Index
A3 method, 2nd, 3rd
see also problem solving
A problems
accidents
accountability, 2nd
hoshin kanri, 2nd
peer accountability
visual controls, 2nd
accounting
action plans
adding value, 2nd, 3rd
alignment building
anchoring new approaches
andon, 2nd
annual evaluation
assessment, 2nd
asset care plans, 2nd
attitudes to problems
audits of workplace organisation
authoritarianism
autonomous maintenance
autonomy
B problems
balancing measures
barriers to change
batch and queue processing
batch size, 2nd
behavioural change
Behavioural Standards
Bicheno, John
blame culture
book study clubs
bottlenecks, 2nd
bowling charts
box scores
breakdown maintenance
breakthroughs, 2nd, 3rd
business case, 2nd
business strategy
C problems
capability trap
capital costs
care plan, 2nd
cash rewards
catchball
categories of problems
Cathedral model, 2nd
accountability
Behavioural Standards
coaching, 2nd, 3rd
delegation
escalation
expectations setting, 2nd
feedback, 2nd, 3rd
quality and quantity
recognition
cause and effect diagrams
cellular flow
champions
change, 2nd, 3rd, 4th, 5th
anchoring new approaches
barriers
behavioural change
communication, 2nd
consolidation
culture change
empowerment
Lean promotion office
sense of urgency
short-term wins
stakeholder analysis
vision
change agents
changeover see quick changeover
child plans
clarification of problems
cleaning, 2nd, 3rd, 4th
clutter and rubbish, 2nd
coaching, 2nd, 3rd
cognitive changeover
colour coding, 2nd
RAG status
combination chart
command and control
common cause variation, 2nd
communication, 2nd, 3rd, 4th
competitive advantage, 2nd
concealed problems
condition evaluation, 2nd
confirmation phase
consensus building
consolidation
constraints theory
constructive feedback
contact detection devices
continuous improvement, 2nd, 3rd, 4th, 5th, 6th
Convis, Gary
core touch time
core values
costs, 2nd, 3rd, 4th, 5th
capital costs
inventory
work-in-progress
countermeasures, 2nd, 3rd
Covey, Stephen
Cpk index
craft work
creativity
culture, 2nd, 3rd
blame free culture
diagnostic questions
just culture
and kanban
problem receptive culture
current state analysis
current state map, 2nd, 3rd, 4th
customers, 2nd, 3rd, 4th, 5th
cycle time
D problems, 2nd
daily management system
idea management
leader standard work
start-up meetings
visual management centres
waste walks
Dana Corporation
data collection, 2nd, 3rd, 4th
DBR (drum, buffer, rope)
defects, 2nd, 3rd
definition of Lean
delegation
delighters
demand levels
Deming, Dr W., 2nd
design faults
detection mistake proofing
development, 2nd, 3rd, 4th
Devine, Frank
diagnostic questions
discontinue doing lists
discontinuous improvement
documenting ideas, 2nd
double-diamond coaching model
dual focus
80/20 rule, 2nd
elevator pitch
employees see people
empowerment, 2nd
end-to-end metrics
energy waste
engagement, 2nd, 3rd
entropy, 2nd, 3rd
environmental scanning
EPEI (every product every interval)
equipment, 2nd
see also total productive maintenance
errors and mistakes, 2nd
blame culture
mistake proofing, 2nd
escalation
evaluation
equipment, 2nd
hoshin kanri
exemplar model area
expectations setting, 2nd
experts
extrinsic motivation, 2nd
extrinsic rewards
failure demand
fairness
family identification
feedback, 2nd, 3rd
fishbone diagrams
5S workplace organisation, 2nd
application
champions
countermeasures
set-in-order
shine
sort, 2nd
standardise
sustain
fixed value monitoring
flag concept
flexibility, 2nd
floor markings
flow, 2nd, 3rd
accountability
batch size, 2nd
benefits
bottlenecks, 2nd
cellular flow
DBR (drum, buffer, rope)
family identification
heijunka, 2nd
hospital environment
human implications
inventory costs
level of demand
MRP (material requirements planning)
pacemakers
pitch increments, 2nd
repeater work
river and rocks analogy
rules
runners, 2nd
stranger work
takt time, 2nd, 3rd
theory of constraints
time compression
transfer batch
value stream mapping
variation
velocity
visual management
focus
Ford, Henry, 2nd
Formula 1 racing
freed up resources
Fukuda, Ryuji
future state map, 2nd, 3rd, 4th, 5th
gainsharing
gap analysis
gemba, 2nd, 3rd, 4th, 5th, 6th
George Group
Gilbreth, Frank
Goldratt, Eli
Greenleaf, Robert K.
