汽躍工坊之流暢致勝：李奧傳

 

汽躍工坊之流暢致勝：李奧傳

汽躍工坊，其內常縈甜香之氣，若蜜之醇，糖之濃。然頃日，另有一股焦慮之氛漸生，蓋因佳釀之需日盛，訂單如潮，而工坊竭力以赴，竟難以應之。此情此景，令新任生產主管李奧·麥克斯韋爾憂心忡忡。李奧者，年少有為之工程師也，素有巧思，善解難題。其深知，欲速產可樂、檸檬青、橙汁、葡萄諸味汽水，必先求其捷且效。彼遂立下宏願，誓作汽躍工坊之救星也。

李奧巡視廠房，見眾匠忙碌，調漿者揮汗如雨，攪拌量度，一派熱火朝天之象。然其亦察覺，漿液已調，卻有諸多桶罐滯留，待瓶裝者注液，而瓶裝之速，時有不及。由此可見，僅一環之快，實不足恃。「吾等需使Soda之製程，如水之流，一氣呵成。」李奧喃喃自語，心中已略有籌謀。彼亦明瞭，工坊非孤立之所，賴有供糖供瓶之商賈，以及運送佳釀至各處之分銷者。汽躍工坊，實乃龐大飲品產業鏈中之一環也。

其目光屢屢駐於瓶裝機之鏗鏘作響，尤以盛產暢銷之可樂時為甚。李奧洞悉，此乃其生產之瓶頸所在。若瓶裝機於某受歡迎之口味上已達極限，則餘事皆休。縱使漿液已備，亦無法增產。有謂可加速調漿之法，然李奧深知，此非解決根本問題之道。彼以為，決策之要，在於增產並暢銷更多瓶裝汽水。既要滿足日增之顧客需求，又要有效控管原料與包裝之成本，並盡量減少令人懊惱之停機時日。歸根結底，乃在於將更多甘美汽水送出廠門。

及至團隊研創新味之際，李奧必先考量顧客之喜好，更兼顧新品能否順利融入現有之生產線。彼甚至廣泛探研他家飲品工廠優化流程之術，冀能汲取有益之經驗。反觀自家工坊，雖有琳琅滿目之口味，李奧仍力主盡可能統一瓶身尺寸、瓶蓋種類及灌裝流程。彼堅信，此內部之統一性，必能使生產線更趨高效。

李奧深知顧客口味之善變。今日可樂或為王道，明日則檸檬青或更受青睞。故此，彼力推具備彈性之生產線，使其能迅速切換口味，並依需調整產量。與其大量生產並囤積各色汽水，不如著重於快速提升當下熱銷口味之產能。此種提升產能之能力，即所謂「容量」，方為真正之優勢，而非僅僅仰賴堆積如山之滯銷品。

李奧亦深諳合作夥伴之重要。彼悉心維繫與供應商之良好關係，確保糖、瓶及其他必需物資之穩定及時供應。彼轉移以往僅重調漿之速等個別環節之衡量，而著重追蹤實際生產並售出之瓶數。此舉使其能清晰判斷是否真正滿足顧客之需求。彼等亦始嘗試預測各口味之需求量，然關鍵在於，僅於接到分銷商之確認訂單後，方才進行瓶裝。此「拉動」之法，可有效避免生產過多滯銷口味。

李奧孜孜不倦地追求生產之穩定性。彼確保調漿之精準無誤，瓶裝機之運轉平穩如一。此舉減少了浪費，降低了差錯，最終增加了汽水之產量。彼密切關注瓶裝機之運作，深知此乃關鍵所在。彼確保機器之維護良好，並使團隊優先灌裝最受歡迎之口味。工坊之其他環節，則協同運作，以保證瓶裝機之持續供應。

李奧強調，不必強求每一環節皆以相同之速度運作。其目標乃是整體流程之順暢，自最初之調漿，至最終之裝車運送，皆能一氣呵成。真正重要者，乃是整批訂單何時能備妥交付分銷商。為應對任何突發狀況，李奧在整體生產計劃中設置緩衝，而非在每個單獨環節皆設緩衝。

為進一步優化瓶頸環節，李奧推行策略，先以較長之批次生產最受歡迎之口味，而後再切換至較小批次生產較少人問津之口味。此舉可使瓶裝機專注於生產，從而最大限度地提高總產量。緩慢而堅定地，在李奧之引導下，汽躍工坊煥然一新。延遲不復存在，訂單皆能及時交付，工坊內甜美之嗡鳴聲，如今更伴隨著令人欣慰之瓶罐裝箱之鏗鏘聲。汽躍工坊不僅生產美味之汽水，更以高效而精確之方式生產之。李奧，這位默默無聞之工程師，已然成為工坊之英雄，引領他們走向充滿汽泡之成功與顧客滿意之未來。

the Streamlined soda success of Leo

 The air inside the "Fizz Pop Factory" always hummed with a sweet, sugary energy. But lately, a different kind of energy had been brewing – a frustrated one. Orders for their delicious soda were pouring in, but the factory, despite its best efforts, couldn't keep up. This weighed heavily on Leo Maxwell, the factory's newly appointed Production Manager. Leo, a bright-eyed engineer with a knack for problem-solving, knew they needed to produce their cola, lemon-lime, orange, and grape sodas more quickly and efficiently. He was determined to be the hero the Fizz Pop Factory needed.

