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(Lean
Manufacturing and Lean Office Glossary)
3
5
7
A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
Q
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V
W
X
Y
Z
3
3P:
Production Preparation Process. Rapidly
designing production processes and equipment
to ensure capability, built-in quality,
productivity, and Takt-Flow-Pull. The
Production Preparation Process minimizes
resources needed such as capital, tooling,
space, inventory, and time.
3Ds:
Working conditions or jobs that are dirty,
dangerous, or difficult. 3 ELEMENTS OF
DEMAND: The three drivers of customer
satisfaction are Quality, Cost, and
Delivery.
3 ELEMENTS OF DEMAND:
The three drivers of customer satisfaction
are: quality, cost and delivery.
3 ELEMENTS OF JIT:
The three elements of JIT are 1) takt time,
2) flow production, and 3) the downstream
pull system.
3
PRINCIPLES:
The three principles are 1) shop floor (gemba),
2) the actual product (gembutsu), and 3) the
facts (genjitsu). The key to successful
kaizen is to going to the shop floor,
working with the actual product and getting
the facts.
5
5M of
PRODUCTION:
Man, Machine, Material, Method, and Measure.
Understand these factors and the
establishment of standards are key steps in
strengthening the production processes.
5S:
The principle of waste elimination through
workplace organization. An improvement
process, originally summarized by five
Japanese words beginning with S, to create a
workplace that will meet the criteria of
visual controls and lean production. Derived
from the Japanese words seiri, seiton, seiso,
seiketsu, and shitsuke. In English the 5S
are sort, straighten, sweep, standardize,
and self-discipline. Some organizations add
safety and call this 6S.
5 WHY:
A simple but effective method of analyzing
and solving problems by asking `why?' five
times (or as many times as needed to find
the root cause.
7
7 TOOLS OF
Quality Control:
Data gathering and analysis tools used for
kaizen
activities
originally by QC Circles. They are 1) check
sheets, 2) cause and effect diagrams, 3)
Pareto diagrams, 4) histograms, 5) graphs,
6) scatter diagrams, and 7) broken line
graphs.
7 WASTES OF
PRODUCTION:
There are 7
types of waste that describe all wasteful
activity in a production environment.
Elimination of the 7 wastes leads to
improved profits. The 7 wastes are 1)
Overproduction, Transportation, Motion,
Waiting, Processing, Inventory, and Defects.
A
Abnormality
Management:
Being able to see and quickly take action to
correct abnormalities (any straying from
Standard Work). This is the goal of
standardization and visual management.
Continuous waste elimination and problem
solving through kaizen are only possible
when
the
abnormalities are visible.
Activity Based Costing:
A management accounting system that assigns
cost to products based on the resources used
to perform a process (design, order entry,
production, etc. These resources include
floor space, raw materials, energy, machine
time, labor, etc.
Affinity
Diagram:
A process to organize disparate language
information by placing it on cards and
grouping the cards that go together in a
creative way. Header cards are then used to
summarize each group of cards.
Andon:
A tool of visual management, originating
from the Japanese word for 'lamp'. Most
commonly andons are lights placed on
machines or on production lines to indicate
operation status. Andons are commonly
color-coded green (normal operations),
yellow (changeover or planned maintenance),
and red (abnormal, machine down). Often
combined an audible signal such as music or
alarms.
Andon Board:
A visual control device in a production
area, typically a lighted overhead display
or board. Andons are used to give the
current status of the production system and
alert team members to emerging problems or
abnormal situations.
Autonomation:
Automation with a human touch. Refers to
semi-automatic processes where the operator
and machine work together. Autonomation
allows man-machine separation. Also referred
to Jidoka.
B
Backflush:
The process of automatically decrementing
perpetual inventory records, based on the
bill of materials of a given product.
Normally triggered by shipment and invoicing
to a customer,
backflushing
is used to eliminate wasteful inventory
transactions.
Balanced
Plant:
A plant where capacities of all resources
are balanced exactly with market demand
Balanced
production:
All operations or cells produce at the same
cycle time. In a balanced system, the cell
cycle time is less than takt time.
Batch
Production:
A "Push" system of production where
resources are provided to the consumer based
on forecasts or schedules.
Batch-and-Queue:
Producing more than one piece of an item and
then moving those items forward to the next
operation before that are all actually
needed there. Thus, items need to wait in a
queue.
Benchmarking:
The process of measuring products, services,
and practices against those of leading
companies. A structured approach to
identifying a world-class process, then
gathering relevant information and applying
it within your own organization to improve a
similar process.