GROW
hansei
hard skills
hassle factors
heijunka, 2nd
Heinrich's Law
hierarchy of needs
histogram
history of Lean
hoshin kanri, 2nd, 3rd, 4th
accountability, 2nd
action plans
alignment building
evaluation
implementation
joined up thinking
metrics
mission statements
objectives
past performance reviews
process
reflection, 2nd
time horizon
values
vision
X-matrix development, 2nd
hospital environment, 2nd
orthopaedic clinic
Hout, Thomas
idea cards, 2nd
idea management systems, 2nd, 3rd, 4th, 5th
aims
cost savings
documenting ideas, 2nd
empowerment
idea cards, 2nd
idea process flow
implementation, 2nd, 3rd
metrics, 2nd
motivation, 2nd
participation
rejecting ideas
reward and recognition
sharing ideas
supervisor evaluation
turn-around time
visual idea boards
idea process flow
ideal state map, 2nd, 3rd, 4th, 5th, 6th
implementation
hoshin kanri
idea management systems, 2nd, 3rd
problem solving
standard work
total productive maintenance
improvement
advisers
incremental
kaizen
plans, 2nd
prompts
inclusion, 2nd
information sharing
initiative fatigue
inspection systems
intangible recognition
intrinsic motivation, 2nd
intrinsic rewards
inventory, 2nd, 3rd, 4th, 5th
costs, 2nd
Jensen, Mary Ann
jishuken
job breakdown sheet, 2nd
job classifications
job enrichment, 2nd
job instruction, 2nd, 3rd
job methods
job proficiency
job relations programme, 2nd
job rotation
job safety
joined up thinking
Jones, Daniel
just culture
kaikaku
kaizen charter
kaizen events, 2nd, 3rd
confirmation phase
data collection
flag concept
golden rules
improvement kaizen
maintenance kaizen
pre-event preparation
SCAMPER
schedule
success factors
team composition
time management, 2nd
workshops, 2nd
kaizen teian
kamishibai (sequence of events boards), 2nd
kanban, 2nd, 3rd
benefits, 2nd
culture and people implications
fine-tuning
kanban square, 2nd
material kanban
production kanban
rules
signal kanban
sizing formula
supplier kanban, 2nd
withdrawal kanban
kanban square, 2nd
Kano model, 2nd
kata concept
knowledge, 2nd
Kohn, Alfie, 2nd
Krafcik, John
lay-offs, 2nd
lead times, 2nd
leader standard work, 2nd, 3rd, 4th
leadership, 2nd, 3rd, 4th
Lean accounting
Lean assessment, 2nd
Lean culture, 2nd
Lean development
Lean improvement adviser
Lean knowledge
Lean management system
Lean Manufacturing
Lean operating system, 2nd, 3rd
Lean principles, 2nd
Lean promotion office
Lean readiness assessment
Lean supply chain
learn – apply – reflect
learning curve
level of demand
listening
Little's Law
maintenance see total productive maintenance (TPM)
maintenance kaizen
Maltz, Dr Maxwell
management integrity
mapping
current state, 2nd, 3rd, 4th
future state, 2nd, 3rd, 4th, 5th
ideal state, 2nd, 3rd, 4th, 5th, 6th
processes, 2nd
strategy
see also value stream mapping
Marriott, J.W.
