Lean Tools 1

8/13/2019 Lean Tools 1

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22 Black BeltSix Sigma team leaders responsible for implementing process improvement projects within thebusiness

23 BlitzA fast and focused process for improving some component of business a product line, amachine, or a process. It utilizes a cross-functional team of employees for a quick problem-solving exercise, where they focus on designing solutions to meet some well-defined goals.

24 Bottleneck Any resource whose capacity is equal to, or less than the demand placed on it.

25BreakthroughObjectives

Objectives that are 'stretch goals' for the organization, representing a significant change for theorganization.

26 Brown Field An existing and operating production facility.

27 Capacity BufferThe time buffer placed between the drums in multiple project. This buffer protects the laterproject from the knock on effect of delays in earlier projects.

28Capacity ConstraintResources (CCR)

Where a series of non-bottlenecks, based on the sequence in which they perform their jobs canact as a constraint.

29 Catch-BallA series of discussion between managers and their employees during which data, ideas, andanalysis are thrown like a ball. This opens productive dialogue throughout the entire company.

30Cause and EffectDiagram

A problem solving tool used to identify relationships between effects and multiple causes (alsoFishbone Diagram, Ishikawa Diagram).

31 Cellularmanufacturing

The layout of machines of different types performing different operations in a tight sequence,typically in a U-shape, to permit single piece flow and flexible deployment of human effort.

32 Chaku-ChakuA method of conducting single-piece flow, where the operator proceeds from machine tomachine, taking the part from one machine and loading it into the next.

33 Change AgentThe catalytic force moving firms and value streams out of the world of inward-looking batch-and-queue.

34 Change ManagementThe process of planning, preparing, educating, resource allocating, and implementing of acultural change in an organization.

35 ChangeoverThe time from when the last good piece comes off of a machine or process until the first goodpiece of the next product is made.

36 Cloud This is the thinking process used to precisely define a problem, to surface the underlyingassumptions and to enable the identification of the direction of a solution that will remove thisproblem.

37ConcurrentEngineering

Designing a product (or service), its production process, the supporting information flow, and itsdelivery mechanism at the same time.

38 Constraint Anything that limits a system from achieving higher performance, or throughput.

39 Continuous flowA concept where items are processed and moved directly from one processing step to the next,one piece at a time. Also referred to as "one piece flow" and "single piece flow."

40ContinuousImprovement

The never-ending pursuit of waste elimination by creating a better workplace, better products,and greater value to society.

41 Control Chart A statistical problem solving tool that indicates control of a process within established limits.

42 Control ElementAny specific process variable that must be controlled. The measurement of a control elementindicates whether the process is operating under stable conditions.

43 Core Problem (CP)The constraint of a system where it is not a physical resource, it may be: a policy, or the belief ina false assumption, out dated measures or ineffective behaviours.

44 Cost of QualityCosts associated with supplying a quality product. Categories of cost include prevention,appraisal, and failure.

45CounterclockwiseFlow

A basic principle of Lean manufacturing cell layout is that the flow of material and the motion ofpeople should be from right to left, or counterclockwise. The origin of this idea came from thedesign of lathes and machine tools with the chucks on the left side, making it easier for right -handed people to load from right to left.


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46Critical CapacityResource (CCR)

A CCR is a resource that may prevent the system moving closer towards its goal.

47 Critical ChainThis is the longest dependent chain of events in a project plan when both resource dependencyand task dependency are taken into account.

48Critical ChainCompletion Buffer(CCCB)

See Project Buffer.

49Critical Chain FeederBuffer (CCFB) See Feeder Buffer.

50 Critical PathA Critical Path is the longest path of dependent tasks in a project network not taking resourcedependency into account. (From Goldratt

51Current Reality Tree(CRT)

The TOC Thinking Process diagram that shows through solid logic how the UnDesirable Effectsare linked together. The CRT is used to pin point where improvement actions can have thegreatest leverage.