Leo observed the bustling floor. The syrup makers were whizzing through their concoctions, a flurry of mixing and measuring. However, he noticed a build-up of syrup vats waiting for the bottle fillers, who sometimes struggled to keep pace. It was clear: just having one fast step wasn't enough. "We need the whole soda-making process to flow smoothly," Leo muttered to himself, a plan beginning to form in his mind. He realized their factory wasn't an island. They relied on the sugar and bottle suppliers and the distributors who got their fizzy creations to thirsty customers. The Fizz Pop Factory was part of a much larger beverage industry ecosystem.

His attention kept returning to the rhythmic clanking of the bottling machine, especially when they were churning out their best-selling cola. This, Leo realized, was their bottleneck. When the bottling machine was at its limit for a popular flavor, nothing else mattered. Even if the syrup was ready and waiting, they couldn't make more. Speeding up the syrup mixing, as some had suggested, wouldn't solve the core issue. Leo knew their decisions needed to revolve around producing and selling more bottles of soda. They needed to satisfy the growing customer demand, manage costs effectively, and minimize those frustrating production downtimes. Ultimately, it was about getting more of that delicious soda out the door.

When the team started brainstorming new flavors, Leo made sure they considered not just what customers might crave, but also how easily these new concoctions could be integrated into their existing production line. He even spent time researching how other beverage factories optimized their processes, eager to glean any useful insights. Back in their own factory, despite the rainbow of soda flavors they offered, Leo championed the idea of using standardized bottle sizes, cap types, and filling processes whenever possible. This internal consistency, he argued, would make their production line far more efficient.

Leo understood that customer tastes were fickle. Cola might be king today, but tomorrow it could be lemon-lime. So, he pushed for a production line designed for flexibility, one that could switch between flavors quickly and adjust production quantities as needed. Instead of producing and storing mountains of every flavor, they focused on being able to rapidly increase production of whatever was currently in high demand. Their ability to ramp up production, their "capacity," was their true strength, not just a warehouse overflowing with unsold soda.

Leo also recognized the importance of their partners. He fostered strong relationships with their suppliers, ensuring a reliable and timely flow of sugar, bottles, and other essential materials. He shifted their focus from simply measuring the speed of individual tasks, like syrup mixing, to tracking the number of bottles produced and, more importantly, sold. This gave them a clear picture of whether they were truly meeting customer demand. They started trying to predict how much of each flavor they would need, but crucially, they only bottled soda when they had confirmed orders from their distributors. This "pull" system prevented them from overproducing flavors that might not sell.

Leo relentlessly pursued consistency in their production. He ensured the syrup mixing was always precise and the bottling machine operated at a steady pace. This led to less waste, fewer errors, and ultimately, more soda. He kept a keen eye on the bottling machine, knowing it was often the critical point. He made sure it was well-maintained and that the team prioritized bottling the most popular flavors. The other parts of the factory worked in concert to keep that crucial bottling machine constantly supplied.

Leo emphasized that they shouldn't strive for every stage to work at the exact same speed. The goal was a smooth overall flow, from the initial mixing to the final loading onto the delivery trucks. What truly mattered was when the entire order of soda was ready for the distributor. To account for any unforeseen hiccups, Leo implemented a buffer in the overall production schedule, rather than adding small buffers to each individual task.

To further optimize the bottleneck, Leo implemented a strategy of running longer batches of their most popular flavors before switching to smaller batches of the less frequently ordered ones. This allowed the bottling machine to maintain focus and maximize its output. Slowly but surely, under Leo's guidance, the Fizz Pop Factory transformed. The delays vanished, orders were filled promptly, and the sweet hum of the factory was now accompanied by the satisfying clink of bottles being packed and shipped. The Fizz Pop Factory was not just making delicious soda; it was making it efficiently and effectively. Leo, the quiet engineer, had become the hero, leading them to a future filled with fizzy success and happy customers.

