Lean Glossary

Demand Levelling involves using external techniques to remove the variation when there are big swings in the volume of customer demand. Classic techniques involve bargains during off-peak hours or other incentives to effectively level demand. For a better understanding of Demand Levelling and an overview of Lean Six Sigma, check out our Free Lean Six Sigma Yellow Belt Training, Green Belt

Changeover time is the measurement of the cycle time from the moment the last good part of the previous process is produced to the moment first good part of the subsequent process is produced. Reducing changeover time is a key component of implementing a pull production system which operates with as little inventory as possible. For a better understanding of

Changeover Reduction is the practice of dramatically reducing or eliminating the time to change from one method or unit to another. This concept is also known as Set-up Reduction or Single Minute Exchange of Die (SMED) where the goal is to reduce the changeover time to single digits or under 10 minutes. This was originally developed by Shigeo Shingo in

Batching is the practice of making large lots of a particular item to gain economic efficiencies. Although the assumption is that it increases efficiency, batching increases total cycle time and increases the waste of waiting both internally and for the customer. Batching is considered the opposite of the concept of “Single-Piece-Flow” where the goal is to use the smallest batch

The 8 Wastes refer to a list of issues that get in the way of process flow and cause stagnation. The list consists of Defects, Overproduction, Waiting, Non-Utilized Talent, Transportation, Inventory, Motion, and Extra-Processing. The idea of process improvement is to identify and remove all forms of waste from a process in order to increase efficiency, reduce cost and provide

summary Summary Template What are the 5 Whys? 5 Whys is a simple but effective method of analyzing and solving problems by asking “why” five times, or as many times as needed, in order to move past symptoms and determine root cause. This approach is used in tandem with Cause & Effect or Fishbone Diagrams. To learn more about the 5 Whys,

summary Summary Template What is a Leader Process Walk? The Leader Process Walk means going to where the work actually occurs. The Leader Process Walk is designed to build process focus and leverage Visual Management Tools. It allows leaders to engage in repetitive activities that identify abnormal situations. The Leader creates an effective learning model and reserves times to observe process

Perfection is the concept of reflecting the iterative and continuous nature of process improvement. Process participants are expected to pursue perfection by conducting successive cycles of Plan, Do, Study, Act or applying the phases of Define, Measure, Analyze, Improve and Control in an effort to reach greater levels control, productivity and customer satisfaction. For a better understanding of Perfection and an overview

summary Summary Template What is Standard Work? Standard Work is a precise explanation of the current best practices for carrying out the steps of a process. It is a key component of Continuous Improvement since it supports the reduction of variation in how a process or process is performed. This addresses the problem of process participants developing their own preferred

PDCA is a four-step methodology for problem-solving. PDCA stands for Plan Do Check Act/Adjust. It can also stand for Plan Do Study Act. This methodology can be used continually to improve processes. Plan: Plan or outline a problem. Do: Do or apply countermeasure to address root cause. Check: Check or assess if the problem is fixed. Adjust: Adjust or fine

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