52 Current State Map Helps visualize the current production process and identify sources of waste.

53 Cycle timeThe time required to complete one cycle of an operation. If cycle time for every operation in acomplete process can be reduced to equal takt time, products can be made in single-piece flow.

54 Datsuzoku

Datsuzoku (break from routine) is a principle that signifies a break from daily routine or habit, afreedom from the commonplace. It involves a feeling of transcending the ordinary andconventional. The result of datsuzoku is pleasant surprise and unexpected amazement. Mostmajor breakthroughs in science and industry have come during a break from the problem athand. Studies show that the ultimate break sleep is the best inducer of breakthroughinsights, ideas and solutions.

55Days Supply ofInventory (DSI)

Total number of days (if the production level equals zero) that it would take to deplete finishedgoods inventory for the specified product line.

56 Demand FlowThe concept of demand flow is to pull raw materials and products through the process strictlyaccording to the dictates of customer demand.

57 DependencyUnable to do without. In TOC it is usually referring to two tasks or actions where one is aprerequisite for the other.

58Design forManufacturing (DFM)

Design for Manufacturing is an approach to design that fosters simultaneous involvement ofproduct design, process design, and manufacturing.

59Design of Experiments(DOE)

Planning and conducting experiments and evaluating the results. The outcome of a design ofexperiment includes a mathematical equation predicting the interaction of the factorsinfluencing a process and the relevant output characteristics of the process.

60 DisruptionAn event that was not predicted that delays tasks, resources or materials or reveals extra workthat was not expected.

61 Drum The Drum refers to the CCR that is used to build the schedule around in an operation.

62 Economies of ScaleApplying the principles of mass production, large batch sizes, and consolidated control strategiesto achieve minimum unit processing costs.

63 Elements of Work The elements of work are 1) value-added work, 2) non value-added work, and 3) waste.

64 Empowerment A series of actions designed to give employees greater control over their working lives.

65 Error proofingA process used to prevent errors from occurring or to immediately point out a defect as itoccurs. See "poka-yoke."

66 Evaporating Clouds A method used in Theory of Constraints. Same as Conflict Resolution.

67 External Set Up All set-up tasks that can be done while the machine is still running.

68Failure Modes andEffects Analysis

A structured approach to determining the seriousness of potential failures and for identifyingthe sources of each potential failure.


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(FMEA)

69 Feeder BufferThe time buffer that is placed on the end of non critical chains that feed into the critical chain.Sometimes referred to as Critical Chain Feeder Buffer (CCFB).

70 Feeder linesA series of special assembly lines that allow assemblers to perform preassembly tasks off themain production line.

71First In First Out

(FIFO)Processing orders in a pure sequential flow.

72FlexibleManufacturingSystem

An integrated manufacturing capability to produce small numbers of a great variety of items atlow unit cost; an FMS is also characterized by low changeover time and rapid response time

73 Flow

A main objective of the lean production effort, and one of the important concepts that passeddirectly from Henry Ford to Toyota. Ford recognized that, ideally, production should flowcontinuously all the way from raw material to the customer and envisioned realizing that idealthrough a production system that acted as one long conveyor.

74 Flow ChartA problem solving tool that maps out the steps in a process visually. The flow (or lack thereof)becomes evident and the wastes and redundancies are identified.

75 Flow ProductionA way of doing things in small quantities in sequential steps, rather than in large batches, lots ormass processing.

76 Fukinsei

Fukinsei (asymmetry) is a goal to convey the symmetrical harmony and beauty of naturethrough clearly asymmetrical and incomplete renderings; the effect is that the viewer suppliesthe missing symmetry and thus participates in the act of creation. The final episode of hit seriesThe Sopranos had no ending... the audience was left to construct their own. The hatchbackdesign of the popular Nissan Cube is asymmetrical.

77 Functional Layout The practice of grouping machines or activities by type of operation performed.

78Future Reality Tree(FRT)

The TOC Thinking Process diagram that describes how the the agreed direction for a solutionunavoidable through solid logic leads to the desired results or benefits.

