想要打敗敵人必先了解敵人，對于車間現場管理來講，浪費恐怕是的敵人。因為浪費，企業付出了高額的生產成本還毫不知情；因為浪費，本來2個人能完成的工作偏偏需要5個人；因為浪費，企業付出大量的人力成本。凡是不能創造價值的活動都稱之為浪費，想要車間現場管理中的浪費，一定要認識這八項浪費現象。

　　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.車間現場管理八項浪費之一：不良、返修的浪費

　　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，指的是由于制衣廠內出現不良品，需要進行處置的時間、人力、物力上的浪費，以及由此造成的相關損失。

　　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.

　　這類浪費具體包括：材料的損失、不良品變成廢品；設備、人員和工時的損失；額外的返修、QC、追加檢查的損失；有時需要降價處理服裝，或者由于耽誤出貨而導致工廠信譽的下降。

　　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. 車間現場管理八項浪費之二：加工的浪費

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

　　加工的浪費也叫過分加工的浪費，主要包含兩層含義：是多余的縫制和過分精確的加工，例如實際縫制針腳過多造成資源浪費；第二是需要多余的作業時間和輔助設備，還要增加生產用電等能源的浪費，另外還增加了管理的工時。

　　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.車間現場管理八項浪費之三：動作的浪費

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

　　動作的浪費現象在很多服裝企業的生產線中都存在，常見的動作浪費主要有以下12種：兩手空閑、單手空閑、作業動作突然停止、作業動作過大、左右手交換、步行過多、轉身的角度太大，移動中變換“狀態”、不明技巧、伸背動作、彎腰動作以及重復動作和不必要的動作等等，這些動作的浪費造成了時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.車間現場管理八項浪費之四：搬運的浪費

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

　　搬運是一種不產生附加價值的動作，而不產生價值的工作都屬于浪費。搬運的浪費具體表現為放置、堆積、移動、整列等動作浪費，由此而帶來物品移動所需空間的浪費、時間的浪費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.

　　國內目前有不少服裝企業管理者認為搬運是必要的，不是浪費。因此，很多人對搬運浪費視而不見，更談不上去消滅它。也有一些服裝企業利用傳送帶或機器搬運的方式來減少人工搬運，這種做法是花大錢來減少工人體力的消耗，實際上并沒有排除搬運本身的浪費。

　　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.車間現場管理八項浪費之五：庫存的浪費

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

　　按照過去的管理理念，人們認為庫存雖然是不好的東西，但卻是必要的。其實庫存是沒有必要的，甚庫存是萬惡之源。

　　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，有些服裝企業生產線出現故障，造成停機、停線，但由于有庫存而不于斷貨，這樣就將故障造成停機、停線的問題掩蓋住了，耽誤了故障的排除。如果降低庫存，就能將上述問題徹底暴露于水平面，進而能夠逐步地解決這些庫存浪費。

　　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.車間現場管理八項浪費之六：制造過多過早的浪費

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

　　制造過多或過早，提前用掉了生產費用，不但沒有好處，還隱藏了由于等待所帶來的浪費，失去了持續改善的機會。有些服裝企業由于生產能力比較強大，為了不浪費生產能力而不中斷生產，增加了在制品，使得制品周期變短、空間變大，還增加了搬運、堆積的浪費。

　　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，制造過多或過早，會帶來龐大的庫存量，利息負擔增加，不可避免地增加了貶值的風險。

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

　　7.車間現場管理八項浪費之七：等待的浪費

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

　　由于生產原料供應中斷、作業不平衡和生產計劃安排不當等原因造成的無事可做的等待，被稱為等待的浪費。服裝生產線上不同款式之間的切換，如果準備工作不夠充分，勢必造成等待的浪費；每天的工作量變動幅度過大，有時很忙，有時造成人員、設備閑置不用；上游的工序出現問題，導致下游工序無事可做。此外，生產線勞逸不均等現象的存在，也是造成等待浪費的重要原因。

　　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.車間現場管理八項浪費之八：管理的浪費

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

　　管理浪費指的是問題發生以后，管理人員才采取相應的對策來進行補救而產生的額外浪費。管理浪費是由于事先管理不到位而造成的問題，科學的管理應該是具有相當的預見性，有合理的規劃，并在事情的推進過程中加強管理、控制和反饋，這樣就可以在很大程度上減少管理浪費現象的發生。

　　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.

　　以上我們就了解了車間現場管理中普遍存在的八項浪費，這僅僅是浪費“萬里長征”路上的步，接下來還需要識別工序中哪里存在浪費，然后使用合適的工具來已經識別的特定浪費，是重復實施上述步驟，實施持續性改進措施。

　　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，本文總結了現場管理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.