汽水工坊「泡騰坊」

汽水工坊「泡騰坊」

泡騰坊者，製甘美汽水之所也。然時有供不應求之患。其志在捷速高效地生產汽水。

一、 初，糖漿之調製、瓶之灌注、標籤之黏貼，各司其事，步調不一。調漿雖速，而灌注或滯，致使生產稽延。遂悟獨速無益，貴在流程之暢達。

二、 其坊專注於汽水之佳味，然亦顧及周遭。念及供糖供瓶之商，及運送汽水之賈，皆與其業相連。

三、 製水之緩，常在於灌注之器，尤以盛銷之味為甚，此乃瓶頸也。若灌注之器已竭其力，則此味之產難增，雖糖漿已備亦無益。徒令調漿之工疾手，於事無補。

四、 其坊始以生產銷售更多汽水為決策之據。欲應更多之客，善控料與包裝之費，力減停工之時。然其至要者，仍在於多出其水也。

五、 凡新味之調製，必思客之所好，及其以現有之器製之易否。且觀他飲之坊之善法，取其可資者而效之。

六、 其坊口味繁多，可樂、檸檬、橙汁、葡萄。然於內，則力求瓶之大小、蓋之式樣、灌注之法之統一。此所以簡其事也。

七、 其坊知客之好尚多變，故其生產之線，務求靈活，以便速易其味，並按需而調其量。

八、 或有某味之求甚殷，或有他味之好者眾。其坊不預備過多之各味，惟於需者眾時，能迅疾增其產能，以應其求，而非徒積滯銷之水。

九、 其坊與供貨之商交善，以保料與包裝之及時無虞。

十、 其坊始以所產所售之瓶數為績效之衡，非徒計調漿之工之忙碌。此所以察其供貨之能是否日進也。

十一、 其坊雖預估各味之所需，然惟待經銷商之單至，方始灌注，不妄產滯銷之水。

十二、 其坊力求生產之程恆常如一。若調漿之精準，灌注之勻速，則得以更少之耗，更省之失，而產更多之水。

十三、 灌注之器，往往為其緩處，故特加留意。常令其運轉順暢，且專注於盛銷之味。餘者皆以供應該器為務。

十四、 其坊不求各部之速均等，而重在汽水之流暢達於運送之車。

十五、 其坊重在經銷商之全單及時而備，而非單步之速成。為保其速，則於總期稍寬，而非於細務之節苛求。

十六、 為免灌注之器為頻繁之換味所擾，則先以長時運作暢銷之味，後以短時運作滯銷之味，俾其專注，而多產其水。

The Soda Factory - "Fizz Pop Factory"

 

The Soda Factory - "Fizz Pop Factory"

The Fizz Pop Factory made delicious soda. Sometimes, they couldn't make enough to meet all the orders. They wanted to produce soda quickly and efficiently.

1. At first, the syrup makers, the bottle fillers, and the labelers all worked at their own speed. The syrup makers could mix quickly, but sometimes the bottle fillers couldn't keep up, causing delays in production. They learned that just one fast step wasn't enough; the whole soda-making process needed to flow smoothly.
2. They focused on making great-tasting soda, but they also looked around. They thought about the suppliers who gave them sugar and bottles, and the distributors who delivered their soda to stores. Their factory was part of a larger beverage industry.
3. The slowest part of making soda was often the bottling machine when they were making a popular flavor. This was their bottleneck. If the bottling machine was running at full capacity, they couldn't make more of that flavor, even if the syrup was ready. Saving time on mixing syrup faster didn't help if the bottling was the issue.
4. They started making decisions based on producing and selling more bottles of soda. They wanted to meet more customer demand, manage their ingredient and packaging costs effectively, and minimize production downtime. But the most important thing was getting more soda out the door.
5. When they developed new soda flavors, they thought about what customers would like and how easy the new flavors would be to produce with their existing equipment. They even looked at how other beverage factories managed their production lines to find better ways to work.
6. They made lots of different flavors of soda – cola, lemon-lime, orange, grape. But internally, they tried to use the same basic bottle size, cap type, and filling process for as many flavors as possible. This made their production line more efficient.
7. The factory knew that customer preferences for soda flavors would change. So, they designed their production line to be flexible, allowing them to switch between flavors quickly and adjust their production quantities as needed.
8. Sometimes, there was a huge demand for one particular flavor, and sometimes other flavors were more popular. Instead of making and storing huge amounts of every flavor, they made sure they could increase production of the in-demand flavors quickly. Their ability to increase production (their "capacity") handled the surges, not just a warehouse full of unsold soda.
9. They built good relationships with their suppliers, ensuring a reliable and timely delivery of ingredients and packaging materials.
10. They started measuring how many bottles of soda they produced and sold, not just how fast the syrup mixers were working. This helped them see if they were actually getting better at meeting customer demand.
11. They tried to predict how much of each flavor they would need (forecast), but they only bottled soda when they had orders from their distributors (pull). This way, they didn't produce too much of a flavor that wouldn't sell.
12. They tried to make their production process more consistent. If the syrup mixing was always precise and the bottling machine ran at a steady rate, they could produce more soda with less waste and fewer errors.
13. They paid special attention to the bottling machine because it was often the bottleneck. They made sure it was always running smoothly and that they focused on bottling the flavors with the highest demand. The other parts of the factory worked to keep the bottling machine supplied.
14. They didn't try to make every stage of the soda-making process work at the same speed. They focused on ensuring the soda flowed smoothly from syrup mixing to the delivery trucks.
15. They cared more about when the full order of soda was ready for the distributor than when each individual step of the production was completed. To ensure timely delivery, they added a buffer to the overall production schedule, not to each individual task.
16. To prevent the bottling machine from getting overwhelmed by frequent flavor changes, they tried to run longer batches of the most popular flavors before switching to smaller batches of less popular ones. This helped the bottling machine stay focused and produce more soda overall.

