| 3 Elements of Lean |
| 1. Pace production to TAKT Time. 2. Create uninterrupted FLOW
of products and services.
See: JIT, Takt Time |
| 3 GEN Principle |
| Is a guide for how to "behave" (especially if you
are a Manager) in a Lean System. The 3 "GEN’s" are derived from three Japanese
phrases that capture the three recommended behaviors: 1. Gemba or "go to
Gemba" meaning go always to where the work is being performed
(do not sit behind your desk and read reports or charts since they represent
"filtered" and distorted information). 2. GEMBUTSU Observe the actual
product (production process) and 3. GENJITSU Get the real situation or
"facts" yourself.
ref: Gemba
|
| 3D’s |
| Work conditions that are "Dirty, Dangerous and
Difficult". |
| 3P |
| "Production Preparation Process" A Lean System
Tool that is intended as the basis of creating a new process that is waste free.
It uses a "Seven Alternatives Matrix" and paper models of the layout
of the new process. |
| 5S |
| 5S is a methodology for simplifying, organizing, cleaning,
developing, and sustaining a productive work environment. The methodology
originated at Ford Motor Company and was elaborated by Toyota and is
based on the simple idea that the foundation of a good production system
is a clean and safe work environment. Translated from Japanese words
that begin with an "s," the closest English equivalents are: Sort, Set
in order, Shine Standardize, Sustain.
full: Five S
ref: Set in Order
ref: Shine
ref: Sort
ref: Standardize
ref: Sustain
|
| 5-S |
| (Lean Manufacturing) |
| A systematic process of workplace organization. |
| 6M’s of a Process |
| Man, Method, Machine, Materials, Measuring System and
"Mother Nature" (also referred to as “Environment”). |
| 8 Wastes |
| The eight forms of waste that exist in any process as
originally defined by Taiichi Ohno at Toyota. Ohno’s version described
"7 Wastes". The eighth was added in America: the waste of
"human potential" to solve problems and find better work methods.
The eight wastes are best captured by the acronym "DOWNTIME"
where D = Defects, O = Overproduction, W = Waiting, N = Non-utilized
Talent, T = Transportation, I = Inventory, M = Motion and E = Extra
(or Excess) Processing. |
| A3 Report |
| Is a format for a Problem Solving or Corrective Action
Report as used by Toyota. A3 is derived from the European Paper size
"A3" that is approximately equivalent to 11 x 17".
All the information for effectively communicating the solution to a
problem should fit on this one page. If more space is required,
that would indicate the likelihood that much unnecessary or superfluous
information has been included. In the A3 Report format, there is great
emphasis on accurate identification of the ROOT CAUSE of the problem. |
| ABC Classification |
| A method for prioritizing items based on the product
of the annual demand and the unit cost. The high "annual dollar
volume" items are classified as "a" item. The low annual
dollar volume items are classified as "c" items. Based on Pareto’s law,
the ABC classification system drives us to manage "a" items more
carefully. This means that these item should be ordered more often,
counted more often, located closer to the door, and be forecasted more
carefully. Conversely, "c" items are not very important from
an investment point of view, and therefore should be ordered rarely
and not counted often. Some firms use other methods for defining the
ABC classification -- such as the stockout cost or the medical criticality
of the item. This has nothing to do with activity based costing. See Pareto’s
law. |
| Abnormality |
| Any process or equipment condition that does not conform
to the standard conditions required for the scheduled production and delivery
of quality products and services. |
| Agile Manufacturing |
| A manufacturing approach with techniques designed to
contribute to the flexibility of a process and thereby reduce the impact
of changes in product mix and, to certain extent, volume. |
| Andon |
| A Japanese term that refers to the warning lights on an
assembly line that light up when a defect occurs. When the lights go on, the
assembly line is usually stopped until the problem is diagnosed and corrected. |
| Autonomation |
| (Lean Manufacturing) |
| Stopping a line automatically when a defective part
is detected.
