Ops Dictionary
Transcript of Ops Dictionary
-
7/31/2019 Ops Dictionary
1/33
Subscribe to E-Alerts
Sections
Home
Our Serviceso People
o Process
o Technology
o Knowledge Transfer
Training eLearning
o Project Portfolio Management Software
o Continuous Improvement Team Breakthrough
Training and Certification
Infrastructure & Performance Management
Leadership & Change Management Tools & Resources
Implementation Services
Continuous Improvement Team Breakthrough Services
Industry Expertise
o Financial Services
o Government
o Healthcare
o Information Technology
o Insurance
o Private Equity
o Retailo Other Industries
About Guidon
o Challenges We Solve
o Why We're Different
o Message From Our CEO
o Our Team
o Our Mission/Values
o Global Capability
o Our Clients
o Press Room
Media Mentions
Press Releases
Ideas & Resources
o Hot Topics
o Case Studies
Financial Services
Government
http://www.guidonps.com/http://www.guidonps.com/serviceshttp://www.guidonps.com/services/peoplehttp://www.guidonps.com/services/processhttp://www.guidonps.com/services/technologyhttp://www.guidonps.com/services/knowledge-transferhttp://www.guidonps.com/services/knowledge-transfer/traininghttp://www.guidonps.com/services/knowledge-transfer/elearninghttp://www.guidonps.com/services/project-portfolio-management-softwarehttp://www.guidonps.com/services/continuous-improvement-team-breakthroughhttp://www.guidonps.com/services/continuous-improvement-team-breakthrough/training-and-certificationhttp://www.guidonps.com/services/continuous-improvement-team-breakthrough/infrastructure-performance-managementhttp://www.guidonps.com/services/continuous-improvement-team-breakthrough/leadership-change-managementhttp://www.guidonps.com/services/continuous-improvement-team-breakthrough/tools-resourceshttp://www.guidonps.com/services/continuous-improvement-team-breakthrough/implementation-serviceshttp://www.guidonps.com/services/continuous-improvement-team-breakthrough/CIServices.jpg/viewhttp://www.guidonps.com/industry-expertisehttp://www.guidonps.com/industry-expertise/financial-serviceshttp://www.guidonps.com/industry-expertise/governmenthttp://www.guidonps.com/industry-expertise/healthcarehttp://www.guidonps.com/industry-expertise/information-technologyhttp://www.guidonps.com/industry-expertise/insurancehttp://www.guidonps.com/industry-expertise/private-equityhttp://www.guidonps.com/industry-expertise/retailhttp://www.guidonps.com/industry-expertise/other-industrieshttp://www.guidonps.com/about-guidonhttp://www.guidonps.com/about-guidon/challenges-we-solvehttp://www.guidonps.com/about-guidon/why-were-differenthttp://www.guidonps.com/about-guidon/message-from-our-ceohttp://www.guidonps.com/about-guidon/our-teamhttp://www.guidonps.com/about-guidon/our-mission-valueshttp://www.guidonps.com/about-guidon/global-capabilityhttp://www.guidonps.com/about-guidon/our-clientshttp://www.guidonps.com/about-guidon/press-roomhttp://www.guidonps.com/about-guidon/press-room/media-mentionshttp://www.guidonps.com/about-guidon/press-room/press-releaseshttp://www.guidonps.com/ideas-and-resourceshttp://www.guidonps.com/ideas-and-resources/hot-topicshttp://www.guidonps.com/ideas-and-resources/case-studieshttp://www.guidonps.com/ideas-and-resources/case-studies/financial-serviceshttp://www.guidonps.com/ideas-and-resources/case-studies/governmenthttp://www.guidonps.com/http://www.guidonps.com/serviceshttp://www.guidonps.com/services/peoplehttp://www.guidonps.com/services/processhttp://www.guidonps.com/services/technologyhttp://www.guidonps.com/services/knowledge-transferhttp://www.guidonps.com/services/knowledge-transfer/traininghttp://www.guidonps.com/services/knowledge-transfer/elearninghttp://www.guidonps.com/services/project-portfolio-management-softwarehttp://www.guidonps.com/services/continuous-improvement-team-breakthroughhttp://www.guidonps.com/services/continuous-improvement-team-breakthrough/training-and-certificationhttp://www.guidonps.com/services/continuous-improvement-team-breakthrough/infrastructure-performance-managementhttp://www.guidonps.com/services/continuous-improvement-team-breakthrough/leadership-change-managementhttp://www.guidonps.com/services/continuous-improvement-team-breakthrough/tools-resourceshttp://www.guidonps.com/services/continuous-improvement-team-breakthrough/implementation-serviceshttp://www.guidonps.com/services/continuous-improvement-team-breakthrough/CIServices.jpg/viewhttp://www.guidonps.com/industry-expertisehttp://www.guidonps.com/industry-expertise/financial-serviceshttp://www.guidonps.com/industry-expertise/governmenthttp://www.guidonps.com/industry-expertise/healthcarehttp://www.guidonps.com/industry-expertise/information-technologyhttp://www.guidonps.com/industry-expertise/insurancehttp://www.guidonps.com/industry-expertise/private-equityhttp://www.guidonps.com/industry-expertise/retailhttp://www.guidonps.com/industry-expertise/other-industrieshttp://www.guidonps.com/about-guidonhttp://www.guidonps.com/about-guidon/challenges-we-solvehttp://www.guidonps.com/about-guidon/why-were-differenthttp://www.guidonps.com/about-guidon/message-from-our-ceohttp://www.guidonps.com/about-guidon/our-teamhttp://www.guidonps.com/about-guidon/our-mission-valueshttp://www.guidonps.com/about-guidon/global-capabilityhttp://www.guidonps.com/about-guidon/our-clientshttp://www.guidonps.com/about-guidon/press-roomhttp://www.guidonps.com/about-guidon/press-room/media-mentionshttp://www.guidonps.com/about-guidon/press-room/press-releaseshttp://www.guidonps.com/ideas-and-resourceshttp://www.guidonps.com/ideas-and-resources/hot-topicshttp://www.guidonps.com/ideas-and-resources/case-studieshttp://www.guidonps.com/ideas-and-resources/case-studies/financial-serviceshttp://www.guidonps.com/ideas-and-resources/case-studies/government -
7/31/2019 Ops Dictionary
2/33
Healthcare
Information Technology
Insurance Private Equity
Retail
Other Industrieso Multimedia
Podcasts
Videos
o White Papers
o Articles
Financial Services Government
Healthcare
Information Technology Insurance
Private Equity Retail
Generalo Presentations
o Links
Our Clients
Events
Guidon Performance Solutions Blog: The Ascent
o Undercover Boss Waste Management Uncovers Waste
o Ron Wince on the Key to Improving Healthcare
o Using Lean Six Sigma for Fast Track SG&A Reductions
o Culture Trumps Reorganization Every Timeo Begin the Ascent
o Leadership Lessons from the Past
o Lean Six Sigma Can Help Agencies Manage Stimulus Funds
o Top 5 Leadership Characteristics for Process Improvement Success
o Stop Second Guessing About the Stimulus Package
o One Size Does Not Fit All With Lean Six Sigma
o Preparing to Manage the Stimulus
o Stimulus Is No Place For Pork!