牙科診所「皓齒堂」

 牙科診所「皓齒堂」

皓齒堂者，濟人牙疾之所也，助眾多病患展其笑靨。然時有延期，病患多候。其志在高效而優地施以齒科之術。

一、 初，接引之吏、佐理之員、主治之醫，各司其事，步調不一。接引雖速，而主治或滯，致使預約稽延。遂悟獨速無益，貴在流程之暢達。

二、 其堂專注於牙科之精良，然亦顧及周遭。念及求醫之患，及合作之坊，皆與其業相連。

三、 病患之待，常緩於主治之時，尤以繁瑣之術為甚，此乃瓶頸也。若主治之醫預約已滿，則他患稽留，雖佐理已備亦無益。徒令接引之吏疾書，於事無補。

四、 其堂始以按時診治更多病患，並施以高質之術為決策之據。欲濟更多之人，善控人力器械之費，力減病患之候時。然其至要者，仍在於高效地使病患得其所需之治。

五、 凡設新式之病患登記之式，必思其便於患之填寫，及其所索之資訊是否必要。且觀他醫之善法，取其可資者而效之。

六、 其堂所供甚廣，潔牙之術，補綴之法，拔除之治，矯正之術。然於內，則力求流程之統一，器械之常備，消毒之常規。此所以簡其事也。

七、 其堂知病患之需與齒科之技多變，故其診室之設，醫者之訓，皆具應變之能，以應新術，納新器。

八、 或有求潔牙者眾，或有需繁瑣之治者多。其堂不拘泥於定時之約，惟善用彈性之排，按病患之實需而定時。其調度之能，足以濟事，而非徒積病患以待特定之術。

九、 其堂與病患之交甚睦，明示預約之時與治療之計，以便病患之預備，及診治之順暢。

十、 其堂始以所診病患之數，及病患之候時為績效之衡，非徒計主治之醫之忙碌。此所以察其施治之能是否日進也。

十一、 其堂雖預估各類診治之所需，然惟待病患之器物備妥，方始細務之運作，以防物之虛耗。

十二、 其堂力求內務之程恆常如一。若補綴之備無異，消毒之則有常，則得以更少之延，更省之疏漏，而治更多之患。

十三、 主治之醫之時，往往為其緩處，故特加留意。常令佐理備齊所需，且專注於其醫術之要緊處。餘者皆以輔助主治之醫為務。

十四、 其堂不求各級醫護之速均等，而重在病患之流暢達於善終。

十五、 其堂重在病患之疾及時而解，而非單步之速成。為保其速，則於總期稍寬，而非於細務之節苛求。

十六、 為免主治之醫為繁多之症所擾，則令其預約按類而排，俾其專注，而多解病患之憂。

The Dental Clinic - "The Smiling Place"

 

The Dental Clinic - "The Smiling Place"

The Smiling Place was a busy dental clinic, helping many patients with their smiles. Sometimes, appointments ran late, and patients had to wait. They wanted to provide excellent dental care efficiently.

1. At first, the receptionists, the dental assistants, and the dentists all worked at their own pace. The receptionists could check patients in quickly, but sometimes the dentists were running behind, causing delays in appointments. They learned that just one fast step wasn't enough; the whole patient visit needed to flow smoothly.
2. They focused on providing excellent dental care, but they also looked around. They thought about the patients who needed their help and the dental labs they worked with. Their clinic was part of a larger healthcare system.
3. The slowest part of a patient's visit was often the dentist's time for complex procedures. This was their bottleneck. If the dentist was booked solid with long procedures, other patients had to wait, even if the assistants were ready. Saving time on check-in didn't help if the dentist was the holdup.
4. They started making decisions based on seeing more patients and providing high-quality care in a timely manner. They wanted to help more people, manage their staff and equipment costs effectively, and minimize patient wait times. But the most important thing was ensuring patients received the care they needed efficiently.
5. When they designed new patient intake forms, they thought about how easy they would be for patients to fill out and whether they asked for only necessary information. They even looked at how other healthcare clinics managed their patient flow to find better ways to work.
6. They offered various dental services – cleanings, fillings, extractions, orthodontics. But internally, they tried to use standardized procedures, equipment setups, and sterilization processes as much as possible. This made their work more consistent and efficient.
7. The clinic knew that patients' needs and dental technologies would change. So, they designed their treatment rooms and trained their staff to be adaptable, allowing them to handle new procedures and incorporate new technologies when needed.
8. Sometimes, there were many patients needing routine cleanings, and sometimes there were more complex cases. Instead of having a fixed schedule for each type of appointment, they used flexible scheduling and allocated time based on the actual needs of the patients booked. Their ability to adjust their schedule (their "capacity") handled the different demands, not just a backlog of patients waiting for specific procedures.
9. They built good relationships with their patients, communicating clearly about appointment times and treatment plans to ensure patients were prepared and the appointments ran smoothly.
10. They started measuring how many patients they saw and how long they had to wait, not just how busy the dentists were. This helped them see if they were actually getting better at providing efficient care.
11. They tried to predict how many appointments they would need for each type of service (forecast), but they only prepared the specific instruments and materials right before the patient's appointment (pull). This prevented them from wasting sterilized supplies.
12. They tried to make their internal processes more consistent. If the setup for fillings was always the same and the sterilization procedures were strictly followed, they could see more patients with fewer delays and less risk of infection.
13. They paid special attention to the dentists' schedules because their time was often the bottleneck. They made sure the assistants had everything ready for the dentists and that the dentists focused on the most critical procedures during busy times. The other staff members worked to support the dentists.
14. They didn't try to make every stage of the patient visit take the same amount of time. They focused on ensuring the patient flowed smoothly from reception to treatment to checkout.
15. They cared more about when the patient's dental issue was resolved than when each individual step of the treatment was completed. To ensure timely care, they added a buffer to the overall treatment plan, not to each individual task.
16. To prevent the dentists from getting overwhelmed by too many different types of appointments at once, they scheduled appointments in a way that allowed the dentists to focus on similar procedures in blocks of time. This helped them stay focused and see more patients overall.

