Study on Applications of the Technology of Quick Exchange of Die

According to the bottleneck problems identified from production status and ideal state value stream map, this article using assembly cell line improvement, single minute exchange of die, establishment and implementation of kanban management system for the improvement analysis as the main content.

根据生产现状识别的瓶颈问题及价值流理想状态图，本文将以组装线单元化（cell）的改善、快速换模、看板管理系统的建立与实施为主要内容进行详细改善分析。

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The Application of Quick Die Change Technology in Big and Medium Bus of Pressing Machining

快速换模技术在大中型客车行业冲压加工中的应用

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Design of Quick Die Change System for Heavy-duty Press

大型压力机的快速换模系统设计

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In the meanwhile, the generality method about application for Value Stream Mapping also can be made use of by other plants. It has certain replication value.

同时，价值流图析的应用这一共性的方法亦可为其他工厂所借鉴，有一定的推广价值。

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The major systems possible to implement in this phase as depart from the Value Stream Mapping Kaizen Blue Print, such as implementation of JIT and TPM.

主要体系的实施正是在这一阶段，比如背离了价值流图的改善蓝图，比如准时化生产和全员生产力维护的实施。

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But questions about potential organizational processes and activities that need to change – which is what Value Stream Maps are targeting – are best addressed dispassionately.

但是关于需要更改的潜在性机构过程和活动的问题-这正是价值流图所追寻的-最好得到冷静的处理。

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If your Value Stream Map reveals long test "cycles" in the end game, it's very likely that you are guaranteeing wastefulness.

如果您的价值流图揭示了长期测试的“循环”，那么就能保证其中无效率内容的存在了。

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The value stream mapping exercise mostly is advised in this phase in order to establish the Kaizen Blue Print for the whole business stream.

价值流图的实际运用主要建议用于此阶段，是为了在整个流建立改善蓝图。

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Beyond this basic example, let's consider some of the elements that could potentially go into creating a Value Stream Map.

超出这个基本的范例，让我们考虑一下创建价值流图所涉及到的一些基本元素。

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Then we analyzed the direct and indirect benefits, the analysis data validation the project of value stream mapping is success.

经过直接效益、间接效益对比分析，验证了此次价值流图析技术运用的成功。

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But first things first: What a Value Stream Map is and how one can be intelligently produced.

但是首先要指出的是，什么是价值流图，以及怎样去制作这样一个价值流图。

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Value Stream Maps help us consider," What is getting in the way of delivering value to them?"

价值流图帮助我们考虑，“在向客户交付价值的过程存在什么障碍？”

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Do your very best to ensure that your Value Stream Map starts and ends with a real customer.

您应该确保您的价值流图以真实的客户来开始和结尾。

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There are three primary reasons to create Value Stream Maps: objectivity, clarity, and persuasion.

创建价值流图主要有三个原因：客观性，清晰性以及说服力。

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Let's consider the very basic sample Value Stream Map used at the beginning of this article.

让我们考虑一下在这篇文章开始部分使用的价值流图的基本范例。

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After that, the brain-storming sessions and value chain mappings are utilized to find out the solution.

项目小组采用头脑风暴法和价值流图等工具方法确定改进措施。

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Value Stream Maps exist for two purposes: to help organizations identify and end wasteful activities.

价值流图的存在有两个目的：帮助公司找到并结束无用的活动。

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Often, teams will talk about creating Value Stream Maps that consider an internal organizational flow.

通常来说，团队会考虑创建涉及到内部结构性流程的价值流图。

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Application Research of the Value Stream Map Analysis Technique Used in Lean Production of Lens Manufacturing

价值流图分析技术在镜片制造企业精益生产中的应用研究

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The Study of Lean Transform Base on the Technique of Value Stream Mapping/ Analysis

基于价值流图析技术的精益改进研究

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