想要打败敌人必先了解敌人，对于车间现场管理来讲，浪费恐怕是的敌人。因为浪费，企业付出了高额的生产成本还毫不知情；因为浪费，本来2个人能完成的工作偏偏需要5个人；因为浪费，企业付出大量的人力成本。凡是不能创造价值的活动都称之为浪费，想要车间现场管理中的浪费，一定要认识这八项浪费现象。

　　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.车间现场管理八项浪费之一：不良、返修的浪费

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

　　所谓不良、返修的浪费，指的是由于制衣厂内出现不良品，需要进行处置的时间、人力、物力上的浪费，以及由此造成的相关损失。

　　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.

　　这类浪费具体包括：材料的损失、不良品变成废品；设备、人员和工时的损失；额外的返修、QC、追加检查的损失；有时需要降价处理服装，或者由于耽误出货而导致工厂信誉的下降。

　　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. 车间现场管理八项浪费之二：加工的浪费

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

　　加工的浪费也叫过分加工的浪费，主要包含两层含义：是多余的缝制和过分精确的加工，例如实际缝制针脚过多造成资源浪费；第二是需要多余的作业时间和辅助设备，还要增加生产用电等能源的浪费，另外还增加了管理的工时。

　　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.车间现场管理八项浪费之三：动作的浪费

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

　　动作的浪费现象在很多服装企业的生产线中都存在，常见的动作浪费主要有以下12种：两手空闲、单手空闲、作业动作突然停止、作业动作过大、左右手交换、步行过多、转身的角度太大，移动中变换“状态”、不明技巧、伸背动作、弯腰动作以及重复动作和不必要的动作等等，这些动作的浪费造成了时间和体力上的不必要消耗。

　　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.车间现场管理八项浪费之四：搬运的浪费

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

　　搬运是一种不产生附加价值的动作，而不产生价值的工作都属于浪费。搬运的浪费具体表现为放置、堆积、移动、整列等动作浪费，由此而带来物品移动所需空间的浪费、时间的浪费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.

　　国内目前有不少服装企业管理者认为搬运是必要的，不是浪费。因此，很多人对搬运浪费视而不见，更谈不上去消灭它。也有一些服装企业利用传送带或机器搬运的方式来减少人工搬运，这种做法是花大钱来减少工人体力的消耗，实际上并没有排除搬运本身的浪费。

　　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.车间现场管理八项浪费之五：库存的浪费

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

　　按照过去的管理理念，人们认为库存虽然是不好的东西，但却是必要的。其实库存是没有必要的，甚库存是万恶之源。

　　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，有些服装企业生产线出现故障，造成停机、停线，但由于有库存而不于断货，这样就将故障造成停机、停线的问题掩盖住了，耽误了故障的排除。如果降低库存，就能将上述问题彻底暴露于水平面，进而能够逐步地解决这些库存浪费。

　　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.车间现场管理八项浪费之六：制造过多过早的浪费

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

　　制造过多或过早，提前用掉了生产费用，不但没有好处，还隐藏了由于等待所带来的浪费，失去了持续改善的机会。有些服装企业由于生产能力比较强大，为了不浪费生产能力而不中断生产，增加了在制品，使得制品周期变短、空间变大，还增加了搬运、堆积的浪费。

　　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，制造过多或过早，会带来庞大的库存量，利息负担增加，不可避免地增加了贬值的风险。

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

　　7.车间现场管理八项浪费之七：等待的浪费

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

　　由于生产原料供应中断、作业不平衡和生产计划安排不当等原因造成的无事可做的等待，被称为等待的浪费。服装生产线上不同款式之间的切换，如果准备工作不够充分，势必造成等待的浪费；每天的工作量变动幅度过大，有时很忙，有时造成人员、设备闲置不用；上游的工序出现问题，导致下游工序无事可做。此外，生产线劳逸不均等现象的存在，也是造成等待浪费的重要原因。

　　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.车间现场管理八项浪费之八：管理的浪费

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

　　管理浪费指的是问题发生以后，管理人员才采取相应的对策来进行补救而产生的额外浪费。管理浪费是由于事先管理不到位而造成的问题，科学的管理应该是具有相当的预见性，有合理的规划，并在事情的推进过程中加强管理、控制和反馈，这样就可以在很大程度上减少管理浪费现象的发生。

　　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.

　　以上我们就了解了车间现场管理中普遍存在的八项浪费，这仅仅是浪费“万里长征”路上的步，接下来还需要识别工序中哪里存在浪费，然后使用合适的工具来已经识别的特定浪费，是重复实施上述步骤，实施持续性改进措施。

　　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，本文总结了现场管理10大法则，接着跟大家分享。

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

　　现场管理千头万绪，基本要素却只有三个：人、物、场所；现场情况千变万化，归结起来只有“两流”：物流和信息流；作为现场管理者－生产主管、车间主任、班组长，必须对这三要素和两流作细致的分析和研究，从中发现问题、分析原因、找出解决问题的答案来。

　　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.