79 Future State MapThe vision of a future optimal process, which forms the basis of your implementation plan by

helping to design how the process should operate.80 Gemba A Japanese word meaning "actual place," or the place where you work to create value.

81 Gembutsu Japanese for 'actual thing' or 'actual product'.

82 Genjitsu Japanese for 'the facts' or 'the reality'.

83 Green BeltSomeone who has been trained on the improvement methodology of Six Sigma who will lead aprocess improvement or quality improvement team.

84 Green FieldA new production facility where lean principles are designed into manufacturing andmanagement systems from the beginning.

85 Hanedashi Auto-eject devices that unload the part from the machine once the cycle is complete.

86 Hansei

Hansei (reflection) is a discipline to be performed regularly after each key action, irrespective ofoutcome. In other words, it doesnt matter whether your performance was an A or a C, orwhether you missed your objective over or under, you conduct hansei in every case to betterunderstand the process that led to a specific result. In fact, any time a gap exists betweenexpectation and outcome, there is a learning moment, and thus a need for hansei.

87 HeijunkaA method of leveling production at the final assembly line that makes just-in-time productionpossible.

88 Histogram A problem solving tool that displays data graphically in distribution.

89 Horizontal HandlingWhen tasks are assigned to a person in such a way that the focus is on maximizing a certain skillset or use of certain types equipment.


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90 Hoshin KanriA strategic planning approach that integrates the practices of leadership with the practices ofmanagement.

91 Hoshin Planning (HP)A means by which goals are established and measures are created to ensure progress towardthose goals.

92InformativeInspection

A form of inspection used to determine non-conforming product.

93 Integration Point Common term in a project to describe where two or more tasks join together.

94IntermediateObjective (IO)

The milestone that must be reached in order to overcome an obstacle to an ambitious target orinjection.

95 Internal Setup (IED) Set-up tasks that can only be done when the machine is stopped.

96 InventoryAll raw materials, purchased parts, work-in-process components, and finished goods that arenot yet sold to a customer.

97 JidokaStopping a line automatically when a defective part is detected. [Same as Autonomation] (Fromsearchmanufacturing.com)

98 Jishu Kanri Self

99 Judgment Inspection A form of inspection used to determine non-conforming product.

100 Just in Time (JIT)Making what the customer needs when the customer needs it in the quantity the customerneeds, using minimal resources of manpower, material, and machinery.

101 Jutsu To talk, or 'the art of' (i.e., 'leanjutsu: the art of lean production').102 Kai-aku The opposite of kaizen. Change for the worse.

103 Kaikaku Radical improvements or reform that affect the future value stream.

104 Kaizen Japanese for 'change for the better' or 'improvement'.

105 Kaizen Event Any action whose output is intended to be an improvement to an existing process.

106 Kaizen Newspaper A tool for visually managing continuous improvement suggestions.

107 KanbanJapanese term which means card signal. Kanban is the information signal used to indicate theneed for material replenishment in a pull production process.

108 KansoKanso (simplicity) is a principle that dictates that beauty and utility need not be overstated,overly decorative, ornate, or fanciful. Kanso imparts a sense of being fresh, clean, and neat. TheApple iPhone has a single home button. The Google interface is p redominantly white space.

109 Kano MethodsA model using three types of product requirements which influence customer satisfaction indifferent ways.

110 Karoshi Death from overwork.

111 Kitting A process in which assemblers are supplied with kits of parts, fittings and tools.

112KnowledgeManagement

The management of knowledge, especially innovative knowledge, that is critical to businesssustainability.

113 Koko

Koko (austerity) is a principle that emphasizes the disciplines of restraint, exclusion andommission. Koko involves things that seem spare, even spartan, yet impart a sense of focus andclarity. The Twitter 140 character limit, the menu at In-N-Out Burger, and the FLIP video camera

are all successful outcomes of keeping things spare.

114 Last In First Out (LIFO)The result of a typical material or information flow system without FIFO, resulting in earlierorders being perpetually delayed by new orders arriving on top of them.

