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GLOSSARY

BOTTLENECK
Obstructions to the smooth flow of a process.
 
BRAINSTORMING
The candid, unevaluated flow of ideas, which allows for creative suggestions in developing solutions to problems.
 
CONTROL
The material or data that is used to tell a process what it can or should do.
 
CYCLE TIME (CT)
The time it actually takes for one item to go from the beginning of a process to completion including wait time, routing time, backlog time, etc.
 
FIVE LEAN PRINCIPLES
Value, Value Stream, Flow, Pull, Perfection.
 
5S
The five elements of workplace organization and maintenance (seiri, seiton, seiso, seiketsu, shitsuke).
 
FLOW
The sequential steps in the value stream enabling the provider to reduce waste and shorten the cycle-time.
 
INPUTS
Material or data that a process does something to or with.
 
JUST-IN-TIME
Produce only what is needed when it is needed.
 
KAIZEN
Continuous improvement activities usually focusing on a specific problem or bottleneck.
 
MECHANISMS
Resources (People, machines, etc.) that come to bear on a process allowing it to change the input into the output.
 
OUTPUTS
Material or data that results from the operation of the process.
 
PERFECTION
On-going Kaizen activities to ensure that waste does not creep back into the value stream.
 
POKA YOKE
Mistake proofing an area where errors are commonly made usually through the use of templates or standardization.
 
PROCESS
A particular method of doing something, generally involving a series of steps or operations and decision points.
 
PROCESS MAPPING
A visual representation of the flow of work presented as a series of steps (symbols) showing the path of the process and the relationship between the steps.
 
PULL
Ensuring that only those products and services that the Customer wants immediately flow through my value stream.
 
ROUTE CAUSE ANALYSIS
The scrutiny of a particular problem, usually from a general to a specific perspective, to determine its origin.
 
SEIKETSU
Fourth element of 5S (pronounced say ket Sue) Spick and span, revisit frequently. Frequently look at what you have – don't need something anymore? Toss it out!
 
SEIRI
First element of 5S (pronounced say ree) - Segregate and discard. Divide what you have into two groups – "keep" pile and "toss" pile – toss out what you put in that pile – organize the other!
 
SEISO
Third element of 5S (pronounced say so) Sweeping and washing, clean and inspect daily. Keep your workspace clean and organized.
 
SEITON
Second element of 5S (pronounced say tone) Sorting, arrange and identify. With the things that you have kept, sort, arrange and identify them.  Put frequently used things in places that are easily accessible.
 
SETUP REDUCTION
The use of standard work, standard/generic approaches and templates for activities whenever possible.
 
SHITSUKE
Fifth element of 5S (pronounced sheet soo kay) Discipline, good habits, motivate to sustain. Develop the discipline to keep your area organized.
 
STANDARD WORK
The best method of doing a process or step.  Sometimes called a “best practice”.
 
TAKT TIME
A mathematical formula used to compute a work pace to ensure a timely delivery of a service.
 
TOTAL PREVENTATIVE MAINTENANCE
Maintain equipment in anticipation of repairs.
 
VALUE
What the Customer values and what the Customer considers waste.
 
VALUE ADDED TIME (VAT)
The time it actually takes for one item to go from the beginning of a process to completion excluding wait time, routing time, backlog time, etc.
 
VALUE STREAM
The steps gone through to design, make and/or deliver a product to the Customer and where the value is created in these steps.
 
VISUAL CONTROL
Active and passive means to provide immediate feedback when a process is not flowing properly.
 
WASTE
Waste is any step of your process that does not add Customer value to the total process.
 
WIP
Work in Progress.
 
WORK CELL
Dedicated to one business process, people in the process are cross-trained and collocated for greater efficiency and easy movement from one step to the next.

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