官署許可司「准行署」

官署許可司「准行署」

准行署者，民之所往，以求官方之許可也。然時有長隊，民多久候。其志在捷速公平地頒發許可。

一、 初，納件之吏、審閱之員、發放之曹，各司其事，步調不一。納件雖速，而審閱或滯，致使批准稽延。遂悟獨速無益，貴在流程之暢達。

二、 其署專注於依規頒發許可，然亦顧及周遭。念及需許可之民，及協同之府，皆與其業相連。

三、 許可之緩，常在於專門之士之審閱，此乃瓶頸也。若專士案牘積壓，則申請稽留，雖他處已備亦無益。徒令納件之吏疾書，於事無補。

四、 其署始以按時頒發更多合法許可為決策之據。欲服更多之民，善控人力之費，力減辦理之時。然其至要者，仍在於捷速正確地將許可送達需者之手。

五、 凡設新式之申請表格，必思其便於民之填寫，及其所索之資訊是否必要。且觀他府之善法，取其可資者而效之。

六、 其署所供甚廣，營造之許可，商賈之執照，駕馭之憑證。然於內，則力求表格之統一，數據之通用，流程之常規。此所以簡其事也。

七、 其署知法規與民需多變，故其流程之設，人員之訓，皆具應變之能，以應新類之許可，調其事宜。

八、 某類許可之申請，或有集中，或有疏散。其署不養冗員，惟善用彈性之聘與跨職之訓，以應高峰。其調度之能，足以濟事，而非徒積案牘以待審。

九、 其署與民之溝通甚暢，明示申請之程與所需之物，以便民之正確高效申請。

十、 其署始以所發合法許可之數，及所需之時為績效之衡，非徒計所收之申請。此所以察其服務民眾之能是否日進也。

十一、 其署雖預估各類許可之申請數，然惟待申請齊備，方始細務之審閱，以防件之不全。

十二、 其署力求內務之程恆常如一。若錄入之法無異，審閱之則有常，則得以更少之失，更省之返工，而批更多之件。

十三、 專門之審閱者，往往為其緩處，故特加留意。常令其案牘齊整，且專注於其專業之要緊處。餘者皆以輔助審閱者為務。

十四、 其署不求各級辦理之速均等，而重在申請之流暢達於終審。

十五、 其署重在民之許可及時而得，而非單步之速成。為保其速，則於總期稍寬，而非於細務之節苛求。

十六、 為免專門之審閱者為繁多之件所擾，則令其案牘按序而入審閱之列，俾其專注，而多批其可。

The Government Licensing Department - "Permit Place"

 

The Government Licensing Department - "Permit Place"

Permit Place was where people went to get official permissions. Sometimes, the lines were very long, and people waited a long time. They wanted to issue permits quickly and fairly.

1. At first, the application takers, the reviewers, and the issuers all worked separately. The application takers could process forms quickly, but sometimes the reviewers were overloaded, causing delays in approvals. They learned that just one fast step wasn't enough; the whole licensing process needed to flow smoothly.
2. They focused on issuing permits according to the rules, but they also looked around. They thought about the citizens who needed the permits and the other government departments they worked with. Their work was part of a larger public service system.
3. The slowest part of getting a permit approved was often the specialized review by a particular expert. This was their bottleneck. If that expert was overloaded, applications waited, even if everything else was ready. Saving time on taking the application didn't help if the expert review was backed up.
4. They started making decisions based on issuing more valid permits in a timely manner. They wanted to serve more citizens, manage their staff resources effectively, and minimize processing times. But the most important thing was getting permits into the hands of those who needed them quickly and correctly.
5. When they designed new application forms, they thought about how easy they would be for citizens to fill out and whether they asked for only necessary information. They even looked at how other government agencies designed their forms to find better ways to work.
6. They offered many different types of permits – building, business, driving. But internally, they tried to use standardized forms, databases, and approval workflows as much as possible. This made their process more consistent and efficient.
7. The department knew that regulations and citizens' needs would change. So, they designed their processes and trained their staff to be adaptable, allowing them to handle new types of permits and adjust their procedures when needed.
8. Sometimes, there were many applications for a certain type of permit, and sometimes it was quieter. Instead of having a huge permanent staff for every specialty, they used flexible staffing and cross-training to handle peak periods. Their ability to shift staff (their "capacity") handled the busy times, not just a backlog of applications waiting for review.
9. They built good communication channels with the public, providing clear information about the application process and requirements to ensure citizens could apply correctly and efficiently.
10. They started measuring how many valid permits they issued and how long it took, not just how many applications they received. This helped them see if they were actually getting better at serving the public efficiently.
11. They tried to predict how many applications they would receive for each type of permit (forecast), but they only started the detailed review once the application was complete and ready (pull). This prevented them from working on incomplete applications.
12. They tried to make their internal processes more consistent. If data entry was always done the same way and reviews followed a standard checklist, they could process more applications with fewer errors and less rework.
13. They paid special attention to the specialized expert reviewers because they were often the bottleneck. They made sure the reviewers had complete files and focused on the critical aspects of their expertise. The other staff members worked to support the reviewers.
14. They didn't try to make every stage of the process work at the same speed. They focused on ensuring the applications flowed smoothly from intake to issuance.
15. They cared more about when the citizen received their permit than when each individual step of the process was completed. To ensure timely issuance, they added a buffer to the overall processing timeline, not to each individual task. 16. To prevent the expert reviewers from getting bogged down by too many applications at once, they managed the flow of applications into their review queue. This helped the experts stay focused and approve more permits overall.

