Lean Dictionary

An iterative four-step management method used in business for the control and continuous improvement of processes and products.

A methodology that results in a workplace that is clean, uncluttered, safe, and well organized. The 5 S's are Sort, Set in order, Shine, Standardize, and Sustain.

A Japanese business philosophy of continuous improvement of working practices, personal efficiency, etc.

A Japanese term meaning 'the real place.' In manufacturing, it refers to the shop floor.

A visual system for managing work as it moves through a process.

Any activity that consumes resources but creates no value for the customer. Often categorized into 8 types (DOWNTIME).

Unevenness, irregularity, or inconsistency in a process or workflow.

Overburden, unreasonableness, or absurdity applied to workers or machines.

The leveling of production by both volume and product mix.

Automation with a human touch. Designing equipment to stop automatically when a defect is detected.

The rate at which a finished product needs to be completed in order to meet customer demand.

A visual tool used to document, analyze, and improve the flow of information and materials required to bring a product to a customer.

A system for dramatically reducing the time it takes to complete equipment changeovers.

Any mechanism in a process that helps an equipment operator avoid (yokeru) mistakes (poka).

A visual or audible signaling system used to indicate the status of a machine, production line, or process.

The current best, safest, and most efficient method to safely complete an activity.

A structured problem-solving and continuous improvement approach, typically fitting on a single piece of A3-sized paper.

Producing exactly what is needed, in the exact amount needed, exactly when it is needed.

A standard for measuring manufacturing productivity, calculated by Availability x Performance x Quality.

A holistic approach to equipment maintenance that strives to achieve perfect production: No Breakdowns, No Small Stops, No Defects.

A strategic planning process that aligns the goals of the company (Strategy) with the plans of middle management (Tactics) and the work performed by all employees (Operations).

A dedicated physical or digital space where a project team meets to communicate, make decisions, and track progress using visual management tools.

The principle of going to the actual place to see the actual situation for understanding.

The horizontal sharing of knowledge, successes, failures, and best practices across an organization.

A data-driven methodology used to identify and remove the causes of defects and minimize variability in manufacturing and business processes.

A radical, rapid, and sweeping change or fundamental transformation of a process or system.

The act of preparation, planning, and setup required before a task can begin.

A manufacturing layout where machines eject parts automatically, allowing operators to simply 'load' the next part without waiting.

The continual optimization of the number of workers in a work center to meet demand fluctuations.

An informal process of quietly laying the foundation for a proposed change or project by talking to the people concerned.

A continuous back-and-forth communication process between management and employees regarding goals and strategies.

A visual representation using a continuous line to trace the path of an item or person performing a process.

A stacked bar chart that shows the balance of cycle times between different operators or steps.

An inventory system where downstream processes take exactly what they need from a 'supermarket' buffer, and upstream processes only produce to replenish what was taken.

A controlled inventory lane where items must be processed in the exact order they entered.

Moving one product at a time between processes with no waiting, defect, or batching in between.

The amount of time needed to produce one standardized container or pack-out quantity of product based on Takt Time.

The practice of asking 'Why?' repeatedly (usually 5 times) until the fundamental, systemic cause of a problem is uncovered.

A visual brainstorming tool that categorizes potential causes of a problem into distinct branches (like a fishbone).

The deeply ingrained cultural practice of acknowledging mistakes and pledging improvement.

Management-driven Kaizen activities where leaders conduct hands-on, autonomous study groups on the shop floor.

The use of simple, purely mechanical devices—like gravity, springs, and levers—to move parts or reduce operator fatigue without electricity or complex computers.

Routines or habits of thinking and acting that are practiced daily to achieve continuous improvement (Improvement Kata) and to teach others (Coaching Kata).

A process mapping tool literally translating to 'Roll of Paper', used primarily to map out administrative and office processes rather than factory floors.

A routed delivery system where a single vehicle visits multiple suppliers or workstations at regular intervals to collect and deliver small quantities of goods.

A dedicated material handler whose sole job is to keep workstations fully stocked and organized so operators never have to stop working.

A detailed database that tracks everything about every part used in production (dimensions, supplier, usage rate, storage location, packaging size).

An outside expert or highly experienced internal leader who coaches an organization on Lean transformations.

Any activity that physically changes the product in a way that the customer is willing to pay for.

Any activity that takes time, resources, or space but does not physically change the product in a way the customer values.