Explore lean, growth and leadership terms: definitions, practical explanations and examples, freely available in English and Chinese.
ABSOrganizational details on Kaizen Events from the third-party consulting courseware used in MBS Boot Camp and the MBS SMED textbook: charter preparation worksheet fields, five types of charter pitfalls, item-by-item responsibilities for six roles (team leader / team member / subject matter expert / coach / process owner / senior sponsor), charter review at least two weeks in advance, and three meetings (morning, noon, evening) with division of labor among four sub-teams. Not a DBS standard.
ABSMBS quick changeover manual gives four executable items beyond DBS SMED: action optimization asks in order "internal to external → eliminate → simplify → automate"; scripts prepared per shift headcount; trial run is a video—analysis—improvement—re-video cycle; seven standardized documents each have an owner and storage location. Not a DBS standard.
ABSMBS value stream manual's two PFEP templates (six field groups for self-made parts, six element categories for outsourced parts) and logistics "six determinations" checklist: container determination 3 steps, quantity determination 5 items, placement determination 12 functional areas, direction determination 10 flow principles, timing determination 5 indicators plus 9 common takt times, personnel determination 4 principles plus 4 development mechanism. Not a DBS standard.
ABSThe MBS value stream textbook goes from five-level PSI (marketing, sub-base, factory, components, key materials) to N-point order release, then to three upstream scheduling modes: follow (Task 1 derived from 1, fixed lead time = production cycle + Safety Stock), order-based (with latest inbound time), and shared (upper limit set by takt cycle, system consolidates demand; textbook p9 calls this one a "supermarket"). Not a DBS standard.
ABSSeven preparation requirements from MBS materials used to check project, data, team and trial readiness. This is an ABS teaching adaptation, not a DBS standard or authorization to start.
ABSMBS pull informatization manual's indicator scoring tool: importance (affects quality and delivery), real-time (period/day/hour/minute level), difficulty (fully manual to single-system automatic data retrieval) each 1–4 points, prioritize systems and management boards by demand and difficulty, and define alarm/warning/notification/analysis type for each indicator. Not a DBS standard.
ABSMBS TPM work manual's three executable contents: six-source identification (pollution, difficulty, failure, waste, defect, danger—six source categories, with Heinrich 300:29:1, totaling 330), five-point lubrication and three-stage filtration, and equipment version 5WHY (five preparation steps, 5W2H equipment version, failure principle explanation must include diagrams); improvement week follows the six-step cycle of historical data, teardown plan, problem discovery, root cause improvement, installation standard, and follow-up. Not a DBS standard.
MSAQuantitative measurement systems are repetitive, re-recoverable, biased, stable and linear analytical processes.
ABSA variable-width stacked bar chart where both column width and column height carry data: column width represents market segment size, column height represents composition or share, and rectangle area represents absolute contribution, answering in one chart 'how big the market is, what the structure is, and where we stand.'
ABSThe pooling of resources to improve the way one region is best achieved and quickly replicated in other regions through horizontal roll-out (Yokoten).
ABSA value stream selected at the initial stage of rollout and given concentrated resources to be thoroughly improved first, used to prove the method works and develop the first batch of people, after which the practice is replicated to the second; when selecting, look first at the quality of the leader, then at business weight. From a publicly published work, not textbook measurement definition.
ABSA monthly business review personally chaired by the top leader, with a fixed agenda of priority review, core metric analysis, problem-solving reports from each department, and action plan updates; it discusses only gaps and countermeasures, and is not run as a reporting meeting. From a publicly published work, not textbook measurement definition.
ABSLarge equipment that cannot be moved into the module, which must be bulked, usually shared resources; curtains are generated by monuments.
ABSThe programme was quickly and roughly developed with low-cost materials and tested on the spot.
ABSWork that consumes time, space, materials, capital, or people's energy without adding value the customer is willing to pay for, and is not currently necessary Non-Value Added activity.
ABSSkills and training of diverse staff at all levels, providing flexibility and adding value over time to the organization, are key to achieving JIT maximum efficiency.
ABSJapanese "unbalanced, volatile".
ABSJapanese "unreasonable, forced, overloaded".
NPDTools and processes for pushing new products or services to markets.