會計事務所「精算閣」

會計事務所「精算閣」

精算閣者，專業理財之所也，助眾多客戶掌其財務。然時有期迫之感。其志在高效而優地服務客戶。

一、 初，佐理、主理、審閱之士，各司其職，步調不一。佐理之輩錄數雖疾，而主理之審閱或滯，致使延期。遂悟獨速無益，貴在流程之暢達。

二、 其閣專注於財務之精確，然亦顧及周遭。念及供數之客，及呈報之府，皆與其業相連。

三、 審計之緩，常在於資深合夥人之終審，此乃瓶頸也。若合夥人案牘積壓，則報告稽留，雖前期已備亦無益。徒令錄數之員疾書，於事無補。

四、 其閣始以按時高質竟其所託為決策之據。欲服更多之客，善控人力之費，力減疏漏。然其至要者，仍在於及時精確交付成果也。

五、 凡處置客戶之資訊，必思其便於客之提供，及閣中之精確處理。且觀他業之善法，取其可資者而效之。

六、 其閣所供甚廣，稅務籌劃，審計驗證，諮詢顧問，薪酬管理。然於內，則力求範本之統一，軟件之通用，審閱之常規。此所以簡其事也。

七、 其閣知客戶之需與法規多變，故其流程之設，人員之訓，皆具應變之能，以應新求，供新務。

八、 客戶之期，或有集中，或有疏散。其閣不養冗員，惟善用彈性之聘與科技之助，以應高峰。其應變之能，足以濟事，而非徒積案牘以待審。

九、 其閣與客戶之交甚篤，明其經營之道，善其溝通之術，以便高效獲取資訊，精確交付成果。

十、 其閣始以按時高質竟其所託之數為績效之衡，非徒計員工之工時。此所以察其服務客戶之能是否日進也。

十一、 其閣雖預估客戶之需，然惟待客戶之資訊齊備，方始細務之運作，以防數之不全。

十二、 其閣力求內務之程恆常如一。若錄數之法無異，審閱之則有常，則得以更少之失，更省之返工，而竟更多之託。

十三、 資深合夥人之審閱，往往為其緩處，故特加留意。常令其案牘齊整，且專注於要緊之處。餘者皆以輔助合夥人為務。

十四、 其閣不求各級會計之速均等，而重在客戶之案牘流暢達於終審。

十五、 其閣重在客戶之報告及時而得，而非單步之速成。為保其速，則於總期稍寬，而非於細務之節苛求。

十六、 為免資深合夥人為繁多之案所擾，則令其案牘按序而入審閱之列，俾其專注，而多竟其審。

The Professional Accounting Firm - "Accurate Accounts"

 

The Professional Accounting Firm - "Accurate Accounts"

Accurate Accounts was a busy firm, helping many clients with their finances. Sometimes, deadlines felt impossible. They wanted to provide excellent service efficiently.

