1© 2013 ZOGG All rights reserved.
Value Stream Mapping
(VSM)
价值流程图
2© 2013 ZOGG All rights reserved.
What’s Lean
什么是精益生产
Lean is a philosophy where waste is identified
continuously and eliminated passionately.
Waste is any activity (or inactivity) that consumes
resources for which the customer is not willing to pay.
Philosophy
Thinking
Toolkit
Practice
Journeys
Life
NOT a program
Not flavor
Not a campaign
3© 2013 ZOGG All rights reserved.
3 Level of Lean
精益生产的三个层次
Hands
- on
Refered
Heard
4© 2013 ZOGG All rights reserved.
Principles Of Lean
精益生产5原则
Customer defines VALUE
Identify the VALUE STREAM(and eliminate 8 wastes)
Make value-creating steps FLOW
Let customer PULL product from you as needed
Pursue PERFECTION (empower people who add
value)
Le
an
C
ap
ab
ili
ty
Time
Identify Value
Map The Value
Create Flow
Establish Pull
Pursue
Perfection
2
1
3
4
5
5© 2013 ZOGG All rights reserved.
Value Added增值
Any activity that increases the market form or function of
the product or service. (These are things the customer is
willing to pay for.)
任何增加市场或产品和服务的功能或市场形式的活动（客户愿
意为此付费的活动）
Non-Value Added
Any activity that does not add market form or function or
is not necessary. (These activities should be eliminated,
simplified, reduced or integrated.)
任何不增加市场或产品和服务的功能（这些活动应当消除，简
化，减少或合并）
Value Added vs. Non-Value Added
增值与非增值的定义
6© 2013 ZOGG All rights reserved.
Value added or not
价值增加或者没有?
设置 / 转拉
移动/ 寻找
组装
包装
仓库
返工
今天只有5%的活动增加了价值
接收
检查
库存
物料运输
数据登记
计算
7© 2013 ZOGG All rights reserved.
u Waste is anything that does not directly add value to the
final product or contribute to the product’s transformation.
浪费是指对最终成品不直接增值或产品的转变不作贡献的
任何东西。
u Waste only adds time and cost, no value. 浪费只增加时间
和成本，不增加价值。
u Waste is the reason that product flow stops and is the
cause for non competitiveness. 生产流动的停止是造成浪
费的原因，浪费是缺乏竞争性的根源。
浪费是….
What is waste
什么是浪费
8© 2013 ZOGG All rights reserved.
What Types waste
浪费分类
• 1型浪费：
指的是一系列虽然不对外部顾客创造价值，可能对内部客
户创造价值，主要是因为目前的工艺及技 术水平或工艺需
要，还不能立即彻底消除的耗费资源的活动。
1型浪费同样需要去减少和消除。
• 2型浪费：
指的是可以通过改善，立即可以消除的浪费形态。浪费广
泛存在于现场之中，主要以7种典型的浪费形式存在，是我
们需要群策群力，去观察、发现并立即消除的对象。
9© 2013 ZOGG All rights reserved.
7 Functional Wastes of Lean
精益思想中的七种功能性浪费
DEFECTS7Wastes
EXTRA
PROCESSING
INVENTORY
TRANSPORTATION
OVERPRODUCTION
MOTION
WAITING
UNUSED CREATIVITY
No
way!
10© 2013 ZOGG All rights reserved.
Value Stream Definition
价值流的定义
A Value Stream Map (VSM) is a hand-drawn map that
helps people to see and understand process, material
and information flow through a production process or
value stream, from start to finish.
11© 2013 ZOGG All rights reserved.
Why use it ?
为什么使用它
Value Stream Mapping is a Pencil and Paper tool that helps you see
and understand the flow of Material and Information as a product
makes its way through the value stream. and then use lean tools to
eliminate waste
价值流程图是用铅笔和白纸作为工具，帮助你去识别识别和理解在整个产品
价值流中的物流和信息流然后利用精益工具，消除浪费。
1. 让所有与目标价值流有关的人对当前以及未来的状态形成共同看法。
2. 为便于交流，提供可视化图，提供共同语言。
3. 使每个人都能看到浪费的现象，从而将大家的注意力都集中到改进
生产上来。
4. 帮助你看到不仅仅是单一的过程，将物流和信息流联系起来
5. 为推进改善提供蓝图。
6. 将精益的概念和技术紧密结合起来
12© 2013 ZOGG All rights reserved.
