Lean Compendium

Configuration audit is the formal review of a configuration unit or product for compliance with the applicable configuration documents. (Source: GPM)

Configuration identification is used to further define and verify the structure of products (configuration), as well as to identify the products themselves and their documents. From it, changes are controlled, accounting, verification and status reporting are carried out. The functional-content identification defines reference configurations and their validity step by step and in coordination with the project phases. They form the basis for any changes, for cost determination, deadlines, technology assessments, etc. Formal identification structures the product and makes a selection of configuration units (CU). After defining the product documentation, numbering and labeling of the individual elements follow. Finally, product, configuration and documentation trees are compiled, which must be maintained at regular intervals. (Source: GPM)

Detailed and complete compilation and documentation of project results as well as their systematic updating in case of project changes (source GPM)

Configuration monitoring consists of measures for monitoring changes made to a specific configuration unit (KE). In this context, the configuration documents must already have been formally created for the first time and include change procedures. Change management is used to identify, describe and classify changes. The changes listed in the change request are evaluated, approved or rejected in a conference. If approved, a change notice is issued. When changing reference configurations, all possible effects (e.g., on technical subsystems, costs, etc.) must be considered. (Source: GPM)

Stations or processes that degrade the production performance of the entire system. (Source: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

The primary task of container management is to optimize the demand for and use of reusable containers and load carriers in order to achieve stable processes and cost savings. For this purpose, the container flows between suppliers, customers and service providers are coordinated. The basis for the optimization of the quantity flows is a sound data basis, which is generated by the use of specially developed container management software. Through account management based on manual bookings and/or Auto ID RFID solutions, the necessary transparency for optimal control of the container flows is created, thus significantly reducing inventories, throughput/turnaround times and shrinkage.Source: www.comepack.com

One of three basic requirements of Just-In-Time. This means eliminating the stagnation of work in and between processes and carrying out One Piece at a Time Production.

The commitment to improve products, workplace conditions and company reputation day after day.(Source: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

CIP stands for Continuous Improvement Process and describes a method that serves the continuous improvement of process, product and service quality. CIP is based on the idea that employees know their work processes best and are therefore best able to recognize improvements in the processes. Thus, a corporate culture that supports and rewards teamwork and employee ideas is an important cornerstone for the implementation of CIP. CIP is a method of small steps, which, however, when carried out systematically, consistently and purposefully, leads to an improvement of one's own process in daily operations. This corporate culture must be exemplified by the managers. All levels of the company must work consistently on the following goals:the definition and pursuit of goalsthe elimination of malfunctionsthe search for improvement possibilitiesthe avoidance of wasteThe CIP process:What can be improvedDescribe the current state and the target state on the basis of key figuresDescribe and evaluate problems that occurEvaluate the problemsAnalysis of the problem (causes, correlations, etc.).)Collection of solution approaches (e.g. in a brainstorming session)Evaluation of the solution ideas and decisionDerive the necessary measures, evaluate effort and returnPresentation of the results to the decision-making bodyDetermine measures and clarify resourcesImplement measuresReview successTo achieve economic success from CIP, it is important to establish this process in the general corporate culture. To this end, the appropriate framework conditions must be created, such as the provision of working time, further training measures, implementation in workflows and processes and, above all, the implementation of ideas. The CIP concept is a systematic procedure of planning, implementing, checking and acting (PDCA cycle).

Designing, analyzing, entering into, and amending contracts with attention to the relationships to change and claim management and monitoring contract performance. (Source GPM)