1. At first, the junior accountants, senior accountants, and reviewers all worked on their tasks separately. The junior team could process data quickly, but sometimes the senior team was overloaded with reviews, causing delays. They learned that just one fast step wasn't enough; the whole process needed to flow smoothly.
2. They focused on providing accurate financial services, but they also looked around. They considered the clients who provided the information and the government agencies they reported to. Their work was part of a larger financial ecosystem.
3. The slowest part of completing a complex audit was often the senior partner's final review. This was their bottleneck. If the partner was overloaded, reports were delayed, even if all the groundwork was done. Saving time on data entry didn't help if the final review was backed up.
4. They started making decisions based on completing more client engagements on time with high accuracy. They wanted to serve more clients, manage their staff costs effectively, and minimize errors. But the most important thing was delivering timely and accurate results.
5. When they developed new processes for handling client information, they thought about how easy it would be for both the clients to provide data and for their team to process it accurately. They even looked at how other professional service firms managed their workflow to find better ways to work.
6. They offered various accounting services – tax preparation, audits, consulting, payroll. But internally, they tried to use standardized templates, software, and review procedures as much as possible. This made their work more consistent and efficient.
7. The firm knew that clients' needs and regulations would change. So, they designed their processes and trained their staff to be adaptable, allowing them to handle new requirements and offer new services when needed.
8. Sometimes, they had many clients with the same deadline, and sometimes it was quieter. Instead of having a huge permanent staff, they used flexible staffing options and technology to handle peak periods. Their ability to scale their team (their "capacity") handled the busy times, not just a backlog of work waiting for review.
9. They built strong relationships with their clients, understanding their businesses and ensuring clear communication to receive information efficiently and deliver results effectively.
10. They started measuring how many client engagements they completed on time and with high quality, not just how many hours their staff worked. This helped them see if they were actually getting better at serving their clients efficiently.
11. They tried to predict when clients would need their services (forecast), but they only started the detailed work when they had all the necessary client information (pull). This prevented them from working on incomplete data.
12. They tried to make their internal processes more consistent. If data entry was always done the same way and reviews followed a standard checklist, they could complete more engagements with fewer errors and less rework.
13. They paid special attention to the senior partner's review process because it was often the bottleneck. They made sure the partners had well-prepared files and focused on the most critical aspects of the review. The other team members worked to support the partners.
14. They didn't try to make every level of accountant work at the same speed. They focused on ensuring the client files flowed smoothly from initial data entry to final review.
15. They cared more about when the client received their final reports than when each individual step of the accounting process was completed. To ensure timely delivery, they added a buffer to the overall project timeline, not to each individual task.
16. To prevent the senior partners from getting bogged down by too many files at once, they managed the flow of files into the review queue. This helped the partners stay focused and complete more reviews overall.

酒肆「味馨閣」

 酒肆「味馨閣」

味馨閣者，市井之食肆也，然時有紛亂。其志在速供佳餚，以悅食客之心。

一、 初，庖人、侍者、洗滌之輩，各司其事，步調不一。庖人烹飪雖疾，而侍者或未備，污皿亦堆積。遂悟獨速無益，貴在上下同心，如水之流暢。

二、 其肆專注於膳食之精美，服務之周到，然亦顧及周遭。念及供蔬之農，運材之賈，皆與其業相連。

三、 食客之待，常緩於炙灶之時，尤以晚市為甚，此乃瓶頸也。若灶上積壓，則餚饌稽留，雖他處已備亦無益。徒令侍者疾行傳菜，於事無補。

四、 其肆始以食客之飽足稱心為決策之據。欲饗更多之客，約其食材之費，省其營運之支。然其至要者，仍在於多悅食客也。

五、 凡新饌之設，必思食客之好，及其烹製之易否，務求味之恆一。且觀他肆之廚房，取其善者而效之。

六、 其肆菜單繁多，南北風味，時令佳餚，甜點俱全。然於庖廚之中，則力求食材與烹法之同源。若湯品之熬製，多用一底。此所以簡其事也。

七、 其肆知食客之味蕾多變，故其菜單之設，廚房之備，皆可隨時調整，以應所需。

八、 客至有時眾，有時寡。其肆不預備過多之食材，惟於客多之時，能迅疾增其烹製之能，以應其求，而非徒積食材以待變。

九、 其肆與供貨之商，田間之農，皆睦鄰友好，通力合作，以保食材之鮮，運送之捷。

十、 其肆始以侍客之數，上菜之速為績效之衡，非徒計庖人之忙碌。此所以察其侍客之能是否日進也。

十一、 其肆雖預估客之多寡，然惟據食客之所點而烹製，不妄備多餘之物。

十二、 其肆力求庖廚之程恆常如一。若烹飪之法精確無誤，器用之運作順暢無虞，則得以更少之耗，更省之失，而饗更多之客。

十三、 炙灶者，往往為其緩處，故特加留意。常令炙灶之庖人，備料充足，且專注於時下之盛饌。餘者皆以輔助炙灶為務。

十四、 其肆不求各灶之速均等，而重在餚饌之流暢達於食客之桌。

十五、 其肆重在食客之全餐及時而至，而非單品之速成。為保其速，則於整體之期稍寬，而非於烹飪之細節苛求。

十六、 為免炙灶之庖人為繁多之單所擾，則令其按序而至，使之專注，而多烹佳餚。

The Full-Service Restaurant - "The Tasty Table"

 

The Full-Service Restaurant - "The Tasty Table"

The Tasty Table was a popular restaurant, but sometimes things got chaotic. They wanted to serve delicious food quickly and keep their customers happy.