What we mean by Value Stream Mapping is simple:
我们所说的价值流图是很简单的：
1. Follow a product’s production path from beginning to end
(supplier to customer) .
产品的生产路线从开始到结束（供应商到客户）
2. Carefully Draw a visual representation of every process
in the material and information flow.
过程导向，把物流和信息流和用一种直观可视的方法仔细的表
现出来。
3. Then ask a set of questions and draw (using Icons) a
“Future State” map of how value should flow.
然后问一系列问题，用图标画在指明价值流动的将来价值流图
Value Stream Mapping
价值流图
13© 2013 ZOGG All rights reserved.
Information
Lead Time Data Bar
Manufacturing Loop
Supplier Loop Customer Loop
Monthl
y
Orders
30
Days
880
Op 1 1
Day
S/U = 1 hr
CT = min
S/U = hr
CT = min
S/U = hr
CT = min
S/U = hr
CT = min
Total = 57 Days
Total = 1 Hr. Min.
Takt Time = 440 min/44
= 10 min/unit
Bi-
Monthly
MRP
S/U = 0
CT = 60 min
S/U = hr
CT = min
Supplier Customer
45 1 1 12 2 5
60
Op 2 2
Days
Op 3 2
Days
Op 4 1
Day
Op 5 5
Days
Op 6 1
Day
45
Days
Blocks of Value Stream Map
价值流图的5大板块
14© 2013 ZOGG All rights reserved.
VSM Kaizen Steps
价值流图改善的步骤
Step1: Mapping Current VSM。 绘制当前价值流图
1. 1: Understand customer demand 理解客户的需求
1. 2: Process flow and data box 工序流数据箱
- Quick identify main process (in order)
迅速的识别主要的过程(按次序)
- Fill in data boxes填写数据箱
: Map the material flow 画出物料流及库存三角
- Draw inventory triangles库存三角
- Delivery to customer 产品投递给客户
- Delivery from suppliers供应商投递原材料
: Map the information flow 画出信息流
- How do processes know what to make?怎么知道要做什么？
- Where is material being pushed?哪儿推动物料？
1. 5: Calculate Total Product Cycle Time
计算产品生产周期
Step 2：Discover kaizen opportunities, Burst point list. 寻找改善机会，绘制爆炸点
Step 3：mapping Future VSM，绘制将来价值流图
Step 4：Develop and follow action plan。 制定改善行动计划
Current State Future State
Action Plan
(Kaizen Events)
15© 2013 ZOGG All rights reserved.
Sources for customer data客户数据的来源
– Plan for Every Part (PFEP)每个零件的计划
– Budgeted volumes
预算的产量
– Production Control forecasts生产控制预测
Analyze variation (daily, weekly, monthly…)
分析变化（每日，每周，每月）
– Production history 生产历史
• Analyze variation (daily, weekly, monthly…)
分析变化（每日，每周，每月）
– Sales information databases销售信息数据库
• Product changes, new business opportunities
产品改变，新的业务机会
Step : Understand customer demand 理解客户需求
CUSTOMER
20,000 pcs. / mo.
Std. Pack = 300
Shift：2 Shifts
Output：400/Shift
Working Hrs：8hrs
Takt = 72sec.
Demand
客户需求
16© 2013 ZOGG All rights reserved.
术语
Takt Time
Takt Time--节拍时间
Takt Time
节拍时间=
可用时间
客户需求
Takt Time=客户需求的速度
假设我们每天可用时间是27000秒，客户需求每天是965 PCS,客户节拍是多少?
17© 2013 ZOGG All rights reserved.
术语
L/T VAT L/T
– Cycle Time is the time it takes an operator to go through all of
their work elements before repeating them. Also, it is the time
between parts coming off the end of the process (eg, drop-rate
from a cell).