Comparing key performance metrics with other
organization in similar or relevant
industries. Establishing standards for
improvement based on what others have been
able to achieve. Visiting or interviewing
peers to learn from what they have done.
Bottleneck:
Any resource whose capacity is equal to, or
less than the demand placed on it.
Bowling
chart:
A form used to track performance (Plan vs.
Actual) on Policy Deployment Objectives.
Usually reviewed with top management on a
monthly basis, but reviewed by the PD team
more frequently.
Best-in-Class:
A best-known example of performance in a
particular operation. One needs to define
both the class and the operation to avoid
using the term loosely.
Blitz:
A blitz is a fast and focused process for
improving some component of business a
product line, a machine, or a process. It
utilizes a cross-functional team of
employees for a quick problem-solving
exercise, where they focus on designing
solutions to meet some well-defined goals.
Bottleneck:
A process in any part of the enterprise
(office, production, sales, etc.) that
limits the throughput of the whole process.
Breakthrough
objectives:
In Policy Deployment, those objectives
characterized by multi-functional teamwork,
significant change in the organization,
significant competitive advantage and major
stretch for the organization.
Objectives that are ‘stretch goals’ for the
organization. Breakthroughs represent a
significant change for the organization
providing a significant competitive
advantage. Breakthrough goals are achieved
through multi-functional teamwork.
Brownfield:
An existing and operating production
facility that is set up for mass-production
manufacturing and management methods.
Buffer resources:
A means of meeting customer demand when
customer ordering patterns, or takt times,
vary.
C
Capacity
Constraint Resources:
Where a series of non-bottlenecks, based on
the sequence in which they perform their
jobs can act as a constraint.
Catch-Ball:
A give-and-take activity performed between
different levels of the organization to make
sure that critical information on goals and
objectives, as well as feedback, is passed
back and forth. A series of discussion
between managers and their employees during
which data, ideas, and analysis are thrown
like a ball. This opens productive dialogue
throughout the entire company.
Cause and
Effect Diagram:
A problem-solving tool used to establish
relationships between effects and multiple
causes
(also Fishbone Diagram, Ishikawa Diagram).
CEDAC:
Acronym for Cause and Effect Diagram with
the Addition of Cards. CEDAC is a method for
involving team members in the problem
solving process.
Cells:
The layout of machines of different types
performing different operations in a tight
sequence, typically in a U-shape, to permit
single piece flow and flexible deployment of
human effort.
Cellular
Manufacturing/Cells:
Linking of manual and machine operations
into the most efficient combination to
maximize value added content while
minimizing waste of motion and valuable
resources.
Chaku-Chaku:
A method of conducting single-piece flow,
where the operator proceeds from machine to
machine, taking the part from one machine
and loading it into the next.
Change
Agent:
The catalytic force moving firms and value
streams out of the world of inward-looking
batch-and-queue.
Change Management:
The process of planning, preparation,
education, resource allocation, and
implementation of a cultural change in an
organization
Changeover:
The installation of a new type of tool in a
metal working machine, a different paint in
a painting system, a new plastic resin and
new mold in an injection molding machine,
new software in a computer, and so on.
Constraint:
Anything that limits a system from
achieving higher performance, or throughput.
Continuous
Flow Production:
The ideal state characterized by the ability
to replenish a single work unit that has
been “pulled” downstream. In practice,
continuous flow is synonymous with
just-in-time (JIT), which ensures that both
internal and external customers received
only what is needed, just when it is needed,
and in the exact amounts needed. Means that
items are produced and moved from one
processing step to the next one piece at a
time. Each process makes only the one piece
that the next process needs, and the
transfer batch size is one. Also called
"single-piece flow" or "one-piece flow."
Continuous Improvement:
The never-ending pursuit of waste
elimination by creating a better workplace,
better products, and greater value to
society
Continuous
Improvement Process (CIP): The never-ending process of eliminating waste within the organization
in order to shrink manufacturing cycle
times, improve quality, and to respond to
changing customer demands.
Control
Chart:
A statistical tool for problem solving that
indicates control of a process within
established limits.
Control
Element:
A specific process variable, which must be
controlled. Measurements of a control
element indicate whether or not a stable
condition has been achieved.
Core Implementation Team:
A group of people chartered with planning
the details of a lean plan through
implementation of the eight-step value
stream management process.
Cost of Poor Quality:
Costs associated with supplying a poor
quality product. Categories of cost include
internal and external failure costs.
Cost of Quality:
Costs
associated with supplying a quality product.
Categories of cost include prevention,
appraisal, and failure.
Counter measures:
Immediate actions taken to bring
performance that is tracking below
expectations back into the proper trend.
Requires root cause analysis.