115 Lead time The total time a customer must wait to receive a product after placing an order.

116 Lean A business practice characterized by the endless pursuit of waste elimination.

117 Lean Transformation Developing a culture that is intolerant to waste in all of its forms.

118 Leveling Smoothing out the production schedule by averaging out both the volume and mix of products.


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119 Line BalancingThe process of evenly distributing both the quantity and variety of work across available worktime, avoiding overburden and underuse of resources. This eliminates bottlenecks anddowntime, which translates into shorter flow time.

120 Line Balancing Equalizing cycle times for relatively small units of the manufacturing process.

121 Load-LoadA method of conducting single-piece flow, where the operator proceeds form machine tomachine, taking the part form one machine and loading it into the next.

122 Machine Cycle Time The time it takes for a machine to produce one unit.

123 Machine Work Work that is done by a machine.

124 Manual Work Work that is done by people.

125ManufacturingResources Planning(MRP II)

A second generation MRP system that provides additional control linkages such as automaticpurchase order generation, capacity planning, and accounts payable transactions.

126 Master Black BeltMaster Black Belts are Six Sigma Quality experts that are responsible for the strategicimplementations within an organization.

127MaterialsRequirementsPlanning (MRP)

A computerized information system that calculates materials requirements based on a masterproduction schedule.

128 Mistake Proofing Any change to an operation that helps the operator reduce or eliminate mistakes.

129Mixed ModelProduction

Capability to produce a variety of models, that in fact differ in labor and material content, on thesame production line.

130 Mokeru Japanese term for industrial engineering.

131 MonumentAny design, scheduling or production technology with scale requirements necessitating thatdesigns, orders and products be brought to the machine to wait in queue for processing. Theopposite of a right-sized machine.

132 Muda Japanese for 'waste'. Any activity that adds cost without adding value to the product.

133Multi MachineHandling

When a machine operator is running more than one machine of a certain type.

134Multi ProcessHandling

When a machine operator is doing tasks for multiple processes sequentially, and this iscontributing to the flow of material.

135 Multi TaskingBreaking into one activity before it is complete to move onto at least one other task beforereturning complete the original task.

136 Mura Variations and variability in work method or the output of a process.

137 Muri Exertion, overworking (a person or machine), unreasonableness.

138 NagaraAccomplishing more than one task in one motion or function. Japanese for 'while doingsomething'.

139 Nagara SystemA production system where seemingly unrelated tasks can be produced by the same operatorsimultaneously.

140 Negative Branch (Nbr) Ideas or solutions greeted with negative responses or concerns.

141 Ninjutsu The art of invisibility.

142 Non-Value AddedActivities or actions taken that add no real value to the product or service, making such activitiesor action a form of waste.

143 Obstacle (Obs) Any significant thing that will block the achievement of an ambitious target or an injection.

144 One Piece FlowProducing one unit at a time, as opposed to producing in large lots. (From AdvancedManufacturing)

145One-Touch Exchangeof Dies (OTED)

The reduction of die set-up where die setting is reduced to a single step.

146 Open Room EffectThis common practice in Japanese offices involves taking down the walls and cubicles of anoffice and laying all of the desks out into one big 'open room'.


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147 Operator Cycle TimeThe time it takes for a worker or machine operator to complete a sequence of operations,including loading and unloading, but not including waiting time.

148Overall EquipmentEffectiveness (OEE)

Calculated as Availability x Performance x Quality to determine how much of the time a piece ofequipment is being used while it is actually making good parts at an appropriate speed.

149 Overproduction Producing more, sooner or faster than is required by the next process or customer.

150 Pacemaker A device or technique use to set the pace of production and maintain takt time.

151 Pareto A bar chart that displays by frequency, in descending order, the most important defects.

152 Path Any series of linked (dependent) tasks in a project plan. (From Goldratt

153PDCA (Plan, Do,Check, Act)

This is a basic principle followed for effective problem solving during kaizen.

