Commercial Growth Equation
The income equation for gaining competitive customers, expanding existing customer operations and keeping stock of customers is a three-pronged insight into the business performance of companies.
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
Commodity Management
The six main focus areas of procurement strategy by product category rather than by component: product-type analysis, environmental analysis, supply base analysis, cost management techniques, procurement strategy, DBS implementation; and the configuration of strategy strength by component risk level.
Communication Matrix
A stakeholder × activity table with cells containing legend x / p / o / cc; blanks mean 'explicitly judged as no interaction', not omissions.
Compliance Review
IMEX certification requires candidates to complete an internal trade compliance review exercise.
Concurrent Engineering
The practice of synchronized design of products, their production processes and delivery mechanisms, with prior inputs for shorter development cycles, higher quality and lower cost.
Constant, Noise, Experimental
Classification of variables affecting the process into constant, noise and experimental variables: C = constant (without change over time) / N = noise (with change over time) / X = experimental variable; X does not use in VRK.
Continuous Delivery
The software is continuously integrated and ready to be published in delivery practices.
Continuous Flow
Linking adjacent operations directly and passing one piece at a time with no inventory between them; it is the tightest of the three ways to connect operations in a value stream, alongside FIFO lanes and supermarket pull.
Contracting
The movement of clarity and agreement on mutual expectations, boundaries and modalities of cooperation before cooperation begins.
Control Chart
Data collection tools to show whether the process is within established control (controlled).
Control Element
The measurement of the process variables that must be controlled indicates whether a stable state has been achieved.
Conversion Rate
The expected results are divided by the ratio of possible actions (e.g. SQL/MQL), which measures the quality and validity of the material or clues.
Core and Adjacencies
An analysis framework that first defines the core business where the enterprise currently has true differentiated capabilities and profitability, then judges which adjacent customers, products, channels, or geographies can reuse these advantages for growth.
Core Growth
After excluding M & As, exchange rates, out-of-business income and other operating income, the core business sales income is a shareholder indicator for CVD relative to the growth rate of the previous year, budget or forecast.
Core Value Drivers
Danaher's most important metric set (core growth, operating profit margin growth OMX, working capital turnover, ROIC, on-time delivery, external PPM, internal fill rate IFR, Voluntary Turnover / Retention), used to focus on the critical few.
Corrective Action
An action taken against a problem that has already occurred with the aim of removing its root cause; it must follow root cause analysis and be verified against recurrence, otherwise it is only containment.
Corrective and Preventive Actions
A combined system of measures: corrective actions that eliminate root causes for quality problems that have already occurred, and preventive actions that control the source for similar risks that have not yet occurred; corrective addresses what has happened, preventive addresses what has not, and "tightened inspection" cannot be passed off as prevention (tightened inspection is detection, not prevention).
Cost of Poor Quality
Failure to do all costs to products or services at once, including identification, internal failure, external failure and prevention.
Countermeasure Checklist
An item-by-item acceptance checklist used before submitting a countermeasure. RCCM itself has three coexisting versions — 9 questions (REV4), 11 questions (REV6.3 body), and 10 questions (REV6.3 appendix) — differing in whether the Pareto step is split into two questions (tier-one and tier-two) and whether a point-of-impact 5-Why question is included.
Countermeasures
Control problems, actions to bring performance back into line; ad hoc responses to protect clients first and permanent responses to prevent relapse.
Creating Impactful Development Plans
An eight-step closed course on one ' s capacity development: quadripartite responsibility, six-column template, operations based on 70/20/10; the writing plan is only five of eight steps, and three of two steps are not productive.
Critical Path
The chain of linked activities that determines the total project duration: it has no float, and one day of delay on any of its activities delays the whole project by one day.
Cross-Training
Training arranged so that one person can work several stations; it is the means and the multi-skilled worker is the result, with progress and gaps shown on a cross-training matrix (rows are people, columns are stations).
Crucial Conversations
The dialogue that has been created to deal with the "high stakes, high emotions, opposing views": to bring information into the pool of shared meanings, to identify two forms of security disruption: silence and violence, with the core skill of distinguishing between facts and being seen as facts.
Current State
Analysis and description of the actual state of the current production/office environment.
Current State Map
The value stream map drawn after walking the process for real: process boxes, data boxes, inventory triangles, information flows and the timeline are all filled with what was observed on the floor, not with what the system says should be there.
Curtain
Inventory held to decouple Monument from one-piece flow; quantity = external process delivery time ÷ takt, rounded up. Two official notes ( p84): ① delivery time must include the round-trip transport time between the cell and the external process; ② when the Monument equipment is a batch process, add ×2 to the Curtain quantity. "Double when FIFO is not feasible" is another third-party (Rexnord) definition and must not be mixed with these two notes.
