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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PacemakerA technique used to match a process to cycle time.(Source:
TBM Consulting Group http://www.tbmcg.com/de/about/
terminology.php) | |
PacemakerThis is a tool that informs the
shop worker, foreman, and/or supervisor whether work operations are
ahead of or behind schedule. | |
Pareto ChartA vertical bar graph showing the bars in descending order of
significance, ordered from left to right. Helps to focus on the
vital few problems rather than the trivial many. An extension of
the Pareto Principle suggests that the significant items in
a given group normally
constitute a relatively small
portion of the items in the total group. Conversely, a majority of the items
will be relatively minor in significance, (i.e. the 80/20 rule). | |
Partial optimizationMachines run at full capacity without interruption, without regard
to cost or consequences. In general, this leads to a significant increase
in the largest cost item in manufacturing: materials.(Source: TBM
Consulting Group http://www.tbmcg.com/de/about/ terminology.php) | |
Percentage of completion | |
Performance Analysis BoardA board located at the job site on which hourly production targets
are recorded along with the actual production achieved. Details
concerning problems and abnormal conditions can also be recorded.
The supervisor checks the board hourly, takes steps to prevent the
re-occurrence of abnormalities, and confirms the positive effects
of job site improvements that have been introduced. (See also
Visual Management). | |
Performance ManagementTask planning: Recording and evaluation of the planned individual
services regarding quantities and qualities in relation to the
project definition
(specifications)
Sequence planning and controlling:
Consideration of the technological conditions when determining an
optimal sequence of tasks (source GPM) | |
PERTPERT - Program Evaluation
and Review Technique In the Program Evaluation
and Review Technique (PERT), an optimistic, a probable and a pessimistic time estimate are
given for each event. This network
method is designed as an event node network
(EKN) and was developed in 1958 by the US Navy together with the
companies Boots and Hamilton and Lockhead. (Source: Mehrmann/
Wirtz) | |
Pessimistic updateThe pessimistic update of a network is based on
the formula: No confirmations = No work progress. Before
recalculation, the confirmation dates of all started activities are
moved to the update date, while the
percentage of
completion remains unchanged. All open work is postponed behind
the update date. Unnecessary
shifts occur when an operation has been processed but not confirmed
for a long time. (Source: GPM) | |
Phase Acceptance ReportThe result protocol of the phase
acceptance meeting is
called phase acceptance report. It
documents the review of the completed phase with an overview of the
phase results and statements on compliance with the phase objectives. It also
includes the release of the subsequent phase. This report, for
which a specified form is
used, must be signed by the decision-making authority/client.
(Source: GPM) | |