Glossary of Lean Terminology

Transcription

1 Glossary of Terminology Term Definition Use 5S: Used for Improving organization of the workplace: Sort > Set in order > Shine > Stardize > Sustain Create an organized work area A3 Thinking: Affinity Diagram: Andon: Annual Objectives Bottleneck: Breakthrough Objectives: Forces consensus building: unifies culture around a simple, systematic methodology; A3 = metric nomenclature for a paper size equivalent to 11 x17 A process for organizing ideas by placing them on cards grouping the cards that go together in a creative way. Header cards are then used to summarize each group of cards. A device that calls attention to defects, equipment abnormalities, other problems, or reports the status needs of a system typically by means of light - red light for failure mode, yellow light to show marginal performance, green light for normal operation mode. Current year objectives that will allow you to reach your 3-5 year breakthrough objectives. The place in the value stream that negatively affects the flow; inhibiting a process/system from meeting the dem of the customer. Objectives characterized by multi-functional teamwork, significant change in the organization, significant competitive advantage major stretch for the organization. Value Stream Analysis (VSA), Rapid Improvement Event (RIE), problem, brainstorming Visual management tool Strategic focus Constraint or flow stopper Strategic focus Catch Ball: The process of selecting strategies to meet an Strategy

2 Cause Effect Diagram: Counter Measures: Fishbone Diagram: Five Whys: Flow: Gemba: Heijunka: objective at any level then getting managers their teams to engage in dialogue to reach agreement on strategies to achieve their goals. A problem- tool used to establish relationships between effects multiple causes. Action needed to improve the performance of a process that is underperforming. Requires root cause analysis. A chart that resembles a fish skeleton, with a main spine branches (bones) drawn at a slant off the spine: used for quality control in two main ways: 1. Cause--effect diagram, where the spine denotes an effect the branches are cause factors. 2. As a subdivision of quality requirements, where the spine represents a quality objective the branches describe subsidiary traits or measurements that are important but are not the end in themselves. The practice of asking why five times whenever a problem is encountered; repeated questions helps identify the root cause of a problem so that effective countermeasures can be developed implements. The progressive achievement of tasks /or information as it proceeds along the value stream. Makes value flow by removing. Japanese word which means the real place ; where the actual services are provided or where the work is done. Production leveling process that attempts to minimize the impact of peaks valleys in customer dem. deployment, collaborative goal setting, quality improvement ; determining root causes Go see the work

3 Hoshin Kanri: Jidoka: Just-in-time (JIT): Kaizen: Kanban: Key Performance Indicators (K.P.I.): Muda: Mura: Nagara: Strategic Planning/Strategic Management methodology, developed by Dr. Yoji Akao. Also known as policy deployment. Building quality into the process: accept no defects, make no defects, pass no defects. If a defect is detected production is ceased until there is a resolution. A system of managing production processes that result in line-balancing, one-piece flow, little or no excess material inventory on h. A strategy of making quality products, in the quantity needed, when needed. Japanese term meaning change for the better ; implying continuing improvement involving everyone. Also refers to REI - Rapid Improvement Event. Japanese term, in the literal sense, for signboard refers to a visual pull system. A card or sheet used to authorize production or movement of an item. A method of tracking or monitoring the progress of existing daily management systems. Japanese term for activity that is ful does not add value or is unproductive. Removing is an effective way to increase value. Japanese term for unevenness. It is the of variation in the production process. Japanese term for smooth production flow; ideally one piece at a time, characterized by synchronization (balancing) of production processes maximum utilization of available time, including overlapping of operations. Strategic planning Continuous improvement Daily management Seeing the Seeing the Non Value Those process steps in a value stream that Seeing the

4 Added (NVA): Operator Cycle Time: P.D.C.A. Cycle: take time, resource or space, but do not transform or shape the product or service to meet the needs of the customer. The total time it takes someone to complete one cycle of all stard work elements of a job. Plan-Do-Check-Act. An iterative four-step problem- process typically used in quality control. Also known as the Deming Cycle, Shewhart Cycle, Deming Wheel. Data collection Perfection: Point of use: A never ending pursuit of the complete elimination of non-value added so that all activities along a value stream create value. The condition in which all supplies are within arms reach positioned in the sequence in which they are used to prevent extra reaching, lifting, straining, turning, twisting. Elimination of ; storage at the worksite Poka-Yoke: Policy Deployment (PD): Policy Deployment Action Plan: Japanese expression meaning common or simple, mistake proof. In reference to error proofing, the implementation of a fail safe mechanism to prevent a process from producing defects or automatically detect them. A one year plan, reflecting the long-term vision the 3-5 year strategic planning objectives. A planning/implementation process that focuses on a few, major, longterm, customer-focused breakthrough objectives that are critical to an organization s long-term success. Form used by the team working on a PD objective, detailing specific activities required for success, milestones, responsibilities due dates. Quality at the source Strategic planning Strategic planning Policy Form used to show relationships between 3-5 Strategic

5 Deployment Matrix: Process Map: Pull: Pull System: Rapid Improvement Event (REI): Root Cause: Single Minute Exchange of Die (SMED) Six Sigma: Stard Work: Takt Time: year objectives, improvement priorities, targets, resources required benefits to the organization. A visual representation of the sequential flow of a process. Used as a tool in problem ; this technique makes opportunities for improvement apparent. Based on the principle that goods services will ultimately be produced/provided when the customer asks for it. System where the upstream supplier will not produce goods/services until it receives a signal from the downstream supplier; as opposed to a push system which schedules upstream operation according to theoretical downstream results based on a plan which may not be current. Process utilizing a team based methodology to apply the lean tools for seeing making immediate improvement. Drilling down to the main concern of the problem before implementing solutions Term used to describe the complications of tools techniques used to dramatically reduce the time required to complete the changeover of production support of one product to another. A statistical measure of quality that strives for near perfection. A disciplined, data-driven, customer-centered approach for defects in a process. The most efficient effective way to complete an activity or process. The rate of production based on the rate of customer consumption. It is calculated by planning Implementing change Analysis elimination of variation Written description of the best known way to do work Set the pace for product

6 Value: Value Stream: Value Stream Analysis (VSA) /Value Stream Mapping (VSM): Visual Management: Voice of the Customer: Waste/Muda: taking the available minutes of work divided by the units required by the customer in that period of time. From the perspective of the customer, a product or service that has been perceived or appraised to fulfill a need or desire. Components of value may include quality, utility, functionality, capacity, aesthetics, timeliness or availability, price, etc. All the activities (both value-added nonvalue-added) required within an organization to deliver a specific service in order to deliver value from the customer perspective. The identification of all activities occurring along a value stream; represented visually in a value stream map in order to see, unevenness, overburden points within a process to identify areas for incremental improvement. The presentation of a wide variety of information in the workplace. May pertain to jobs themselves, to the business as a whole, to how work teams are progressing on a project. (ie. Kanban cards, shadow boards, story boards, etc.) The desires expectations of the customer which are of primary importance in the development of products, services the daily conduct of the business. Any operation or activity that takes time resources but does not add value to the product or service received by the customer. 8 Wastes: 1) Unused talent 2) Waiting 3) Inventory 4) Transportation 5) Defects flow Analysis used to create an action plan for improvement At a glance rule - abnormalities are obvious Listening to acting on customer feedback Non-value added work; Identification of non-value added activities

7 6) Motion 7) Overproduction 8) Processing