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Lean Manufacturing Vocabulary and Terms
3 D's or San Ke
The D's in English stand for dirty, dangerous, and difficult; the K's in Japanese stand for kitanai, kiken, and kitsue.
5-S or Go Esu
5 points of workplace organization and maintenance. More than a quality improvement tool, this philosophy is applicable to daily living:
Japanese English Definition Example
Seiri Structurize Segregate and discard Throw away rubbish
Seiton Systematize Arrange and identify 30-second document retrieval
Seiso Sanitize Clean and inspect daily Individual cleaning responsibility
Seiketsu Standardize Revisit frequently Transparency of storage
Shitsuke Self-discipline Motivate to sustain Do 5-S daily
Andon
Lamp board; light(s) mounted on a machine or line to indicate a potential problem or work stoppage.
Autonomation
The concept of adding an element of human judgment to automated equipment so that the equipment becomes capable of discriminating against unacceptable quality, and the automated process becomes more reliable. A contraction of "autonomous automation." [Same as Jidoka]
Balanced Plant
Resources balanced with market demand.
Bottleneck or Constraint
Any area, workstation, or process that limits throughput; any problem area that slows down the whole.
CCR or Capacity Constraints Resources
The capability of a system to perform its expected function and the materials, supplies, machinery, and personnel available.
Cellular Manufacturing
Arranging machines in the correct process sequence, where operators remain within the cell and materials are presented to them from outside.
Chaku-Chaku Line
Work cell where machines off-load parts automatically so operators can take a piece directly from one machine to the next without waiting. [Same as Load-Load]
OED or External Setup
Elements of tooling set-up that can be performed safely while the machine is still running. OED stands for outer exchange of die.
Flow Kaizen
Radical improvement, usually in a business process, that affects the future value stream. [Same as Kaikaku] Comparison: A one-week Kaizen Workshop with front-line employees has become standard PRACTICE in manufacturing companies. Improvements are focused on a specific goal, like forming a cell or reducing the changeover time for one machine. This is called Point Kaizen because it improves only one point in the value stream. Flow Kaizen, or value stream improvement, looks at the whole business. Since only senior managers have RESPONSIBILITY for the entire business, they MUST LEAD value stream mapping and steer the improvement action plan needed to reach the future state.
Heijunka
Keeping total manufacturing volume as constant as possible, leveled production. [Same as Production Smoothing]
Hoshin Kanri
System of forms and rules that encourage employees to analyze situations, create plans for improvement, conduct performance checks, and take appropriate action. Primary benefit is to focus activity on the key things necessary for success. [Same as Policy Deployment]
IED or Internal Setup
Elements of tooling set-up that must be performed while the machine is stopped. IED stands for inner exchange of die.
Jidoka
The concept of adding an element of human judgment to automated equipment so that the equipment becomes capable of discriminating against unacceptable quality, and the automated process becomes more reliable. A contraction of "autonomous automation." [Same as Autonomation]
JIT or Just In Time
Manufacturing what is needed, when it is needed, in the quantity it is needed.
Kaikaku
Radical improvement, usually in a business process, that affects the future value stream. [Same as Flow Kaizen]
Kaizen
The relentless process of finding and eliminating waste. Continuous improvement through incremental improvements. [Same as Process Kaizen]
Kanban
Visual signal, typically a re-order card or other method of triggering the pull system, based on actual usage of material, which should be located for use at the point of manufacturing.
Load-Load Line
Work cell where machines off-load parts automatically so operators can take a piece directly from one machine to the next without waiting. [Same as Chaku-Chaku]
Muda
Any activity or action that adds cost but no real value to a product or service; waste. [Same as Non-Value-Added]
Mura
Variations in process quality, cost and delivery; unevenness, lack of reliability.
Muri
Unreasonableness; demand exceeds capacity; overburden, forcing.
Nagara System
Accomplishing two or more activities with one motion; simultaneous production.
Non-Value-Added
Any activity or action that adds cost but no real value to a product or service; waste. [Same as Muda]
OTED or One-Touch Exchange of Dies
Reducing die setup to a single step. [See SMED]
Pitch
The pace and flow of a product.
Poka Yoke
Mistake-proofing.
Policy Deployment
System of forms and rules that encourage employees to analyze situations, create plans for improvement, conduct performance checks, and take appropriate action. Primary benefit is to focus activity on the key things necessary for success. [Same as Hoshin Kanri]
Process Kaizen
The relentless process of finding and eliminating waste. Continuous improvement through incremental improvements. [Same as Kaizen]
Production Smoothing
Keeping total manufacturing volume as constant as possible, leveled production. [Same as Heijunka]
QFD or Quality Function Deployment
Using a cross-functional team to reach consensus about final product specifications, in accord with the wishes of the customer.
Quick Changeover
Changing over a process to produce a different product in the most efficient manner.
Right-size
Matching tooling and equipment to the job and space requirements of lean production.
Sensei
Instructor, usually refers to an external consultant.
SMED or Single Minute Exchange of Dies
From the last good part to the first good part on the new set-up accomplished in anything less than 10 minutes. Also known as Single-digit Setup. [See One-Touch Exchange of Die]
Standard Work
Pre-determined sequence of tasks for the operator to complete within the net operating time divided by customer requirements.
Stop-The-Line Authority
Power given to workers to stop the process when abnormalities occur, allowing them to prevent the defect or variation from being passed along.
Sub-Optimization
Optimization of sub processes. This will be a cost to the system. Management's job is to optimize the entire system, not individual components or sub processes.
Supermarket
A shop floor substation for staging parts before they are finally placed on the line.
Takt Time
Daily production number required to meet orders in hand divided into the number of working hours in the day. Example: With available work time at 27,600 seconds per shift, and customer demand at 460 pieces per shift, takt time is 60 seconds.
T
OC or Theory of Constraints
Removing constraints to increase throughput while decreasing inventory and operating expenses.
Throughput
The rate the system generates money through sales.
Value Analysis
Analyzing the value stream to identify value-added and non-value-added activities.
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.
Value Stream Map or Value Chain Map
A visual picture of how material and information flows from suppliers, through manufacturing, to the customer, including calculations of total cycle time and value-added time. Example Value stream mapping is a way of graphically depicting a company's business processes, then looking for ways to streamline inventory, reduce waste, and cut production time. Maps can be drawn of current and future states, and may include the supply chain. The value stream map always starts with the customer.
Visual Controls
Creating standards in the workplace that make it obvious if anything is out of order so every employee can see it and take appropriate action.
Visual Management
System enabling anyone to quickly spot abnormalities in the workplace, regardless of their knowledge of the process.
Yield
Produced product related to scheduled product.
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