周期时间（C/T）：一个零件或产品在一个过程中需多久被完
成
– Value Added Time is the time of those work elements that
actually transform the product in a way the customer is willing to
pay for.
产品所经历的实体的变化所耗用的顾客愿意为之买单的时间
– Lead Time is the time it takes one piece to move all the way
through a process or a value stream, from start to finish (dock to
dock).
– 前置期-在价值流或全过程从开始到完成一个产品所需的时间。
18© 2013 ZOGG All rights reserved.
术语
Cycle Time
Cycle Time—周期时间
0
10
20
30
40
节拍时间
周期时间
工人 工人 工人 工人 工人工人
Takt tim
e
30‘’ 18‘’ 12‘’ 13‘’ 13‘’ 8‘’
节拍时间?
总周期时间?
=28 秒
=94 秒
19© 2013 ZOGG All rights reserved.
Walk the process走过整个过程
– Don’t rely on what you think is happening, find out
what is really happening
– 不要依赖你想的，找出事情实际是怎样。
– Record physical data about the process
– 记录过程的物理数据
List out the individual steps in the process
列出过程中的每个步骤
In the process use arrows to designate the flow of
material between each step
在过程中用箭号指出在每个步骤之间的物流
Step - Process flow and data box 工序流数据箱
VSM Current State
价值流图当前状态
20© 2013 ZOGG All rights reserved.
VSM Current State
价值流图当前状态
Map the Process Flow画出流程图(产品生产过程)
Collect data from the production floor
从生产线收集数据
Shipping
Stamping
C/O = 1 hr
#shifts = 2
uptime = 85%
#mach = 1
C/T = 4 sec
Customer
(400 pcs/day)
Part C = 500/wk
Part B = 500/wk
Part A = 1000/wk
21© 2013 ZOGG All rights reserved.
Information for a Process Data Box
数据箱中的信息
1Line 生产单元拉数
2HC/Line HeadCount，人员配置
3UPH Unit Per Hour，每小时班产
4FPY 一次通过率
5Scrap Rate 报废率，因无法修理而导致报废的概率
6C/T Cycle Time，循环时间
7VAT 增值时间
8C/O Change Over Time，换型时间
9Batch Size 投入产生产的最小批量数
10Up time(%) 有效利用时间率
22© 2013 ZOGG All rights reserved.
Identify raw material receipt area on map
识别物料接收处
Determine amount of raw material inventory on hand for
product family selected: Days/shifts on hand
确定选择的产品族的存货数量：每天/班在手库存
Identify how material moves through process: Push or Pull
识别物料如何在过程中移动：推动或拉动
Step : Map the Material Flow 画出物料流图
VSM Current State
价值流图当前状态
23© 2013 ZOGG All rights reserved.
Saw
Cutting Washing Welding
Sub-
assembly
Final
Assembly Shipping
Stamping
Customer
#mach = 2
pcs/ cycle = 1
C/T = 120 sec
C/O = 0
uptime = 90%
PCT = 60 sec
APCT =
yield = 99%
#mach = 1
pcs/ cycle = 60
C/T = 360 sec
C/O = 0
uptime = 80%
PCT = 6 sec
APCT =
shifts = 2
C/T = 65-73 sec
C/O = 1 hr
uptime = 90%
yield = 90%
#operator = 1
C/T = 60 sec
C/O = 0
uptime = 95%
yield = 99%
#operator = 2
C/T = 62-66 sec
C/O = 5 min
uptime = 95%
yield = 85%
#operator = 1
C/O = 1 hr
#shifts = 2
uptime = 85%
#mach = 1
C/T = 4 sec
Part A = 1000/wk
Part B = 500/wk
Part C = 500/wk
(400 pcs/day)
10 Days
Bar Stock
1800 2800 900 2800 1600
WeeklyDaily
Weekly
8 Days
Coils
Suppliers
800
Step : Map the Material Flow画出物料流图
VSM Current State
价值流图当前状态
24© 2013 ZOGG All rights reserved.