Same: Jidoka
|
| Autonomous maintenance |
| A TPM principle of having each worker responsible for
both maintaining and operating a machine. Maintenance activities include cleaning,
lubricating, adjusting, inspecting, and repair. |
| Balanced Plant |
| (Lean Manufacturing) |
| A plant where capacity of all resources are balanced
exactly with market demand. |
| Batch-and-queue |
| Refers to the usual movement of part lots in mass-production
practices. Typically, large lots of a part are made and sent as a batch to
wait in queue for the next operation in the production process. Contrast
with one-piece-flow. |
| Benchmarking |
| Comparing products and/or processes to a standard in
order to evaluate and improve performance. Benchmarking can be done for
either product or process performance. Internal process benchmarking sets
the standard by comparing processes in the same firm (e.g., another
department, region, machine, worker, etc.). External process benchmarking
sets the standard based on a process from another firm. Competitive
benchmarking sets the standard based on a competitor’s product or process. |
| Best Practices |
| This term is typically used in the context of
a multi-divisional or multi-location firm that has similar processes
in many locations. For example, Wells-Fargo buys banks, which all have
similar teller policies. Clearly, it is in the best interest of the firm
to find out which of the many banking subsidiaries has the "best
practice" for this process, document the process with process maps
and other documentation, and then implement that process throughout
the system. This is really just an application and extension of internal
benchmarking. |
| Bottleneck |
| (Lean Manufacturing) |
| Any resource whose capacity is equal to, or less
than the demand placed on it. |
| Capacity Constraint Resources |
| (Lean Manufacturing) |
| Where a series of non-bottlenecks, based on the sequence
in which they perform their jobs can act as a constraint.
Abb: CCR
Ref: Constraint
|
| CCR |
| (Lean Manufacturing) |
| Where a series of non-bottlenecks, based on the sequence
in which they perform their jobs can act as a constraint.
Full: Capacity
Constraint Resources
Ref: Constraint |
| Chaku-Chaku |
| (Lean Manufacturing) |
| 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: Load-Load |
| Change Agent |
| (Lean Manufacturing) |
| The catalytic force moving firms and value streams out
of the world of inward-looking batch-and-queue. |
| Constraint |
| (Lean Manufacturing) |
| Anything that limits a system from achieving higher
performance, or throughput. Alternate: That bottleneck which most severely
limit the organization's ability to achieve higher performance relative
its purpose/goal.
Ref: Bottleneck,
Throughput
|
| Covariance |
| (Lean Manufacturing) |
| The impact of one variable upon others in the same group. |
| Dependent Events |
| (Lean Manufacturing) |
| Events that occur only after a previous event. |
| Evaporating Clouds |
| (Lean Manufacturing) |
| A problem of method used in Theory of Constraints. Same
as Conflict Resolution.
Ref: Theory
of Constraints (TOC)
|
| External Setup (OED) |
| (Lean Manufacturing) |
| Die setup procedures that can be performed while machine is
in motion. OED - "outer exchange of die"
See: Internal Setup (IED) |
| Five S |
| 5S is a methodology for simplifying, organizing, cleaning,
developing, and sustaining a productive work environment. The methodology originated
at Ford Motor Company and was elaborated by Toyota and is based on the simple
idea that the foundation of a good production system is a clean and safe
work environment. Translated from Japanese words that begin with an "s,"
the closest English equivalents are: Sort, Set in order, Shine Standardize,
Sustain
abb: 5S
ref: Set in Order
ref: Shine
ref: Sort
ref: Standardize
ref: Sustain |
| Flow Kaizen |
| (Lean Manufacturing) |
| Radical Improvement, usually applied only once within
a value stream.
Ref: Value Stream
Same: Kaikaku |
| Gemba |
| Japanese word of which the literal translation is
"the real place." In the manufacturing field, Gemba means the shop
floor, where the actual product is being made, as contrasted to the office,
where support services are provided. |
| Heijunka |
| (Lean Manufacturing) |
| Keeping total manufacturing volume as constant as possible.
Same: Production Smoothing |
| Hoshin Kanri |
| (Lean Manufacturing) |
| The selection of goals, projects to achieve the goals,
designation of people and resources for project completion, and establishment
of project metrics.
Same: Policy Deployment
|
| Information Management Task |
| (Lean Manufacturing) |
| The task of taking a specific product from order-taking
through detailed scheduling to delivery.