1. At first, the cooks, the servers, and the dishwashers all worked at their own pace. The cooks could make food fast, but sometimes the servers weren't ready, and dirty dishes piled up. They learned that just one fast part wasn't enough; everyone needed to work together as one smooth process.
2. They focused on making great meals and giving great service, but they also looked around. They thought about the farmers who gave them fresh vegetables and the delivery drivers who brought their supplies. Their restaurant was part of a bigger food world.
3. The slowest part of getting food to a customer was often the grill station during the dinner rush. This was their bottleneck. If the grill was backed up, meals waited, even if everything else was ready. Saving time on taking orders faster didn't help if the food was delayed at the grill.
4. They started making decisions based on getting more delicious meals to happy customers. They wanted to serve more people, keep their food costs down, and manage their expenses. But the most important thing was serving more satisfied customers.
5. When they created new dishes, they thought about what customers would love and how easy the dishes would be for the cooks to prepare consistently. They even looked at how other restaurants, even different kinds, organized their kitchens to find better ways to work.
6. They offered lots of different dishes on their menu – different cuisines, specials, and desserts. But in the kitchen, they tried to use the same basic ingredients and cooking methods for many items. For example, they used the same stock for several soups. This made things more efficient.
7. The restaurant knew that people's tastes would change over time. So, they designed their menu and their kitchen setup so they could easily add new dishes and adjust how they cooked things when needed.
8. Sometimes, lots of customers came at once, and sometimes it was quieter. Instead of prepping huge amounts of every ingredient, they made sure they could prepare more food quickly when it got busy. Their ability to cook more (their "capacity") handled the rush, not just mountains of pre-cut vegetables that might spoil.
9. They built good relationships with their food suppliers and the local farmers. They worked together to ensure they always had fresh ingredients delivered reliably and efficiently.
10. They started measuring how many customers they served and how quickly they got their food, not just how busy the cooks were. This helped them see if they were actually getting better at serving more happy customers.
11. They tried to predict how many people would come each night (forecast), but they only prepped large amounts of food for dishes that were actually ordered (pull). This way, they didn't waste ingredients on dishes no one wanted.
12. They tried to make their processes in the kitchen more consistent. If the recipes were always followed exactly and the equipment worked reliably, they could serve more meals with less waste and fewer mistakes.
13. They paid special attention to the grill station because it was often the slowest part. They made sure the grill cooks always had the right ingredients ready and that they focused on the most popular dishes during busy times. The other kitchen staff worked to support the grill.
14. They didn't try to make every station in the kitchen work at the same speed. They focused on making sure the food flowed smoothly from prep to the customer's table.
15. They cared more about when the customer got their complete meal than when each individual part of the meal was cooked. To make sure meals were served promptly, they added a little extra time to the overall service expectation, not to each tiny cooking step.
16. To stop the grill cooks from getting overwhelmed by too many different orders at once, they let the order tickets come to the kitchen at a steady pace. This helped the grill stay focused and serve more meals overall.

昔有玩具之坊

 昔有玩具之坊，欲製多玩，以悅稚子，而售其利。

精益供應鏈原則一： 初，坊中各部，各自為事。繪彩之速，機杼之捷。然觀全局，玩物之售未增也。遂悟獨善其身，無益於整體。凡部之進，必以其於全局之影響為衡。

精益供應鏈原則二： 其坊專注精進製玩之程，然亦察乎其商賈生態之環。念及鬻玩之肆，及供材之所，皆息息相關也。

精益供應鏈原則三： 製玩之緩處，在於目珠之綴，乃一特製之器也，是為瓶頸。若其稍頓，則成玩之數必減。他部雖速，若此器緩，則坊中所出必寡。縱繪彩之部省時，亦無助於多售其物。

精益供應鏈原則四： 其坊始以成玩之多寡為決策之據。欲增其售，減其費，省其耗。然其至要者，仍在於多售其玩也。

精益供應鏈原則五： 凡新玩之設，必思稚子之好，及其製之易否。且觀他業之善法，取其可資者而用之。

精益供應鏈原則六： 外觀之異宜繁，內在之同宜簡。若於利濟無礙，則物料之儲，宜久持其未分化之態。

精益供應鏈原則七： 坊之營略，在於能應客之好尚變遷。故玩物之設，及其製之程，皆宜具變通之能。

精益供應鏈原則八： 需求之變，宜以產能之裕為緩，而非積物之繁。

精益供應鏈原則九： 與供材之所，鬻玩之肆，宜結善盟，互助互利，務求貨物之流通，捷速而高效。

精益供應鏈原則十： 其坊始以成玩之數，及售出之量為績效之衡，非徒計各部之忙碌。此所以察其售玩之能是否日進也。

精益供應鏈原則十一： 先以預測度其所需，後以訂單行其所製。凡應市之求而動者，其變異必小於先製而後售者。

精益供應鏈原則十二： 務求其製程之恆一。若彩之色無異，器之速如常，則得以更少之耗，更省之費，而製更多之玩。

精益供應鏈原則十三： 目珠之器，乃其緩處，故特加留意。常使其有備，且專注於最暢銷之玩。他部之工，皆以輔助此器為務。

精益供應鏈原則十四： 其坊不求各部之速均等，而重在玩物之流暢無阻。

精益供應鏈原則十五： 其坊重在整批之成期，而非單步之了時。為保其如期，則裕其總時，而非細節之分。

精益供應鏈原則十六： 為免目珠之器分心於多樣之玩，則令其節制新玩入坊之速，俾其專注，而多成其功。