VSM Current State
价值流图当前状态
Step : Map the Information Flow 将信息流画出
Saw
Cutting Washing Welding
Sub-
assembly
Final
Assembly Shipping
Stamping
Customer
#mach = 2
pcs/ cycle = 1
C/T = 120 sec
C/O = 0
uptime = 90%
PCT = 60 sec
APCT =
yield = 99%
#mach = 1
pcs/ cycle = 60
C/T = 360 sec
C/O = 0
uptime = 80%
PCT = 6 sec
APCT =
shifts = 2
C/T = 65-73 sec
C/O = 1 hr
uptime = 90%
yield = 90%
#operator = 1
C/T = 60 sec
C/O = 0
uptime = 95%
yield = 99%
#operator = 2
C/T = 62-66 sec
C/O = 5 min
uptime = 95%
yield = 85%
#operator = 1
C/O = 1 hr
#shifts = 2
uptime = 85%
#mach = 1
C/T = 4 sec
Part A = 1000/wk
Part B = 500/wk
Part C = 500/wk
(400 pcs/day)
10 Days
Bar Stock
1800 2800 900 2800 1600
WeeklyDaily
Weekly
8 Days
Coils
Suppliers
800
Weekly Schedule
Production
Control
MRP
Daily Orders
30/60/90 Day
Forecasts
Weekly Fax
6 Week Forecast
25© 2013 ZOGG All rights reserved.
Draw a “stepped line” at the bottom of the map
在底部画出阶梯图
Under each inventory location, list the days/shifts on
hand
在存货处，列出多少天的库存在手
Step : Calculate Total Production Lead time计算产品生产周期
VSM Current State
价值流图当前状态
26© 2013 ZOGG All rights reserved.
On the right hand side of the chart:
在价值流图右下侧:
– Calculate the Value Created Time by adding
all the cycle times 计算价值增值时间
– Calculate the Total Production Lead Time by
adding the Inventory on hand quantities and
the Cycle times
–计算总的生产提前期
Determine the “Opportunity Time”
确定机会时间
Step : Calculate Total Product cycle time计算产品生产周期
VSM Current State
价值流图当前状态
27© 2013 ZOGG All rights reserved.
: Calculate Total Product cycle time计算产品生产周期
VSM Current State
价值流图当前状态
Saw
Cutting Washing Welding
Sub-
assembly
Final
Assembly Shipping
Stamping
Customer
#mach = 2
pcs/ cycle = 1
C/T = 120 sec
C/O = 0
uptime = 90%
PCT = 60 sec
APCT =
yield = 99%
#mach = 1
pcs/ cycle = 60
C/T = 360 sec
C/O = 0
uptime = 80%
PCT = 6 sec
APCT =
shifts = 2
C/T = 65-73 sec
C/O = 1 hr
uptime = 90%
yield = 90%
#operator = 1
C/T = 60 sec
C/O = 0
uptime = 95%
yield = 99%
#operator = 2
C/T = 62-66 sec
C/O = 5 min
uptime = 95%
yield = 85%
#operator = 1
C/O = 1 hr
#shifts = 2
uptime = 85%
#mach = 1
C/T = 4 sec
Part A = 1000/wk
Part B = 500/wk
Part C = 500/wk
(400 pcs/day)
10 Days
Bar Stock
1800 2800 900 2800 1600
WeeklyDaily
Weekly
8 Days
Coils
Suppliers
800
Weekly Schedule
Production
Control
MRP
Daily Orders
30/60/90 Day
Forecasts
Weekly Fax
6 Week Forecast
7 Days 10 Days 4 Days Days 7 Days Days
120 Secs 360 Secs 65-73 Secs 120 Secs 62-68 Secs Processing Time
= 727-741 secs
Lead Time
= days
Path 2
Path 1
Path 1 =
8+2+7++7 =
Path 2 =
10+4++7++7=
28© 2013 ZOGG All rights reserved.
Creative Thinking
创造性思维
Creativity is about breaking down prior assumptions
and making new connections for new ideas.
At the foundation of the creative process are three
major principles:
– Separate idea generation from evaluation
– Challenge assumptions
– Break and make connections
– Avoid groupthink
29© 2013 ZOGG All rights reserved.
