Lean Compendium

Radical improvement ? usually of a business process ? that has an impact on the future value chain.(Source: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

Japanese for radical overhaul of an activity to eliminate all waste (Muda) and create greater value.

This management principle comes from Japan and means improvement. This principle focuses on the improvement of existing services, business processes, methods, means of production, products, techniques etc.. Combination of the two Japanese words Kai (change) and Zen (good). Generally stands for "continuous improvement". In other words, kaizen means change for the better or further development. Kaizen is a management philosophy that defines the role of management in continuously promoting and implementing small improvements that involve every employee. It is a process of continuous improvement in small steps that makes a process more efficient, effective, controlled, and adaptable. The improvements are usually accomplished with little or no effort, without sophisticated techniques or expensive equipment. The focus is on simplification, breaking down complicated processes into their sub-processes and then improving them.

Kaizen focuses on:

1. Value-added and non-value-added work activities
2. Avoiding muda (waste):

• • Overproduction
  • Delays
  • Excess transportation
  • Waste in process
  • High inventory
  • Wasteful movement
  • and defective parts relates

Principles of material handling and use of one-piece flow-

Documentation of standard operating procedures

The five S's for workplace organization

Creating transparency:

Simplify information content and its visual implementation on the appropriate communication media- Just-in-time principles to produce only the units in the right quantities, on time, and with right resources

Poka-Joke, prevent or detect errors

Dynamic teams that solve problems, have communication skills, and manage conflict.

Japanese for Continuous Improvement. Based on the philosophy that what we do today should be better than yesterday and what we do tomorrow should be better than today, never resting or accepting status quo. Continuous Improvement recognizes that Muda (waste) exists everywhere related to people, materials and facilities, or the production set-up itself.

A methodology that places great importance on the time factor, can be implemented quickly, and is results and team-oriented. Continuous improvement.(Source: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

see Kaizen Breakthrough

Kanban (jap. for "card", "board") is a way of organizing production or process flows according to the pull principle (instead of push). Originally originating from production control, Kanban is now also used in the area of support and maintenance as well as in software development, there often as "Scrum-Ban" as a supplement or modification of the Scrum procedure model. Kanban implements with simple means a procedure to minimize the lead time of an element to be produced or of a task to be processed by several people and to avoid warehousing or piling up tasks by identifying and optimally utilizing bottlenecks. In this respect, there are points of contact with ToC (Theory of Constraints) and CCPM (Critical Chain Project Management). [read more] detailed description Source: Alexander Kriegisch, Scrum-Master.de See also: Wikipedia - Kanban comparison Kanban vs. Scrum in the software environment Supplier Kanban Tool provider: Kanban SoftwareKanbantafeln/Heijunka board.

An agreed upon delivery cycle that indicates the frequency of deliveries, and the number of cycles required for parts to be delivered after a particular Kanban is issued.

Federal Government Coordination and Advisory Office for Information Technology in the Federal Administration

see milestone