Transport is one of the seven wastes of lean manufacturing (muda), it is the movement of products from one location to another. This could be from the machining shop to the welding shop, or from the production facility in China to the assembly line in America. This transportation adds no value to the product, it does not transform it and the customer would not be happy in paying for it!
运输浪费，指的是产品从一处转移到另一处中的浪费，它是精益生产七大浪费（muda）之一。可能是从机加工车间转移到焊接车间，或者是从在中国的生产工厂转移到美国的装配线。运输，不会让产品增值，也不会让产品得以改变，更何况，客户是不愿意为此买单的。
【译者注：我们通常说的是八大浪费，需要了解的可以用谷歌或者度娘自行脑补】
If you look at Toyota where the tools and techniques behind Lean Manufacturing have been refined as part of the Toyota Production System (TPS) you will see that many of their suppliers are located close to their plants. Products are not shipped huge distances at great cost with the potential for delay and damage.
作为丰田生产方式的一部分，精益生产方面的工具与方法，已经在日本丰田汽车公司得以完善。如果你仔细看，你会发现该公司的很多供应商就设立在附近。
01
Costs of the waste of Transport
运输浪费的成本
The waste of transport is a disease that causes the company to hemorrhage money at an alarming rate; you have to pay for material handling equipment, staff to operate it, training, safety precautions, extra space for the movement of material and so forth.
运输浪费，是让公司以惊人的速度在金钱上大出血的一种疾病；你得为材料处理设备买单，为操作设备的员工买单，为培训买单，为安全防范措施买单，为移动材料的额外空间买单，等等。
Transportation often leads to operations having to wait for product to be delivered due to delays (the waste of waiting), thus costing you more money as well as extending your lead times and creating delivery problems.
运输浪费，通常会导致由于延误（等待的浪费）而需要去等待交付的产品，从而，花费更多的金钱，延长交货时间，并产生交付方面的问题。
Excessive transport also gives many opportunities for handling damage and losses, I know of several cases where high value products have been damaged or lost, including generator sets that are the size of a 40 foot container and whole shipments of BMW cars that have gone down with the ship!
过度运输，也让产品损坏与丢失的机会大大上升。我知道，在一些情况下，一些高价值产品会损坏或者丢失，包括：40英尺集装箱装的发电机组与宝马车装错集装箱的事件！
详细报道见以下链接：
http://news.163.com/14/1013/07/A8DU3B2200014AEE.html
02
Causes of the Waste of Transportation.
运输浪费产生的原因
There are many causes that contribute to the waste of transport, the main one being the waste of overproduction which in turn leads to the waste of inventory; inventory that then has to be transported throughout your facility or between factories and even continents. The causes of this overproduction can be everything from excessive setup times and the need for economic batch sizes to the fact that “that is the way we have always done it!”
没错！确实有不少原因导致了运输浪费，不过，其中最主要的一个原因是过量生产，过量生产会导致库存浪费；随后，库存得在工厂内部，不同的工厂之间，甚至是不同的陆地之间运输。过量生产的原因，可以是从过多的前置时间与经济批量生产的需要，再到“我们一直都这么做”的事实。
In addition to overproduction our organizations layouts often lead to the need to transport product, we are often organized in functional silos, that is we have discreet areas for specific functions such as welding, pressing, molding etc. This leads to the need to transport product from each of these areas to the next and at times back again after each function is completed.
除了过量生产，单位的布局也通常会导致产品运输上的需求，我们经常会各自为政进行管理，也就是说，对特定的职能，我们都有特定的区域，诸如：焊接、冲压、成型，等。这会导致产品需要从一个区域运输到另一个区域，而有时，在每道任务完成之后，产品又需要再次返回。
Even within each functional area we tend to leave excessive gaps between operations requiring the need to use things like pump trucks to move product about.
即使在每个职能区域内部，我们也倾向于在操作之间留下过多的间隔，需要使用诸如泵车之类的工具来移动产品。
运输浪费举例
The transport of product from one functional area such as pressing, to another area such as welding.
产品从某一工作区域（比如，冲压）运输到另一工作区域（比如，焊接）。
The use of material handling devices to move batches of material from one machine to another within a work cell.
使用物料搬运装置，将批量的物料从一台机器转移到同一生产单元的另一台机器。
The shipment of product from one “functional” factory to another.
产品从一个“功能”工厂到另一个“功能”工厂的运输。
The transportation of “cheaper” components from one country to another.
相对低价的零件，从一个国家转移到另一个国家的运输。
03
How to eliminate or reduce Transportation
如何减少运输浪费
Layout should be changed as per the principles of lean manufacturing, create value streams and make that value flow at the pull of the customer. This requires you to have production lines or cells that contain all of the value adding processes rather than a functional layout. It also means reducing the spaces between those operations and avoiding the use of “super machines” by using small dedicated (often cheaper) machines instead. Improving factory layout through the use of value stream mapping and process mapping can give huge savings in time and money, often with little cost involved relative to the savings to be made.
布局，应该根据精益生产的原则进行变更，要创建价值流，并确保价值在客户的拉动下流动起来。这就需要拥有包含所有增值的过程，而不是拥有某个职能布局的生产线或者生产单元。这也意味着需要减少操作之间的间隔，避免使用“大型机器”，而是使用小型专用的机器（通常相对便宜一些）来予以替代。通过使用价值流程图和工艺流程图，来对工厂的布局进行改善，如此，可以节省大量的时间和金钱，相对于所节约的成本，这所需的花费通常会少很多。
With regard to the problems caused by the waste of overproduction follow this link to read about the ways to eliminate and reduce overproduction which will in turn reduce the amount of inventory in the system which will need to be transported.
关于过量生产浪费造成的问题，请遵循这一环节，要了解消除和减少过量生产的方法，这将减少系统中需要运输的库存。
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