| 5s | Building Blocks for process discipline and control; Sort, Sweep, Standardize, Self Discipline, Sustain. | | --- | --- | | Action Workout | (Kaizen) 3-5 day team based activity focused on quickly solving problems through physical simulation and evaluation. | | Andon | A visual device (light) or pin-pan-pon that operators use to call attention to an abnormality. The use of this is to request immediate attention and action to the problem. | | Heijunka | The process of level loading and sequencing the timing of production/processing. | | Frequent Conveyance | Increasing the delivery frequency of parts, such as parts from outside vendors, in order to keep inventory to a  minimum. | | Flow | | | DPU | Defects per unit. | | Cycle Time | The total time required for a task to be complete. Elements include manual and travel times, automated or machine/system run time. | | Continuous Flow Processing | Carrying out one-piece-at-a-time processing in order to eliminate stagnation of work (queue) in and between processing steps (see Flow) | | Chaku-Chaku | A method of conducting single-piece flow in which the operator proceeds from machine/system to machine/system (in a counter-clockwise fashion), taking apart from the previous operation and loading it in the next machine/system. Then taking the part just removed from that machine/system, checking it and loading it into the following machine/system…etc,… | | Cell | The optimal physical or digital layout of machines/system and people for a product or product family that identifies and eliminates waste. | | Bottleneck | Any activity or process that limits flow or capacity.

| | Autonomation | The process of separating the work of man and machine/system characterized by: work not movement; quality built into the process; and visual management. (see Jidoka) | | Automation | The use of machines/systems working independently of people. | | Jidoka | Machines/systems that have “human intelligence” built into them, giving them the ability to shut down automatically in the case of an abnormality to stop defective products from flowing into the next process.  Jidoka measures are incorporated in the assembly process by use of Andons and Pin-Pan-Pon; stopping when abnormality is detected. | | Mincing | Mixing of products for central services (i.e. heat treat), OV, kits for components and assemblies. | | Material/information Presentation | Introducing material/information to the line or cell in a manner that is easy and effective for the operator. Usually broken into 3 categories (1) items that are too large to kit (2) items that are too small to kit (3) items that lend themselves to be kitted. | | Manual Time | The hands-on time it takes for the worker to perform a task. | | Machine/system Time | The time from machine/system switch on, processing, to machine/system returning to original position, during which there is no hands-on work by the operator. | | Level Production | Overall leveling in the production schedule of the variety and volume of items produced in a given time period. (see Heijunka) | | Lean Event | AWO event, Kaizen event. | | Lead Time | The total time it takes the product to go from raw inventory to the finished product. Order to remittance lead time refers to the total time from when an order is placed until the finished product is shipped. | | Kitting | Grouping component parts used in a process or build for ease of assembly. (see material/information presentation) | | Kanban | A method/device of pulling from previous processes in order to control material/information flow, cap inventory levels, and to take “pulse” of the customer.  It serves as: an instruction for when to produce; a tool for visual control against over production and a detection of irregular processing speeds. Kanban can be broadly categorized into 2 categories: Production Kanban and Pick-up Kanban. These can be further stratified into Ordinary, Signal, Transport, and Purchase. | | Kaizen | “Change for the better”; a process quality tool for improvement involving a series of activities whereby instances of waste are eliminated one by one at minimal cost, by workers pooling their ideas and increasing efficiency in a timely manner.  It emphasizes manual work operations rather than equipment. (see action workout) | | JIT | (Just in time)  theory of production characterized by (1) single piece flow, (2) producing according to TAKT time, (3) pulling of material/information from upstream process, keeping inventory at minimum, established levels. | | Super Market | A visual system that has a predetermined amount of inventory and all facets of 5s in order to detect abnormalities.  With this system, the shopper from the downstream process can “buy” from the supermarket. Once the purchase has been made, and material/information consumed, a signal can be sent to the upstream process to supply more. (see pull) | | Takt Time | Available production time / required production (fcst & act demand)..must be like units; e.g., 1 shift = 1980 min/wk | | TPM | Total Productive Maintenance involves of all employees in a cell to improve the process. | | Travel Time | The time is takes a worker to move to the next station to pick up or put down parts, tools, etc.  May occur during operations as well. | | 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 is typically mapped withthe 7 flows (info, people, equipment, raw material, sub-assembly, asembly,engineering/IT) one at a time, or in a combination. | | 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. | | WIP | Work In Process; inventory of items that has been already started processing. | | Work, Non-value added | Rework, set-ups, inspection, repair processing, transportation, unnecessary work to complete of a product. Anything that isn’t directly changing the form fit or function of the part. | | Work, Value Added | Only necessary direct work to produce a product. Anything that the customer is willing to pay for.

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