o Government Efficiency: CPR for Our New CPO
o Carpe Diem
o Cash for Clunkers" Doesnt Have to Be a Lemono Stimulus Spending Needs Jidoka The Proof Is In the Pork
o Healthcare Embraces Lean Principles
o The WIIFM Factor with Lean Six Sigma
http://www.guidonps.com/ideas-and-resources/case-studies/healthcarehttp://www.guidonps.com/ideas-and-resources/case-studies/information-technologyhttp://www.guidonps.com/ideas-and-resources/case-studies/insurancehttp://www.guidonps.com/ideas-and-resources/case-studies/private-equityhttp://www.guidonps.com/ideas-and-resources/case-studies/retailhttp://www.guidonps.com/ideas-and-resources/case-studies/other-industrieshttp://www.guidonps.com/ideas-and-resources/multimediahttp://www.guidonps.com/ideas-and-resources/multimedia/lean-six-sigma-podcastshttp://www.guidonps.com/ideas-and-resources/multimedia/lean-six-sigma-videoshttp://www.guidonps.com/ideas-and-resources/white-papershttp://www.guidonps.com/ideas-and-resources/articleshttp://www.guidonps.com/ideas-and-resources/articles/financial-serviceshttp://www.guidonps.com/ideas-and-resources/articles/governmenthttp://www.guidonps.com/ideas-and-resources/articles/healthcarehttp://www.guidonps.com/ideas-and-resources/articles/information-technologyhttp://www.guidonps.com/ideas-and-resources/articles/insurancehttp://www.guidonps.com/ideas-and-resources/articles/private-equityhttp://www.guidonps.com/ideas-and-resources/articles/retailhttp://www.guidonps.com/ideas-and-resources/articles/generalhttp://www.guidonps.com/ideas-and-resources/presentationshttp://www.guidonps.com/ideas-and-resources/linkshttp://www.guidonps.com/our-clientshttp://www.guidonps.com/eventshttp://www.guidonps.com/bloghttp://www.guidonps.com/blog/201cundercover-boss201d-2013-waste-management-uncovers-wastehttp://www.guidonps.com/blog/ron-wince-on-the-key-to-improving-healthcarehttp://www.guidonps.com/blog/using-lean-six-sigma-for-fast-track-sg-a-reductionshttp://www.guidonps.com/blog/culture-trumps-reorganization-every-timehttp://www.guidonps.com/blog/begin-the-ascenthttp://www.guidonps.com/blog/leadership-lessons-from-the-pasthttp://www.guidonps.com/blog/lean-six-sigma-can-help-agencies-manage-stimulus-fundshttp://www.guidonps.com/blog/top-5-leadership-characteristics-for-process-improvement-successhttp://www.guidonps.com/blog/stop-second-guessing-about-the-stimulus-packagehttp://www.guidonps.com/blog/one-size-does-not-fit-all-with-lean-six-sigmahttp://www.guidonps.com/blog/preparing-to-manage-the-stimulushttp://www.guidonps.com/blog/stimulus-is-no-place-for-porkhttp://www.guidonps.com/blog/government-efficiency-cpr-for-our-new-cpohttp://www.guidonps.com/blog/carpe-diemhttp://www.guidonps.com/blog/cash-for-clunkers-doesnt-have-to-be-a-lemonhttp://www.guidonps.com/blog/stimulus-spending-needs-jidoka-the-proof-is-in-the-porkhttp://www.guidonps.com/blog/healthcare-embraces-lean-principleshttp://www.guidonps.com/blog/the-2018wiifm2019-factor-with-lean-six-sigmahttp://www.guidonps.com/ideas-and-resources/case-studies/healthcarehttp://www.guidonps.com/ideas-and-resources/case-studies/information-technologyhttp://www.guidonps.com/ideas-and-resources/case-studies/insurancehttp://www.guidonps.com/ideas-and-resources/case-studies/private-equityhttp://www.guidonps.com/ideas-and-resources/case-studies/retailhttp://www.guidonps.com/ideas-and-resources/case-studies/other-industrieshttp://www.guidonps.com/ideas-and-resources/multimediahttp://www.guidonps.com/ideas-and-resources/multimedia/lean-six-sigma-podcastshttp://www.guidonps.com/ideas-and-resources/multimedia/lean-six-sigma-videoshttp://www.guidonps.com/ideas-and-resources/white-papershttp://www.guidonps.com/ideas-and-resources/articleshttp://www.guidonps.com/ideas-and-resources/articles/financial-serviceshttp://www.guidonps.com/ideas-and-resources/articles/governmenthttp://www.guidonps.com/ideas-and-resources/articles/healthcarehttp://www.guidonps.com/ideas-and-resources/articles/information-technologyhttp://www.guidonps.com/ideas-and-resources/articles/insurancehttp://www.guidonps.com/ideas-and-resources/articles/private-equityhttp://www.guidonps.com/ideas-and-resources/articles/retailhttp://www.guidonps.com/ideas-and-resources/articles/generalhttp://www.guidonps.com/ideas-and-resources/presentationshttp://www.guidonps.com/ideas-and-resources/linkshttp://www.guidonps.com/our-clientshttp://www.guidonps.com/eventshttp://www.guidonps.com/bloghttp://www.guidonps.com/blog/201cundercover-boss201d-2013-waste-management-uncovers-wastehttp://www.guidonps.com/blog/ron-wince-on-the-key-to-improving-healthcarehttp://www.guidonps.com/blog/using-lean-six-sigma-for-fast-track-sg-a-reductionshttp://www.guidonps.com/blog/culture-trumps-reorganization-every-timehttp://www.guidonps.com/blog/begin-the-ascenthttp://www.guidonps.com/blog/leadership-lessons-from-the-pasthttp://www.guidonps.com/blog/lean-six-sigma-can-help-agencies-manage-stimulus-fundshttp://www.guidonps.com/blog/top-5-leadership-characteristics-for-process-improvement-successhttp://www.guidonps.com/blog/stop-second-guessing-about-the-stimulus-packagehttp://www.guidonps.com/blog/one-size-does-not-fit-all-with-lean-six-sigmahttp://www.guidonps.com/blog/preparing-to-manage-the-stimulushttp://www.guidonps.com/blog/stimulus-is-no-place-for-porkhttp://www.guidonps.com/blog/government-efficiency-cpr-for-our-new-cpohttp://www.guidonps.com/blog/carpe-diemhttp://www.guidonps.com/blog/cash-for-clunkers-doesnt-have-to-be-a-lemonhttp://www.guidonps.com/blog/stimulus-spending-needs-jidoka-the-proof-is-in-the-porkhttp://www.guidonps.com/blog/healthcare-embraces-lean-principleshttp://www.guidonps.com/blog/the-2018wiifm2019-factor-with-lean-six-sigma -
7/31/2019 Ops Dictionary
3/33
Search Site
only in current sectionAdvanced Search
Blog
Contact
Skip to content. |Skip to navigation
Personal tools
Log in
You are here: Home Business Process Management Glossary
Business Process Management Glossary
#ABCDEFGHIJKLMNOPQRSTUVWXYZ
#
Back to Top
3P
The production preparation process is a tool used for designing lean environments. It is a
highly disciplined, standardized model that results in the development of an improved
production process in which low waste levels are achieved at low capital cost.
5S
5S Workplace Organization Building Blocks for shop floor discipline and control;Used to create a workplace suited for visual control and lean processing.
