A Glossary of Lean-Related
Terms
5-S: A systematic process of workplace organization
created in
|
Japanese |
English |
Meaning |
|
seiri |
structurize |
Neatness |
|
seiton |
systemize |
Organization |
|
seiso |
sanitize |
Cleaning |
|
seiketsu |
Standardize |
Standardization |
|
shitsuke |
Self-discipline |
discipline |
Autonomation: A semi-automatic processes in which a line is
stopped automatically when a defective part is detected. Also
referred to as jidoka.
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 and queue:
Overproduction results in items being forwarded to the
next operation before they are needed, which creates a queue.
Capacity
constraint resources: Instance in
which a series of non-bottlenecks, based on their sequence, can act as a
constraint
Cells: The layout of machines of different types
performing different operations in a tight sequence to permit single-piece flow
and flexible deployment of human resources
Chaku-Chaku: A
method of conducting single-piece flow, where the operator proceeds with the
part from machine to machine.
Constraint: Anything that limits a system from achieving
maximum performance or throughput
Current state
map: A tool designed to help
depict the current production process and recognize sources of waste
Cycle time: The time required to complete one cycle of an
operation
Functional
layout: The grouping of machines or
activities by type of operation performed
Heijunka: A method of keeping total manufacturing volume as
constant as possible. Also referred to as production smoothing
Kaikaku: Radical
improvement. Also referred to as flow kaizen.
Kaizen: Continuous, incremental improvement of an activity
to create more value with less waste. Also referred to as
point kaizen and process kaizen.
Lead time: The total time a customer must wait to receive a
product after placing an order
Muda: Anything that interrupts the flow of products and
services through the value stream and to the customer
Nonvalue-Added: Actions or processes that add no real value to the
product or service, from the customer's perspective
Overproduction: Producing
more, sooner or faster than is required by the next process
Pitch: The pace and flow of a product or part
Poka-yoke: A mistake-proofing device or procedure to prevent a
defect during order taking or manufacture. Also referred to
as baka-yok.
Process: The flow of material in time and space. The
accumulation of sub-processes or operations that transform material from raw
material to finished product.
Push system: In contrast to the pull system, the 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.
Quality function
deployment: Using a
cross-functional team to reach consensus that final engineering specification
of a product are in accord with the voice of the
customer
Queue time: The time a product spends in a line awaiting the
next design, order-processing or fabrication step
Quick
changeover: The ability to
rapidly change tooling and fixtures, enabling multiple products to be run on
the same machine
Resource
activation: Using a resource
regardless of whether throughput is increased
Resource
utilization: Using a resource
in a way that increases throughput
Sensei. An
outside master or teacher that assists in implementing lean practices
Seven wastes: Taiichi
Ohno's 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, overprocessing 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.
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
System kaizen:
Improvement aimed at an entire value stream
Takt time: The work sequence of specific tasks,
and the minimum inventory of parts on hand needed to conduct the activity. The available production time divided by the rate of customer
demand.
Theory of
constraints: A lean
management philosophy that stresses removal of constraints to increase
throughput while decreasing inventory and operating expenses
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.
Value-Added
analysis: An activity in which a
process improvement team strips the process down to its essential elements. The
team isolates the activities that, in the eyes of the customer, actually add
value to the product or service. The remaining nonvaiue-adding
activities ("waste") are targeted for extinction.
Value chain: Activities outside your organization that add value
to your final product
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
Waste: Anything that uses resources, but does not add real
value to the product or service. (See muda)
Work in
progress: Product or inventory in
various stages of completion throughout the plant, from raw material to
completed product