Maslow, Abraham
material kanban
measles chart
metrics, 2nd, 3rd
EPEI (every product every interval)
idea management systems, 2nd
middle management
mission statements
mistake proofing, 2nd
monthly evaluation
morale
motion step monitoring
motion waste, 2nd
motivation, 2nd, 3rd, 4th
MRP (material requirements planning)
muda (operational waste), 2nd
mura (unevenness), 2nd
muri (overburdening), 2nd
negligence
non-routine work
Norman, Jane
NUMMI
objectives
OEE (overall equipment effectiveness), 2nd
Ohno, Taiichi, 2nd, 3rd, 4th
operating system, 2nd, 3rd
operation balance charts
operation reviews
operational tracking
operational waste (muda), 2nd
orthopaedic clinic
over-processing, 2nd
over-production, 2nd, 3rd
overburdening (muri), 2nd
overheads
overtime
ownership
pacemakers
paradigm shifts
Pareto rule, 2nd
participation
past performance reviews
PDSA (plan, do, study, act) cycle, 2nd, 3rd
pedometers
peer accountability
people, 2nd, 3rd
basic hassle factors
communication, 2nd, 3rd, 4th
development, 2nd, 3rd, 4th
engagement, 2nd, 3rd
and flow
gainsharing
hierarchy of needs
ideal state mapping
inclusion, 2nd
job enrichment, 2nd
and kanban
lay-offs, 2nd
leadership, 2nd, 3rd, 4th
middle management
respect for people, 2nd, 3rd, 4th
risk taking
self-efficacy
supervisor development
time management
perfection
performance needs
Perrow, Charles
personal items
physiological needs
pilot areas, 2nd
pit stops
pitch increments, 2nd
planning
action plans
care plan, 2nd
child plans
improvement plans, 2nd
plaques
poka yoke, 2nd, 3rd
power
pre-event preparation
prestige
prevention mistake proofing
price promotions
principles of Lean, 2nd
problem receptive culture
problem solving, 2nd, 3rd, 4th, 5th
A3 method, 2nd, 3rd
attitudes to problems
categories of problems
clarification of problems
concealed problems
countermeasures
definition of a problem, 2nd
follow-up
implementation plans
nine steps
reviews
root cause analysis, 2nd, 3rd, 4th
seven quality tools
target setting
problem surfacing
processes, 2nd, 3rd
mapping, 2nd
metrics
production kanban
production scheduling see flow
productive maintenance
productivity, 2nd
products
pull messages
purpose, 2nd, 3rd
push messages
Pygmalion effect
quality assurance, 2nd, 3rd
quality tools
cause and effect diagrams
common cause variation, 2nd
80/20 rule
fishbone diagrams
histogram
inventory levels
measles chart
Pareto diagram
process map
run chart
scatter plots
special cause variation, 2nd
tally chart
True North Lean
quick changeover, 2nd
analysis sheet
benefits
data collection
definition of changeover
external activities, 2nd
four-step process
improvement prompts
internal activities, 2nd
inventory control
SMED (single minute exchange of die), 2nd
standard work
visual management boards
RAG status
readiness assessment
Reason, James
recognition and rewards, 2nd, 3rd
cash rewards
extrinsic
fairness
intangible
intrinsic
plaques
reflection, 2nd
rejecting ideas
repeater work
Repenning, Nelson
resources, 2nd
respect for people, 2nd, 3rd, 4th
reviews, 2nd, 3rd
rewards see recognition and rewards
risk taking
river and rocks analogy
roadmap, 2nd
roles and responsibilities, 2nd
root cause analysis, 2nd, 3rd, 4th, 5th
Rosenthal effect
routine work
run chart
runners, 2nd
safety, 2nd, 3rd, 4th
SCAMPER
scatter plots
scheduling see flow
scientific management