　　简单讲来就是：工艺流程查一查；平面图上调一调；生产线上算一算；动作分要素减一减；搬运时空压一压；人机效率提一提；关键路线缩一缩；现场环境变一变；目视管理看一看；问题根源找一找。

　　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.

　　本文旨在为现场管理者提供一个对现场管理分析和创造的思路和工具，掌握了它，也许不花一分钱，就可以从科学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.工艺流程查一查

　　1. Check the process flow

　　描述一个过程的步骤和传递路线的图示叫流程图。它包括服装缝制等工作流程和工艺流程两大类，但实质是一样的，用它可以将复杂的过程用形象的图示来表示。

　　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.

　　工艺流程或工作流程是一个单位工艺或工作的总路线，它形象反映了工艺或工作的程序、部门和工序的连接、判定或检查后的处理程序，到一个制衣企业或某一部门查找问题，应该从流程开始，“顺藤摸瓜”分析现有生产、工作的全过程，哪些工艺流程不合理，哪些地方出现了倒流，哪些地方出现了停顿，哪些工艺路线和环节可以取消、合并、简化？分析判断流程图每个环节是否处于受控状态？检验是否能起到把关作用？各部门横向联系是否到位？是否通畅？是否需要构建或增加新的通路？由流程图的各个环节及传递路线，分析现有各部门的工作职能是否到位，是否要对现有机构进行调整或重组？（欢迎大家关注”聆听服装“ID:LT-00066公众号）

　　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、菱形加线条组成，但是运用起来是个宝，任你工序多复杂，透视清楚别想跑！加一加，严格把关更牢靠；通一通，部门职能不落空。减一减，换来效率大提高，定一定，有规有矩不争吵！”

　　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.平面图上调一调

　　2. Adjust the floor plan slightly

　　有些服装厂在建厂初期就没有对工地布置和设备布置进行过精心设计，或是由于生产的不断发展，设备的不断添置，打乱了布局，或是由于产品结构的变化，造成了厂房或设备布置不合理，从而使产品和工件在生产时运输路线过长，这是每时每刻都在制造浪费的隐患，必须下决心改变。

　　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.

　　在工艺流程图上是看不到平面路线的，流程图上一个箭头实际可能走几十米，所以还要进一步在平面布置图上去找效益。

　　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.

　　通过分析作业方式和设备的配置，按生产流程的流动方向，有无重复路线和倒流情况，找出不合理的部分，合理调整和设计一种新的布局，来缩短工艺路线和操作者的行走距离，减少不必要的资源浪费。

　　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.

　　有时，一台设备的移动会带来几十米甚上百米距离的节省。有时会节省出更多的空间。

　　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.流水线上算一算

　　3. Calculate on the assembly line

　　生产线和流水线应该按照一致的节拍进行，生产才能均衡。有的企业生产常常出现“前面干，后面看，前面提前走，后面在加班”的局面。造成的原因一个是移动方式不合理，另一个就是节拍不均衡。

　　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.

　　一个由许多块长短不同的木板箍成的木桶，决定其容量大小的并非其中长的那块木板，而是其中短的那块木板。同样，在流水线上，干得慢的人就是决定流水线终效率的人。生产线或流水线的平衡效率＝各工序净作业时间的总和/长工序的作业时间×人员数。很多生产流水线的平衡率常常不到50%，如果把时间长的工序通过简化，提速、换人、或拆分的方法，对时间短的工序通过裁并、增加等等手法来平衡流水线。整个生产线的生产效率就会大大提高，个别工序缓慢而导致的窝工和堆积就会。

　　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.动作要素减一减

　　4. Subtract one action element

　　任何操作都是以人工的动作为基本单元，特别是服装厂这类劳动密集型企业，组装工序、加工工序等这些以手工劳动为主体的工序，动作是产生效益的一个非常重要的因素（进入公众号：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).

　　进行动作分析，主要的目的就是多余的动作、无效动作或缓慢动作，如弯腰作业、蹲着作业、作业场所不畅、没有适合的工具、人与物处于寻找状态等，以省力的方法实现的工作效率。

　　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.

　　这个研究几乎不花一分钱，就可以大大提高生产效率。例如在现实生活中，为什么有的人包饺子会比一般人快很多？为什么有的人插秧会比一般人快很多？那都是因为他们掌握了一定的诀窍，以经济的动作来完成任务。

　　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.

　　试以包饺子为例，不少人会用八个以上的动作甚几十个动作来包一个饺子，如果你将勺子夹在右手小拇指上不放下来，按以下程序包饺子：左手拿皮子－右手挖馅放到皮子上－两手合拢捏饺子成型－左手放饺子。这样，只要4个动作就可以包好饺子，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.搬运时空压一压

　　5. Apply pressure during transportation

　　据统计，加工费的25%到40%是搬运费；工序的时间，有70%到80%是搬运和停顿的时间；工厂的灾害，又有85%是在搬运过程中发生的。可见对搬运进行压缩是非常重要的。改善搬运要对搬运进行优化，从搬运数量、搬运空间、搬运时间上改善。

　　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.