Sort Segregate & Discard
Store Arrange & Identify
Shine Clean & Inspect Daily
Standardize Revisit Frequently
Sustain Motivate to Sustain
http://www.guidonps.com/search_formhttp://www.guidonps.com/blog/http://www.guidonps.com/contact-ushttp://www.guidonps.com/glossary#documentContenthttp://www.guidonps.com/glossary#portlet-navigation-treehttp://www.guidonps.com/glossary#portlet-navigation-treehttp://www.guidonps.com/login_formhttp://www.guidonps.com/http://www.guidonps.com/glossary#num%23numhttp://www.guidonps.com/glossary#A%23Ahttp://www.guidonps.com/glossary#B%23Bhttp://www.guidonps.com/glossary#C%23Chttp://www.guidonps.com/glossary#D%23Dhttp://www.guidonps.com/glossary#E%23Ehttp://www.guidonps.com/glossary#F%23Fhttp://www.guidonps.com/glossary#G%23Ghttp://www.guidonps.com/glossary#H%23Hhttp://www.guidonps.com/glossary#H%23Hhttp://www.guidonps.com/glossary#I%23Ihttp://www.guidonps.com/glossary#J%23Jhttp://www.guidonps.com/glossary#K%23Khttp://www.guidonps.com/glossary#L%23Lhttp://www.guidonps.com/glossary#M%23Mhttp://www.guidonps.com/glossary#N%23Nhttp://www.guidonps.com/glossary#O%23Ohttp://www.guidonps.com/glossary#P%23Phttp://www.guidonps.com/glossary#Q%23Qhttp://www.guidonps.com/glossary#R%23Rhttp://www.guidonps.com/glossary#S%23Shttp://www.guidonps.com/glossary#T%23Thttp://www.guidonps.com/glossary#U%23Uhttp://www.guidonps.com/glossary#V%23Vhttp://www.guidonps.com/glossary#W%23Whttp://www.guidonps.com/glossary#%23http://www.guidonps.com/glossary#%23http://www.guidonps.com/glossary#%23http://www.guidonps.com/glossary#top%23tophttp://www.guidonps.com/http://www.guidonps.com/search_formhttp://www.guidonps.com/blog/http://www.guidonps.com/contact-ushttp://www.guidonps.com/glossary#documentContenthttp://www.guidonps.com/glossary#portlet-navigation-treehttp://www.guidonps.com/login_formhttp://www.guidonps.com/http://www.guidonps.com/glossary#num%23numhttp://www.guidonps.com/glossary#A%23Ahttp://www.guidonps.com/glossary#B%23Bhttp://www.guidonps.com/glossary#C%23Chttp://www.guidonps.com/glossary#D%23Dhttp://www.guidonps.com/glossary#E%23Ehttp://www.guidonps.com/glossary#F%23Fhttp://www.guidonps.com/glossary#G%23Ghttp://www.guidonps.com/glossary#H%23Hhttp://www.guidonps.com/glossary#I%23Ihttp://www.guidonps.com/glossary#J%23Jhttp://www.guidonps.com/glossary#K%23Khttp://www.guidonps.com/glossary#L%23Lhttp://www.guidonps.com/glossary#M%23Mhttp://www.guidonps.com/glossary#N%23Nhttp://www.guidonps.com/glossary#O%23Ohttp://www.guidonps.com/glossary#P%23Phttp://www.guidonps.com/glossary#Q%23Qhttp://www.guidonps.com/glossary#R%23Rhttp://www.guidonps.com/glossary#S%23Shttp://www.guidonps.com/glossary#T%23Thttp://www.guidonps.com/glossary#U%23Uhttp://www.guidonps.com/glossary#V%23Vhttp://www.guidonps.com/glossary#W%23Whttp://www.guidonps.com/glossary#%23http://www.guidonps.com/glossary#%23http://www.guidonps.com/glossary#%23http://www.guidonps.com/glossary#top%23top -
7/31/2019 Ops Dictionary
4/33
A
Back to Top
Affinity Diagram
A tool used to organize and present large amounts of data (ideas, issues, solutions,
problems) into logical categories based on user perceived relationships and conceptual
frame working.
Often used in form of "sticky notes" send up to front of room in brainstorming exercises,
and then grouped by facilitator and workers. Final diagram shows relationship between the
issue and the category. Then categories are ranked, and duplicate issues are combined tomake a simpler overview.
Andon
A visual device, usually a specialized light that operators use to call attention to an
abnormality. The use of this is to request immediate attention and action to the problem.
Andon Board
A production area visual control device, such as a lighted overhead display. Itcommunicates the status of the production system and alerts team members to emerging
problems (from andon, a Japanese word meaning light).
Automation
The use of machines working independently of manpower.
Autonomation
A form of automation in which machinery automatically inspects each item after producingit, ceases production and notifies humans if a defect is detected. Toyota expanded the
meaning of jidoka to include the responsibility of all workers to function similarlyto
check every item produced and, if a defect is detected, make no more until the cause of thedefect has been identified and corrected (see jidoka).
B
Back to Top
http://www.guidonps.com/glossary#top%23tophttp://www.guidonps.com/glossary#top%23tophttp://www.guidonps.com/glossary#top%23tophttp://www.guidonps.com/glossary#top%23top -
7/31/2019 Ops Dictionary
5/33
Balanced Scorecard The balanced scorecard is a strategic management system used to
drive performance and accountability throughout the organization. The scorecard balances
traditional performance measures with more forward-looking indicators in four keydimensions:
Financial Integration/Operational Excellence
Employees Customers
The Balanced Scorecard is an organizational framework for implementing and managing
strategy at all levels of an enterprise by linking objectives, initiatives, and measures to anorganizations strategy. The scorecard provides an enterprise view of an organizations
overall performance. It integrates financial measures with other key performance indicators
around customer perspectives, internal business processes, and organizational growth,
learning, and innovation.
Batch and Queue
Producing more than one piece of an item and then moving those items forward to the next
operation before they are all actually needed there. Thus items need to wait in a queue.
Also called "Batch-and-Push." Contrast with continuous flow.
Bottleneck
Any resource whose capacity is equal to or less than the demand placed on it
Buffer and Safety Stock
Buffer Stock Stock made available between processes to meet takt time due to variations
in upstream or downstream cycle times
Safety Stock Goods made available to protect takt time while making process changes orimprovements. It is used to minimize impact to major internal failures.
Business Review
A periodic check on how the department, site, or line of business is performing. Review of
scorecard is part of the business review.
C
Back to Top
Capacity
http://www.guidonps.com/glossary#top%23tophttp://www.guidonps.com/glossary#top%23top -
7/31/2019 Ops Dictionary
6/33
Capacity is a function dependent on certain set of variables all working together: Resources
(R), Time (T), and Productivity (P). It is what processes volume.
Cause and Effect Diagram
A cause and effect diagram is a visual tool used to logically organize possible causes for aspecific problem or effect by graphically displaying them in increasing detail. It helps to
identify root causes and ensures common understanding of the causes. It is also called an
Ishikawa diagram.
Cause and Effect relationships govern everything that happens and as such are the path toeffective problem solving. By knowing the causes, we can find some that are within our
control and then change or modify them to meet our goals and objectives. By
understanding the nature of the cause and effect principle, we can build a diagram to helpus solve everyday problems every time.
Cell
An arrangement of people, machines, materials and equipment in which the processing
steps are placed right next to each other in sequential order and through which parts areprocessed in a continuous flow. The most common cell layout is a U shape.
Cellular Layout
An arrangement of people, machines, materials and methods such that processing steps are
adjacent and in sequential order so that parts can be processed one at a time (or in some
cases in a constant small batch that is maintained through the process sequence). The
purpose of a cell is to achieve and maintain efficient continuous flow.
Central Tendency
The numerical average (e.g. mean, median or mode) of a process distribution. Can also be
displayed as the centerline of a process control chart.
An indication of the location or centrality of the data. The most common measures ofcentral tendency are: mean (numerical average), median (the midpoint of an order data set
such that half of the data points are above and half are below it) and the mode (the value
that occurs most frequently)
Chaku-Chaku
A method of conducting single-piece flow in which the operator proceeds from machine to
machine (in a counter-clockwise fashion), talking a part from the previous operation and
loading it in the next machine. Then taking the part just removed from that machine,checking it and loading it into the following machineetc,
-
7/31/2019 Ops Dictionary
7/33
Change Agent
An individual from within or outside an organization who facilitates change within the
organization; may or may not be the initiator of the change effort.
Concurrent Engineering
The reorganization of product design, development, production planning and procurement
processes to take place to the extent possible in parallel (more or less at the same time),
utilizing multi-disciplinary project teams, electronic information management, and
improved communications.
Input is gathered and assimilated from all concerned parties, including manufacturing,
sales, procurement, customers, and etc. from project conception throughout development.
Constraint
Anything that limits a system from achieving higher performance or throughput; also, the
bottleneck that most severely limits the organizations ability to achieve higherperformance relative to its purpose / goal.
Continuous Flow
Each process (in the office or plant setting) makes or completes only the one piece that the
next process needs, and the batch size is one - single-piece flow or one-piece flow opposite of batch-and-queue.
Critical Chain
Critical Chain," in the largest sense, is the set of processes and practices for project
management developed by the application of the Theory of Constraints Thinking Processesto the difficulties faced in delivering projects with both speed and reliability. The "body of
knowledge" associated with Critical Chain centers on Critical Chain Scheduling and Buffer
Management for individual projects, and synchronization of efforts across projects in
multi-project organizations. (Critical Chain is also the title of a book, by Eliyahu M.Goldratt, that introduces the basic concepts of the approach.)
CTQ
CTQs (Critical to Quality) are the key measurable characteristics of a product or process
whose performance standards or specification limits must be met in order to satisfy thecustomer. They align improvement or design efforts with customer requirements.