See: Value Stream
|
| Informative Inspection |
| (Lean Manufacturing) |
| A form of inspection used to determine non-conforming
product.
See: Inspection,
Judgment Inspection
|
| Inspection |
| (Lean Manufacturing) |
| Comparing product, or component against specifications to
determine if such product or component meets requirements.
See: Informative Inspection,
Judgment Inspection
|
| Internal Setup (IED) |
| (Lean Manufacturing) |
| Die setup procedures that must be performed while machine
is in stopped. IED - "inner exchange of die"
See: External Setup (OED)
|
| Inventory |
| (Lean Manufacturing) |
| The money the system has invested in purchasing things it
intends to sell. |
| Jidoka |
| (Lean Manufacturing) |
| Stopping a line automatically when a defective part is detected.
Same: Autonomation
|
| JIT |
| A philosophy developed by Toyota in Japan that emphasizes
delivery when needed of small lot sizes. The philosophy includes an emphasis on
setup cost reduction, small lot sizes, pull systems, level production, and elimination
of waste (Muda).
full: Just-In-Time Manufacturing
ref: Muda
|
| Judgment Inspection |
| (Lean Manufacturing) |
| A form of inspection used to determine non-conforming
product.
See: Informative Inspection,
Inspection
|
| Just-In-Time Manufacturing |
| A philosophy developed by Toyota in Japan that emphasizes
delivery when needed of small lot sizes. The philosophy includes an emphasis on setup cost reduction, small lot sizes, pull systems, level production, and elimination of waste (Muda).
Abb: JIT
ref: Muda
|
| Kaikaku |
| (Lean Manufacturing) |
| Radical Improvement, usually applied only once within a
value stream.
Ref: Value Stream
Same: Flow Kaizen
|
| Kaizen |
| (Lean Manufacturing) |
| Continuous improvement through incremental improvements.
Same: Process Kaizen
|
| Lean |
| (Lean Manufacturing) |
| Producing the maximum sellable products or services at
the lowest operational cost, while optimizing inventory levels. |
| Load-Load |
| (Lean Manufacturing) |
| 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: Chaku-Chaku
|
| Muda |
| (Lean Manufacturing) |
| Any human activity which absorbs resources, but creates
no real value.
Ref: Real Value
See: Waste
See: Non-Value Added
|
Muda |
| Japanese word for "waste." Any activity that
does not add value (that which the customer is not prepared to pay for). Originally
part of a trilogy of Mura (imbalance), Muri (overload), and Muda (waste or
non-value-added). In more popular terminology, Muda is used for any type
of waste. In common usage in Japanese, Muda means useless, futile or waste. |
| Nagara System |
| (Lean Manufacturing) |
| A production system where seemingly unrelated tasks can
be produced by the same operator simultaneously. |
| Non-Value Added |
| (Lean Manufacturing) |
| Activities or actions taken that add no real value to the
product or service, making such activities or action a form of waste.
Ref: Real Value, Waste
See: Value Added
|
| One-Touch Exchange of Dies (OTED) |
| (Lean Manufacturing) |
| The reduction of die set-up where die setting is reduced
to a single step.
See: External Setup (OED),
Internal Setup (IED),
Single Minute Exchange of Dies (SMED)
|
| Operating Expenses |
| (Lean Manufacturing) |
| The money the required for the system to convert inventory
into throughput.
Ref: Inventory,
Throughput
|
| Operations |
| (Lean Manufacturing) |
| Work or steps taken to transform material from raw materials
to finished product.
See: Process,
Sub-Processes
|
| Physical Transformation Task |
| (Lean Manufacturing) |
| The task of taking a specific product from raw materials to
a finished product in the hands of the customer.
See: Value Stream
|
| Pitch |
| (Lean Manufacturing) |
| The pace and flow of a product. |
| Policy Deployment |
| (Lean Manufacturing) |
| The selection of goals, projects to achieve the goals,
designation of people and resources for project completion, and establishment
of project metrics.
Same: Hoshin Kanri
|
| Problem Solving Task |
| (Lean Manufacturing) |
| The task of taking a specific product from concept through
detailed design and engineering to production launch.
