Explore lean, growth and leadership terms: definitions, practical explanations and examples, freely available in English and Chinese.
462 / 462 terms
The reduction of accounting services while upgrading the accuracy of product costs and manufacturing performance relies on an analysis of the continuing improvement trends of the established targets rather than non-traditional differences.
The baseline value for measuring future progress; per the Policy Deployment presentation (REV22 p50) it is the level at the end of the prior year, while the 2020 glossary allows either the prior year's closing level or its average — the two official sources disagree and both readings are kept. In a kaizen week, the JOP can be the pre-improvement performance.
The principle of the enrichment of production and supply of the required quantity of goods over the time needed.
Japanese for "major, revolutionary, breakthrough change," as opposed to the small, continuous steps of Kaizen; it need not be a single sudden overhaul — it can also be a leap that accumulates from a long series of smaller changes.
Continuously improve the way work is done by discovering problems, testing countermeasures, verifying results, and updating standards; this includes both daily small Kaizen and concentrated improvement events.
A jagged marker drawn on the Value Stream Map indicating the Kaizen that must be done at this point to achieve the Future State; when the map is long, number the Kaizen Bursts, and the numbers can be directly converted into activity sequence numbers in the Value Stream Plan.
A cross-functional team fully dedicated for 3–5 days to conduct on-site analysis of a clearly defined topic, make on-site changes, and achieve results within the same week; the Kaizen-style target is an improvement of 20%–50% relative to the local Standard; the classification of "installation-style and Kaizen-style" comes from reading notes on the publicly published book "Enabling Management" and is not the course definition; see [[installation-kaizen]].
How a campaign for improvement was spread on the calendar — nine weeks before the meeting, one week after the event, time-by-minute movements and deliveries in 13 weeks after the meeting, and receiving and inspection locations in four tranches of the deliverable 25/50/75/100 per cent.
Process for the new release of the DBS tool to reserve the resources of certified practitioners: participation in an improved daytime, evening refresher exercise with lecturers, completion of teaching and guidance, or graduation to improve leaders within six months.
There is no "state" column. Three of the translated names (improvement of newspapers/improvements/improvement of news) refer to the same thing.
A small full-time team within the enterprise that drives the rollout of the management system: organizing Kaizen weeks, coaching and follow-up, maintaining standards and certification, and reporting directly to the top leader; it drives improvement but does not do improvement on behalf of business departments. From a publicly published work, not textbook measurement definition.
A handover method that transfers recalculation of improvement results, action status, standard versions, incomplete items, and review responsibilities to the process owner.
The staff who led the improvement and sustained the results for three months.
The Excel model that turns historical lead time and usage into inventory quantities and card counts through the kanban formula, in a basic and an advanced version; it also performs ABC analysis, produces reorder points and examines supplier lead-time performance.
A puller that transmits the replenishment signal upstream based on actual customer usage, eliminates excess production and controls inventory at the level required to meet demand.
The key few indicators needed to control the measurement of operational health are usually safety, quality, delivery and cost in production.
The DBS tool for accelerating growth through improved product listing is divided into three phases: listing strategy, listing preparation, listing implementation and maintenance, which are measured by income attainment rates.
A layered review mechanism of key processes at different levels of management, on a frequency basis.
Total time from the time of demand to delivery.
The creative approach to demand from users who are ahead of the market is one of five ways of generating creative ideas.
Standard work that fixes the leader's required actions for maintaining the management system—such as gemba walks, metric reviews, coaching, escalation, and follow-up—on a daily, weekly, and monthly basis.
Teach managers to follow the three steps of prepare→implement→sustain, and install Daily Management into Boot Camps for any function such as sales, marketing, R&D, supply chain — the core is "Daily Management everywhere."
Basic leadership course in Danaher.
The four pillars, the nine elements, were 104, and the four-score field assessment forms for the target groups were 9/7/3/0; each was based on the "what is the size of a nine?"
The basic course for the Leaning is centred on value flow mapping (VSM) - a picture showing material flows and information flows simultaneously to recognize waste.
A lean leadership method centered on Leader Standard Work (LSW), in which leaders routinely go to the Gemba to check, coach, and sustain Kaizen results (from third-party corporate training materials, not a Danaher document).