154PerformanceManagement

Using a set of tools and approaches to measure, improve, monitor and sustain the key indicatorsof a business.

155 PERT Project Resource Evaluation Technique

156PhysicalTransformation Task

The task of taking a specific product from raw materials to a finished product in the hands of thecustomer.

157 Pitch The pace and flow of a product.

158 Point of Use Keeping all items needed for the job at the location of use in a neat and organized manner.

159 Poka-yokeJapanese word that refers to a mistake-proofing device or procedure used to prevent a defectduring the production process.

160 Policy DeploymentThe selection of goals, projects to achieve the goals, designation of people and resources forproject completion, and establishment of project metrics.

161 PQPR

Product Quantity Process Routing Analysis. The PQ (Product Quantity) refers to Pareto analysisto determine the 80/20 rule of the top products or services that make up 80% of work volume.The PR (Process Routing) refers to the Parts-Process Matrix analysis to determine productfamilies by grouping of products with similar process flows.

162 Prerequisite Tree (TrT)The TOC thinking process used to break the injections needed in the solution down into smallerlogical steps.

163 Problem Solving TaskThe task of taking a specific product from concept through detailed design and engineering toproduction launch.

164 Process A series of activities that collectively accomplish a distinct objective.

165Process CapacityTable

A chart primarily used in machining processes that compares set-up and machine load times toavailable capacity.

166 Process Hierarchy A hierarchical decomposition from core business processes to the task level.

167 Process Kaizen Continuous improvement through incremental improvements.

168 Process Segment A series of activities that define a subset of a process.

169 Processing Time The time a product is actually being worked on in a machine or work area.

170Product DeliveryProcess

The stream of activities required to produce a product or service.

171ProductionPreparation Process(3P)

The production preparation process is a tool used for designing lean manufacturingenvironments. It is a highly disciplined, standardized model. 3P results in the development of animproved production process where low waste levels are achieved at low capital cost.

172 Production Smoothing Keeping total manufacturing volume as constant as possible.

173 Project BufferThe time buffer placed at the end of the critical chain to protect the customer from thefluctuations and disruptions that occur in the Critical Chain. Sometimes called Critical ChainCompletion Buffer (CCCB).

174 Protective CapacityProtective capacity describes the amount of installed capacity that is necessary to overcomedisruptions.

175 Pull production Prroducts are made only when the customer has requested or "pulled" it, and not before.


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176 Push System Product is pushed into a process, regardless of whether it is needed.

177QCD (Quality, Cost,and Delivery)

Key customer satisfaction metrics that determine if a company is competitive.

178QCDSM (Quality, Cost,Delivery - Safety &Morale)

A set of performance management measures that includes employee satisfaction (safety &morale) as well as customer satisfaction.

179 Quality Meeting expectation and requirements, stated and un-stated, of the customer.

180Quality FunctionDeployment (QFD)

Using a cross-functional team to reach consensus that final engineering specification of aproduct are in accord with the voice of the customer.

181 Queue TimeThe time a product spends in a line awaiting the next design, order processing, or fabricationstep.

182 Quick ChangeoverThe ability to change tooling and fixtures rapidly (usually minutes), so multiple products can berun on the same machine.

183Quick ResponseManufacturing (QRM)

A methodology and system allowing rapid response to changing customer requirements.

184 Real ValueAttributes and features of a product or service that, in the eyes of customers, are worth payingfor.

185 Reengineering Improving fundamental business processes.

186 Resource Activation Using a resource regardless of whether throughput is increased.

187 Resource Utilization Using a resource in a way that increases throughput.

188 Right-size Matching tooling and equipment to the job and space requirements.

189 Root Cause The most basic underlying reason for an event or condition.

190 Sanitizing The act of cleaning the work area.

191 Seiban

A Japanese management practice taken from the Japanese words "sei", which meansmanufacturing, and "ban", which means number. A Seiban number is assigned to all parts,materials, and purchase orders associated with a particular customer job, or with a project, oranything else. This enables a manufacturer to track everything related with a particular product,project, or customer.