self-actualisation
self-confidence
self-efficacy
self-esteem
self-image
self-reliance
sequence of events boards, 2nd
servant leadership
set-in-order
shadow boards
shareholder value
sharing ideas
shine
Shingo, Shigeo, 2nd, 3rd
short-term wins
signal kanban
signs in the workplace
sizing formula
skills, 2nd, 3rd
variety
SMED (single minute exchange of die), 2nd, 3rd
social aspect of work
social needs
Socratic questioning
soft skills
sort, 2nd
Southwest Airlines
spaghetti diagram
special cause variation, 2nd
stability
staffing levels
stakeholders, 2nd, 3rd
analysis
Stalk, George
standard work, 2nd, 3rd, 4th
chart layout
combination chart
and creativity
implementation
improving
job classifications
leader standard work, 2nd, 3rd
quick changeover
target condition
training within industry (TWI), 2nd
video analysis
written procedures
standardise
start-up meetings
Sterman, John
stranger work
strategy, 2nd
see also hoshin kanri
suggestion boxes
supervisor development
supplier kanban, 2nd
supply chain
sustainability, 2nd, 3rd, 4th
SWOT matrix
systems, 2nd
systems thinking
takt time, 2nd, 3rd
tally chart
targets, 2nd
task identity
task significance
Taylor, Frederick
teams, 2nd, 3rd
technician work
technology
TEEP (total effective equipment performance)
theory of constraints
thinking production system
systems thinking
TIM WOOD DOES IT, 2nd, 3rd, 4th, 5th
time compression
time management, 2nd, 3rd
time and motion studies
total productive maintenance (TPM), 2nd
application
asset care plans
care plan
cleaning programme, 2nd
condition evaluation, 2nd
current state analysis
implementation
importance
improvement plan
OEE (overall equipment effectiveness), 2nd
roles
TEEP (total effective equipment performance)
Toyoda, Eiji
Toyota, 2nd, 3rd, 4th
kata concept
Kentucky plant
recall crisis
Toyota Way
training, 2nd
training within industry (TWI), 2nd
transfer batch
transport waste
True North, 2nd
trust, 2nd
Tuckman, Bruce
turn-around time
unevenness (mura), 2nd
union participation
urgency
value, 2nd
and costs
customer perception of
Kano model, 2nd
and waste, 2nd
see also adding value
value stream mapping, 2nd, 3rd, 4th, 5th, 6th
box scores
categories
current state map, 2nd, 3rd, 4th
customer inclusion
data collection, 2nd
future state map, 2nd, 3rd, 4th, 5th
ideal state map, 2nd, 3rd, 4th, 5th
improvement plans
team formation
union participation
values
variation, 2nd
velocity
vision, 2nd, 3rd
visual management, 2nd, 3rd
accountability boards, 2nd
and flow
idea boards
kamishibai (sequence of events boards), 2nd
levels
purpose
quick changeover
visual management centres (VMC), 2nd
daily management
waiting times
Walton, Sam
warning signals
waste, 2nd
categories, 2nd
5S countermeasures
motion waste, 2nd
muda (operational waste), 2nd
mura (unevenness), 2nd
muri (overburdening), 2nd
over-processing, 2nd
and value, 2nd
waste walks (gemba), 2nd, 3rd, 4th, 5th, 6th
welfare
what-if analysis
Whitney, Eli
Willmott, Peter
withdrawal kanban
Womack, James
woodcutter
Woollard, Frank G.
work flow
work-in-progress, 2nd
working hours
workplace design
workplace organisation
audits
cleaning, 2nd
clutter and rubbish, 2nd
floor markings
leader standard work
personal items
shadow boards
signs
workshops, 2nd
written procedures
X production system
X-matrix development, 2nd
yokoten
Zenger-Miller study
zero defects
