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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F

Face-to-face communication

Face-to-face communication is when employees exchange the latest information and data on a project or task in conversations that are not of an official nature. (Source: GPM)

Failure Mode and Effects Analysis

Failure Mode and Effects Analysis is actually a procedure for quality assurance of production and management. Its formal principle is applied in project management to translate imponderables and risks into calculable processes. This is done with the help of tables, the first column heading of which often names the process to which a disruption relates. Likewise, the type, cause, probability of occurrence and consequences of the possible disruption/imponderability are listed in separate columns.

Fault management

The ability to detect and correct a malfunction, i.e., any deviation from a standard operating procedure, in a timely manner.(Source: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

Fine network plan

Definition according to DIN 69900: The detailed network plan is a network plan whose structure allows an insight into many details of the project sequence. It is developed from the general network plan by increasing the roughly executed events, activities and their relationships while retaining the process structure, e.g. by refining several activities of the general network plan on the basis of a subnetwork plan. The early activities are considered first, followed by the later ones as the project progresses. A detailed network plan can replace or supplement the general network plan. In the latter case, the two plans must also be coordinated during the project. (Source: GPM)

Fir tree diagram

see Ishikawa diagram

Fishbone diagram

see Ishikawa diagram

Five (5)S

FIVE(5)S

Five S

see 5 S

Five Why‚Äôs

A simple problem solving method of analyzing a problem or issue by asking ‚Äúwhy‚Äù five times. The root cause should become evident by continuing to ask why a situation exists.

Fixed Manpower Line

Always requires a fixed number of workers. If production fluctuates up or down, the number of workers cannot be increased or decreased to match those fluctuations. (See also Isolated Job Sites, Flexible Manpower Line).