Lean Tools Deployment By Loop
Loop 1 (create continuous flow)
– 5S
– Continuous Flow Manufacturing
– Total Productive Maintenance
– Set-up Reduction
– Error Proofing
– Standardized Work
Loop 2 (schedule customer demand)
– Pull System (pitch)
Loop 3 (pull from shared resources and suppliers)
– Pull System (kanban and FIFO)
30© 2013 ZOGG All rights reserved.
Weekly Schedule
Completed Current State Map
#mach = 2
pcs/ cycle = 1
C/T = 120 sec
C/O = 0
uptime = 90%
PCT = 60 sec
APCT =
yield = 99%
#mach = 1
pcs/ cycle = 60
C/T = 360 sec
C/O = 0
uptime = 80%
PCT = 6 sec
APCT =
shifts = 2
C/T = 65-73 sec
C/O = 1 hr
uptime = 90%
yield = 90%
#operator = 1
C/T = 60 sec
C/O = 0
uptime = 95%
yield = 99%
#operator = 2
C/T = 62-66 sec
C/O = 5 min
uptime = 95%
yield = 85%
#operator = 1
C/O = 1 hr
#shifts = 2
uptime = 85%
#mach = 1
C/T = 4 sec
7 Days 10 Days 4 Days Days 7 Days Days
120 Secs 360 Secs 65-73 Secs 120 Secs 62-68 Secs
Lead Time
= days
Processing Time
= 727-741 secs
Saw
Cutting Washing Welding
Sub-
assembly
Final
Assembly Shipping
Stamping
Part A = 1000/wk
Part B = 500/wk
Part C = 500/wk
(400 pcs/wk)
Customer
Production
Control
MRP
Daily Orders
30/60/90 Day
Forecasts
Weekly Fax
6 Week Forecast
10 Days
Bar Stock
1800 2800 900 2800 1600
WeeklyDaily
Weekly
8 Days
Coils
Suppliers
800
Loop 1
Loop 2
Loop 3
31© 2013 ZOGG All rights reserved.
Value Stream States & Questions
价值流的状态&疑问
32© 2013 ZOGG All rights reserved.
1. Arrange production base on Tack time
按照节拍时间生产
–对意外问题作出的快速反应
–消除意外故障的原因
–降低下游工装配工序的换模时间
2. Connect process by one-piece flow as possible as you can
尽可能创建连续流
– How can you flow with maximum velocity (EPED) within each process?
–如何在每个过程以最大速度流动
精益价值流的特征（提问）
Lean VSM Characters（Check List）
33© 2013 ZOGG All rights reserved.
3. “Where will you need to use supermarket pull systems?”
在连续流程无法向上游扩展时，建立超市超市拉动系统
– Does each “customer” pull from its supplier?
–每个客户都从供应商处拉动吗？
4. “At what single point in the production chain will you schedule
production?”下达订单到一个点
选择定拍工序
精益价值流的特征（提问）
Lean VSM Characters（Check List）
34© 2013 ZOGG All rights reserved.
5. “How will you level the production mix?”
你如何平衡混合式生产（是否在定拍工序，均衡地安排多种产品的生产）；
Is final customer demand (ordering if build to order or buying if
build to inventory) level?
最终客户的需求是稳定的吗?
–Does/can the final build sequence match actual demand?
最终生产顺序与实际需求匹配吗？
–Does/can the build sequence match operations’ capability?
生产顺序与运作能力匹配吗？
6. Release production requirement lowly & consistently release and
take away?” 持续地向定拍工序下达小批量的生产指令；
–Are you or can you use milk run logistics?
你能使用无风险供应吗？
Future State Questions
未来状态问题
35© 2013 ZOGG All rights reserved.
7. 在定拍工序的上游，开发每天生产每种零件的能力
（希望到每班、每小时、每个托盘）
8. “What process improvements will be necessary?”
还有什么过程改进是需要来提高快速响应的速度及生产的稳定性？
– Can every process in the value stream build Every Product Every
Day?
价值流的每个过程每天都能生产每一种产品吗？
– Where can you reduce inventory to cut lead time?
