The following terms are often incorporated when implementing Lean continuous improvement strategy.
|5S||Five steps to workplace organization to achieve greater order, efficiency and discipline. Derived from the Japanese words: seiri (sort), seiton (set in order), seiso (shine), seiketsu (standardize) and shitake (sustain).|
|5 Whys||A method of root-cause analysis used in problem solving where “why” is asked repeatedly until the root cause is understood.|
|Gemba||Go to where the action occurs and see it to understand it. A gemba walk is a purposeful attempt to learn what is really going on.|
|Hansei||Relentless reflection on past conduct and results to learn and take action. A hansei huddle is a short five-minute team meeting with a simple agenda and three questions:
What went well?
|Kaizen||The literal translation is “good change.” A kaizen event is a focused team effort enabling continuous improvement to increase the effectiveness of an activity and to produce more value with less waste.|
|Kanban||A visual sign triggering an action. The approximate translation means “card you can see.”|
|Muda||Waste or any activity that uses resources but creates no value to the customer.|
|PDCA||Plan-do-check-act cycle or Deming circle/cycle/wheel refers to a four-part management method that is the framework for continuous improvement. The PDCA is made up of the following steps:Plan–choose a process and set objectives
Do–implement the plan and begin collecting data on the results
Check–analyze the results
Act–decide what changes to make to achieve your set objectives.
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