The principles of Visual Management are related to each other, with the over-arching goal of the following:

目视化管理的原则互相关联，其综合目标包括以下三个方面：

1.Visual Management Makes Problems Visible

目视化管理让问题可视化；

2.Visual Management helps to immediately distinguish “normal” versus “abnormal” conditions

目视化管理可以让我们可以快速识别“正常”与“异常”情况；

3.Visual Management helps us to respond immediately

目视化管理可以让我们能够快速响应

But, for us to know “normal versus “abnormal” conditions, there must be a standard.

对于我们来讲，理解“正常”与“异常”情况，必须有标准存在！

A Basis for Comparison

对比的基础

A standard can be described the picture below:

标准可以用下图来描述：

The image above shows a hill, a wedge, and a ball.  Each element represents the following concepts:

以上图片中的斜坡、楔形与圆形，分别代表的含义是：

1.Hill represents Improvement

斜坡，代表改善

2.Wedge represents Standard Work

楔形，代表标准化作业

3.Ball represents the thing we’re trying to improve – product, process, service – whatever

圆形，代表我们正尝试进行改善的产品、工艺，任意一种服务

Once we improved the process, service,or product with Plan-Do-Check-Act (PDCA), then the newly-improved process is standardized via the wedge, or standard work. 

一旦我们利用戴明环来改善工艺，服务，或者产品，新的流程就可以通过楔形表示的标准化进行改善。

Then, we continually improve via PDCA.  And whenever we do, we standardize the new process.

随之而来，我们通过戴明环不断改善，无论何时，我们都会对新的流程进行标准化。

A Standard allows us to have a basis for comparison and allows us to see what is “normal” versus “abnormal” conditions.  Without a standard, we don’t know and cannot tell what condition our process, service, or product is in.

标准，让我们拥有对比的基础，能让我们发现什么是“正常”状态，什么是“异常”状态。而如果没有标准，我们就不知道，同时也说不出流程、服务与产品的状况究竟是怎么样的。