哪里你能降低库存以减少提前期
1. Cut WIP first, then先减少在制品，然后
2. Raw Material, then原材料，然后
3. Finished Goods成品
4. SMED 快速换型
– Overwhelming process improvement need illustrated by Value
Stream Mapping. 强制性的过程改善应在价值流程图中表示
– Fix the Information system!搞定信息系统
Future State Questions
未来状态问题
36© 2013 ZOGG All rights reserved.
Saw
Cutting Washing Welding
Sub-
assembly
Final
Assembly Shipping
Stamping
Customer
#mach = 2
pcs/ cycle = 1
C/T = 120 sec
C/O = 0
uptime = 90%
PCT = 60 sec
APCT =
yield = 99%
#mach = 1
pcs/ cycle = 60
C/T = 360 sec
C/O = 0
uptime = 80%
PCT = 6 sec
APCT =
shifts = 2
C/T = 65-73 sec
C/O = 1 hr
uptime = 90%
yield = 90%
#operator = 1
C/T = 60 sec
C/O = 0
uptime = 95%
yield = 99%
#operator = 2
C/T = 62-66 sec
C/O = 5 min
uptime = 95%
yield = 85%
#operator = 1
C/O = 1 hr
#shifts = 2
uptime = 85%
#mach = 1
C/T = 4 sec
Part A = 1000/wk
Part B = 500/wk
Part C = 500/wk
(400 pcs/day)
10 Days
Bar Stock
1800 2800 900 2800 1600
WeeklyDaily
Weekly
8 Days
Coils
Suppliers
800
Weekly Schedule
Production
Control
MRP
Daily Orders
30/60/90 Day
Forecasts
Weekly Fax
6 Week Forecast
7 Days 10 Days 4 Days Days 7 Days Days
120 Secs 360 Secs 65-73 Secs 120 Secs 62-68 Secs Total VA Time
= 727-741 secs
Total Lead Time
= days
U-Shape
Flow Cell
Path 2
Path 1
Path 1 =
8+2+7++7 =
Path 2 =
10+4++7++7=
Example–Current State VSM
当前价值流诊断例
37© 2013 ZOGG All rights reserved.
Example–Current State VSM
当前价值流诊断例
Kaizen Bursts
Process Boxes
Pink makes it easy to
see inventory in the
process
38© 2013 ZOGG All rights reserved.
Don’t Wait
不要等待
To “manage the exceptions” you need to plan
为了‘达到期望’，你需要计划。
– Tie into business objectives和业务目标紧密结合
– Break your future state into “loops”将未来状态分成几个圈
– Make a VS Plan: What to do by when什么时候做什么
– Now relate the FS Map to your layout将未来状态图与你的布局
图联系起来
– VS Manager completes VS Review form in advance价值流经
理完成价值流评估表
– Conduct VS Reviews walking the flow沿着流程评估价值流
Plan and
Implementation
A Plan to Get There
到达目标的计划
39© 2013 ZOGG All rights reserved.
Challenges挑战
– Distinction between flow of material and flow of information
物流和信息流的差别
• Information moves with material信息和物流一起流动。
• Try to use them all anyway尽量使用所有的概念
Takt time, Flow, Pull, Triggers, etc.节拍，流，拉动，触发
Data boxes数据盒
– What data is important?
什么数据是重要的
– Group needs to decide this
小组必须作出决定
Suggest
提示
40© 2013 ZOGG All rights reserved.
To Complete the Cycle, It Helps to Understand the Past and
Envision the Future
完成全部状态图会帮助理解过去和想象未来
Current state (where you are now)
当前状态（你在那里）
Future state (where you can be in 3 months, or at least this year)
未来状态（３个月后或至少今年内会在哪里）
Ideal state ( = all value & no muda, a North Star!)
理想状态 (指南针)
Value Stream States
价值流的状态
41© 2013 ZOGG All rights reserved.
Process
Point Kaizen
指出改善点
Eraser橡皮擦
Future State Map
未来状态图
Value Stream Manager
价值流经理
Implementation via Kaizen
通过改善来提高
42© 2013 ZOGG All rights reserved.
