5 Kaizen Levels
Five levels of complexity for shop-floor improvement: layout adjustment, building non-precision devices, restoring precision devices, building precision devices, and empowering precision devices.
ABS KNOWLEDGE LIBRARY
Lean & DBS glossary
Explore lean, growth and leadership terms: definitions, practical explanations and examples, freely available in English and Chinese.
462 / 462 terms
5S & Visual Management
Self-sustaining and orderly sites are established by sorting, cleaning, cleaning, cleaning and physiology and visualization to allow anyone to see the operational state at first glance.
6 M's
Six categories of elements to be considered in resolving the problem: person, machine, material, method, environment (natural), measurement.
7 Levels of Jidoka
Seven progressive levels of process improvement: from process Jidoka, through hold/feed/stop automation, to automatic unloading (Hanedashi) and quality inspection (Poka-Yoke).
70/20/10
The adult learning match model: 70% from job practice, 20% from others, 10% from formal training; the "Action" column of the development plan is broken down by it.
Accelerated Leadership Program
Danaher accelerated the development of leadership development projects.
Accelerated Product Development
Danaher's Toll Gate process system for accelerating New Product Development.
Accounts Receivable Benchmarking
A metric-focused tool that splits a DSO number into a baseline segment (contract terms and tax regime) plus an excess segment (process / customer / delivery / people) and attributes it layer by layer; the baseline segment's gain happens only once, while the excess segment is the part that can be compressed repeatedly. The measurement basis is covered by Core Value Driver metrics (CVD), the improvement method by Transactional Process Improvement (TPI); this entry covers only the attribution and assignment in between. Note: this module has no course-package material — the tool card is an ABS reconstruction.
Acquisition Integration
The standard process for integrating a newly acquired company into the existing operating system; teaching material 34 gives an operational onboarding window of the first 90 days after closing, covering only the lean and operations portion, not the completion deadline for the entire M&A project—legal, finance, HR, and IT have separate workstreams.
Action Plan
The point-of-impact form used to land a strategy deployment improvement priority: it specifies the action, owner, due date, status, and impact on the improvement priority and the top-level breakthrough objective (an annual-impact / already-realized-impact pair of columns), driving results and addressing root causes month by month.
Adjacent Storage
The first layer between the point of use and the warehouse is the unit adjacent to the common material, as a supermarket shelf.
Adjusted Energy Baseline
Adjust the baseline relationship to reporting-period output, operating conditions or other agreed factors to estimate energy under comparable conditions.
Advanced Certified Practitioner
The best DBS tool/leadership course practitioners selected by DBSO can approve certified practitioners who meet the competency requirements to scale up certification.
Affinity Diagram
An organizing method in which scattered verbal information is written on cards, grouped creatively, and then each group is summarized with a header card. The strict version of the VOC interview module has hard thresholds: compress to about 24 items, land in 8–12 first-level groups, and avoid grouping by cause-and-effect relationships.
Andon
A sound-and-light signal board hung above the production line, used to flag abnormal conditions visually and audibly. Color meanings: red = needs immediate maintenance / yellow = running low on parts / green = normal / (optional) blue = changeover within 5 minutes; the precondition is to have a response plan in place before installing the light.
Annual Objectives
The Annual Objectives that must be achieved this year within Policy Deployment to support the 3-5-year breakthrough objectives.
Backflush
A way of automatically decrementing perpetual inventory records based on the bill of materials, normally triggered by invoicing, used to eliminate wasteful inventory transactions; implemented in two phases — first within the cell, then plant-wide once inventory has come down.
Benchmarking
The stick is not necessarily a competitor of the industry by establishing internal excellence expectations by direct comparison with the "best".
Best of the Best
The best-performing sample in the comparative analysis (compared to the worst-case-free-WOW).
Bill of Materials
The list of every item, component or raw material required to make one finished product; it is the common basis for MRP requirement explosion, backflush and cost accounting.
Black Belt
Project ownership of the Six Sigma methodology; accreditation is determined at 67 per cent of each of the three rows of 0-3 semi-column, single 0-disposal, certificate 18 months valid.
BOLD
A talent reserve project for supply chain and engineering students, to develop future leaders for the operating companies.
Boot Camp
A "Pedagogical Improvement Week": led by members of the DBSO, with the participation of a number of operators, and with the same period, with several improved public registration activities.
