| 5-S |
A systematic process of workplace organization
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| Autonomation |
Stopping a line automatically when a defective part is detected.
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| Balanced Plant |
A plant where capacity of all resources are balanced exactly with market demand.
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| Bottleneck |
Any resource whose capacity is equal to, or less than the demand placed on it.
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| Capacity Constraint Resources |
Where a series of non-bottlenecks, based on the sequence in which they perform their jobs can act as a constraint .
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| Change Agent |
The catalytic force moving firms and value streams out of the world of inward-looking batch-and-queue.
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| Constraint |
Anything that limits a system from achieving higher performance, or throughput . Alternate: That bottleneck which most severely limit the organization's ability to achieve higher performance relative its purpose/goal.
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| Covariance |
The impact of one variable upon others in the same group.
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| Calculating Available Time |
Avalaible time aka (wrench on truck time) is the total amount of time per day available to actually work on a product. To calculate, subtract all non-shift hours, lunches, breaks, meetings, clean-up time from 24 hours.
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| Calculating Cycle Time |
Cycle time is the amount of time it takes to perform a given task or step in a process. the sum of the operator cycle time is the total time it would take one person to complete all the tasks for a single skill set in a single cell or line which is being considered.
Cycle time includes value added, non-value added and necessary but non-value added times.
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| Dependent Events |
Events that occur only after a previous event.
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| External Setup (OED) |
Die setup procedures that can be performed while machine is in motion. OED - "outer exchange of die"
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| Flow Kaizen |
Radical Improvement, usually applied only once within a value stream .
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| Heijunka |
Keeping total manufacturing volume as constant as possible.
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| Information Management Task |
The task of taking a specific product from order-taking through detailed scheduling to delivery.
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| Inspection |
Comparing product, or component against specifications to determine if such product or component meets requirements.
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| Internal Setup (IED) |
Die setup procedures that must be performed while machine is in stopped. IED - "inner exchange of die"
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| Inventory |
The money the system has invested in purchasing things it intends to sell.
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| Kaizen |
Continuous improvement through incremental improvements.
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| Lean |
Producing the maximum sellable products or services at the lowest operational cost, while optimizing inventory levels.
Lean Manufacting is a culture and mindset, not a set of tools implimented and used by a couple of departments. In a lean culture, people work together to continuously shorten the lead times of products through the emilination of waste.
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| Load-Load |
A method of conducting single-piece flow, where the operator proceeds form machine to machine, taking the part form one machine and loading it into the next.
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| Non-Value Added |
Activities or actions taken that add no real value to the product or service, making such activities or action a form of waste . [See Value Added ]
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| Overall Equipment Effectiveness (OEE) |
A measure which defines what percentage of times a piece of equipment is producing quality parts.
The three components of OEE are Availability, Productivity, and Quality (all expressed as percentages
Examples:
- Available Time: 8 hour shift -30 mins maintenance - 30mins changeover: = 7/8 -87.5%
- Productivity: Actual / Expected production = 3000/3500
= 85.7%
- Quality: Passed parts / Total parts = 2500/3000 = 83.3%
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| Overall Worker Effectiveness (OWE) |
OWE measures productivity of non-equipment related operations
OWE = % Availability x % Productivity x % Quality
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| One-Touch Exchange of Dies (OTED) |
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| Operating Expenses |
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| Operations |
Work or steps taken to transform material from raw materials to finished product. [See Process , Sub-Process ]
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| Physical Transformation Task |
The task of taking a specific product from raw materials to a finished product in the hands of the customer. [See Value Stream ]
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| Pitch |
The pace and flow of a product.
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| Policy Deployment |
The selection of goals, projects to achieve the goals, designation of people and resources for project completion, and establishment of project metrics.
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| Problem Solving Task |
The task of taking a specific product from concept through detailed design and engineering to production launch. [See Value Stream ]
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| Process |
The flow of material in time and space. The accumulation of sub-processes , or operations that transform material from raw material to finished products.
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| Process Kaizen |
Continuous improvement through incremental improvements. [Same as Kaizen ]
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| Production Smoothing |
Keeping total manufacturing volume as constant as possible. [Same as Heijunka ]
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| Quality |
Meeting expectation and requirements, stated and un-stated, of the customer.
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| Quality Function Deployment (QFD) |
Using a cross-functional team to reach consensus that final engineering specification of a product are in accord with the voice of the customer.
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| Quick Changeover |
The ability to change tooling and fixtures rapidly (usually minutes), so multiple products can be run on the same machine.
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| Real Value |
Attributes and features of a product or service that, in the eyes of customers, are worth paying for. [See Value Added , Non-Value Added ]
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| Resource Activation |
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| Resource Utilization |
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| Right-size |
Matching tooling and equipment to the job and space requirements of lean production.
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| Single Minute Exchange of Dies (SMED) |
The reduction in die set-up time. Set-up in a single minute is not required, but used as a reference.
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| Standard Work |
Specifying tasks to the best way to get the job done in the amount of time available while ensuring the job is done right the first time, every time.
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| Statistical Fluctuations |
Kinds of information that cannot be precisely predicted.
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| Sub-Optimization |
A condition where gains made in one activity are offset by losses in another activity or activities, created by the same actions creating gains in the first activity.
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| Sub-Processes |
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| Takt Time |
Takt Time (customer demmand rate) is the frequency at which we must produce product based on our available time to meet customer demmand.
Example: if we work 8 hours per day, 5 days per week, and our demand is 40 units per week, out Takt time is 1 hour.
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| Theory of Constraints (TOC) |
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| Throughput |
The rate the system generates money through sales.
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| Value Added |
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| Value Analysis |
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| Value Stream |
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| Visual Controls |
Displaying the status of an activity so every employee can see it and take appropriate action.
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| Waste |
Anything that uses resources, but does not add real value to the product or service.
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| Yield |
Produced product related to scheduled product.
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