Counterclockwise flow:
A basic principle of Lean manufacturing cell
layout is that the flow of material and the
motion of people should be from right to
left, or counterclockwise. The origin of
this idea came from the design of lathes and
machine tools with the chucks on the left
side, making it easier for right-handed
people to load from right to left.
Covariance:
The impact of one variable upon others in
the same group.
Current
State Map:
Helps visualize the current production
process and
identify
sources of waste.
Curtain
effect:
A method that permits the uninterrupted flow
of production regardless of external process
location or cycle time. Normally used when
product must leave the cell for processing
through equipment that cannot be put into
the cell. (i.e. heat treat, curing oven,
plating, wave solder) Curtain quantities are
established using the following formula: Per
unit Cycle Time of Curtain Process / Takt
Time = Curtain Quantity.
Cycle Time:
The time required to complete one cycle of
an operation, or the time that elapses from
the beginning of a process or operation
until its completion.
Cycle time is the time it takes to do one
repetition of any particular task. Cycle
time can be categorized into 1) manual cycle
time, 2) machine cycle time, and 3) auto
cycle time. Also referred to as touch
time or hands-on time.
D
Daily
Management:
Attention each day to those issues
concerned with the normal operation of a
business.
The day-to-day activities that are required
to serve the customers and ensure that the
business is generating profit.
Days supply
of inventory:
Total number of days (if the production
level equals zero) that it would takes to
deplete finished goods inventory for the
specified product line.
Demand/customer demand:
The quantity of work units required by a
customer. Also, see takt time.
Dependent
Events:
Events that occur only after a previous
event.
E
Elements of work:
The elements of work are 1) value-added
work, 2) non value-added work, and 3) waste.
Thoroughly understanding the elements of
work is a key first step to lean thinking.
Error Proofing:
Designing a potential failure or cause of
failure out of a product or process.
Every part
every day:
Measured in terms of time (hours, days,
weeks, months, etc.) "Every Product Every X"
indicates the level of flexibility to
produce whatever the customer needs. For
instance,
Every
Product Every day would indicate that
changeovers for all products required can be
performed each day and the products can be
supplied to the customer.
Extended team members:
Individuals who provide special skills or
expertise to the core implementation team
but who are not responsible for
implementation.
F
FIFO: First in, first out
(FIFO) is a work-control method used to
ensure that the oldest work (first-in) is
the first to be processed (first-out).
The goal of FIFO is to prevent earlier
orders from being delayed unfairly in favor
of new orders.
Five S:
Five terms utilized to create a workplace
suited for visual control and lean
production. Sort means to separate needed
tools, parts, and instruction from unneeded
materials and to remove the latter. Simplify
means to neatly arrange and identify parts
and tools for ease of use. Scrub means to
conduct a cleanup campaign. Standardize
means to conduct Sort, Simplify, and Scrub
at frequent intervals to maintain a
workplace in perfect condition. Sustain
means to form the habit of always following
the first Ss.
Five Why's:
A simple problem solving method of
analyzing a problem or issue by asking "Why"
five times. The root cause should become
evident by continuing to ask why a situation
exists.
Flow:
The movement of material or information.
Businesses are successful to the extent that
they are able to move material and
information with as few disruptions as
possible, and preferably none. A main
objective of the lean production effort, and
one of the important concepts that passed
directly from Henry Ford to Toyota. Ford
recognized that, ideally, production should
flow continuously all the way from raw
material to the customer and envisioned
realizing that ideal through a production
system that acted as one long conveyor.
Flow Chart:
A problem solving tool that illustrates a
process. It can show the "as is" process or
"should be" process for comparison and
should make waste evident.
Flow
Production:
A philosophy that rejects batch, lot or
mass processing as wasteful. Product should
move (flow) from operation to operation in
the smallest increment, one piece being the
ultimate. Product should be pulled from the
preceding operation, as it is needed. Often
referred to as "One Piece Flow", only
quality parts are allowed to move to the
next operation.
Functional
Layout:
The practice of grouping machines or
activities by type of operation performed.
Future State Map: A blueprint for lean implementation. Your organization¹s
vision, which forms the basis of your
implementation plan by helping to design how
the process should operate.
G
Gembutsu:
Japanese for 'actual thing' or 'actual
product'. The tools, materials, machines,
parts, and fixtures that are the focus of
kaizen activity.
Genjitsu:
Japanese for 'the facts' or 'the reality'.
The actual facts or the reality of what is
happening on the shop floor and in the
business.
Greenfield:
A new production facility where lean
principles are designed into manufacturing
and management systems from the beginning.