192 Seijaku

Seijaku (quietude) is a principle that emphasizes the fundamental Zen theme of emptiness,which implies an inexhaustible spirit. It is in states of active calm, tranquility, solitude, andquietude that we find the very essence of creative energy. Silent pauses in music, dance andtheater, blank spaces in paintings, the use of negative space in graphic design all illustrate thepower of seijaku.

193 Sensi An outside master or teacher that assists in implementing lean practices.

194SequentialChangeover

When changeover times are within Takt time, changeovers can be performed one after anotherin a flow line. Sequential changeover assures that the lost time for each process in the line isminimized to one Takt beat.

195 Set Up ReductionReducing the amount of time a machine or a process is down during changeover from the lastgood piece to the first good piece of the next product.

196 Seven wastes

Taiichi Ohnos original catalog of the wastes commonly found in physical production. These areoverproduction ahead of demand, waiting for the next processing stop, unnecessary transportof materials, overprocessing of parts due to poor tool and product design, inventories more thanthe absolute minimum, unnecessary movement by employees during the course of their work,and production of defective parts.

197 Shipping Buffer The time buffer that is placed before the customer to protect them from disruptions.

198 Shibumi

With roots in the Zen aesthetic ideals of art, architecture and gardening, it has no directtranslation in English, but has come to denote those things that display in paradox and all atonce the very best of everything and nothing: elegant simplicity. Effortless effectiveness.Understated excellence. Beautiful imperfection.


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199 Shizen

Shizen (naturalness) is a principle that seeks to achieve a balance between at once being ofnature, yet distinct from it to be viewed as being without pretense, without artifice, notforced, yet to be revealed as intentional rather than accidental or haphazard. For example, high-traffic intersections in Holland have been artfully redesigned to be void of traffic controls,resulting in naturally self-organizing order, fewer accidents and better vehicle flow.

200 ShojinkaContinually optimizing the number of workers in a work center to meet the type and volume ofdemand imposed on the work center.

201 Shusa The leader of the team whose job is to design and engineer a new product and it intoproduction.

202 Sifting Screening through unnecessary materials and simplifying the work environment.

203 Simulation 3D technique used to balance the line.

204Single MinuteExchange of Dies(SMED)

A series of techniques designed for changeovers of production machinery in less than tenminutes.

205 Single-piece flowA process in which products proceed, one complete product at a time, through variousoperations in design, order-taking and production without interruptions, backflows or scrap.

206 Six Sigma A methodology and set of tools used to improve quality to than 3.4 defects per million or better.

207 Sorting Organizing essential materials.

208 Standard WorkSpecifying tasks to the best way to get the job done in the amount of time available whileensuring the job is done right the first time, every time.

209Standard WorkCombination Sheet(SWCS)

A document detailing the sequence of production steps assigned to a single worker performingStandard Work.

210Standard Work Sheet(SWS)

Shows the work sequence, takt time, standard working process, and layout of the cell orworkstation.

211 Statistical Fluctuations Information that cannot be precisely predicted.

212 Strategic PlanningDeveloping short and long-term competitive strategies using tools such as SWOT Analysis toassess the current situation, develop missions and goals, and create an implementation plan.

213 Student Syndrome One of the common behaviours in a project that lead to tasks being later than they need be.

214 Sub- OptimizationA 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.

215 Sunk Cost Any expenditure that has already taken place and can not be undone.

216 SupermarketA tool of the pull system that helps signal demand for the product. In a supermarket, a fixedamount of raw material, work in process, or finished material is kept as a buffer to schedulevariability or an incapable process.

217 Sustaining The continuation of sifting, sweeping, sorting and sanitizing.

218 Sweeping Collecting nonessential goods and removing them from the work area.

219 SynchronizationThe bringing together of materials information and anything else needed in a coordinatedmanner such that no part is waiting long for another

220 Takt TimeDaily production number required to meet orders in hand divided into the number of workinghours in the day.

221 Target Costing A way of establishing a cost goal for a product or service in the design phase.

222 TebanareJapanese for 'hands-free'. The goal of tebanare is to use low cost automation on manualmachines to allow people to do work that is more valuable that only a person can do.