Action Plan and Priority(Example)
行动计划及优先等级
ACTION ITEM LIST WHO WHEN
Impact on
Business
(1-10)
Easy to Do
(1-10)
Total
1 Checklist for site survey Bill House 5/15/2005 5 7 35
Sales to coordinate & initiate site
visit to include vendors for quote
3 Develop vendor scopes of work Bob Braun 6/28/05 8 4 32
4 Parts & material sourcing database John Whitehead 6/28/2005 9 5 45
Standardize and centralize
proposal templates & forms
Standard pricing program with
standard labor units
Communicate customer need for
more responsive legal review
9
Develop a business case for
centralized quotations John Whitehead 7/31/05 10 1 10
10 Hand off checklist Dave Masek 6/28/05 6 3 18
10 = high impact 10 = easy to do
1 = low impact 1= difficult to do
7
6
5
2
John Whitehead
Michael Wide
George Giben
Suzanne Weyer 6/28/2005 9 1 9
4
8
2
40
32
55/15/2005
7 639
86/28/05
107/31/2005 20
Validate VSM with accurate data8 John McQuillin 5/30/2005
43© 2013 ZOGG All rights reserved.
未来价值流
44© 2013 ZOGG All rights reserved.
Value Stream Mapping Icons
价值流图图标
Information Flow
信息流 Electronic Info. Flow
电子信息流
Bulk Storage
大量储存
Signal Kanban
信号看板
Production Pull
生产拉动Replenish Pull (to user)
补充拉动（给使用者）
Information Flow Icons 信息流图标
Data Box
数据盒
Customer/Supplier
客户/供应商
Tugger Route
拖拉路线
Marketplace
市场
Process Step
流程步骤
Material Flow(push)
物流（推动）
I
Inventory
存货
Material Flow (pull)
物流（拉动）
Value Stream Icons价值流图标
These are the standard Value
Stream map flow icons. See the
Index of Icons for a more detailed
list.
这些是标准的价值流图的图标
45© 2013 ZOGG All rights reserved.
XYZ
Corporation
Material Flow Icons
物流图标
Process工序框
Outside Entities外部实体
Data Box数据箱
Icon图标 Represents代表 Notes注释
Assembly
One box equals an area of continuous
flow. Label all processes. Also used
for depts. Like production control
每个盒子等于连续流中的一个区域，
也用作表示部门，如生产控制
Use to show customer, suppliers and
external manufacturing processes
用来表示客户供应商和外部制造过程
Used to record information concerning
a manufacturing process, department,
etc.
用来记录与制造过程，部门相关的信
息
C/T = 45 sec.
C/O = 30 min
3 shifts
2% Scrap
80% Uptime
Material Source: “Learning to See” Appendix A
46© 2013 ZOGG All rights reserved.
In Out
I
300 Pieces, 1 day
Icon Represents Notes
Inventory存货 Count and time should noted
数量和时间应当记录
Supermarket Direction of legs indicate in and out
超市 方向表示进出
Buffer or safety stock Buffer or safety stock must be noted
on the drawings
缓冲或安全库存 缓冲或安全库存必须表示在图上
Truck Shipment Note frequency of shipments
卡车运输 表示运输的频率
Material Flow Icons
物流图标
47© 2013 ZOGG All rights reserved.
Icon Represents Notes
Movement of Finished
Goods 成品的运动
“Push” material movement
推动物料运动
Physical pull物理拉动
Transfer of controlled
quantities of material
between processes in a first
in first out sequence用先进
先出的顺序转移控制数量
的物料
Also shows movement of raw material and
components from suppliers
同时表示来自供应商的原材料和配件
Identifies material pushed by the supplier
not pulled by the consumer
识别由供应商推动的物料而不是由客户拉
动的。
Pull of materials from a supermarket
从超市拉动物料
Indicates a device to limit quantity
and ensure FIFO flow of material
between processes. Max quantity
should be indicated. Use downstream
pacemaker processes only!
表示一个有数量限制的装置和确保先进先
出的物流，应当表示最大数量.使用在向
下流动的带动过程
FIFO
Max. 20 pcs
Material Flow Icons
物流图标
48© 2013 ZOGG All rights reserved.