Bottleneck
Processes with the least productive capacity in value streams that limit the capacity of the system as a whole, and subject to fluctuations in mobility and quality, any process could become a current bottleneck.
Bowling Chart
A form that tracks strategy-deployment targets' "plan vs. actual," typically reviewed monthly by senior leaders and more often by the PD team. Three-color rule: green = YTD plan met / yellow = YTD met but the current month missed / red = YTD not met. Note: there are two bowling charts with different red-line rules — the strategy-deployment bowling chart turns red as soon as the year-to-date plan is missed, while the improvement bowling chart turns red only below 75% of target.
Brainstorming
A group method for producing many ideas within a time limit without judging them, then grouping and screening afterwards; it handles divergence and leaves judgement to the convergence step that follows.
Brand Analysis/Tracking
Structured processes for identifying, assessing, developing, tracking and supporting brand commitments.
Breakthrough Ideation
A growth tool that systematically stimulates and sequences breakthrough growth ideas, with best practices in creative management and methods for forming effective creative teams.
Breakthrough Objectives
The strategic deployment requires multifunctional collaboration, significant organizational changes and significant competitive advantages, and goals that pose major organizational challenges.
Breakthrough Product Development
A method that uses lean plus Six Sigma to redesign an existing product so it meets three criteria at once — it sells well, it is profitable, and it is easy to manufacture; choices made at the design stage determine downstream quality and cost (the textbook ratio is 1:10:100:1000).
Business Case
Financial documents that aggregate development costs, post-market realized income and key assumptions are based on product concepts.
Business Event Reconciliation
Reconcile states and quantities using object identity, event order and acceptance rules, explicitly handling retransmission, conflict, out-of-order events and corrections.
Campaign Brief
A marketing campaign guidance document that brings together user personas, positioning and messaging, timing and media selection, and campaign objectives.
Capability Teach-Back
A learning check in which the learner independently repeats the task, explains decisions and handles exceptions, allowing a reviewer to assess performance against a standard.
Career Stallers and Stoppers
A list of behavioral characteristics that can stall or derail a person's career development (the original calls it 19 items in one place, while the list actually contains 20 entries), treated as one of the objects to address in a development plan; from an external talent development model (Lominger, Career Stallers and Stoppers).
Case Transfer Review
Compare a historical case mechanism with local problems to define prerequisites, ownership, verification and stop conditions for a trial.
Catch Ball
Vertical or horizontal back-and-forth communication within the organization, aimed at reaching common understanding and consensus.
Cause and Effect Diagram
A problem-solving tool for establishing the relationship between an outcome and its multiple causes.
Cause-and-Effect Diagram with the Addition of Cards
Move the fishbone diagram from the meeting room to the team's shop floor and keep it changing every day—causes become cards that can be stuck and removed (left fact card, right improvement card, paired one-to-one), the fish head displays the target line and actual performance curve; once effective, remove the card and write it into the standard work.
Cellularization
Grouping machines or processes that are linked in operating sequence into a layout pattern that supports flow production.
Certified Practitioner
Staff with operational capability for specific DBS tools or leadership courses, certified in CP processes.
Chaku-Chaku
Japanese " Load-load " : The output line efficiency is raised to the operator ' s position that only the material is loaded and is not unloaded; the quantitative decision is < 1-2 seconds, flat, moving ~1-1.5 feet per station.
Change Antibodies
A small number of key people in the organization who persistently resist the transformation and will lead others to resist as well; the principle for handling them is to give them a chance but not wait indefinitely, and to focus main energy on pioneers and the middle group. From a publicly published book, not textbook terminology.
Change Management & D.R.E.C.
A process for understanding and overcoming resistance to change, focusing on four phases: denial, resistance, exploration, and commitment.
Changeover
The time between the last good of the previous product and the first good of the next product, including setting, first-time testing and adjustment, can be shortened by SMED.
Charter
The starting documents for a Kaizen Event; all seven are required before the week can begin: event necessity, Current State, Future State, in scope, out of scope, daily plan, sustain plan; the participant list is recorded separately and is not counted among these seven hard gates.
Check Sheet
A data collection sheet that counts on-site by predefined categories and time, location, or phenomenon, using a unified measurement basis to turn 'feels like a lot' into facts that can be classified and analyzed.
Click-Through Rate
The number of hits divided by the ratio of opportunities displayed is used to measure the effectiveness of marketing materials.