　　，要减少搬运的数量和搬运的次数；

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

　　第二，在搬运空间上要尽可能缩短搬运距离、减少搬运路线和次数；

　　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，在搬运时间上要缩短时间、减少次数；在方法上要注意管理协调，尽量采用非动力如利用重力在斜坡滑行或在输送带上搬运。

　　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.

　　搬运合理化的原则是要做到对被搬运物料几乎无损耗；搬运方法要科学、文明、杜绝野蛮粗暴；搬运环境、适可、杜绝冒险；减少暂时放置现象的发生机会，尽可能做到一次到位；合理规划工厂布局，可以有效缩短搬运距离。在工厂规划已经定局时，通过合理化规划流程，也可有效缩短搬运距离。

　　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.人机效率提一提

　　6. Improve human-machine efficiency

　　人和设备是一对矛盾，处理不好，就会发生不是人等机器就是机器等人。人和设备构成了人机工程的关系，在分析时要分析作业者和机器在同一时间内的工作情况，有无窝工、等待、无效时间，通过调整工作顺序改进人机配合，寻求合理的方法，使人的操作和机器的运转协调配合，将等待时间减少到限度，充分发挥人和机器的效率。就象挤水分一样将互相等待的时间挤出去，这就是向人机联合作业要效益。

　　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.关键路线缩一缩

　　7. Shorten the critical path

　　几乎任何一个产品都是由若干零件组成，通常要分几条线或几个工序生产，而且到后期都要把零件一点一点组装起来，在形成零件、部件过程中，不可避免地会发生各工序工作量大小不一的情况。

　　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.

　　这就会在后期的生产中带来互相制约，工作量小的工序的就会有很多空闲时间，而工作量大的工序就会没有一刻休息时间，换句话说就是时差为零，成了生产上的瓶颈。时差为零的工序就叫关键路线，它制约了服装厂或车间的产能和交货期，我们在找出关键路线后，要从非关键路线上抽调人财物，加强关键路线，或采用平行作业、交叉作业等等形式，缩短关键路线，不断修改和优化计划、达到缩短日程节省费用的目标。

　　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.

　　生产主管的基本功一是能根据计划和生产能力推算和找出关键路线。二是不断压缩关键路线和其它路线，达到时间、费用的综合优化。这里有两种方法：

　　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:

　　种方法、时间优化。就是在人力、设备、资金等有保证的条件下，寻求短的工作周期。它可以争取时间，迅速发挥投资效果。利用时差，从非关键路线上抽调部分人力、物力集中用于关键路线，或分解作业，增加作业之间的平行交叉程度，增加投入的人力和设备，采用新工艺，新技术来缩短关键路线的延续时间；

　　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;

　　第二种方法，时间-费用优化。工程项目的费用支出可以分为直接费用和间接费用两部分。直接费用是指与各项作业直接有关的费用如布料或辅料费，间接费用是指管理费用等不与各项活动直接有关，但随时间变动而变动的费用，工程周期越短，间接费用越小。时间-费用优化就是寻求直接费用和间接费用之和时的工程周期。

　　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.场所环境变一变

　　8. Changes in the Place Environment

　　分析生产、工作环境是否满足生产、工作需要和人的生理需要，分析现场还缺少什么物品和媒介物，针对不同类别场所的问题，分别提出改进建议，开展“整理、整顿、清扫、清洁、素养、”六项活动，做到永远保持A状态，不断改善B状态，随时C状态，使员工保持旺盛的斗志和良好的技能，所需物品随手可取，不需要之物随时得到，现场环境通畅、整洁、美化、、文明，使场所和环境在时间和空间上实现整体优化。

　　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.目视管理看一看

　　9. Visual management, take a look

　　人类大脑来自视觉方面的信息高达80%。因此用视觉来沟通和指挥的方法更为直接了当。利用形象直观、色彩适宜的各种视觉感知信息来组织现场生产，以图表、图画、照片、文字注解、标志、符号、作为目视管理的工具。可以轻而易举地达到解释、认知、警告、判断、行动等功能。所以目视管理也可称之为“看得见的管理”、“可视化管理”。

　　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.问题根源找一找

　　10. Find the root cause of the problem

　　每日寻找差距，以求第二天干得更好--这是海尔模式性中非常重要的一点，不断寻找问题、分析问题、永不休止地对现场进行改进，这是质量改进、8D工作法、CIP等活动的共性。正是这一点推动着管理运作过程，使企业处于不断向上的良性循环中。

　　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.

　　这些现场改善的十大法则，如果你实实在在利用它，你就会发现，这些利器神力非凡、所向披靡，你会惊喜地看到：工艺路线顺畅了、平面布置合理了，流水线上窝工消失了，节拍更均匀了、工人操作效率高了、搬运便捷了、生产均衡了、人机结合密切了，管理简单了，一个更快、更好、更短、更顺、更爽的精益生产局面已悄然降临！

　　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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