H
Hanedashi:
Device or means of automatic unload of the
work piece from one operation or process,
providing the proper state for the next work
piece to be loaded. Automatic unloading and
orientation for the next process is
essential for a "Chaku-Chaku" line
Heijunka:
(Also see Leveling) A method of leveling
production at the final assembly line that
makes just-in-time production possible. This
involves averaging both the volume and
sequence of different model types on a
mixed-model production line. Balancing the
amount of work to be done (the load) during
a day with the capacity to complete the
work. A heijunka system distributes work in
proportions based on demand, factoring in
volume and variety.
Heijunka box:
A physical device used to level production
volume and variety over a specific time
period (usually one day). The box is
divided into slots that represent pitch
increments. The slots are loaded with
kanbans that represent customer orders. The
order in which kanbans are loaded into the
box is determined based on volume and
variety.
Histogram:
A chart that displays data in distribution,
generally in graph format. It may be used to
reveal the variation that any process
contains.
Hoshin
Planning (HP):
Also known as Management by Policy or
Strategy Deployment. A means by which goals
are established and measures are created to
ensure progress toward those goals. HP keeps
activities at all levels of the company
aligned with its overarching strategic
plans. HP typically begins with the
"visioning process" which addresses the key
questions: Where do you want to be in the
future? How do want to get there? When do
you want to achieve your goal? And
who will be
involved in achieving the goals? HP then
systematically explodes the what's, who's
and how's, throughout the entire
organization.
I
Ijo-kanri:
See Abnormality Management.
Inventory:
A major cost for most businesses, inventory
is all raw materials, purchased parts,
work-in-process components, and finished
goods that are not yet sold to a customer.
In some cases inventory may include
consumable goods used in production.
J
Jidoka:
Automation with a human touch or
transferring human intelligence to a
machine. This allows the machine to detect
abnormalities or defects and stop the
process when they are
detected.
Also known as Autonomation.
Jishuken:
Fresh eyes; an important concept in
Observation-Based Safety.
Just-in-Time
(JIT):
Principles that are fundamental to
Time-Based Competition waste elimination,
process simplification, set-up and
batch-size reduction, parallel processing,
and layout redesign are critical skills in
every facet of the lean organization. JIT is
a system for producing and delivering the
right items at the right time, in the right
amounts. The key elements of Just-in-Time
are Flow, Pull, Standard Work, and Takt
Time. Also see Continuous Flow.
K
Kaizen:
Small daily improvements performed by
everyone. Kai means “take apart” and zen
means “make good”. The point of kaizen
implementation is the total elimination of
waste. Continuous, incremental improvement
of an activity to create more value with
less waste. The term Kaizen Blitz refers to
a team approach to quickly tear down and
rebuild a process layout to
function
more efficiently.
Kaizen event:
A team event dedicated to quick
implementation of a lean method in a
particular area, over a short period of
time.
Kaizen plans:
Lean improvement proposals presented to
management by the team, following their
analysis of their current state map and
mapping their future state.
Kanban:
.
A Japanese word for 'sign', Kanbans are
typically a re-order card or other method of
triggering the pull system based on actual
usage of material. Kanbans are attached to
the actual product, at the point of use.
Kanbans are cards have information about the
parts (name, part number, quantity, source,
destination, etc.) but carts, boxes, and
electronic signals are also used. Squares
painted on the floor to indicate storage or
incoming areas are frequently, but
mistakenly, referred to as kanbans.
A signaling device that gives instruction for production or
conveyance of items in a pull system. Can
also be used to perform kaizen by reducing
the number of Kanban in circulation, which
highlights line problems. A control card at
the heart of a pull system. The card is a
means of communicating upstream precisely
what is required (in terms of work
specifications and quantity) at the time it
is required
L
Last in – first out (LIFO):
The result of a typical material or
information flow system without FIFO,
resulting in earlier orders being
perpetually delayed by new orders arriving
on top of them.
Lead Time:
The total time a customer must wait to
receive a product after placing an order.
When a scheduling and production system is
running at or below capacity, lead time and
throughput time are the same. When demand
exceeds the capacity of a system, there is
additional
waiting time before the start of scheduling
and production, and lead time exceeds
throughput time.
Lean:
A paradigm based on the fundamental goal of
eliminating waste and maximizing flow.
Business processes requiring less human
effort, capital investment, floor space,
materials, and time in all aspects of
operation.
Lean enterprise:
An organization that fully understands,
communicates, implements, and sustains lean
concepts seamlessly throughout all
operational and functional areas.
Lean manufacturing:
A business practice characterized by the
endless pursuit of waste elimination. A
manufacturer that is lean uses the minimum
amount of manpower, materials, money,
machines, space etc. to get the job done on
time.
