| |
Term |
Purpose |
Description |
|
1 |
5S |
Reduce wasted time & motion at
micro level. |
Organized approach to housekeeping
that ensures tools, parts and other objects are in known,
optimum locations. |
|
2 |
Cellular Manufacturing |
Simplify workflow and concentrate
on a single product or narrow family. It improves quality,
inventory and many other parameters. |
Cellular Manufacturing organizes
small work units of 3-15 people to build a single product or a
narrow product family. Ideally the product is completed
without leaving the workcell. |
|
3 |
Continuous Flow |
Coordinate production by ensuring
synchronized, continuous flow throughout the value stream. |
Continuous flow is the concept of
moving product through a value stream at a constant rate
throughout that value stream rather than in batches. |
|
4 |
Continuous Improvement |
To institutionalize the practice
of making many small improvements every day and improve
overall efficiency like compound interest. |
Continuous Improvement refers to
the idea that a large number of small improvements in
processes are easier to implement than major improvements and
have a large cumulative effect. |
|
5 |
Design for Six
Sigma (DFSS) |
To ensure that a product's design
is easy to manufacture without defects and meets customer
needs. |
(DFSS) applies Six Sigma
principles to the design of products and their manufacturing
processes. |
|
6 |
Elimination of
Waste |
Improve efficiency and
effectiveness. |
Elimination of waste is an
overarching theme of Lean Manufacturing. All the various tools
and techniques are aimed at this ultimate goal. |
|
7 |
In-Station
Quality Control |
Prevents defects from passing to
downstream processes and ensures immediate feedback for
correction of quality problems. |
Ensures that products do not leave
a workstation with defects. |
|
8 |
Jidoka |
Prevents problems on one station
of a production line from building inventory and also creates
urgency to find permanent solutions. |
Jidoka is the practice of stopping
an integrated assembly or production line when any workstation
encounters problems. Such stoppages create a crises atmosphere
that encourages immediate and permanent solutions. |
|
9 |
Kaizen |
To improve work processes in a
variety of ways. |
Kaizen is a generic Japanese word
for improvement or "making things better." In the context of
Lean Manufacturing, it can apply to rapid improvement (Blitz)
or slow continuous improvement (quick & Easy). |
|
10 |
Kanban |
Schedule production and minimize
work-in-process while encouraging improvement in many areas. |
Kanban establishes a small
stockpoint (usually at the producing workcenter) that sends a
signal when items are withdrawn by a downstream process. The
producing workcenter simply replaces the items removed. |
|
11 |
One-Piece Flow |
Reduce inventory internal to a
workcell and forces improvements and work balance. |
One-piece flow is the concept of
transferring only a single piece between process steps within
a workcell with no accumulation of inventory. It forces
near-perfect balance and coordination. |
|
12 |
Point-of-Use
Storage |
Reduce material movement |
the practice of storing inventory
at the location where it is used rather than in a warehouse or
other dedicated storage facility. |
|
13 |
Pokayoke |
Prevent the occurrence of mistakes
or defects. |
Uses a wide variety of ingenious
devices to prevent mistakes. An example is an automotive
gasoline tank cap having an attachment that prevents the cap
from being lost. |
|
14 |
Process Mapping |
To visualize and understand the
sequence and nature of events in a process at macro and micro
levels. |
Invented by Frank Gilbreth about
1913, process mapping visually displays Value-Added and
Non-Value Added steps using only a few clear symbols and
lines. It lays the foundation for and guides process
improvement. |
|
15 |
Quick & Easy Kaizen |
Formalize, spread and maintain
continuous improvement activities. |
Quick & Easy Kaizen is a term
originated by Norman Bodek that describes Toyota's practice of
soliciting and rewarding small improvement suggestions from
all employees. |
|
16 |
Self
Directed Work Teams (SDWT) |
SDWTs are the ultimate form teams
for managing daily work. |
Teams charged with managing their
daily work without formal leadership. |
|
17 |
Team
Development |
To provide motivation, improved
coordination, reduce management requirements and exploit the
knowledge of employees. |
Organizes small work groups of
5-15 people for problem solving or work management. Provides
structure and interpersonal skills required for decision
making. |
|
18 |
Work Balancing |
To minimize idle time for people
and/or equipment. |
Simple technique using bar charts
that helps to assign tasks to people and workstations. |
|
19 |
Work
Simplification |
Reduce wasted time and motion at
macro level |
A techniques that used various
Industrial Engineering tools to simplify and streamline work. |
|
20 |
Work Standardization |
To ensure that all workers execute
their tasks in the same manner and thus reduce variation from
differences in work method. |
Organized approach to work
specifications and instructions. As practiced at Toyota, work
teams carefully specify the exact manner of performing each
task and then adhere to it. Changes are made by the group when
that group identifies improvements. |
