Shojinka

A way of managing person-power on the line such that when demand decreases, workers can be re-deployed to areas where needed, or when demand increases, they can be deployed to areas requiring additional support. Preferred to the system of maximizing machine efficiency, which pays no attention to customer demand and TAKT time.

Speak With Data

One of the Seven KAIZEN Concepts. Refers to the importance of collecting solid evidence wherever possible before making decisions. Stresses the importance of going to Gemba and collecting data from the source.

SQA (Supplier Quality Assistance)

As part of GWQC, it is essential that this system is in place to make sure that incoming materials and components meet quality specifications.

Standardization

One of the Seven KAIZEN Systems. Pertains to enhancing and enforcing standards throughout an organization.

Standardized Work

As defined at Toyota, this is the optimum combination of workers, machines and materials. It includes - (1) Production to TAKT time, (2) Defined work sequence, and (3) Standard work in process.

Standards

A set of policies, rules, directives and procedures established by management and workers for all major operations which serve as guidelines enabling all employees to perform their work in the best, easiest, healthiest and safest way currently known.

Statistical Quality Control (SQC)

The use of statistical tools (Pareto Charts, Histograms, Check Cause-and-Effect Diagrams, etc.) to ensure that machines are within acceptable tolerances, or to solve quality problems through the use of tools.

Suggestion System

One of the Seven KAIZEN Systems, Suggestion System is an essential part of individual-oriented KAIZEN. Its design is carefully plotted, implemented and communicated. Scrupulous attention is paid to top management responsiveness, and to developing a system of feedback, recognition, and rewards.

TAKT Time

A vital element in balancing single piece production flows, TAKT Time is calculated by dividing the total daily customer demand in completed units (television sets, automobiles, can openers, and the like), by the total number of production minutes or seconds worked in a twenty-four hour period.

Total Productive Maintenance (TPM)

Aims at maximizing equipment effectiveness throughout the entire life of the equipment. It involves such basic elements as a routine maintenance system, education in basic housekeeping, problem-solving skills, and activities to achieve zero breakdowns. TPM is one of the Seven KAIZEN Systems.

Total Quality Control or Total Quality Management (TQM)

A holistic, company or even group-wide approach to quality. TQC is the "what", KAIZEN is the "how" or process of the new business paradigm. It begins and ends with people. TQC is one of the seven KAIZEN Systems.

Toyota Production System (TPS)

A methodology that resulted from over 50 years of Kaizen at Toyota, one of the most successful companies in the world. TPS is built on a foundation of Leveling, with the supporting pillars of Just-in-Time and Jidoka.

Upstream Management

One of the seven KAIZEN Concepts. Upstream Management is a process whereby, through continuous improvement, first in inspection, then in the line, then in development, defects are eliminated farther and farther "upstream" in the production process.

Value Stream Mapping

Creating a visual picture of the 'Current State' or how material and information flows from suppliers through manufacturing and to the customer. Total lead-time, process cycle times and value-added times are measured. The Future State is created based on goals desired based on market conditions and strategic planning for the business.

Variability Control and Recurrence Prevention

One of the seven KAIZEN Concepts. This is often called "Ask why five times" because it seeks through curious questioning to arrive at the root cause of a problem so that problem can be eliminated once and for all.

Visible Management

The presentation of a wide variety of information in the workplace. Such information may pertain to jobs themselves, to the business as a whole, to how work teams are progressing on a project. Kanban cards are examples of Visible Management, as are storage bins with sample pans displayed, tool shadow boards, storyboards, etc.

Visual Management

When the normal state and abnormal state can be clearly and visually defined, visual management is possible. In visual management, simple visual tools are used to identify the target state, and any deviance is met with corrective action.

Warusa-Kagen

A term in TQC that refers to things that are not yet problems, but are still not quite right. They are often the starting point of improvement activities because if left untended they may develop into serious problems. In Gemba, it is usually the operators who first notice Warusa-Kagen, and who therefore are on the front line of improvement.

Water-Spider (Mizusumashi)

A person who manages all the logistical work of bringing components, raw materials, etc. in small quantities to work stations to minimize work-in- process inventories. This allows machines to be placed closer together, and spares the operator from having to interrupt his/her cycle time, thus minimizing transportation muda. Water spiders usually are experienced workers. They know where needed parts or raw materials are stored, and serve several workstations.