Originating from Toyota Production Methods (TPS), manufacturing methods centred on maximizing value and minimizing waste.
The transfer of the principles of merit-based manufacturing to software development (combined with SCRUM and aligned with APD) is a methodological approach to addressing issues of timely delivery, changing demand, etc.
The improvement was introduced to the workshop of the strategic vendor: prior signing of two-way confidentiality agreements, confirmation of the counterpart ' s compliance with five findings from the strategic supplier, inclusion of results-sharing negotiations in the common action plan before bringing the tools.
Advanced-oriented, Lean Conversation refers to a proven method of embedding the DBS fundamentals (mobility, standard operations, linear inventory, pull, scorecard) into the value stream.
A hands-on, hands-on, field-training course for team leaders and supervisors.
The operator whose work was taken away after the unit was levelled off and who could be removed from the unit was arranged separately; The real manual savings occurred only when he was removed.
The unit is loaded forward, waiting for all to be put on the last operator, making waste a pointable amount.
A filterable, sortable, printable table of the same type of judgments arranged by object; currently there are four: risk, task granularity, supplier scorecard, and changeover.
The operational entity has typed, directed edges, recognizing only six registered types: belongs to, occurs at, leads to, initiates, produces, and revises. They attach to subjects and events, not between tables. Not DBS training content.
An e-kanban setup that binds a set of parts supplied by the same vendor into one group; scanning any card in the group lets the scanning person choose to replenish just that item or the whole group.
The time it takes for the machine to complete a cycle.
The final stage of the SPG open-innovation process — the start of alliance management right after signing: alliance responsibility is handed off from the negotiators to the project managers immediately after signing (Manage 1); the joint process map already identified during the PIE phase is completed and approved within 4–6 weeks (Manage 2); then a joint planning meeting (VPN, Manage 3) is held.
Developing key processes for growth-oriented market entry strategies (GTM).
Potential customer trails that meet the criteria and can be forwarded to the sales follow-up, as confirmed by the market sector.
A qualification system that makes tool capability into two levels of certification (team leader/master Black Belt) plus an entry prerequisite (having participated in a Kaizen Event for the same tool as a team member), with thresholds and expiration; certifications are valid for 18 months, with a single item 0 points disqualifying. ⚠ The passing line is not uniform: tool category 67%, instructor certification 75%, IMEX online modules 85%; and only Six Sigma is "67% for each column."
All research and development candidate lists are mandatory by value.
The push-based planning system that explodes requirements through the bill of materials from forecast and schedule and issues build schedules to each operation; MRP pushes to plan while kanban replenishes to actual consumption, so the two are triggered in opposite ways.
MBS 5WHY summary draft unique negative checklist: six avoidances (excuse inference, subjective psychology, office-based data review, unverified speculation, jumping answers, responsibility shifting), four major misconceptions (attribution difficulty, blaming people, no causality, empiricism), and "because XX, therefore XX" reverse interpretation verification; preceded by 5W2H seven questions, followed by three standard tables. Non-DBS standard.
MBS standard work manual's andon rules: test NG 30 minutes 2 pieces, same batch damaged 2 pieces, takt deviation 10%, material supply abnormality—four trigger conditions; yellow light stops line to call team leader and supervisor, red light stops line requiring external support; light off condition is record update. Error-proofing has three levels, error-prone stations must reach level two or above. Not a DBS standard.
MBS smart energy manual's method: five-step DREAM (clear decision, thorough research, reliable design, rapid action, result consolidation) and three-state five questions—separate equipment into running/waiting/stopped states, ask five questions per state: demand, efficiency, supply-demand, flow, recovery, to get improvement list; mnemonic "3456" = three states, four-dimensional savings, five questions, six major systems. Not a DBS standard.
Check energy changes within explicit measurement boundaries and comparable service conditions, separating physical savings, cost changes and unverified benefits.
MBS value stream manual adds a step between current state map and future state map: ask fourteen questions in fixed order, each question lands a numbered improvement opportunity, then select tools per mapping table (DOI greater than takt → standard work, low OEE → TPM, high changeover → SMED, high defect rate → 5WHY/PSP, high WIP → 5S). Not a DBS standard.