- 5S
A methodology for organizing, cleaning, developing, and sustaining a productive work environment.
Sort: Remove all unnecessary items from the work area.
Straighten: Organize what is needed so that it is easily identifiable in a designated place.
Scrub: Clean everything.
Standardize: Follow consistent best practices.
Sustain: Maintain the improvements, and provide opportunities for additional improvements.
- 5S audit form
A form that is used to monitor the 5S program and to ensure that improvements are made when there are deviations from the program. Audits should be performed weekly to ensure that the program is sustained.
- 5S tracking sheet
A visual tool that is displayed on the production floor to show how each process or area is sustaining 5S. The scores come from the weekly 5S audits, and the tracking sheet is updated once a month. Incentives should be provided to the process or area with the highest monthly score.
- controlled batches
A method of inventory and volume control to ensure that the right amount of product and parts is being built when needed. Operators build to the specified batch quantity; then they stop and verify the quantity and quality.
- cross-training matrix
A management tool used to monitor operators’ skill levels within an assembly line or other manufacturing process. There are three skill levels: novice, certified, and trainer.
- effective hours
The amount of time production workers actually spend building products and fabricating parts. It excludes meetings, breaks, lunches, end-of-day cleanup, and any other scheduled time away from the manufacturing process.
- kaizen
Japanese word for continuous improvement. Kaizen encompasses the ideas of encouraging employee participation and promoting a process-oriented culture.
- kaizen champion
An employee who is 100 percent dedicated to implementing kaizen and driving the continuous improvement efforts within an organization.
- kaizen event
A planned, scheduled process improvement project intended to implement lean manufacturing principles. Kaizen events are planned four weeks in advance to ensure 100 percent participation of team members and achievement of the event goals.
- kaizen steering committee
A group of managers and operator representatives that oversees all kaizen event activities in a company. The committee is led by the kaizen champion and meets once a month.
- kaizen suggestion box
Used for collecting employee recommendations on continuous improvement ideas.
- kaizen tracking sheet
A spreadsheet that is used by the kaizen steering committee to plan and track all kaizen events in the organization to ensure completion of all kaizen activities. See kaizen steering committee.
- pay-for-skill program
An incentive-based program to encourage multiskilled workers. As production workers learn new jobs, they receive a pay increase for becoming proficient in more areas of the company.
- seven deadly wastes
Overproduction: Building the wrong items, at the wrong time, in the wrong quantity, and in the wrong order
Overprocessing: Redundant effort or too many checks
Transportation: Excessive movement of items
Motion: Excessive reaching, stepping, and walking in and out of the workstation
Waiting: Time period when manufacturing processes are out of synchronization
Inventory: Too many parts or partially built products and too many finished goods
Defects or rejects: Quality errors that require rework and added cost
- single piece flow
The movement of parts or units in manufacturing processes one piece at a time.
- standard work
An agreed-upon set of work procedures that establishes the best and most reliable methods and steps for each process and each employee. These methods are clearly defined, represent best practice, and are supported by documentation.
- strategic purpose
A lean manufacturing business strategy used as a guideline for implementations and improvements. The strategic purpose is revised once a year.
- takt time
German word for “rhythm.” The time in which a unit must move from one workstation to the next to meet the required daily output. It represents the product completion interval for a given process.
- three main drivers
Cost, quality, and delivery. Companies must operate under conditions that offer a competitive balance between these three main drivers. It is difficult to accomplish, because each customer has different needs in regard to these drivers. Application of lean manufacturing principles can help an organization get close to an optimal balance.
- tower lights
A color-based light system that is installed at a workstation to allow operators to communicate with support staff and materials handlers.