Material Flow Icons
物流图标
Tugger route. Place symbol
over the physical pull arrow
line or the dotted withdrawal
kanban line拖动路线，将该
符号放在物理拉动箭号线或
虚线拉动看板线上
Hand cart route. Place symbol
over the physical pull arrow
line or the dotted withdrawal
kanban line
手推车
Use only for current state
仅用于当前状态
Icon Represents Notes
Used for a motorized vehicle of
some type to deliver materials on a
timed sequenced route
用于机动的定时的顺序物料输送
Used for a hand powered vehicle of
some type to deliver materials on
time sequenced route.
用于手动的定时的顺序物料输送
Used only in a push environment
仅用于推动的环境
49© 2013 ZOGG All rights reserved.
Information Flow Icons
信息流图标
Icon Represents Notes
Manual information flow
手工信息流
Electronic information flow
电子信息流
Captures information
获取的信息
“Go See” production
scheduling
去看生产排程
Example: production schedule to
shipping
例如:出货生产排程
Example: EDI to suppliers例如:与供应
商的电子数据交换
Used to describe an information flow
用来表示信息流
Adjusting scheduling based on checking
inventory level. Not a true pull. Used in
current state diagrams only
依据存货水平调整排程，不是真正的
拉动，仅用在当前状态图
Weekly
Schedule
50© 2013 ZOGG All rights reserved.
Information Flow Icons
信息流图标
Icon Represents Notes
20
Production Kanban (dotted line
indicates Kanban flow. Also
shows standard pack quantity
生产看板（虚线表示看板流，也
表示标准包装数
Withdrawal Kanban. Indicates
standard pack quantity
拉动看板，也可表示标准包装数
Kanban (pull signal) post
看板(拉动信号)展示板
Tells a process how many of
what can be produced and
gives permission to do so
告诉一个生产过程可以生产
多少和允许这样做。
Tells how many of what can
be withdrawn (from the
supermarket) and gives
permission to do so
告诉可以从超市中拉动多少
和允许这样做。
Place wherever Kanban are
collected and held for return
to sender
收集与返回看板给发送者的
收集点
20
51© 2013 ZOGG All rights reserved.
Information Flow Icons
信息流图标
Icon Represents Notes
Signal kanban
信号看板
Load leveling mechanism
负荷平衡装置
Sequenced pull (ball or
wheel)顺序拉动（球或轮
子）
Production kanban used with batch
processing (ie molding) to signal
when a re-order point has been
reached and it is time to produce
another batch
生产看板用于批量生产以给信号何
时再生产另一批
Used to level the volume and mix of
kanban over a specified period of
time. Creates a repetitive
sequencing of production of parts in
pre-determined quantities of each
在一段特定时间内,按一定的生产顺
序,用于平衡混合看板生产负荷
Used in fabrication processes to
level load. Gives permission to
produce a pre-determined quantity
in sequence用于制造过程平衡负荷
X O X O X O
52© 2013 ZOGG All rights reserved.
General Icons
通用图标
Icon Represents Notes
Operator操作员
Kaizen lightening burst
改善点
Represents a person viewed
from above
从上往下看
Highlights a critical
improvement needs at specific
processes. Indicates an area of
critical need in the
implementation process
显示在特定过程的关键改善点
53© 2013 ZOGG All rights reserved.
Changeover
FIFO
Max. 50 pcs
OXOX
Supermarket
Production
Kanban
Withdrawal
Kanban
Signal
Kanban
Kanban Path
Kanban arriving
in batches
Withdrawal
Leveling, mix
and/or
volume
Kanban
Post
First-in
first-out
flow
Kaizen
Lightening
Burst
General Icons
通用图标
54© 2013 ZOGG All rights reserved.
VSM绘制的规则
55© 2013 ZOGG All rights reserved.
一个苹果拿来分享，一个苹果拿来分享，还还是是产产生一个苹果生一个苹果
一一种种想法拿来分享，就会想法拿来分享，就会产产生两生两种见种见解解