See: Value Stream
|
| Process |
| (Lean Manufacturing) |
| The flow of material in time and space. The accumulation
of sub-processes, or operations that transform material from raw material to
finished products.
Ref: Operations,
Sub-Processes
|
| Process Kaizen |
| (Lean Manufacturing) |
| Continuous improvement through incremental improvements.
Same: Kaizen
|
| Production Smoothing |
| (Lean Manufacturing) |
| Keeping total manufacturing volume as constant as possible
Same: Heijunka
|
| Quality |
| (Lean Manufacturing) |
| Meeting expectation and requirements, stated and un-stated,
of the customer. |
| Quality Function Deployment (QFD) |
| (Lean Manufacturing) |
| 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 |
| (Lean Manufacturing) |
| The ability to change tooling and fixtures rapidly (usually
minutes), so multiple products can be run on the same machine. |
| Real Value |
| (Lean Manufacturing) |
| Attributes and features of a product or service that, in the
eyes of customers, are worth paying for.
See: Non-Value Added,
Value Added
|
| Resource Activation |
| (Lean Manufacturing) |
| Using a resource regardless of whether throughput
is increased.
Ref: Throughput
See: Resource Utilization
|
| Resource Utilization |
| (Lean Manufacturing) |
| Using a resource in a way that increases throughput.
Ref: Throughput
See: Resource Activation
|
| Right-size |
| (Lean Manufacturing) |
| Matching tooling and equipment to the job and space
requirements of lean production. |
| Sensi |
| (Lean Manufacturing) |
| An outside master or teacher that assists in implementing
lean practices. |
| Set in order |
| organize the work area (one author called this “storage”). |
| Shine |
| clean the work area. |
| Shusa |
| (Lean Manufacturing) |
| The leader of the team whose job is to design and engineer
a new product and it into production. |
| Single Minute Exchange of Dies (SMED) |
| (Lean Manufacturing) |
| The reduction in die set-up time. Set-up in a single minute
is not required, but used as a reference.
See: External Setup (OED),
Internal Setup (IED),
One-Touch Exchange of Dies (OTED)
|
| Sort |
| get rid of clutter. |
| Standard Work |
| (Lean Manufacturing) |
| 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. |
| Standardize |
| use standard methods to keep sort, set in order, and shine at
a high level. |
| Statistical Fluctuations |
| (Lean Manufacturing) |
| Kinds of information that cannot be precisely predicted. |
| Sub-Optimization |
| (Lean Manufacturing) |
| 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 |
| (Lean Manufacturing) |
| A series of operations combined. Part of a process.
Ref: Operations,
Process
|
| Sustain |
| maintain through empowerment, commitment, and discipline. |
| Takt Time |
| (Lean Manufacturing) |
| Daily production number required to meet orders in hand
divided into the number of working hours in the day. |
| Takt Time |
| Daily demand rate divided by the number of working hours
in the day. This the time per part (unit) required to meet the Customer’s
demand rate. |
| Theory of Constraints (TOC) |
| (Lean Manufacturing) |
| A lean management philosophy that stresses removal of
constraints to increase throughput while decreasing inventory and operating expenses.
Ref: Constraint,
Inventory,
Operating Expenses,
Throughput
|
| Throughput |
| (Lean Manufacturing) |
| The rate the system generates money through sales. |
| Value Added |
| (Lean Manufacturing) |
| Activities or actions taken that add real value to the product
or service.
Ref: Real Value
See: Non-Value Added
|
| Value Analysis |
| (Lean Manufacturing) |
| Analyzing the value stream to identify value added and
non-value added activities.
Ref: Non-Value Added,
Value Added,
Value Stream
|
| Value Engineering |
| (Lean Manufacturing) |
| Value Engineering |
| Value Stream |
| (Lean Manufacturing) |
| 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.
See: Information Management Task,
Physical Transformation Task,
Problem Solving Task
|
| Visual Controls |
| (Lean Manufacturing) |
| Displaying the status of an activity so every employee can
see it and take appropriate action. |
| Waste |
| (Lean Manufacturing) |
| Anything that uses resources, but does not add real value to
the product or service. |
| Yield |
| (Lean Manufacturing) |
| Produced product related to scheduled product. |