NVAThe process steps that take time, resources or space without changing the product/service pattern and not adding value to the client. The ruling in the regulated process has changed: Non-value added = no contribution to compliance , not " whether the customer is willing to pay " .
ABSThe observations are concentrated in data distributions near the mean, above the probability of being below the mean, also known as the "bell curve".
ABSThe "Operation Room" mechanism for team, target and visualization information is centralized in one room for coordinated management and rapid decision-making.
ABSThe owning entity of decisions, tables, and tasks in the system — project, line, equipment, person, external organization, and so on. Decisions are attached to objects so that ledgers can aggregate.
ABSA part number for which new customer orders are no longer accepted from a certain date and which shifts to service-part status, while inventory and service transactions are still allowed; its transaction permissions are the opposite of "Retired," and the two must not be conflated under the word "obsolete."
OSHAThe United States Government agency responsible for occupational safety and health regulation.
OThe FMEA score for how likely a given cause is to happen; it is scored against the cause, not against the failure mode and not against the effect.
OCEThe top leadership of Danaher, including the President/CEO, the Executive Vice-President and the Chief Financial Officer.
OTDThe proportion of order lines shipped on time to the customer-requested date out of all shipped order lines; it is one of Danaher's Core Value Drivers. Data is always taken against the customer-requested date; when overdue accounts for <1.5% of monthly sales, OTD is the primary metric; at ≥1.5%, OTD and overdue are monitored simultaneously (two-tier version, source p130, engine default); another official document gives a three-tier version, specifying that when overdue is >5%, only overdue is monitored and OTD is no longer primary (source "Guidelines for Daily Management Visuals…" p12). On the E-Kanban side, lateness is determined using the original expected date; supplier rescheduling cannot wash away the record.
OIContinuous two-way collaboration with external partners to introduce insight and economic efficiency growth tools, shorten design to delivery cycles and bring about complete solutions and strategic differences.
OpCoGeneral designation of the operators under the Danaher flag.
OMXThe continued increase in operating margins is one of the core value drivers of Danaher.
OP(c) Profit generated by the business.
ABSThe registry of "things being measured" in the system: what subjects exist on-site, what events occur on them, how they are connected, what can be done to them, and who has the right to do it. Contrasted with tool cards and rule packages (the rulers). Not DBS textbook content; this is the system's own design.
OLCEContinuing education project for operators.
OCTTime required for operator to complete a cycle of operations.
ABSThe column chart displays the activity volume of each operator during the beat time.
OEEAn indicator that measures equipment utilization efficiency by combining availability, performance, and quality.
ABSThe process of centralizing the reception of discharge signals in the lean value stream, which pulls upstream and moves downstream to FIFO, is often the closest step to the client.
ABSThe column chart, arranged from size to size, focuses on key minorities rather than on a trivial majority (the 80/20 rule).
PQPRTools for analysing the steps of the spare parts production process, which are used to shift from bulk sector layout to mobile value streams.
PIESPG Set of elements developed in the initial engagement with potential partners in open innovation, identifying best-fit priorities (yellow points), elements of trade (blue points) and project objectives (green points).
PPMNumber of defects per million; Ext PPM refers to external quality measures after delivery to clients.
PDBLOrder backlog that has passed the customer-requested date but has not yet shipped (measured by amount or line count), with the same definition as OTD, always against the customer-requested date, not the supplier-committed date.
PPCThe way in which the number of hits is sold.
PDCAPlanning, execution, inspection, and re-engineering cycles (also known as the wearing of the Rings) are important elements of strategic deployment control.
PAA regular process of assessment of staff performance.
ABSThe answer to "how do you evaluate a person"—five job success factors and five levels of behavior anchors (the ruler has five levels but only three are filled in; these five are the profile for this one DBSL position, not universal), 360 evaluator composition and Olympic averaging, score range conversion to grades, target weights each no less than 20% totaling 100%; only the five-level rating definitions and the company-level 11 success/derailment factors are universal; other positions must build their own factors.
ABSRepresentatively portrayed by the population concerned in an ecosystem or value stream that performs tasks, helps to understand user behaviour, motivation, pain points and product opportunities, is a key input for P2P/CPD/LEx.