Terms from A-Z
The term Lean derives from the improvement methodologies developed, refined and applied to the specific business needs of Toyota. These methodologies are commonly referred to as the Toyota Production System (TPS) or the Toyota Business System. In its entirety, TPS has many techniques of implementation, methodologies for deployment and tools for tactical analysis. To be successful, all of the above must be supported by a management philosophy that creates a culture of continuous improvement. This combination of understanding, maturity and tactical skill, when developed and deployed properly, enables performance improvements through the identification and elimination of “waste”.
Simply Lean Management:
To improve your understanding of Lean terminology, this LPM Academy glossary serves.
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BDUFederal Association of German Management Consultants | |
BenchmarkingDefinition according to Heib and Daneva: Benchmarking is
a management tool for
determining and delimiting organizational change. It is the
continuous evaluation of one's own corporate objects by comparison
with best-in-class or with quantified standards. Benchmarking aims at
securing or regaining a company's own
competitiveness. | |
Black box methodThe black box method is used to make the complexity of systems
manageable. The system is considered as a black box by ignoring
its inner structure. The control
mechanism within the
object under consideration is built into the overall system as
a black box, unless one
knows how it works or it is opaque. By considering the logical and
statistical relationships between the input information (input) and
the output variables (output), one tries to draw conclusions about
the opaque or invisible control within the black box. This leads to
a reduction of the
manifold conceivable behaviors to a small selection.
(Source: GPM) | |
BottleneckWork areas or stations in manufacturing that reduce production throughput. | |
Bottleneck theory | |
Bowling ChartA form used to track performance (Plan vs. Actual) on
Strategy Deployment Objectives. Usually
reviewed with top management on a monthly basis, but
reviewed by the SD team more frequently. | |
BPMBusiness process
management refers to the active operation of a business process model, i.e.
the holistic management of all processes running in the company,
including consideration of the external interfaces (e.g. to
suppliers, outsourcers, customers). This
includes all process-related,
organizational and controlling aspects in
relation to the business processes. If one follows this definition,
it becomes clear very quickly that BPM is more than just
the description of business processes in any way. (Source:
dms-akademie.com) See also: Business Process
ManagementBusiness Process Management | |
BrainstormingA method of idea generation and
creative trial solution technique developed by the American Alex
Osborne in groups of 8 to 15 participants. Without criticism or
commentary, as many new suggestions as possible are spontaneously
submitted to a specific problem in
a limited time (15-20 min.). | |
BrainwritingBrainwriting, or the 635 method, was developed by Bernd Rohrbach. This method is based on the insight that proposed solutions are always particularly successful when other participants take them up and develop them further. The rules are: Take, for example, a group of 6 participants who write down 3 ideas in one column each on a prepared form on which the problem is described (3 ideas per participant and sheet). Then the sheet is passed to the neighbor on the left, who again writes down 3 ideas, e.g. associatively or logically systematically building on the ideas present on the sheet. This is repeated exactly 5 times. Afterwards an evaluation of the ideas takes place. The procedure for the evaluation can be the same as for brainstorming. | |
BrakeStations or processes that degrade the production performance of
the entire system. (Source: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php) | |