Leveling:
Evenly distributing over a shift or a day
the work required to fulfill customer
demand. Leveling is achieved either through
implementing visible pitch or heijunka
(level loading).
Line balancing:
A process in which work elements are evenly
distributed within a value stream to meet
takt time.
Location indicators: A visual workplace element that shows where an item belongs. Lines,
arrows, labels, and signboards are all
examples of location indicators.
M
Machine Work:
Work that is done by a machine. The time it
takes to do machine work can overlap with
manual work, if the machine is manually
operated.
Manual Work:
Work that is done by people, without the aid
of machinery. The human tasks of operating
or loading machines can also be called
manual work.
Milestones:
An activity that has, or should have, a
scheduled completion date or time, and that
has a major effect on the timing or
completion of a project.
Mistake Proofing:
Any change to an operation that helps the
operator reduce or eliminate mistakes.
Muda:
Anything that interrupts the flow of
products and services. See waste through
the value stream and out to the customer is
designated Muda or waste.
Multi-Skilled Worker:
Associates at any level of the organization
that are diverse in skills and training.
They provide the organization with
flexibility and grow in value over time.
Essential
for
achieving maximum efficiencies of J.I.T.
Mura:
Japanese for unevenness.
Muri:
Japanese for unreasonableness.
N
Nagara:
Accomplishing more than one task in one
motion or function. Japanese
for 'while doing something'.
Non-Value
Added:
Activities or actions taken that add no real
value to the product or service making such
activities or action a form of waste.
O
One Piece
Flow :
Is based on the concept of having operators
focus on transferring each item individually
to the next process step. One-piece flow
dramatically reduces handling and
transportation and provides immediate
feedback to any overlooked defect.
One-piece flow production is when parts are
made one at a time and passed on to the next
process. Among the benefits of one-piece
flow are 1) the quick detection of defects
to prevent a large batch of defects, 2)
short lead-times of production, 3) reduced
material and inventory costs, and 4) design
of equipment and workstations of minimal
size.
Operating Expenses:
The money required the system to convert
inventory into throughput.
Operator Cycle Time:
The time it takes for a worker or machine
operator to complete a sequence of
operations, including loading and unloading,
but not including waiting time.
Overproduction:
Producing more, sooner or faster than is
required by the next process.
P
PDCA (Plan,
Do, Check, Act):
PLAN: Senior
management should use the visioning process
in the context of it Business Plan. HP
translates the Business Plans to action
plans, meaningful to all levels of the
organization.
DO: Answer
the what's, how's, and who's for the total
number of tiers for your organization;
remember, the fewer the number of tiers, the
better. Also, this is the time to bring
management together and provide them with a
basic understanding of HP mechanics. CHECK:
On a periodic basis, review the measurements
and note what you’ve learned that can help
in the future.
ACT: Make
the necessary adjustments to plans and
priorities in order to ensure the success of
the strategy breakthroughs.
Pareto
Chart:
A vertical bar graph showing the bars in
descending order of significance, ordered
from left to right. Helps to focus on the
vital few problems rather than the trivial
many. An extension of the Pareto Principle
suggests that the significant items in a
given group normally constitute a relatively
small portion of the items in the total
group. Conversely, a majority of the items
will be relatively minor in significance,
(i.e. the 80/20 rule).
Perfection:
Always optimizing value-added activities and
eliminating waste.
Performance Management:
Using a set of tools and approaches to
measure, improve, monitor and sustain the
key indicators of a business.
Pitch:
A multiple to takt time that will allow you
to create, maintain, and sustain a
consistent and practical workflow throughout
the value stream. To calculate pitch,
multiply the takt time by the number of work
units to flow through the system in a
manageable way.
Problem solving:
A team working together to follow these
steps: defining the problem; analyzing
possible causes; identifying possible
solutions; developing an action plan;
evaluating and renewing the action plan;
standardizing effective ideas.
Point of Use Storage:
Keeping all items needed for the job at the
location of use in a neat and organized
manner. POUS is on of the goals of 5S
activity.
Poka-Yoke:
A mistake-proofing device or procedure to
prevent a defect during order taking or
manufacture. An order-taking example is a
screen for order input developed from
traditional ordering patterns that question
orders falling outside the pattern. The
suspect orders
are then
examined, often leading to the discovery of
inputting errors or buying based on
misinformation. A manufacturing example is a
set of photocells in parts containers along
an assembly line to prevent components from
progressing to the next stage with missing
parts. A
poka-yoke is
sometimes called a baka-yok.
