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.
Browse the glossary using this index
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W |
|---|
Work resultDefinition according to DIN 69902: The work
result is the quantity of units generated by the use and/or
consumption of input materials. | |
Work SequenceThe specific order in which an operator performs the manual steps
of the process, which leads
the operator to produce quality products in the most efficient way.
(See also Standard Work). | |
Work step timeTime available within
the standard work for
a single work
step.(Source: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php) | |
Work-in-Process (WIP)Stocks that accumulate
between the various work steps.(Source: TBM Consulting Group
http://www.tbmcg.com/de/about/ terminology.php) | |
WorkflowThe correct steps performed by an employee in the correct
order(Source: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php) | |
WorkflowThe term workflow refers to the
systematically designed flow of work in business processes. This
technical term stands for the entirety of processing and
transporting documents, which are, after all, the subject of
business processes. Likewise, the term workflow takes into
account the automation of the control of data transport from person
to person, whereby documents are passed from processor to processor
and individual data is added to the documents. The automatic
linking of different applications, as well as the reuse and joint
use of data, are important synergy effects. Workflows help to avoid
idle times, duplicate work, media discontinuity and other sources
of loss. (Source: GPM) | |
Workflow ManagementAll relevant workflows of an area are coordinated and controlled.
When a salesperson places an
order, for example, the customer data enters the workflow. The inventory is queried,
missing parts are reordered from the supplier, the delivery is made
ready for dispatch, invoicing is initiated and the order is passed
on to financial accounting. Workflow management
systems promise to reduce costs and improve customer orientation by
reorganizing business processes across departments. Source: Report
Knowledge Management: How German Companies Make Their Knowledge
Profitable. Publisher: Prof. Dr. C.H. Antoni, Dr. Ing.
T.Sommerlatte | |
Workgroup ComputingScheduling systems
that help coordinate resources and
capacities. For example, scheduling systems:
Everyone involved in a project enters their
appointments. If a common time is sought for
a meeting,
corresponding search functions find the place where everyone is
available. Source: Report Knowledge Management: How German
companies make their knowledge profitable. Publisher: Prof. Dr.
C.H. Antoni, Dr. Ing. T.Sommerlatte | |
World Class Quality ManagementAn operating methodology totally committed to quality and customer
satisfaction. It focuses on continuous improvement
in all processes and advocates decisions based on fact. World Class
Quality Management
includes all associates in meeting and exceeding customer
expectations. | |
Y |
|---|
YokotenRefers to plant related activities or countermeasures that are
communicated plant wide and with other company affiliates. For
example, if an injury occurs in one part of the plant, complete
details of the injury are communicated plant-wide. Supervisors will
look to see if any conditions exist in their departments where
a similar injury can be
possible. If so, they will adapt countermeasures provided in the
communication to
remove those conditions and possible injuries. | |