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Muda means waste and refers to a wide range of non-value-adding activities; eliminating waste is the key to efficiency. When you look at the Toyota Production System (TPS), eliminating Muda waste is one of the main principles of the Just-in-Time system. Some things that are considered waste are unnecessary financing costs, storage costs and worthless stock of old items. Toyota divides Muda into seven categories: 日文的Muda的意思是：浪费，指代的是大范围的不增值的活动；消除浪费，是效率的关键。在检视丰田生产系统（TPS）时，消除浪费则是及时生产系统的最为主要的原则之一。一些被视为浪费的东西是：不必要的融资成本、存储成本和无价值的旧的物品库存。丰田将浪费分为以下七大类： Transportation – increases risk of product being damaged, lost or delayed. 运输-增加成品损坏、丢失及延误的风险。 Inventory – Outlay of capital that doesn’t immediately produce income. 库存-不会立即产生收入的资本支出。 Motion – Damage inflicted through the production process. 动作-通过生产工艺，造成破坏。 Waiting – Product sitting idle. 等待-产品闲置。 Over-processing – Doing more work than is necessary. 过度加工-比必要的工作做的还要多。 Over-production – Making more product than is required by the customer. 过量生产-生产比客户的需求还要多的产品。 Defects – Replacing faulty parts or products. 缺陷-替换有缺陷的零件或者产品。 Processes consumes resources and naturally, waste can occur. The more resources that are used, the more opportunity exists for waste. The tools of Lean manufacturing and the TPS help focus on the elimination of Muda waste and create a heightened awareness. Understanding exactly what waste exists and where it is exists is crucial to any Lean manufacturing process. Even though products differ between manufacturing organizations, lean practitioners understand that the types of wastes are very similar. 流程是消耗资源的，浪费会发生。使用资源越多，浪费存在的机会就越多。精益生产的工具和丰田生产系统聚焦于消除浪费，并提高意识。对于任何精益生产的流程而言，确切了解什么浪费存在以及在何处存在，这一点非常重要。尽管在不同的组织之间，产品不尽相同，但是精益实践者却懂得浪费的类型的类似的。 Before you can stop waste in any operation, you should able to see it, recognize it as waste, identify who is responsible, and finally appreciate its size and magnitude. Waste that is not seen cannot be eliminated. When something is denied as waste, it also cannot be stopped. When you refuse to accept responsibility for the waste, then you will not eliminate it. Of course, when the waste is not measured, you will not be motivated to stop it. What is not measured, is not improved. 在能够阻止某个操作的浪费之前，你应该能发现浪费并将之识别出来，确定谁负责，并在最终了解浪费的规模和程度。未被发现的浪费，是无法被消除的。当某事被否认为浪费时，其也是无法被阻止的。当你拒绝为浪费担责时，你不会消除浪费。当然，当浪费没有被判定时，你不会有动力去阻止。没有对浪费的判定，就不会有改进。 According to Taiichi Ohno, the creator of the Toyota Production System, there is one, straightforward goal of the system, which is the absolute elimination of waste. If clearly understood, this simple sentence carries all information required to grasp the essence of the lean philosophy. 根据丰田生产系统的创始人大野耐一的说法，丰田生产系统有一个直接的目标，那就是绝对消除浪费。如果我们能清楚地理解这一点，这个简单句子就包含了掌握精益方法论的本质所需的所有信息。 亮元向你强烈推荐好课： |
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