Lean 6Sigma Terms
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| Any aspect of a task or activity that does not add value. | Waste
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| Deviation from target or ideal. | Variation
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| All tasks and activities needed to transform input materials and information into an output. | Value Stream
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| The current or existing view of the workflow. | Current State
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| A potential improved view of the workflow. | Future State
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| Providing what is needed, when its needed, in the quantity needed. | JIT, Just In Time
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| A practice where product is moved from one workstation to the next one piece at a time without allowing inventory to build up in-between steps. | One-Piece-Flow
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| The step in a process line that limits the throughput of the entire process line. | Bottleneck
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| Two diametrically opposed scheduling philosophies. | Push vs Pull
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| Customer orders are what triggers the start of a new lot. | Pull
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| Traditional batch lots | Push
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| A visual signal, typically a re-order ad or container that triggers a pull system | Kanban
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| A formal approach to organizing the workplace. | The 5S’s
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| A cross-functional process line typically including equipment to process products from start to finish. | Work Cell
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| An approach that leads to increased equipment availability. From an office perspective, TPM includes ongoing maintenance of business information, databases, software and computer hardware. | TPM, Total Productive Maintenance
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| A mistake prevention approach. | Mistake-Proofing
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| 1 to 9 minute change-overs. It stands for set-up reduction, an approach that minimizes the time the process is down being changed over from one product to another. | SMED, Single Minute Exchange of Dies
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| Use of visual controls and visual displays to help employees to maintain control of their work areas and assess performance at a glance. | Visual Workplace
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| Techniques that improve productivity. | DFA/DFM, Design for assembly, manufacturability
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| Continuous improvement on top of continuous improvement accomplished in small changes, usually done frequently and quickly. | Kaizen
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| A formal structured approached to solving a problem such as the DMAIC Project cycle. | Problem-Solving Process
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| A focused, short-term event to make immediate improvements. | Kaizen Event, Kaizen Blitz
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| A technique used to assess risk in a process or a product design. Process-FMEA apply to office procedures as well as to manufacturing processes. | FMEA, Failure Mode and Effects Analysis
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| A technique used to capture/solicit the voice of the customer and identify related customer requirements and technical requirements to materialize a product or service. | QFD, Quality Function Deployment
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| A family of statistical improvement techniques. | DOE, Design of Experiments
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| A quantification of appraisal costs, prevention costs plus failure costs with revenue of cost of goods and services sold as a base. This is also known as cost of poor quality by some practitioners. | COQ, Cost of Quality
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| The time it takes to set up a process to produce the next product measured from the last good part of the prior lot to the first good part of the new lot. | Set-Up Time
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| A measure of the success rate of delivering (or shipping) on the date promised. | On-Time Delivery
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| The time quoted to customers (usually in days or weeks) between the date of purchase and the shipment date. | Lead Time
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| The number of times the value of inventory is turned over in a year. 12 turns means that the value of inventory is turned 12 times per year or once per month. | Inventory Turns
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