223 TeianA proposal, proposition, or suggestion. A teian system can be likened to a system which allowsand encourages workers to actively propose process and product improvements.


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224Theory of Constraints(TOC)

A management philosophy that stresses removal of constraints to increase throughput whiledecreasing inventory and operating expenses.

225 Throughput The rate the system generates money through sales.

226 Throughput TimeThe time required for a product to proceed from concept to launch, order to delivery, or rawmaterials into the hands of the customer.

227 Time Buffer A key part of the TOC applications that protects against disruptions

228 Time-Based StrategyDriving improvement activity through focus on time and its relation to quality, cost, delivery,

safety, and morale.

229Total ProductiveMaintenance (TPM)

Maximizing equipment effectiveness and uptime throughout the entire life of the equipment.

230Toyota ProductionSystem (TPS)

A methodology that resulted from over 50 years of Kaizen at Toyota. TPS is built on a foundationof Leveling, with the supporting pillars of Just-in-Time and Jidoka.

231 Transition Tree (TrT) A TOC process used to construct the actions needed to achieve an intermediate objective.

232 TsurubeA way to keep product flow continuous even when there are interruptions such as outsideprocessing or batch operations.

233 Two-Bin SystemAn example of both visual management and the pull system, whereby two bins or containers areused trigger reorder of parts or materials.

234UnDesirable Effect(UDE)

These are the negative things the problems that are visible and caused by the thing (CoreProblem) that must be changed.

235 ValueA capability provided to a customer at the right time at an appropriate price, as defined by thecustomer.

236 Value Analysis Analyzing the value stream to identify value added and non-value added activities.

237 Value ChainActivities outside of your organization that add value to your final product, such as the valueadding activities of your suppliers.

238 Value Engineering Optimizing products or processes to improve value to the customer.

239 Value StreamA value stream is a series of all actions required to fulfill a customer's request, both value addedand not.

240 Value stream mapping The process of directly observing the flows of information and materials as they now occur,summarizing them visually, and then envisioning a future state with much better performance.

241 Value-Added WorkWork that the customer is willing to pay for. A transformation of the shape or function of thematerial/information in a way that the customer will pay for.

242 Vertical HandlingWhen tasks are assigned in such a way that the materials processes are being progressivelyworked towards completion, this is vertical handling. This in contrast to horizontal handlingwhich only focuses on the output of a specific process.

243 Visual ControlThe placement in plain view of all tools, parts, production activities, and indicators of productionsystem performance so everyone involved can understand the status of the system at a glance.

244 Visual ManagementSimple visual tools are used to identify the target state, and any deviance is met with corrective

action.245 Waste Anything that uses resources, but does not add real value to the product or service.

246 Water SpiderA skilled and well-trained person who makes the rounds supplying parts, assisting withchangeover, providing tools and materials.

247 Work CellA logical and productive grouping of machinery, tooling, and personnel which produces a familyof similar products.

248 Work in Process (WIP)Product or inventory in various stages of completion throughout the plant, from raw material tocompleted product.

249 Work SequenceThe defined steps and activities that need to be performed in order for the work to becompleted.


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250 Yamazumi A bar graph typically showing the balance of workloads as operator cycle times.

251 Yield Produced product related to scheduled product.

252 Yugen

Yugen (subtlety) is a principle that captures the Zen view that because the human spiritindefinable, the power of suggestion is exalted as the mark of a truly authentic creation.Finiteness is thought to be at odds with nature, implying stagnation, loss of life. The reason theMona Lisa smile is so seductive and mysterious is because Leonardo da Vinci blurred the cornersof her eyes and mouth, a technique he created and called sfumato (smoky).


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Lean Tools 1

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