CTQs are what the customer expects of a product... the spoken needs of the customer. The
customer may often express this in plain English, but it is up to us to convert them to
measurable terms using tools such as DFMEA, etc.
-
7/31/2019 Ops Dictionary
8/33
Cycle Time
The total time required for a task to be complete. Cycle time is process specific, and many
cycle times will exist within an overall lead time of making a product. Cycle time is therate of the process
Cycles of Use
A three-stage process that sustains the Guidon High Performance Culture. In the first stage,
employees use their departments Performance Management Board to maintain and analyze
current production data. In the second stage, the team holds regular meetings (PMRs) attheir production management board to identify potential process improvements. In the third
stage, employees resolve the problems or develop the opportunities they have identified in
their PMRs. They use their knowledge, experience, and process improvement tools andtechniques to make these improvements.
D
Back to Top
Defects
One of the 7 types of Waste. Rework / repair a product or service to meet customers
requirements.
Deming
Dr. W. Edwards Deming is known as the father of the Japanese post-war industrial revivaland was regarded by many as the leading quality guru in the United States.
DMAIC
The DMAIC process is the heart of Six Sigma. DMAIC refers to a data-driven quality
strategy for improving processes, and is an integral part of the company's Six SigmaQuality Initiative. DMAIC is an acronym for five interconnected phases: Define, Measure,
Analyze, Improve, and Control.
Downtime
Lost production time during which a piece of equipment is not operating correctly due to
breakdown, maintenance, power failures or similar events
E
http://www.guidonps.com/glossary#top%23tophttp://www.guidonps.com/glossary#top%23top -
7/31/2019 Ops Dictionary
9/33
Back to Top
Excess Material or Information
One of the 7 types of Waste. Any supply in excess of customer requirements necessary to
produce services.
Excess Motion
One of the 7 types of Waste. Any movement of people or equipment that does not add
value to the product or services.
Excess Transportation
One of the 7 types of Waste. Any information, material, or patient movement that does not
directly add value to a product or service.
F
Back to Top
First in First Out (FIFO)
Material produced by one process is used in the same order by the next process. A FIFO
queue is filled by the supplying process and emptied by the customer process; when a FIFOlane gets full, production is stopped until the next (internal) customer has used some of that
inventory.
First Pass Yield (FPY)
Also referred to as the quality rate, the percentage of units that complete a process andmeet quality guidelines without being scrapped, rerun, retested, returned or diverted into an
offline repair area. FPY is calculated by dividing the units entering the process minus the
defective units by the total number of units entering the process.
Fishbone Diagram
A problem-solving tool that uses a graphic description of the various process elements to
analyze potential sources of variation, or problems. The Diagram itself resembles(somewhat) the skeleton of a fish. Also called the Cause & Effect diagram and Ishikawa
diagram.
Five Whys
The Five Why's typically refers to the practice of asking, five times, why the failure has
occurred in order to get to the root cause/causes of the problem. There can be more than
http://www.guidonps.com/glossary#top%23tophttp://www.guidonps.com/glossary#top%23tophttp://www.guidonps.com/glossary#top%23tophttp://www.guidonps.com/glossary#top%23top -
7/31/2019 Ops Dictionary
10/33
one cause to a problem as well. In an organizational context, generally root cause analysis
is carried out by a team of persons related to the problem. No special technique is required.
Flow
The main purpose of flow is to quickly and continuously identify and eliminate waste. Theprogressive achievement of tasks along the value stream so a product proceeds from design
to launch, order to
Delivery and raw to finished materials in the hands of the customer with no stoppages,
scrap or backflows.
FMEA
Failure Modes and Effects Analysis (FMEA)
A systematic/structured approach for determining the seriousness of potential failures andfor identifying the sources of each potential failure.
The goal of FMEA is to identify potential failures and implement corrective actions toprevent failures from occurring. "PFMEA" focuses on identifying and remediating process
failures.
Focus
See GuidonFocus
Force Field Analysis
Identifies force and factors, both restraining and driving, effect the solution of an issue orproblem so that the positives can be reinforced and/or negatives reduced or eliminated.
Functional Layout
The practice of grouping machines or activities by type of operation performed.
G
Back to Top
Gemba
A Japanese term that means "Real Place" or "Where the action takes place." In Lean we
speak of GEMBA as being the place where "Value" is added to a product. See "ValueAdding"
http://www.guidonps.com/glossary#top%23tophttp://www.guidonps.com/glossary#top%23top -
7/31/2019 Ops Dictionary
11/33
Guidon
The guidon dates back to the days of hand to hand combat when, in the heat of battle,
military leaders used a guidon, or flag, to communicate the direction of movement fortroops. Today business leaders leverage Guidon Performance Solutions and our proprietary
approach to developing strategy, creating alignment and improving performance to movetheir organizations forward toward a common and shared vision.
GuidonFocus
FOCUS is a time-sensitive, rapid-deployment approach that employs a collaborative, team-based methodology for executing problem solving and continuous improvement.
GuidonHPC
Guidon High Performance Culture links strategy and execution with a constant and
intensive focus on the customer using universally applied terminology, leadership practicesand tools. It is designed to provide consistent and repeatable results with a clear sense of
urgency.
GuidonHPC engages each level of an organization with energy, edge and the ability to
energize others.
H
Back to Top
Hawthorn Effect
Improved process data that results from process operators who know their processperformance is being measured and exercise more care in the execution of the process than
would normally be done.
Heijunka (Leveling)
The process of level loading and sequencing the timing of customer demand for products or
services. A method of leveling production, usually at the final assembly line, that makesjust-in-time production possible. It involves averaging both the volume and sequence of
different model types on a mixed model production line.
Using this method avoids excessive batching of different types of product and volumefluctuations in the same product (see production smoothing).
http://www.guidonps.com/glossary#top%23tophttp://www.guidonps.com/glossary#top%23top -
7/31/2019 Ops Dictionary
12/33
Histogram
A bar graph of a frequency distribution in which the widths of the bars are proportional to
the classes into which the variable has been divided and the heights of the bars areproportional to the class frequencies.
A histogram is a basic graphing tool that displays the relative frequency or occurrence of
continuous data values showing which values occur most and least frequently. A histogram
illustrates the shape, centering, and spread of data distribution and indicates whether thereare any outliers.
A graphic way to summarize data. Size is shown on the horizontal axis (in cells) and the
frequency of each size is shown on the vertical axis as a bar graph. The length of the bars is
proportional to the relative frequencies of the data falling into each cell and the width is therange of the cell. Data is variable measurements from a process.
Hoshin kanri
The selection of goals, projects to achieve the goals, designation of people and resources
for project completion and establishment of project metrics (see policy deployment).
Hoshin planning
Breakthrough planning; a Japanese strategic planning process in which a companydevelops up to four vision statements that indicate where the company should be in the
next five years.
Company goals and work plans are developed based on the vision statements. Periodicaudits are then conducted to monitor progress (see value stream).
HPC
See Guidon HPC
I
Back to Top
Impact Difficulty Matrix
Prioritization method that looks looks at the impact (value to the organization) to
implement the change and how difficult it will be to implement. The intent is to have theteams focus on the High Impact / Low Difficulty items first when planning improvement
ideas.
Information Flow
http://www.guidonps.com/glossary#top%23tophttp://www.guidonps.com/glossary#top%23top -
7/31/2019 Ops Dictionary
13/33
The task of disseminating information for taking a specific product from order entry
through detailed scheduling to delivery (see value stream).
Inventory
The money invested in purchasing things an organization intends to sell.
Inventory Turns
The number of times you can "Turn" (use and replace) your inventory/money over in a
year.
J
Back to Top
JDI
Just do it a small scale process improvement that can be accomplished simply and
quickly by one or more persons.
Jidoka
Jidoka (Autonomation): One of the 3 main principles of Lean, it has 2 main elements: 1)
Stopping the process when an abnormality has been detected 2) Building human
intelligence into machines or software, giving automation the ability to make a decision toshut down automatically in the case of an abnormality in order to stop defective products
from flowing into the next process. Jidoka measures are incorporated in the assemblyprocess by use of Andons and Pin-Pan-Pon; stopping when abnormality is detected. Thejidoka system puts faith in the worker as a thinker and allows all workers the right to stop
the line on which they are working (see autonomation).