　　現場管理千頭萬緒，基本要素卻只有三個：人、物、場所；現場情況千變萬化，歸結起來只有“兩流”：物流和信息流；作為現場管理者－生產主管、車間主任、班組長，必須對這三要素和兩流作細致的分析和研究，從中發現問題、分析原因、找出解決問題的答案來。

　　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.

　　簡單講來就是：工藝流程查一查；平面圖上調一調；生產線上算一算；動作分要素減一減；搬運時空壓一壓；人機效率提一提；關鍵路線縮一縮；現場環境變一變；目視管理看一看；問題根源找一找。

　　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.

　　本文旨在為現場管理者提供一個對現場管理分析和創造的思路和工具，掌握了它，也許不花一分錢，就可以從科學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

　　描述一個過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，但實質是一樣的，用它可以將復雜的過程用形象的圖示來表示。

　　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、部門和工序的連接、判定或檢查后的處理程序，到一個制衣企業或某一部門查找問題，應該從流程開始，“順藤摸瓜”分析現有生產、工作的全過程，哪些工藝流程不合理，哪些地方出現了倒流，哪些地方出現了停頓，哪些工藝路線和環節可以取消、合并、簡化？分析判斷流程圖每個環節是否處于受控狀態？檢驗是否能起到把關作用？各部門橫向聯系是否到位？是否通暢？是否需要構建或增加新的通路？由流程圖的各個環節及傳遞路線，分析現有各部門的工作職能是否到位，是否要對現有機構進行調整或重組？（歡迎大家關注”聆聽服裝“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)

　　有道是“框框、菱形加線條組成，但是運用起來是個寶，任你工序多復雜，透視清楚別想跑！加一加，嚴格把關更牢靠；通一通，部門職能不落空。減一減，換來效率大提高，定一定，有規有矩不爭吵！”

　　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.平面圖上調一調

　　2. Adjust the floor plan slightly

　　有些服裝廠在建廠初期就沒有對工地布置和設備布置進行過精心設計，或是由于生產的不斷發展，設備的不斷添置，打亂了布局，或是由于產品結構的變化，造成了廠房或設備布置不合理，從而使產品和工件在生產時運輸路線過長，這是每時每刻都在制造浪費的隱患，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，流程圖上一個箭頭實際可能走幾十米，所以還要進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.

　　通過分析作業方式和設備的配置，按生產流程的流動方向，有無重復路線和倒流情況，找出不合理的部分，合理調整和設計一種新的布局，來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。

　　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，一臺設備的移動會帶來幾十米甚上百米距離的節省。有時會節省出更多的空間。

　　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

　　生產線和流水線應該按照一致的節拍進行，生產才能均衡。有的企業生產常常出現“前面干，后面看，前面提前走，后面在加班”的局面。造成的原因一個是移動方式不合理，另一個就是節拍不均衡。

　　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.

　　一個由許多塊長短不同的木板箍成的木桶，決定其容量大小的并非其中長的那塊木板，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。生產線或流水線的平衡效率＝各工序凈作業時間的總和/長工序的作業時間×人員數。很多生產流水線的平衡率常常不到50%，如果把時間長的工序通過簡化，提速、換人、或拆分的方法，對時間短的工序通過裁并、增加等等手法來平衡流水線。整個生產線的生產效率就會大大提高，個別工序緩慢而導致的窩工和堆積就會。

　　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.動作要素減一減

　　4. Subtract one action element

　　任何操作都是以人工的動作為基本單元，特別是服裝廠這類勞動密集型企業，組裝工序、加工工序等這些以手工勞動為主體的工序，動作是產生效益的一個非常重要的因素（進入公眾號：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).

　　進行動作分析，主要的目的就是多余的動作、無效動作或緩慢動作，如彎腰作業、蹲著作業、作業場所不暢、沒有適合的工具、人與物處于尋找狀態等，以省力的方法實現的工作效率。

　　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.

　　這個研究幾乎不花一分錢，就可以大大提高生產效率。例如在現實生活中，為什么有的人包餃子會比一般人快很多？為什么有的人插秧會比一般人快很多？那都是因為他們掌握了一定的訣竅，以經濟的動作來完成任務。

　　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，不少人會用八個以上的動作甚幾十個動作來包一個餃子，如果你將勺子夾在右手小拇指上不放下來，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個動作就可以包好餃子，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.搬運時空壓一壓

　　5. Apply pressure during transportation

　　據統計，加工費的25%到40%是搬運費；工序的時間，有70%到80%是搬運和停頓的時間；工廠的災害，又有85%是在搬運過程中發生的。可見對搬運進行壓縮是非常重要的。改善搬運要對搬運進行優化，從搬運數量、搬運空間、搬運時間上改善。

　　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.

