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Six Sigma - Lean Acronyms

July 14 th , 2005

4

Blocker

Project Description, Project Scope, Metrics/Benefits, Project Plan/Timeline

 

4E

Edge Enthusiasm Energy Execution

4M+I

Mistaking Proofing - Me (Operator) Materials Machine Method + Information

5

S

Sort (Seiri), Straighten (Seiton), Shine (Seiso), Standardize (Seiketsu), Sustain (Shitsuke)

5

Whys?

Find Root Cause by asking Why? five times.

80/20 Rule

Pareto Principal. 20 percent of the defects causing 80 percent of the problems

85/15 Rule

85% of problems only managers can fix. 15% Operators can fix.

AAR

After Action Review

APS

Advanced Production Scheduling

B vs C

Better vs Current

BAT

Business Action Team

Big Y’s

Why we’re focused on an Activity

Black Belts

Leads high Impact PE Projects, Experts trained in DMAIC & Statistical Methods with Project Completion.

BPR

Business Process Reengineering

BPx

Business Process x = Reengineering, design, improvement, innovation…

CANDO

Cleanup Arrange Neatness Discipline Ongoing Improvement

CEDAC

Cause and effect with addition of cards

Champion

Project Sponsor

CLM

Career Limiting Move

CONWIP

Constant Work In Progress

COPQ

Cost of Poor Quality

CPI

Continuous Process Improvement (Kaizen)

CQI

Continuous Quality Improvement

CTQ

Critical to Quality

DEx

Design Excellence

DFSS

Design For Six Sigma

DFx

Design For (x) assembly, manufacture …

DMADV

Define, Measure, Analyze, Design Verification Validate

DMAIC

Define Measure Analyze Improve Control

DOE

Design of Experiments (Statistical Analyze Term)

DPMO

Defects per Million Opportunity

Drum Buffer Rope

Monitor inventory at drum, Profile inventory at time buffer, How before inventory is turned into cash.

EMT

Executive Management Team (Mike’s Staff)

EPA

Every Product Every (interval in days between running a product)

FMEA

Failure Modes and Effects Analysis

Gemba

Place of Action

Green Belts

Leads smaller more focused PE Projects.

GRR

Gauge Repeatability Reproducibility

GT

Group Technology – Simplify Products

Hawthorn Effect

The fact of measuring only improves results.

Heijunka

Scheduling in repetitive environment, Manual finite scheduler

Hoshin

Policy Development

IDDOV

Identify Define Develop Optimize Verify

IS

Instrument Systems / Services

Jidoka

Improve Quality

JIT

Just In Time - Inventory reduction (Taiichi Ohno)

Job Jar

List of Prioritized Projects to be Done

Kaikaku

Improvements (large gains) as apposed to Kaizen (small gains)

Kaisen Burst

Focused Effort to Resolve a Bottleneck

Kaisen Burst

Focused effort to resolve a bottleneck

Kaizen

From the Japanese - Continuous Process Improvement

Kamishabi

‘T’ Card display board with a column for each day of the week

Kanban

Signaling Devices i.e. out of stock

Kano

Kano Factor Dr. Noriaki Kano Basic must be, Performance more is better, delighter excitement

LPO

Lean Promotion Office

Master Black Belt

Expert at the level to be able to teach PEx.

MBO

Management By Objectives

MBWO

Management By Walking Around

Milkround

Pick up & deliver parts between supply chain members (Water Spider or runner is inside the plant)

MRP

Forecast Based System

MSA

Measurement System Analysis

MUDA

Waste

MURA

Unevenness

MURI

Unreasonableness

Nemawashi

Consensus building

OEE

Overall Equipment Effectives

OPT

Computer based finite scheduling package developed by Goldratt.

PACER

Meeting Management: Purpose Agenda Code of Conduct Expectations Roles

Pareto

Pareto Principal. Analysis 80/20 rule. 20 percent of the defects causing 80 percent of the problems

PDCA

Plan Do Check Act cycle “The Stewart Cycle”

PE, PEx

Product Excellence

Pokayoke

Mistake Proofing

POLCA

Paired cells Overlapping Loops Of Cards with Authorization

QCC

Quality Control Complexity

QFD

Quality Function Deployment

QRC

Quality and Regulatory Compliance

R&R

Repeatability & Reproducibility

RING

Shared decision making

ROI

Return on Investment

ROP

Re Order Point

SILO

Service In Logical Order

Silo

A tall cylindrical structure, usually beside a barn, in which fodder is stored.

SILS

Sequenced In Line Storage

SIPOC

Suppliers Inputs Process Outputs Customers

Six Sigma

Methodology that attacks Process Variability to Eliminate Defects

SLT

Site Leader Team

SMART

Synchronous Material Availability Request Ticket (Ford Kanban)

SMART

Define: Specific Measurable Actionable Realistic Time Bound

SMED

Change over reduction

SPC

Statistical Process Control

SS

Safety Stock

ST

Safety Lead Time for Safety Stock

STP

Straight Through Processing

SWOT

Strength Weakness Opportunities Threats

TAT

Turn Around Time

TEMBA

There exits many better alternatives

Tim Wood

Transport Inventory Motion Waiting Over Production Over Processing Defects

TINA

There is only one alternative

TOC

Theory of Constraints: The Goal by Eliyahu M. Goldratt

TP

Thinking Process (Eli Goldratt)

TPM

Total Productive Maintenance (Father Taiichi Ohno developed JIT at Toyota))

TPS

Toyota Production System

TQM

Total Quality Management (By Deming)

TRIZ

Russian acronym for Theory of Inventive Problem Solving

VMI

Vendor Managed Inventory

VOC

Voice of the Customer

VSM

Value Steam Mapping

Water Spider

Runner pick up & deliver parts inside the plant, light but often (Milkround between plants)

WIP

Work In Progress

WPM

Workflow Process Model