JIT
(Just in time): One of the 3 main principles of Lean, its the philosophy of production
characterized by 3 elements each must be present to ensure JIT functions properly. (1)Single piece flow, (2) producing according to TAKT time, (3) pulling of material from
upstream process. Producing or conveying only the items that are needed by the next
process when they are needed and in the quantity needed. Can even be used betweenfacilities or companies.
K
http://www.guidonps.com/glossary#top%23tophttp://www.guidonps.com/glossary#top%23top -
7/31/2019 Ops Dictionary
14/33
Back to Top
Kaizen
Kaizen: A Japanese term meaning gradual unending improvement by doing little things
better and setting and achieving increasingly higher standards. Masaaki Imai made the termwell-known in his book Kaizen: The Key to Japans Competitive Success. Kaizen implies
more than improvement in basic production processes. Kaizen represents a philosophywhereby an organization, and the individuals within it, undertake continual improvements
of all aspects of organizational life. A hands-on process of short duration to develop
iterative solutions, with each iteration an improvement on the last.
Kanban
A signaling device that gives instruction for production or conveyance of items in a pull
system. A communication tool in the just-in-time production and inventory control system
that authorizes production or movement. Kanban, from a Japanese word for visible card orrecord, was developed by Taiichi Ohno at Toyota. It is a small card or signboard (or any
other authorizing device) attached to boxes of specific parts in the production line
signifying the delivery of a given quantity.
Kitting
Grouping component parts used in a process or build for ease of assembly. (see materialpresentation)
L
Back to Top
Lead Time
The total Time a customer must wait to receive a product after placing an order. The total
time it takes the product to go from raw inventory to the finished product. Order toremittance lead time refers to the total time from when an order is placed until the finished
product is shipped.
Lean
Lean is simply a thought process, not a tool, used to look at your business whether it is
manufacturing, service or any other activity where you have a supplier and acustomer/receiver. The key thought processes within Lean are identifying 'waste' from the
customer perspective and then determining how to eliminate it. Waste is defined as the
activity or activities that a customer would not want to pay for and/or that add no value tothe product or service from the customer's perspective. Once waste has been identified in
http://www.guidonps.com/glossary#top%23tophttp://www.guidonps.com/glossary#top%23tophttp://www.guidonps.com/glossary#top%23tophttp://www.guidonps.com/glossary#top%23top -
7/31/2019 Ops Dictionary
15/33
the Current State, a plan is formulated to reach the Future State in an effective manner that
encompasses the entire system.
LeanSigma Capacity
LeanSigma Capacity is a methodology developed for the Service Industry that determinesthe efficient allocation and scheduling of resources in a highly complex, highly variable
environment to maximize customer service, while containing costs
LeanSigma Information Technology
LeanSigma Information Technology leverages the power of Lean and Six Sigma ininformation technology processes and functions. From development and deployment of
new information technologies to ongoing reliability, maintenance and operations of IT
infrastructure, LeanSigma Information Technology improves ROIC, accelerates
implementation and improves performance.
LeanSigma Process
The LeanSigma toolset streamlines and simplifies complex business processes to rapidly
pull dramatic new efficiencies to the bottom line.
LeanSigma Process is specifically designed for service-based companies and has proven
to achieve benefits forty to sixty percent faster than traditional Six-Sigma or Reengineeringprojects, leveraging a broader tool-suite and the FOCUS Methodology.
Level 1
GuidonHPC term Front Line employees
Level 2
GuidonHPC term Middle Managers
Level 3
GuidonHPC term Senior Managers
LIFO
Last In First Out (L.I.F.O.) The opposite of "F.I.F.O." (First In First Out). With LIFO
earlier orders are delayed in favor of newer orders which results in increased lead-time and
unhappy customers regarding the earlier orders.
Line Balancing
-
7/31/2019 Ops Dictionary
16/33
A process in which work elements are evenly distributed and staffing is balanced to meet
takt time (see takt time).
Littles Law
Any Lean journey strives to minimize waste and increase speed. Increasing speed equatesto reducing lead time to your customers. Minimizing waste includes an analysis of
inventory on-hand and steps to reduce that inventory. Little's Law provides an equation for
relating Lead Time, Work-in-Process (WIP) and Average Completion Rate (ACR) for anyprocess. Named after the mathematician who proved the theory, Little's Law states:
Lead Time = WIP (units) / ACR (units per time period)
Knowing any two variables in the equation allows the calculation of the third. Reducing
WIP while maintaining the same ACR reduces lead time. Similarly, improving the process
to increase ACR while maintaining the same WIP also reduces Lead Time. This applies to
any process - manufacturing, transactional, service or design. If it is difficult to relate WIPto a given process, try using TIP instead (Things-in-Process).
Example: A quoting department can complete 4 quotes per day (ACR), and there are 20quotes (TIP) in various stages in the department. Applying Little's Law:
Lead Time = TIP/ACR = 20 quotes/4 quotes/day = 5 days.
Therefore, without changing the process, inventory or priorities - or accounting for
variation - any new quote coming into the department could reasonably be expected to be
completed in 5 days.
Load-Load
A method of conducting single-piece flow in which the operator proceeds from machine to
machine, taking the part from one machine and loading it into the next. The lines allow
different parts of a production process to be completed by one operator, eliminating theneed to move around large batches of work in progress inventory.
M
Back to Top
Material Presentation
Introducing material to the line or cell in a manner that is easy and effective for the
operator.
Measure
http://www.guidonps.com/glossary#top%23tophttp://www.guidonps.com/glossary#top%23top -
7/31/2019 Ops Dictionary
17/33
A size or quantity found by measuring, e.g., 1 inch, 3 pounds, 6 complaints, 623 checks,
etc. By themselves, measures give us very limited information.
Metric
Two or more measures that are related in a meaningful way, e.g., miles per hour (speed),checks processed per hour (productivity), number of error free statements per month
(quality), etc.
MGSP
Multi Generational Strategic Plan imperatives for the business success that supportstrategic improvement needs typically around growth, margin, and infrastructure (people,
process, tech). Generally a 3 year horizon.
Mistake-Proofing
Poka yoke: Japanese term that means mistake proofing. A poka yoke device is one that
prevents incorrect parts from being made or assembled or easily identifies a flaw or error
Mixed Model
Mixed Model flow is making value flow by taking out the waste in your value stream so
that multiple products are made in each time period. This is accomplished by making the
mixed model flow part perform as if it were a dedicated asset. Each product flows at therate of customer demand, even though mixed products are being made.
Monument
Any design, scheduling, or production technology with scale requirements requiring
designs, orders, and products to be brought to the machine to wait in line for processing.The opposite of a right sized machine.
Muda
Any type of waste elements that add no value to the product: i.e. Waiting, Transporting,
Over production, Excess Motion, Inventory Defects, Human Touches.
Multi-Functional Teams
Groups formed from people with varying skill-sets typically across departments to achievea business goal. Groups become "Teams" when they behave like teams. Using Multi
functional Teams can be of great benefit to most companies especially when they work
with complex issues that require expertise from numerous backgrounds.
-
7/31/2019 Ops Dictionary
18/33
With many of our events we will create a team that includes operators form the area we are
working on, staff from "feeding" and "supplying" areas, a supervisor, a maintenance tech,
etc. Although Multi functional Teams generally refer to specific expertise and skill-sets,one should never overlook the benefits of having many pairs of "fresh eyes" on a problem
solving team.
Mura
The Japanese term for inconsistency
Muri
The Japanese term for strain
MWI
Most Wanted Improvement, a process change intended to reduce or eliminate a significantbusiness performance problem. Implementing an MWI should result in a measurable
improvement in one or more of the following areas: customer satisfaction, quality,productivity, and risk.
N
Back to Top
Normal Distribution
Normal distribution is the spread of information (such as product performance ordemographics) where the most frequently occurring value is in the middle of the range andother probabilities tail off symmetrically in both directions. Normal distribution is
graphically categorized by a bell-shaped curve, also known as a Gaussian distribution. For
normally distributed data, the mean and median are very close and may be identical.