Curtain Effect
The method for keeping Flow uninterrupted when a product must leave the cell for processing on external equipment (heat treatment, plating, etc.); number of Curtains = Curtain process one-piece cycle time ÷ Takt Time, rounded up. Two official notes ( p84): delivery time must include round-trip transport time; when the Monument is a batch process, add ×2 to the quantity. In Chinese it is uniformly called "Curtain"; another glossary entry for "Curtain" (using external process delivery time in the numerator) refers to the same thing—REV3 p84 uses "cycle time" while the textbook 18 p47 uses "delivery time"; both wordings coexist, so please check against entry [[curtain]] to verify which version of the numerator is being used.
Customer Defect Tracking and Resolution
The process of identifying and eliminating existing product deficiencies and avoiding future product recurrences of reactive reliability improvements has often resulted in over 50 per cent improvement over 12-24 months.
Customer Experience
The sum of all interactions between the client and the organization throughout the relationship cycle, covering cognitive, trial, purchasing, installation and use.
Customer Insight
The process of obtaining unique actionable information from the parties using the product is a critical input for decision-making beyond the voice of the client and the internal and external distillation of information.
Customer Relationship Management
The creation of long-term customer relationships as key skills, tools and processes that create sources of market differentiation.
Customer Segmentation
A four-step process for the classification of target groups by client needs and purchasing behaviour (rather than geography or sales); an effective breakdown must meet both clear and predictable grounds for distinguishing and predicting client behaviour.
Customer Service and Support Pillar
The service pillar of the Danaher Reliability System: the 2020 version glossary lists 7 key elements of service reliability, while the reliability Boot Camp courseware lists six key elements (fault diagnosis and repair, spare parts availability, spare parts recovery, technical support, training, daily management and visual control; see [[drs]]); the two accounts coexist; use best practices to reduce unplanned service and customer downtime.
Customer-Centric Product Definition
The product definition tool (formerly the LPD for the Leap product definition) is designed to eliminate the development of islands through three key workshops, to keep teams in the client ' s experience and to hold clients accountable for delivering them.
Daily Kanban Audit
A routine inspection of the operational status of the board, which is based on 14 inspections per day, and is rated in three colours.
Daily Management
Danaher manages the day-to-day processes that are operated on the ground (Gemba) using visualized indicator panels and routine meetings to drive unusual exposure and quick correction.
Daily Usage
The average quantity of a part consumed per day; it is the common starting point for the kanban card count, the reorder point and safety stock, and nothing can be calculated without it.
Danaher
Danaher's stock code and internal acronym.
Danaher Business System Leader
Lead DBS activities at the bases, plan and validate the owners of improved results maintenance and improve manufacturing and service processes with the DBS toolbox.
Danaher Business System Office
Group institutions responsible for the evolution, promotion and governance of the DBS tools and courses.
Danaher Knowledge Network
A collaborative business platform for engineering communities, where knowledge is shared among Danaher colleagues outside local teams.
Danaher Leadership Program
A leadership development path composed of several existing courses (not a single course): the official sample is 8 courses, covering all five leadership domains (1—2 courses per domain), with the longest chain within a domain at 2 levels, and no tool courses included; the endpoint is role entry rather than a certificate (role entry is inferred, not directly asserted in the original); the 2009 official basis was originally a 2-day course led by OCE, and from 2010 onward it changed to a combination of 8 courses. This entry records the "course combination and path rules," not the teaching content of any single course; it has zero course overlap with "DBS Leadership Training" (a single course, see the dbs-bootcamps line). ⚠ This project has no course materials; the content is a reconstruction.
Danaher Leadership Team
A senior leadership team comprising CEOs, Executive Vice-President and key CEO/Platform leaders.
Danaher Materials Process
A material management process that determines the most effective replenishment method for each material and achieves the best balance among inventory/cost/complexity/customer delivery.
Danaher Reliability System
The system for improving long- and short-term reliability issues consists of six pillars: leadership focus; reliability design; supplier quality; manufacturing process control; customer service support; and tracking of deficiencies.
Danaher Software System
A toolkit to help operators improve software development processes based on the core principles of smart manufacturing and agility (including Scrum).
DBS Boot Camp System
Five tiered boot camps by audience (executive induction, DBS Leaders, Lean Conversion, Fanatics, DBS Fundamentals course); the source material lists "results measured against target" as the fifth item, without assigning it any weight.