Knowledge
A methodology for organising and standardising the workplace in five steps: Sort (Seiri), Set in Order (Seiton), Shine (Seiso), Standardise (Seiketsu) and Sustain (Shitsuke). Its aim is to eliminate waste, improve safety and increase operational efficiency.
A method for investigating the root cause of a problem by repeatedly (customarily five times) asking the question “why?”. It allows you to go beyond the symptoms and reach the original cause of a fault or error.
A universal method for analysing and describing a situation, problem or task using six basic questions: What? Why? Where? When? Who? and How? It makes it possible to gather complete and objective facts, avoid guesswork and define the context precisely before starting improvement or corrective actions.
A standard tool for solving problems and presenting improvement projects on a single sheet of A3 paper. It contains an analysis of the current state, the root cause, an action plan and success metrics.
A visual or audible signalling system (e.g. light towers, LED boards) that immediately informs operators and leaders about the status of a production line or the occurrence of a disruption in the process.
A method of organising flow in which the operator moves a part from one machine to the next, performing only loading and unloading, while the machining process itself runs automatically.
The actual time needed to carry out all activities in a given process or at a given workstation from the beginning to the end of one cycle.
A Japanese term meaning “the place where value is created” (e.g. the production floor, the customer service office).
A management practice of regularly visiting the place where work is done in order to observe real processes, identify waste and support the front-line team.
A technique for levelling production in terms of volume and product mix. It avoids sudden peaks in the load on the production line and minimises inventory.
A strategic management methodology that links the business goals of top management with operational activities at every level of the organisation.
The principle of building quality into the process. It consists of equipping machines and employees with the ability to stop the process automatically or manually as soon as any abnormality is detected.
A system of organising production and logistics in which materials, components or services are delivered exactly when they are needed, in the required quantity and to the specified place.
A philosophy of continuously improving processes, products and services through small, incremental changes involving all employees of the company.
A visual audit system based on a board with control cards. It is used to verify that standards are being followed at workstations.
A method of controlling the flow of materials and tasks using cards or visual signals, implemented according to the pull-system principle.
Key performance indicators that measure the degree to which an organisation’s operational and strategic goals are being achieved.
The total time that elapses from the moment a customer places an order until they receive the finished product or service.
Three key terms describing negative phenomena in processes:
An indicator of how well machines and equipment are utilised, calculated as the product of three factors: Availability, Performance and Quality.
A way of organising production in which items move between successive operations one at a time, without creating work-in-process inventory.
A four-step model of continuous improvement: Plan, Do, Check, Act.
Methods and technical solutions that prevent errors resulting from human inattention or mistakes.
The documented, most efficient and safest way of performing a given activity, serving as the baseline for further improvement.
A production control model in which a given stage of the process produces goods only when the next process or the end customer signals a demand for them.
A methodology for reducing the changeover time of machines and equipment to under 10 minutes (a single-digit number).
The pace at which the market requires a product or service to be delivered. Calculated as the available operating time divided by customer demand in that time.
A maintenance system aimed at maximising the effectiveness of the machine park by involving operators in daily maintenance and preventive activities.
An analytical tool for visualising the entire flow of materials and information needed to deliver a product or service to the customer, making it easier to identify waste.