O
Back to Top
Operating Plan
The Level 2 tool used in GuidonHPC to set goals. Operating Plans translate the PolicyDeployment into actual execution plans at all levels of the organization.
Overall Equipment Effectiveness (OEE)
http://www.guidonps.com/glossary#top%23tophttp://www.guidonps.com/glossary#top%23tophttp://www.guidonps.com/glossary#top%23tophttp://www.guidonps.com/glossary#top%23top -
7/31/2019 Ops Dictionary
19/33
The product of a machines operational availability, performance efficiency and first-pass
yield.
Overproducing
One of the 7 types of Waste. Producing more then needed or producing faster than needed.
P
Back to Top
Pacemaker Process
Using pull systems you will only need to schedule one point in the process flow. This point
is known as the pacemaker process. The control of this point will dictate the flow of the
whole process, if coupled with pull techniques. The pacemaker process is usually the most
downstream in the process. Using a pacemaker enables the flow to be controlled reliablyusing one simple point. This ensures that scheduling is made much simpler than trying to
co-ordinate many separate processes. It allows for local control rather than centralized
complex control which are often very slow to respond to the needs of the system.
Pareto Chart
A graphical tool for ranking causes of problems from most significant to least significant. It
is based on the Pareto principle, first defined by Juran, 1950. Pareto Charts suggest most
effects (or results), come from relatively few causes; that is, 80% of effects come from20% of the possible causes.
PDCA
PDCA (plan-do-check-act) at a macro level (for example, as in Hoshin kanri):
Plan. Senior management should use the visioning process in the context of its
business plan. The business plan is translated into action plans that are meaningfulto all levels of the organization.
Do. Implementation of action plans; answers what, how and who for the total
number of tiers in an organization, taking into account the fewer the number of
tiers, the better. This is the time to bring members of management together and
provide them with a basic understanding of the action plans. Check. On a periodic basis, review the measurements of the outputs, and note what
youve learned that can help in the future.
Act. Make the necessary adjustments to plans and priorities to ensure the success of
the strategy breakthroughs.
Performance Management Boards
http://www.guidonps.com/glossary#top%23tophttp://www.guidonps.com/glossary#top%23top -
7/31/2019 Ops Dictionary
20/33
the tool at the heart of the continuous improvement process. The Performance Management
Board is a visual display of performance metrics that are developed and maintained by
front line employees. The metrics focus on six key areas: Customer Satisfaction, Quality,Productivity, Risk Management, Associate Satisfaction (Peoples Corner), and Making
Progress.
Performance Management Reviews
A business review conducted for a department or area that is held by the front-lineemployees using information on the Production Management Boards.
Pitch
Pitch: The pace and flow of a product. Pitch is the time elements to produce the pack
quantity for shipping. Pitch is the current best time for the lot size for material shipping. It
is the adjusted tack time to pull product throughout the value stream when the takt time is
too short.
Poka-Yoke
Mistake proof: usually refers to the use of fail-safe devices in the process in order to
prevent defects from occurring and insure quality. When this ingredient is added toautomation will yield autonomation. ( see Jidoka )
Policy Deployment
The selection of goals and projects to achieve the goals, designation of people and
resources for project completion and establishment of project metrics (see Hoshin kanri).
Process
A result driven, formula based, set of activities that produces an outcome. Alternate
Definition: A series of activities that collectively accomplish a distinct objective. A process
is a recipe for how something is done. Processes are also closely scrutinized for
improvement opportunities. Even making a peanut butter and jelly sandwich involvespassing through a process. If all of the ingredients for your sandwich are located in your
kitchen accept your jelly which is located in the Garage, then you would clearly have a
process improvement opportunity.
Process Quantity Analysis
A study of the quantities demanded of different products produced at a work location. This
picture of the volume and variety of products can be used to identify high impact areas to
concentrate efforts or identify the need to use process razing to make products moresimilar.
-
7/31/2019 Ops Dictionary
21/33
Process Router Analysis
A study of the process and machine sequence for a group of similar parts. It can be used to
standardize product flow for ease of cell implementations.
Product Family
A group of products that go through the same or similar downstream or "assembly" steps
and equipment.
Production Smoothing
Keeping total manufacturing volume as constant as possible
Productivity
A measurement of output for a given input. The ratio of measured outputs over measuredinputs (i.e. - widgets produced per man-hour).
Pugh Matrix
Pugh Matrix
Refers to a matrix that helps determine which items or potential solutions are more
important or 'better' than others. It is necessarily to be done after you capture VOC andbefore design which means after product planning QFD.
It is a scoring matrix used for concept selection, in which options are assigned scoresrelative to criteria. The selection is made based on the consolidated scores. Before you start
your detailed design you must have many options so that you choose the best out of them.
This tool is also known as 'Criteria Based Matrix'
The Pugh matrix is a tool used to facilitate a disciplined, team-based process for concept
generation and selection. Several concepts are evaluated according to their strengths and
weaknesses against a reference concept called the datum (base concept). The datum is thebest current concept at each iteration of the matrix.
The Pugh matrix allows you to
1. Compare different concepts
2. Create strong alternative concepts from weaker concepts
3. Arrive at an optimum concept that may be a hybrid or variant of the best of otherconcepts
-
7/31/2019 Ops Dictionary
22/33
The Pugh matrix encourages comparison of several different concepts against a base
concept, creating stronger concepts and eliminating weaker ones until an optimal concept
finally is reached. Also, the Pugh matrix is useful because it does not require a greatamount of quantitative data on the design concepts, which generally is not available at this
point in the process.
Pull System
System of manufacturing in which each process withdraws the parts it needs from thepreceding process when they need them, in the exact standardized amount needed. Used to
avoid push
Push
To produce or process an item without any real demand from the customer usually
creates inventory and all other 'wastes'.
Q
Back to Top
Queue Time
The time a part sits waiting to be worked on.
Quick Changeover
Quick Changeover is a process that allows a person to reduce the time to changeover aproduction process from making one part or product to another part or product. The processto reduce the time elapsed from the last good part A to the first good part B at the same
station or process. Quick Changeover is also referred to as SMED or Single Minute
Exchange of Die. This quick changeover process must take less than ten minutes (hence
single minute).
R
Back to Top
Resources
http://www.guidonps.com/glossary#top%23tophttp://www.guidonps.com/glossary#tophttp://www.guidonps.com/glossary#top%23tophttp://www.guidonps.com/glossary#top -
7/31/2019 Ops Dictionary
23/33
Resources are defined as anything needed to process volume, such as People, Machines, or
Work Stations. Limiting Resource is the maximum number of a resource that can be used
at one time.
Right Size
Matching tooling and equipment to the job and space requirements of lean production.
Right sizing is a process that challenges the complexity of equipment by examining how
equipment fits into an overall vision for workflow through the factory. When possible,right sizing favors smaller, dedicated machines rather than large, multipurpose batch
processing machines
Root Cause Analysis
Study of original reason for nonconformance with a process. When the root cause is
removed or corrected, the nonconformance will be eliminated
Routing Standardization
Lean tool used to improve flow in an organization. Its purpose is to reduce the number of
unique routings, simplify the individual parts or information routings, and aid the
development of standard work. A key component in the design of cells.
Runner
Also know as a Water Spider; A person on the production floor who paces the entire value
stream through the pickup and delivery of materials through kanban usage (see kanban).
S
Back to Top
SCQ
Service, Cost, and Quality - major categories of metrics that are important to balance when
doing LeanSigma Capacity
Set-Up, External
Machine changeover steps that are performed while the machine is processing parts or off-
line from production time.
Set-Up, Internal
Machine changeover steps that are performed while the machine is stopped duringproduction time.
http://www.guidonps.com/glossary#top%23tophttp://www.guidonps.com/glossary#top%23top -
7/31/2019 Ops Dictionary
24/33
Shine
Japanese term Seiso; Conduct a cleanup campaign
Shingijutsu
A company founded by C. Nakao and K. Iwata, former employees of Taiichi Ohno, thecreator of the Toyota Production System. The word Shingijutsu translates as new
technology or better way.