Process:
A sequence of operations (consisting of
people, materials and methods) for the
design, creation and delivery of a product
or service. The flow of material in time
and space. The accumulation of sub-processes
or operations that transform material from
raw material
to finished
product.
Process
Kaizen:
Improvements made at an individual process
or in a specific area. Sometimes called
"point kaizen".
Process map:
A visual representation of the sequential
flow of a process. Used as a tool in problem
solving, this technique makes opportunities
for improvement apparent.
Processing
Time:
The time a product is actually being worked
on in a machine or work area.
Pull:
A system of cascading production and
delivery instructions from downstream to
upstream activities in which the upstream
supplier waits until the downstream customer
signals a need. A pull system
means
producing only what has been consumed by
downstream activities
or
customers. Pull can operate with single
units or small batches. It enables work
without preset schedules.
Pull System:
One of the 3 elements of JIT. In the pull
systems, the downstream process takes the
product they need and pulls it from the
producer. The customers pull is a signal to
the producer that the product is sold. The
pull system links accurate information with
the
process to
minimize waiting and overproduction.
Push System:
In contrast to the pull system, product is
pushed into a process, regardless of whether
it is needed. The pushed product goes into
inventory, and lacking a pull signal from
the customer indicating that it has been
bought, more of the same product could be
overproduced
and put in inventory. Push systems
generally create undesired, long queue times
within an operation.
Q
Quality
Function Deployment (QFD): A visual decision-making procedure for multi-skilled project teams that
develops a common understanding of the voice
of the customer and a consensus on the final
engineering specifications of the product
that has the commitment of the entire team.
QFD integrates the perspectives of team
members from different disciplines, ensures
that their efforts are focused on resolving
key trade-offs in a consistent manner
against measurable performance targets for
the product, and deploys these decisions
through
successive
levels of detail. The use of QFD eliminates
expensive backflows and rework as projects
near launch.
Quality
Management:
The systems, organizations, and tools which
make it possible to plan, manufacture, and
deliver a quality product or service. This
does not imply inspection or even
traditional quality control. Rather, it
builds quality into the entire process of
bringing goods and services to the customer.
Quick
Changeover:
The ability to change tooling and fixtures
rapidly (usually minutes), so multiple
products can be run on the same machine.
Queue Time:
The time a product spends in a line awaiting
the next design, order processing, or
fabrication step.
R
Red tag: A label used in a 5S
implementation to identify items that are
not needed or that are in the wrong place.
Reengineering:
The engine that drives Time-Based
Competition. To gain speed, firms must apply
the principles of reengineering to rethink
and redesign every process and move it
closer to the customer.
Resource
Utilization:
Using a resource in a way that increases
throughput.
Root Cause:
The most basic underlying reason for an
event or condition. The root cause is where
action must be taken to prevent recurrence.
Runner:
A worker who ensures that pitch is
maintained. The runner covers a designated
route within the pitch period, picking up
work units, folders, or kanban cards, and
delivering them to their appropriate places.
S
Safety resources: A means of
meeting customer demand when internal
constraints or inefficiencies disrupt
process flow.
Sensei:
An outside master or teacher that assists in
implementing lean practices.
Set-in-order:
The second activity in the 5S system. It
involves identifying the best location for
each item that remains in the area (after
the sort step); relocating items that do not
belong in the area; setting height and size
limits, and installing temporary location
indicators.
Sequential
Changeover:
Also sequential set-up. When changeover
times are within Takt time, changeovers can
be performed one after another in a flow
line. Sequential changeover assures that the
lost time for each process in the line is
minimized to one Takt beat. A set-up team
or expert
follows the operator, so that by the time
the operator has made one round of the flow
line (at Takt time), it has been completely
changed over to the next product.
Seven
wastes:
Taiichi Ohno¹s original catalog of the
wastes commonly found in physical
production. These are overproduction ahead
of demand, waiting for the next processing
stop, unnecessary transport of materials,
over processing of parts due to poor tool
and product
design,
inventories more than the absolute minimum,
unnecessary movement by employees during the
course of their work, and production of
defective parts.
Shine:
The third activity in the 5S system. It
involves cleaning everything thoroughly,
using cleaning as form of inspection, and
coming up with ways to prevent dirt, grime,
and other contaminants from accumulating.
Single
Minute Exchange of Dies (SMED): A series of techniques designed for changeovers of production machinery
in less than ten minutes. Obviously, the
long-term objective is always Zero Setup, in
which changeovers are instantaneous and do
not interfere in any way
with
continuous flow.
Single-Piece
Flow:
A situation in which products proceed, one
complete product at a time, through various
operations in design, order taking, and
production, without interruptions,
backflows, or scrap.
