applying a little more control over things and ensuring that you always have an adequate way of measuring the results of each process, you will already have a lot of important data that can help you in coming up with better, more accurate value stream maps. In the end, not having enough information about the way your company is being run can hinder your ability to make good maps greatly, and this can lead to frustration and the impression that the tool itself is to blame for not giving you good enough results.

对事情稍微加强管控，并确保有充足的方法去衡量每一个流程，你会早就拥有不少重要的数据，这些数据可以帮助你在以后产生更好、更准确的价值流程图。最后，对公司运转方式上没有足够的信息，会让你绘制良好价值流程图的能力受到阻碍，这也会导致挫折，并让你产生“要怪，只能怪价值流程图本身，因为它并没有带来足够好的结果”的印象。

CONCLUSION 结论

Value stream maps are actually quite useful and will probably remain a central tool for experienced lean leaders for a long time in the future. It’s true that they take some time to get used to, and aren’t exactly intuitive to beginners, but once you’ve overcome the initial learning phase and you’ve started to dig deeper into the intricacies of VSMs, you’ll likely find that they’re the piece that’s been missing from your company’s puzzle all along.

价值流程图实际上非常有用，对于经验老道的精益生产领导者而言，其很可能在未来相当长的时间内会一直是他们的主要工具。的确，这些精益生产管理者确实花了一些时间来习惯价值流程图，不过对于初学者而言，并不那么容易理解和使用。不过，一旦克服了学习初期的困难，那么你已经开始去深挖价值流程图的复杂的细节，而且，你很有可能会发现那些复杂的细节一直没有在公司的疑问中被注意到。

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