Single Piece Flow
Production system in which only one part at a time is processed or assembled and the work
is verified before being sent along the production line to follow processes. The 2 elementsof SPF are 1) a Do and 2) a Check or verification that the Do was done correctly.
This introduces a feedback loop into the system.
SIPOC
SIPOC stands for suppliers, inputs, process, output, and customers. You obtain inputs fromsuppliers, add value through your process, and provide an output that meets or exceeds
your customer's requirements.
Supplier-Input-Process-Output-Customer: Method that helps you not to forget something
when mapping processes.
Six Sigma
A methodology that provides organizations tools to improve the capability of their business
processes. This increase in performance and decrease in process variation lead to defect
reduction and improvement in profits, employee morale and quality of products or services.Six Sigma quality is a term generally used to indicate a process is well controlled (6 s
from the centerline in a control chart).
Six Sigma Performance
Six Sigma Performance
Sigma 1: Defects per million = 690,000 Sigma 2: Defects per million = 308,537
Sigma 3: Defects per million = 66,807
Sigma 4: Defects per million = 6,210
Sigma 5: Defects per million = 233
Sigma 6: Defects per million = 3.4
SMED
-
7/31/2019 Ops Dictionary
25/33
Single Minute Exchange Die (i.e., under 10 min) has become a title for the category of
improvement devices used in manufacturing to allow for quick change over of
machine/fixture set-ups.
Sort
Japanese term Seiri; to separate needed tools, parts and instructions from unneeded
materials and remove the latter.
Spaghetti Diagram
A Lean tool used to show the path that a product takes along the process flow. It shows thegeography of the department. Can be used to demonstrate the transportation waste in a
process flow.
Standard Deviation
A statistic used to measure the variation in a distribution. Sample standard deviation is
equal to the square root of (the sum of the squared deviations of the mean divided by thesample size minus 1). Where the whole population is known, the minus 1 "fudge factor"
should be omitted.
Standard deviation is a measure of the spread of data in relation to the mean. It is the most
common measure of the variability of a set of data. If the standard deviation is based on asampling, it is referred to as 's.'
In formulae it is often represented by the letters SD or the symbol (Greek letter) sigma.
Although it is closely related to, and used in calculations for, the Sigma level of a process
you need to be careful to distinguish the two meanings.
Standard Operations
The combination of people and machines required to accomplish production in such a way
as to minimize waste and variation by establishing only 1 way to perform the process
Standard WIP
One of the three elements that make up standard work. It is the minimum quantity of partsalways on hand for processing during and between sub processes. It allows workers to do
their job continuously in a set sequence, repeating the same operation over and over in the
same order (see standard work).
Standard WIP
Minimum and standardized amount of work in process required to perform operations
-
7/31/2019 Ops Dictionary
26/33
Standard Work
A precise description of each work activity specifying cycle time, takt time, and the work
sequence of specific tasks and the minimum inventory of parts on hand needed to conductthe activity. All jobs are organized around human motion to create an efficient sequence
without waste. Work organized in such a way is called standard(ized) work (see takttime, working sequence and standard in process stock, which are the three elements
that make up standard work).
Standard Work Combination Sheet
A table that clarifies how much time is spent doing manual work and traveling at each
production process.
Standard Work Sheet
Shows the outline of work for each worker in a cell. Recorded on it are: Takt time, worksequence, standard WIP, quality checks, safety precautions, etc.
Standardize
Japanese term Seiketsu; to conduct Seiri, Seiton, and Seiso at frequent, indeed daily
intervals to maintain a workplace in perfect condition.
Statistical Process Control (SPC)
Statistical process control (SPC) is the application of statistical methods to identify and
control the special cause of variation in a process.
Statistical Process Control (SPC) is the equivalent of a histogram plotted on it's side over
time. Every new point is statistically compared with previous points as well as with thedistribution as a whole in order to assess likely considerations of process control (i.e.
control, shifts, and trends). Forms with zones and rules are created and used to simplify
plotting, monitoring, and decision making at the operator level. SPC separates special
cause from common cause variation in a process at the confidence level built into the rulesbeing followed (typically 99.73% or 3 sigma).
Stop the line authority
Power given to workers to stop the process when abnormalities
occur, allowing them to prevent the defect or variation from being passed along.
Store
Japanese term Seiton; Neatly arrange and identify parts and tools for ease of use
-
7/31/2019 Ops Dictionary
27/33
Sub- Optimization
A condition in which gains made in one activity are offset by losses in another activity, or
activities that are caused by the same actions that created gains in the first activity.
Subject Matter Expert (SME)
The Subject Matter Expert is that individual who exhibits the highest level of expertise in
performing a specialized job, task, or skill within the organization.
An SME might be a software engineer, a helpdesk support operative, an accounts manager,
a scientific researcher: in short, anybody with in-depth knowledge of the subject you areattempting to document. You need to talk to SMEs in the research phase of a
documentation project (to get your facts straight) and you need to involve them in the
technical validation of your drafts (to make sure that your interpretation of information
matches theirs).
Supermarket
The storage locations of parts before they go on to the next operation. Supermarkets are
managed by predetermined maximum and minimum inventory levels. Each item in the
plant is at a designated location.
Sustain
Japanese term Shitsuke; Means to form the habit of always following the first 4 Ss.
Collectively, they define an orderly, well inspected, clean, and efficient working
environment.
SWOT Analysis
A scan of the internal and external environment is an important part of the strategic
planning process. Environmental factors internal to the firm usually can be classified as
strength (S) or weaknesses (W), and that external to the firm can be classified as
opportunity (O) or threats (T). Such an analysis of the strategic environment is referred toas a SWOT analysis.
The SWOT analysis provides information that is helpful in matching the firm's resources
and a capability to the competitive environment in which it operates. As such, it isinstrumental in strategy formulation and selection.
T
Back to Top
Takt Time
http://www.guidonps.com/glossary#top%23tophttp://www.guidonps.com/glossary#top%23top -
7/31/2019 Ops Dictionary
28/33
The pace that is set for the system to operate at. Customers establish Takt Timethe
following equation is used to establish it: Available production time / required production
(fcst & act demand)..must be like units; e.g.,
1 shift = 1980 min/wk 1980 = 10 mim = Takt Time
fcst = 198 units/wk 198
Theory of Constraints (TOC)
Also called constraints management, TOC is a management philosophy that stresses
removal of constraints to increase throughput while decreasing inventory and operatingexpenses. TOCs set of tools examine the entire system for continuous improvement. The
current reality tree, conflict resolution diagram, future reality tree, prerequisite tree and
transition tree are the five tools used in TOCs ongoing improvement process.
Time Based Competition
The belief that the originator or first producer/vendor of a product has a significant marketadvantage over other companies. See also "Time to Market"
A bi-product of this "race to market" is that competing companies must adapt their
organizations in ways to minimize the time it takes to develop a product to exploit the
"First on the scene" advantage.
Time to Market
The length of time it takes to develop a new product from inception until its' first marketsales.
Total Cycle Time
The Rate of completion of a process of operation. You calculate this number by addingtogether all individual cycle times in a given process.
Toyota Production System
The production system developed by Toyota Motor Corp. to provide best quality, lowest
cost and shortest lead time through the elimination of waste. TPS is based on two pillars:just-in-time and jidoka. TPS is maintained and improved through iterations of standardized
work and kaizen (see jidoka just-in-time and kaizen).
TPM
Total Productive Maintenance is the total involvement of all employees in a cell to improve
the process.
-
7/31/2019 Ops Dictionary
29/33
TQM
Total Quality Management A systematic customer focused approach to continuous
performance improvement. A philosophy and set of guiding principles which represent thefoundation for continuously improving the organization through employee involvement.
The application of quantitative methods and human resources to improve the materials andservices supplied to and by an organization and all the processes within the organization
and the degree to which the needs of the customer are met. The integration of fundamentalmanagement techniques, existing improvement efforts, and technical tools, under a
disciplined approach to focus on continuous improvement.
U
Back to Top
Unnecessary Processing
One of the 7 types of Waste. Effort which adds no value to a product or service.
V
Back to Top
Value Added
See Work, Value Added
Value Stream
The specific activities required to design, order, and provide a product from concept to
launch order to delivery raw materials to finished goods.