Six Sigma:
A methodology and set of tools used to
improve quality to than 3.4 defects per
million or better.
Sort:
The first activity in the 5S system. It
involves sorting through and sorting out
items; placing red tags on these items and
moving them to a temporary holding area.
The items are disposed of, sold, moved, or
given away by a predetermined time.
Standard:
A prescribed documented method or process
that is sustainable, repeatable and
predictable.
Standardize (for 5S):
The fourth activity in the 5S system. It
involves creating the rules for maintaining
and controlling the conditions established
after implementing the first three S’s.
Visual controls are used to make these
conditions obvious.
Standardized work:
An agreed-upon set of work procedures that
establishes the best method and sequence for
each process. Standardized work is
implemented to maximize efficiency while
simultaneously ensuring safe conditions.
Standards:
These involve comparison with accepted
norms, such as are set by regulatory bodies.
Standard
Work:
A precise description of each work activity
specifying cycle time, takt time, the work
sequence of specific tasks, and the minimum
inventory of parts on hand needed to conduct
the activity.
Standard Work is the most efficient
combination of man, machine, and material.
The three elements of standard work are 1)
takt time,
2)
work sequence,
and 3)
standard
work-in-process. Performing
standard work allows for a clear and visible
'standard' operation. Deviation from
standard work indicates an abnormality,
which is then an opportunity for
improvement.
Standard Work Combination Sheet:
A document detailing the sequence of
production steps assigned to a single worker
performing Standard Work. This document
outlines the best combination of worker and
machine.
Standard Work Sheet:
A visual work instruction drawing for
Standard Work. Shows the work sequence, takt
time, standard working process, and layout
of the cell or workstation.
Standard Work In Process:
Also Standard WIP, or SWIP. The minimum
work-in-process needed to maintain standard
work. Standard WIP parts are 1) parts
completed and in the machine after auto
cycle, 2) parts placed in equipment with
cycle times exceeding Takt time, and 3) the
parts currently being worked on or handled
by the operators performing standard work.
Standard
Work in Process:
The minimum amount of material or a given
product, which must be in process at any,
time to insure proper flow of the operation.
Standardization:
The system of documenting and updating
procedures to make sure everyone knows
clearly and simply what is expected of them.
Essential for application of PDCA cycle.
Storyboard:
A poster-sized framework for holding all the
key information for a lean implementation.
It contains the outcomes for each of the
eight steps of value steam management.
Strategic Planning:
Developing short and long-term competitive
strategies using tools such as SWOT Analysis
to assess the current situation, develop
missions and goals, and create an
implementation plan.
Suggestion System:
In a suggestion system workers are
encouraged to identify wastes, safety, and
environmental concerns and submit
improvement ideas formally. Rewards are
given for suggestions resulting in cost
savings. These rewards are typically shared
among the production line or by the kaizen
team
Supermarket:
A system used to store a set level of
finished-goods inventory or WIP
(work-in-process) and replenish what is
“pulled” to fulfill customer orders
(internal and external). A supermarket is
used when circumstances make it difficult to
sustain continuous flow.
Supplier
Partnership:
An approach to business that involves close
cooperation between the supplier and the
customer. It provides benefits and
responsibilities that each party must
recognize and work together to realize.
Sustain:
The fifth activity of the 5S system, where a
person or team ensures adherence to 5S
standards through communication, training
and self-discipline.
System
Kaizen:
Improvement aimed at an entire value stream.
Sub-Optimization:
A condition where gains made in one activity
are offset by losses in another activity or
activities, created by the same actions
crating gains in the first activity.
T
Takt Time:
The available production time divided by the
rate of customer demand. For example, if
customers demand 240 widgets per day and the
factory operations 480 minutes per day, takt
time is two minutes; if customers want two
new products designed per month, takt time
is two weeks. Takt time sets the pace of
production to match the rate of customer
demand and becomes the heartbeat of any lean
system.
Takt time is the pace at which the customer
is buying a particular product or service.
Takt time is the total net daily operating
time divided by the total daily customer
demand. Takt time is not how long it takes
to perform a task. Takt time cannot be
reduced or increased except by changes in
production demand or available time to work.
Takt time is one of the 3 Elements of JIT.
Takt is a German word for 'beat' or 'rhythm'
Team Charter:
A document that includes but that is not
limited to the following elements: a
clear definition of a team’s mission; a
statement of team members’ roles and
responsibilities; a description of the scope
of the team’s responsibility and authority;
project deadlines; a list of metrics and
targets; and a list of deliverables (or
outcomes)
Team Leader:
The person who facilitates the value
stream management process from beginning to
end (until a complete kaizen plan is
created). The team leader calls and
facilitates meetings, ensures that agenda
are completed and manages the allocation and
completion of all tasks.
