5-S

A systematic process of workplace organization

Autonomation

Stopping a line automatically when a defective part is detected. [Same as Jidoka]

Balanced Plant

A plant where capacity of all resources are balanced exactly with market demand.

Bottleneck

Any resource whose capacity is equal to, or less than the demand placed on it.

Capacity Constraint Resources

Where a series of non-bottlenecks, based on the sequence in which they perform their jobs can act as a constraint. [Abbreviation: CCR]

CCR

Where a series of non-bottlenecks, based on the sequence in which they perform their jobs act as a constraint. [Full title; Capacity Constraint Resources]

Chaku-Chaku

A method of conducting single-piece flow, where the operator proceeds form machine to machine, taking the part from one machine and loading it into the next. [Same as Load-Load]

Change Agent

The catalytic force moving firms and value streams out of the world of inward-looking batch-and-queue.

Constraint

Anything that limits a system from achieving higher performance, or throughput. Alternate: That bottleneckwhich most severely limit the organization's ability to achieve higher performance relative its purpose/goal.

Covariance

The impact of one variable upon others in the same group.

Dependent Events

Events that occur only after a previous event.

Evaporating Clouds

A problem of method used in Theory of Constraints. Same as Conflict Resolution.

External Setup(OED)

Die setup procedures that can be performed while machine is in motion. OED - "outer exchange of die" [See Internal Setup]

Flow Kaizen

Radical Improvement, usually applied only once within a value stream. [Same as Kaikaku]

Heijunka

Keeping total manufacturing volume as constant as possible. [Same as Production Smoothing]

Hoshin Kanri

The selection of goals, projects to achieve the goals, designation of people and resources for project completion, and establishment of project metrics. [Same as Policy Deployment]

Information Management Task

The task of taking a specific product from order-taking through detailed scheduling to delivery. [See Value Stream]

Informative Inspection

A form of inspection used to determine non-conforming product. [See Inspectionor Judgment Inspection]

Inspection

Comparing product, or component against specifications to determine if such product or component meets requirements. [See Judgment Inspectionor Informative Inspection]

Internal Setup(IED)

Die setup procedures that must be performed while machine is in stopped. IED - "inner exchange of die" [See External Setup]

Inventory

The money the system has invested in purchasing things it intends to sell.

Jidoka

Stopping a line automatically when a defective part is detected. [Same as Autonomation]

Judgment Inspection

A form of inspection used to determine non-conforming product. [See Inspectionor Informative Inspection]

Kaikaku

Radical Improvement, usually applied only once within a value stream. [Same as Flow Kaizen]

Kaizen

Continuous improvement through incremental improvements. [Same as Process Kaizen]

Lean

Producing the maximum sellable products or services at the lowest operational cost, while optimizing inventory levels.

Load-Load

A method of conducting single-piece flow, where the operator proceeds form machine to machine, taking the part form one machine and loading it into the next. [Same as Chaku-Chaku]

Muda

Any human activity which absorbs resources, but creates no real value. [See Non-Value Added, Waste]

Nagara System

A production system where seemingly unrelated tasks can be produced by the same operator simultaneously.

Non-Value Added

Activities or actions taken that add no real valueto the product or service, making such activities or action a form of waste. [See Value Added]

One-TouchExchange of Dies (OTED)

The reduction of die set-up where die setting is reduced to a single step. [See Single Minute Exchange of Die, Internal Setup, or External Setup]

Operating Expenses

The money the required for the system to convert inventoryinto throughput.

Operations

Work or steps taken to transform material from raw materials to finished product. [See Process, Sub-Process]

Physical Transformation Task

The task of taking a specific product from raw materials to a finished product in the hands of the customer. [See Value Stream]

Pitch

The pace and flow of a product.

Policy Deployment

The selection of goals, projects to achieve the goals, designation of people and resources for project completion, and establishment of project metrics. [Same as Hoshin Kanri]

Problem Solving Task

The task of taking a specific product from concept through detailed design and engineering to production launch. [See Value Stream]

Process

The flow of material in time and space. The accumulation of sub-processes, or operationsthat transform material from raw material to finished products.

Process Kaizen

Continuous improvement through incremental improvements. [Same as Kaizen]

Production Smoothing

Keeping total manufacturing volume as constant as possible. [Same as Heijunka]

Quality

Meeting expectation and requirements, stated and un-stated, of the customer.

Quality Function Deployment (QFD)

Using a cross-functional team to reach consensus that final engineering specification of a product are in accord with the voice of the customer.

Quick Changeover

The ability to change tooling and fixtures rapidly (usually minutes), so multiple products can be run on the same machine.

Real Value

Attributes and features of a product or service that, in the eyes of customers, are worth paying for. [See Value Added, Non-Value Added]

Resource Activation

Using a resource regardless of whether throughputis increased. [See Resource Utilization ]

Resource Utilization

Using a resource in a way that increases throughput. [See Resource Activation]

Right-size

Matching tooling and equipment to the job and space requirements of lean production.

Sensi

An outside master or teacher that assists in implementing lean practices.

Shusa

The leader of the team whose job is to design and engineer a new product and it into production.

Single MinuteExchange of Dies (SMED)

The reduction in die set-up time. Set-up in a single minute is not required, but used as a reference. [See One-Touch Exchange of Die, Internal Setup, or External Setup]

Standard Work

Specifying tasks to the best way to get the job done in the amount of time available while ensuring the job is done right the first time, every time.

Statistical Fluctuations

Kinds of information that cannot be precisely predicted.

Sub- Optimization

A condition where gains made in one activity are offset by losses in another activity or activities, created by the same actions creating gains in the first activity.

Sub-Processes

A series of operationscombined. Part of a process

Takt Time

Daily production number required to meet orders in hand divided into the number of working hours in the day.

Theory of Constraints (TOC)

A lean management philosophy that stresses removal of constraintsto increase throughputwhile decreasing inventoryand operating expenses.

Throughput

The rate the system generates money through sales.

Value Added

Activities or actions taken that add real valueto the product or service. [See Non-Value Added]

Value Analysis

Analyzing the value streamto identify value addedand non-value addedactivities.

Value Engineering

Value Stream

The set of specific actions required to bring a specific product through three critical management tasks of any business: Problem-solving, Information management and physical transformation.

Visual Controls

Displaying the status of an activity so every employee can see it and take appropriate action.

Waste

Anything that uses resources, but does not add real value to the product or service.

Yield

Produced product related to scheduled product.