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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Quality Control Process ChartLists the quality control items, standards, specifications and
characteristics of each process for building
quality in at the production processes. It also includes the names
of the supervisors and shop workers who are responsible for the
quality control methods used. (See also Operation Standards). | |
Quality Function Deployment (Q.F.D.)A system for translating consumer requirements into appropriate
company requirements at each stage from research and product
development to engineering and
manufacturing to marketing/sales and distribution. Makes use of the
voice of the customer
throughout the process. | |
Quality managementEntirety of cross-elemental general measures and regulations to ensure and demonstrate the quality of products and processes (source GPM) See also: Six-Sigma | |
Quantity proportionalityIn this method, the earned value results from the ratio of a unit of measure to
the planned total quantity. The unit of measure is valued at the
corresponding planned costs. This procedure assumes that there is
a time plan that refers to
parameters or quantities and that measurable or countable results
occur within the time frame of the work
package (e.g. produced parts with the same value). The completed
value is determined from the quantities already produced. If, for
example, a work package consists
of 50 quantity units with the unit value 10, the total value of the
parts is 500. These quantity units are to be produced in three
periods of 10, 15 and 25 parts each. Thus, after the first period,
10 parts have been produced, and the completion value is
100 (10 units of measure multiplied by the unit value 10). To these
10 parts, 15 more units of measure are added after the second
period, so that the completion value
increases to 250. The total value 500 is reached with the
completion of the last 25 quantity units, the work package is
completed. (Source: GPM, Mehrmann/Wirtz) | |
Quick Change OverSingle Minute Exchange of Die (SMED) or QCO (Quick
Change Over) is a process designed to
reduce the setup time of a production machine or
line. The aim is to reduce inventory by changing
the machine over to a new production
process without
disrupting the production flow or to increase the flexibility of
machines, equipment and processes using a proven method. Here
video analysis, time analysis, work
standards are used In several iterative steps the setup time is improved first
by organizational and later by technical measures. To minimize
costs, it is important that the steps are run through in the
specified sequence. The sequence is carried out in 4(5)
steps:Separation of internal and external setup processes (organization)Transfer
of internal to external setup processesOptimization and standardization of
internal and external setup processesElimination of adjustment
processes(parallelization of setup processes)Various techniques are
used for optimization, for example: Preparation of production
changeoverUse of clamps instead of screwsSliding tables instead of
cranesSeparate preheatingIntermediate clamping devices for
adjustment outside the machineParallelization of setup operations ?
simultaneously instead of one after the other ? i.e. instead of
one, use several employees (often also considered as a fifth
step)Elimination of adjustmentsMechanization Standardization of
setup activitiesStandardization of tool dimensionsLiterature:
wikipedia.de | |