Theory of Constraints: A lean management philosophy that stresses removal of constraints to
increase throughput while decreasing
inventory and operating expenses.
Throughput:
The rate at which the entire system
generates money.
Throughput
Time:
The time required for a product to proceed
from concept to launch, order to delivery,
or raw materials into the hands of the
customer. This includes both processing and
queue time.
Total Cycle Time:
The total of the cycle time for each
individual operation or process or work area
in a value stream. Total cycle time
ideally equals the total value-added time
Total
Productive Maintenance (TPM):
A series of methods, originally pioneered to ensure that every machine in
a production process is always able to
perform its required tasks so that
production is never interrupted.
Toyota
Production System (TPS):
A manufacturing philosophy that shortens
the time between customer order and shipment
by eliminating waste.
A
methodology that resulted from over 50 years
of Kaizen at Toyota, one of the most
successful companies in the world. TPS is
built on a foundation of Leveling, with the
supporting pillars of Just-in-Time and
Jidoka.
V
Value:
A capability provided to a customer at the
right time at an appropriate price, as
defined in each case by the customer.
Value-Added
Analysis:
With this activity, a process improvement
team strips the process down to it essential
elements. The team isolates the activities
that in the eyes of the customer actually
add value to the product or service. The
remaining non-value adding activities
("waste" are targeted for extinction.
Value Chain:
Activities outside of your organization that
add value to your final product, such as the
value adding activities of your suppliers.
Value-added Work:
Work that the customer is willing to pay
for. A transformation of the shape or
function of the material/information in a
way that the customer will pay for.
Value Stream:
The specific activities required to design,
order and provide a specific product, from
concept to launch, order to delivery, and
raw materials into the hands of the
customer.
Value Stream
Mapping:
Highlights the sources of waste and
eliminates them by implementing a future
state value stream that can become reality
within a short time. Creating
a visual picture of the 'Current State' or
how material and information flows from
suppliers through manufacturing and to the
customer. Total lead-time, process cycle
times and value-added times are measured.
The Future State is created based on goals
desired based on market conditions and
strategic planning for the business.
Vertical
Teams:
Vertical teams are groups of people who come
together to meet problems or challenges.
These teams are made up of the most
appropriate people for the issue, regardless
of their levels or jobs within the
organization.
Vision:
A long-term plan of direction that is based
on a careful assessment of the most
important directions for the organization.
Visible pitch board:
A visual control method that will control
the flow of work throughout the day, also
showing how each person in the value stream
receives his or her portion of work.
Visual
Control:
The placement in plain view of all tools,
parts, production activities, and indicators
of production system performance so everyone
involved can understand the status of the
system at a glance.
Various tools of visual management such as
color-coding, charts, andons, schedule
boards, labels and markings on the floor.
Visual Management:
When the normal state and abnormal state can
be clearly and visually defined, visual
management is possible. In visual
management, simple visual tools are used to
identify the target state, and any deviance
is met with corrective action.
Voice of the
customer (V.O.C.):
Desires and requirements of the customer at
all levels, translated into real terms for
consideration in the development of new
products, services and daily business
conduct.
W
Waste (also
Muda):
Anything that uses resources, but does not
add real value to the product or service.
Eight common types of waste have been
identified. They are:
1. Waste
from over production
2. Waste
from waiting or idle time
3. Waste
from unnecessary transportation
4. Waste
from inefficient processes
5. Waste of
unnecessary stock on hand
6. Waste of
motion and efforts
7. Waste
from producing defective goods
8. Waste
from unused creativity
Work in
Progress (WIP):
Product or inventory in various stages of
completion throughout the plant, from raw
material to completed product.
Work
Sequence:
The specific order in which an operator
performs the manual steps of the process.
Work unit:
A specific, measurable amount of work that
can be customized and treated as a whole.
Examples of a work unit include an order, a
report, or a blueprint.
Worker balance chart:
A visual display of the work elements,
times, and workers at each location. It is
used to show improvement opportunities by
visually displaying the times of each
operation in relation to the total value
stream cycle time and takt time.
World Class
Quality Management:
An operating methodology totally committed
to quality and customer satisfaction. It
focuses on continuous improvement in all
processes and advocates decisions based on
fact. World Class Quality management
includes all associates in
meeting and
exceeding customer expectations.
Y
Yokoten:
Information sharing; sharing of common
activities, countermeasures and ideas.
Yield:
Produced product related to scheduled
product
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