　　，要減少搬運的數量和搬運的次數；

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

　　第二，在搬運空間上要盡可能縮短搬運距離、減少搬運路線和次數；

　　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，在搬運時間上要縮短時間、減少次數；在方法上要注意管理協調，盡量采用非動力如利用重力在斜坡滑行或在輸送帶上搬運。

　　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.

　　搬運合理化的原則是要做到對被搬運物料幾乎無損耗；搬運方法要科學、文明、杜絕野蠻粗暴；搬運環境、適可、杜絕冒險；減少暫時放置現象的發生機會，盡可能做到一次到位；合理規劃工廠布局，可以有效縮短搬運距離。在工廠規劃已經定局時，通過合理化規劃流程，也可有效縮短搬運距離。

　　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.人機效率提一提

　　6. Improve human-machine efficiency

　　人和設備是一對矛盾，處理不好，就會發生不是人等機器就是機器等人。人和設備構成了人機工程的關系，在分析時要分析作業者和機器在同一時間內的工作情況，有無窩工、等待、無效時間，通過調整工作順序改進人機配合，尋求合理的方法，使人的操作和機器的運轉協調配合，將等待時間減少到限度，充分發揮人和機器的效率。就象擠水分一樣將互相等待的時間擠出去，這就是向人機聯合作業要效益。

　　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.關鍵路線縮一縮

　　7. Shorten the critical path

　　幾乎任何一個產品都是由若干零件組成，通常要分幾條線或幾個工序生產，而且到后期都要把零件一點一點組裝起來，在形成零件、部件過程中，不可避免地會發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.

　　這就會在后期的生產中帶來互相制約，工作量小的工序的就會有很多空閑時間，而工作量大的工序就會沒有一刻休息時間，換句話說就是時差為零，成了生產上的瓶頸。時差為零的工序就叫關鍵路線，它制約了服裝廠或車間的產能和交貨期，我們在找出關鍵路線后，要從非關鍵路線上抽調人財物，加強關鍵路線，或采用平行作業、交叉作業等等形式，縮短關鍵路線，不斷修改和優化計劃、達到縮短日程節省費用的目標。

　　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.

　　生產主管的基本功一是能根據計劃和生產能力推算和找出關鍵路線。二是不斷壓縮關鍵路線和其它路線，達到時間、費用的綜合優化。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、時間優化。就是在人力、設備、資金等有保證的條件下，尋求短的工作周期。它可以爭取時間，迅速發揮投資效果。利用時差，從非關鍵路線上抽調部分人力、物力集中用于關鍵路線，或分解作業，增加作業之間的平行交叉程度，增加投入的人力和設備，采用新工藝，新技術來縮短關鍵路線的延續時間；

　　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，時間-費用優化。工程項目的費用支出可以分為直接費用和間接費用兩部分。直接費用是指與各項作業直接有關的費用如布料或輔料費，間接費用是指管理費用等不與各項活動直接有關，但隨時間變動而變動的費用，工程周期越短，間接費用越小。時間-費用優化就是尋求直接費用和間接費用之和時的工程周期。

　　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.場所環境變一變

　　8. Changes in the Place Environment

　　分析生產、工作環境是否滿足生產、工作需要和人的生理需要，分析現場還缺少什么物品和媒介物，針對不同類別場所的問題，分別提出改進建議，開展“整理、整頓、清掃、清潔、素養、”六項活動，做到永遠保持A狀態，不斷改善B狀態，隨時C狀態，使員工保持旺盛的斗志和良好的技能，所需物品隨手可取，不需要之物隨時得到，現場環境通暢、整潔、美化、、文明，使場所和環境在時間和空間上實現整體優化。

　　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

　　人類大腦來自視覺方面的信息高達80%。因此用視覺來溝通和指揮的方法更為直接了當。利用形象直觀、色彩適宜的各種視覺感知信息來組織現場生產，以圖表、圖畫、照片、文字注解、標志、符號、作為目視管理的工具。可以輕而易舉地達到解釋、認知、警告、判斷、行動等功能。所以目視管理也可稱之為“看得見的管理”、“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，不斷尋找問題、分析問題、永不休止地對現場進行改進，這是質量改進、8D工作法、CIP等活動的共性。正是這一點推動著管理運作過程，使企業處于不斷向上的良性循環中。

　　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.

　　這些現場改善的十大法則，如果你實實在在利用它，你就會發現，這些利器神力非凡、所向披靡，你會驚喜地看到：工藝路線順暢了、平面布置合理了，流水線上窩工消失了，節拍更均勻了、工人操作效率高了、搬運便捷了、生產均衡了、人機結合密切了，管理簡單了，一個更快、更好、更短、更順、更爽的精益生產局面已悄然降臨！

　　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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