Value Stream Mapping
The process of detailing the process of converting raw material to finished goods. This istypically mapped with the 7 flows (info, people, equipment, raw material, sub-assembly,
assembly, and engineering) one at a time, or in a combination.
Variation
Any difference(s) that exist between design specifications and actual output.
Visual Controls
http://www.guidonps.com/glossary#top%23tophttp://www.guidonps.com/glossary#top%23tophttp://www.guidonps.com/glossary#top%23tophttp://www.guidonps.com/glossary#top%23top -
7/31/2019 Ops Dictionary
30/33
Any devices that help operators quickly and accurately gauge production status at a glance.
Progress indicators and problem indicators help assemblers see when production is ahead,
behind or on schedule. They allow everyone to instantly see the groups performance andincrease the sense of ownership in the area
Visual Management
Refers to the means by which anyone can tell at a glance if production activities are
proceeding normally or not. A communication, discipline and pacing tool.
Vital Few
Derived from the pareto chart, the term indicates that many defects come from relatively
few causes (the 80/20 rule). For example, 20% of the people in the country make up 80%
of the wealth of the country. Vital Few: These are the few (20%) independent variables
(X's) which contribute to maximum (80%) of the total variation. These are identified
through Pareto Charts and Design of Experiments
W
Back to Top
Waiting
One of the 7 types of Waste. Idle time that is produced when two processes are not
synchronized.
Waiting Time
The time that a worker is idle when no work is available.
Waste
Muda in Japanese. Anything that does not add value to the final product or service, in the
eyes of the customer. An activity the customer wouldn't want to pay for if they knew it was
happening. There are 7 Types of Waste:
1) Defects
2) Excess Motion 3) Overproducing
4) Unnecessary Processing
5) Excess Material or Information
6) Excess Transportation
7) Waiting
WIP
http://www.guidonps.com/glossary#top%23tophttp://www.guidonps.com/glossary#top%23top -
7/31/2019 Ops Dictionary
31/33
Work In Process Inventory - Items (material or information) between machines or
processes or activities waiting to be processed. inventory of materials that has been already
started processing.
Work Sequence
One of the 3 elements of standard work refers to the sequence of operations in a single
process that leads a worker to produce quality goods in the most efficient way
Work, Non-Value Added
Rework, set-ups, inspection, repair processing, transportation, unnecessary work tocomplete the manufacture of a product. Anything that isnt directly changing the form fit or
function of the part.
Work, Value Added
Only necessary direct work to manufacture a product. Anything that the customer is willing
to pay for or an operation that changes the form, fit, or function of the part. In order tovalue added, it must meet 3 criteria: 1) Something customer is willing to pay for; 2)
Transform something; 3) Done right the first time
Document Actions
Send this
Print this
Guidon helped us make a positive impact by streamlining processes and ultimately
increasing our customer satisfaction and loyalty.
Mike Smith
President, Forbes Digital
Navigation
Home
Business Process Management Glossary
http://www.guidonps.com/glossary/sendto_formhttp://www.guidonps.com/sitemaphttp://www.guidonps.com/sitemaphttp://www.guidonps.com/http://www.guidonps.com/glossaryhttp://www.guidonps.com/glossary/sendto_formhttp://www.guidonps.com/sitemaphttp://www.guidonps.com/http://www.guidonps.com/glossary -
7/31/2019 Ops Dictionary
32/33
Operational Excellence Virtual Conference
2010 Business Beyond BoundariesIn todays world, the phrase business as usual takes on a whole new meaning. To achieve
operational excellence, companies must find a new way of thinking beyond any pre-
existing boundaries. Business Beyond Boundaries will give you the opportunity to learn
from game-changing leaders who will share new methodologies and perspectives for yourorganization to achieve operational excellence and ways to immediately apply them to
your business.
Click here for more information and to register
Upcoming Training
Enhance your skills with a Guidon Workshop
We are pleased to announce a calendar of training and workshops available through the end
of the year starting on August 31, 2010. Training and workshops include: Lean SigmaFundamentals for Service, Healthcare, and Financial Services, and Green Belt Training.
Click here for more information and to register
Newest video Webinar
Forbes/Guidon Webinar Whitewater Management:
The Key to Navigating the 'New Business Normal'
We are looking out on a dramatically altered business worldwith little resemblance tolife a few short months ago. In this more complex environment, the ability to anticipate and
deal with frequent change, even turmoil, determines survival. Some business leaders have
yet to grasp this reality; others are rightly daunted by the challenge.
Click here to view
http://www.guidonps.com/events/business-beyond-boundaries-virtual-conferencehttp://www.guidonps.com/events/business-beyond-boundaries-virtual-conferencehttp://www.guidonps.com/events/eventshttp://www.guidonps.com/events/eventshttp://www.guidonps.com/ideas-and-resources/presentations/white-water-management-webinarhttp://www.guidonps.com/ideas-and-resources/presentations/white-water-management-webinarhttp://www.guidonps.com/ideas-and-resources/presentations/white-water-management-webinarhttp://www.guidonps.com/events/business-beyond-boundaries-virtual-conferencehttp://www.guidonps.com/events/business-beyond-boundaries-virtual-conferencehttp://www.guidonps.com/events/eventshttp://www.guidonps.com/events/eventshttp://www.guidonps.com/ideas-and-resources/presentations/white-water-management-webinarhttp://www.guidonps.com/ideas-and-resources/presentations/white-water-management-webinarhttp://www.guidonps.com/ideas-and-resources/presentations/white-water-management-webinar -
7/31/2019 Ops Dictionary
33/33
RSS Facebook LinkedIn TwitterContact Us : 866.986.4414
Contact Us | Glossary | Careers | Press Room | Privacy Policy | Site MapCopyright 2009-2010 Guidon Performance Solutions, LLC. All Rights Reserved.
http://www.guidonps.com/about-guidon/press-room/press-releases/RSShttp://www.facebook.com/pages/Mesa-AZ/Guidon-Performance-Solutions/55339513521?sid=12a41e92a09593f3cbce8521084b6260&ref=search#/pages/Mesa-AZ/Guidon-Performance-Solutions/55339513521?v=wall&viewas=1490540168http://www.facebook.com/pages/Mesa-AZ/Guidon-Performance-Solutions/55339513521?sid=12a41e92a09593f3cbce8521084b6260&ref=search#/pages/Mesa-AZ/Guidon-Performance-Solutions/55339513521?v=wall&viewas=1490540168http://www.linkedin.com/groups?about=&gid=1839397&trk=anet_ug_grpprohttp://www.linkedin.com/groups?about=&gid=1839397&trk=anet_ug_grpprohttp://twitter.com/GuidonPShttp://twitter.com/GuidonPShttp://www.guidonps.com/contact-ushttp://www.guidonps.com/glossaryhttp://www.guidonps.com/careershttp://www.guidonps.com/about-guidon/press-roomhttp://www.guidonps.com/privacy-policyhttp://www.guidonps.com/sitemaphttp://twitter.com/GuidonPShttp://www.linkedin.com/groups?about=&gid=1839397&trk=anet_ug_grpprohttp://www.facebook.com/pages/Mesa-AZ/Guidon-Performance-Solutions/55339513521?sid=12a41e92a09593f3cbce8521084b6260&ref=search#/pages/Mesa-AZ/Guidon-Performance-Solutions/55339513521?v=wall&viewas=1490540168http://www.guidonps.com/events/RSShttp://www.guidonps.com/about-guidon/press-room/press-releases/RSShttp://www.facebook.com/pages/Mesa-AZ/Guidon-Performance-Solutions/55339513521?sid=12a41e92a09593f3cbce8521084b6260&ref=search#/pages/Mesa-AZ/Guidon-Performance-Solutions/55339513521?v=wall&viewas=1490540168http://www.linkedin.com/groups?about=&gid=1839397&trk=anet_ug_grpprohttp://twitter.com/GuidonPShttp://www.guidonps.com/contact-ushttp://www.guidonps.com/glossaryhttp://www.guidonps.com/careershttp://www.guidonps.com/about-guidon/press-roomhttp://www.guidonps.com/privacy-policyhttp://www.guidonps.com/sitemap