Glossary

3Gen: Derived from three Japanese words — genchi (like gemba), genbutsu, genjitsu — it is the practice of going to where the action is, observe what is happening and get real data/facts to solve problems and improve processes. Sometimes the words are written with “gem” rather than “gen” because of the transliteration from Japanese characters.

3P: Production Preparation Process is the act of applying Lean concepts in the design phase, usually involving a cross-functional team to bring all perspectives and eliminate waste before a process implementation.

5S: The principle of waste elimination through workplace organization. Derived from the Japanese words seiri, seiton, seiso, seiketsu, and shitsuke, which have been translated into English as sort, straighten, scrub, systematize, and standardize. Safety is often included as a sixth S.

5 Whys: A method of root-cause analysis that entails the progressive asking of “Why?” at least five times or until the root cause is established.

andon: A signal to alert people of problems at a specific place in a process; a form of visual management.

A3: A one-page reporting format, named for the international paper size (11" x 17" in US sizes). It contains, on one page, critical information about an issue, such as description, cost, timing, data, planned solution, and planned resolution.

consumer: The person or entity who obtains goods and services for his or its own use. See also customer.

continuous flow: The ideal state where products move through a manufacturing process — or people move through a service process — one at a time, without stopping or waiting.

current-state value-stream map: A value-stream map that depicts things as they currently exist within the value stream. See also value-stream map.

customer: The person or entity who is the recipient of what you produce, either within your organization or outside your organization. See also consumer.

cycle time: The total amount of elapsed time from the time a task, process, or service is started until it is completed.

future-state value-stream map: A value-stream map that depicts an improved view of the value stream, which advances toward the ideal-state.

gemba: Where the action occurs. See also 3Gen.

genchi genbutsu: Go and see. See also 3Gen.

heijunka: The technique of smoothing or leveling schedules.

heijunka box: A tool used to control the volume and mix of production through the controlled distribution of kanban at standard, fixed intervals of time.

hoshin: A system of planning, forms, and rules that engages everyone in addressing business at both the strategic and tactical levels. It is also known as policy deployment or hoshin kanri.

hoshin kanri: See hoshin.

ideal-state value-stream map: a value-stream map that depicts a value stream composed of only value-added activities.

information flow: The uninterrupted progression of supporting data and instructions along the value stream.

jidoka: Transference of human intelligence to machines via automation. The automation enables the equipment to detect defects and stop until someone comes to fix the problem. This supports quality at the source and the prevention of defects from progressing along the value stream. Additionally, the person in charge of the step in the value stream is responsible to resolve the issue or stop the flow to get outside assistance.

just-in-time (JIT): Providing what is needed, when it is needed, in the quantity needed, and the quality level needed.

kaikaku: Radical improvement activity to reduce waste.

kaizen: Incremental continuous improvement that increases the effectiveness of an activity to produce more value with less waste.

kanban: A signal that triggers replenishment or withdrawal in a pull system. Kanban is often in the form of a card on a container in production environments. The signal regulates the production flow in the value stream.

Lean: An improvement methodology based on a customer-centric definition of value, and providing that value in the most effective way possible, through a combination of the elimination of waste and a motivated and engaged workforce.

muda: Any activity that consumes resources, but creates no value. Muda is categorized in two forms: Type-1 muda is necessary for the process, but non-value-added; type-2 muda is both unnecessary and non-value-added.

mura: Waste due to unevenness or variation.

muri: Waste or stress on the system due to overburdening or unreasonableness.

non-value-added: Any activity, product, or process that does not meet the value-added criteria. See also value-added.

Plan-Do-Check-Act (PDCA) or Plan-Do-Study-Act (PDSA): An iterative improvement scheme at the core of the kaizen process. This four-step process includes (1) defining the objectives, issues, and potential solution; (2) carrying out the plan in a trial mode; (3) verifying and studying trial results; (4) fully implementing and standardizing the solution. It is also called the Shewhart cycle or Deming cycle.

poka-yoke: A device to prevent the production or occurrence of defects.

Respect for People: The engagement of and investment in people, including training, empowerment, safety, job security, contribution and respect of ideas, and morale. It is foundational to Lean and essential for the creation of a culture where kaizen thrives.

sensei: Master or teacher, in this context, of Lean.

seven forms of waste: Transportation, waiting, overproduction, defects, inventory, motion, and excess processing are the seven forms of waste identified by Taiichi Ohno, one of the pioneers of the Toyota Production System, as waste normally found in mass production. Also known as the seven wastes or the seven mudas. Sometimes includes an eighth form — an unengaged workforce.

single minute exchange of die (SMED): Term used to describe the compilation of tools and techniques used to dramatically reduce the time required to complete the changeover of production and support of one “product” to another. Think Indy pit-crew tire changes.

SIPOC: An acronym for Suppliers, Inputs, Process, Outputs and Customers. It is a form of defining a process that includes the relationship between these entities; often depicted graphically.

standardized work: The definition of a process step characterized by takt time, a set work sequence, and established in-process inventory. Deviations to standardized work constitute an abnormality, which is then an opportunity for improvement.

takt time: Takt is the German word for “beat.” In Lean, takt time is the pace of production based on the rate of customer consumption. It is calculated by taking the available minutes of work divided by the units required by the customer in that period of time.

value: The worth placed upon goods or services, as defined by the customer. See also customer.

value-added: Defined by the customer and must meet all of the following criteria:

The customer must be willing to “pay” for it. Payment is generally thought of in monetary terms, but could also include time or other resources.

The product or service must be done correctly the first time.

The product or service must be transformed.

value stream: The flow of materials and information through a process to deliver a product or service to a customer.

value-stream map: A graphical representation of how all the steps in any process line up to produce a product or service, and of the flow of information that triggers the process into action.

voice of the customer (VOC): The collective needs, wants, and desires of the recipient of a process output, a product, or a service, whether expressed or not. The VOC is usually expressed as specifications, requirements, or expectations.

waste: Any activity that uses resources, but creates no value for the customer. Usually expressed as muda, mura, or muri.