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Here Are Key Terms in Lean Management That You Need to Know

Hand tools arranged and outlined on a pegboard wall, a lean 5S shadow board

And hey, you’ll learn some Japanese, too.

Many Lean terms come from Japan, where Lean started as the Toyota Production System around 1950. Here are some key definitions.

Lean: Eliminating sources of waste.

Muda: Japanese for waste, which has eight sources.

  • Overproduction: Producing more than is required.
  • Processing: Work that adds no value.
  • Motion: Unnecessary movement of people.
  • Delay: Idle time when you should be working.
  • Conveyance: Unnecessary transport.
  • Inventory: Excess materials.
  • Defects: Anything requiring correction.
  • Loss of creativity: Unengaged workers.

Core Elements of Lean

  • Visual management: Signage that allows understanding of what’s happening in a work area.
  • Single-piece flow: Executing a process in the same sequence every time.
  • Process smoothing: Every business process within the work area is completed within a set schedule.
  • Production smoothing: Making products within a set, repetitive schedule.
  • Error proofing (pokayoke): Devices that prevent errors prior to passing them along to your customer.
  • Versatile workers: Defining standard work, ensuring your workforce is cross-trained to perform all jobs.
  • Rapid turnarounds: Minimizing the time that any of your equipment or processes are idle between jobs.
  • 5S: A disciplined approach to organizing, cleaning, and maintaining all work areas, following a loop of Standardize, Sort, Set in Order, Shine, and Sustain.

Plan-Do-Check-Act (PDCA) Cycle: The problem-solving process, driven by developing and executing a plan, reviewing results, and adjusting plans.

To learn more, I suggest 2 Second Lean, by Paul Akers.

Originally posted at https://zonda.go-vip.net/prosales/business/operations/here-are-key-terms-in-lean-management-that-you-need-to-know_o

Author

  • Scott Morrison, Operational Excellence Manager, Do it Best LBM

    Scott Morrison is the LBM Manager, Member Operational Excellence at Do it Best Group. He works hands-on with LBM dealers across the country to improve the operations that drive their business, from lumberyards and warehouses to door shops, truss plants, millwork shops, and wall panel plants. Scott brings more than 30 years of operations and continuous improvement experience to the role, with a deep background in lean practices, yard layout and design, workflow optimization, and removing the bottlenecks that slow dealers down. He and the Do it Best Operations Excellence team help members tighten up their processes, train their teams, and build the kind of efficient, safe, and productive operations that turn good lumberyards into great ones. For dealers ready to grow, get more out of their facilities, and compete harder in their markets, Scott is the kind of partner who shows up, walks the yard, and helps them make it better.

    Do it Best Group Scott Morrison is the LBM Manager, Member Operational Excellence at Do it Best Group. He helps independent LBM dealers run safer, faster, and more profitable operations by improving the way their yards, warehouses, door shops, truss plants, millwork shops, and wall panel plants actually work.

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