Personal Review and Team Inspection
Tools to upgrade the quality of software work products and remove defects at an early low cost are used to structure individual appraisals and teams.
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
PF/CE/CNX/SOP
The combination of process flow maps, causal maps, variable classifications (CNX) and standard operating procedures is at the core of the VRK process improvement model.
Pitch
Time units directly related to the time of beat: Pitch = number of pieces in the time of beat × container.
Planning Time Fence
Mix: The product mix can be adjusted and the capacity remains fixed.
Playbooks (for Standard Work)
A standard operating form showing the configuration and number of operators at different client requirements.
Point of Cause
The location where the cause of the problem was directly observed in the problem resolution process survey.
Point of Impact
Strategic deployments improve the hierarchy of priorities to the action plan to address root causes; they are also the starting point for the smallest target identified at the last layer of Pareto 5Why, where the action plan must be located.
Point of Occurrence
Physical location and time of actual occurrence of problems in the problem resolution process survey.
Point of Recognition
The time, place and manner in which the problem was first detected in the problem resolution process.
Point of Use
Ensure that staff receive the required operational guidance, spare parts, tools and equipment at the required time and place.
Policy Deployment / Strategy Deployment
The annual plan and execution process that takes up the 3-5-year strategy and focuses on a few breakthrough objectives, linking major objectives with support plans across the organization through layer-by-layer deployment.
Policy Deployment Matrix
The Policy Deployment Matrix that carries the 3-5-year breakthrough objectives, annual breakthrough objectives, improvement practices, Target to Improve, and required resources.
Portfolio of Initiatives
Draw all investments on one page: three vertical axis risk lines, two horizontal axis time lines, bubble size = NPV, to judge whether the initiative is large enough and the combination is uneven.
Predictive Maintenance
Uses condition signals such as vibration, temperature, oil, and current to track equipment degradation and schedules repair on actual condition before failure occurs, as opposed to cycle-based preventive maintenance. The official DBS TPM spectrum (REV5 p21) places preventive and predictive maintenance on the same tier, to be chosen by equipment type and used together, rather than as a fixed ladder where preventive must be mastered before predictive.
President's Kaizen
The executive director of the platform, who brings together direct subordinates and extension teams, is invited to conduct the improvement week at a particular base, which is used by the executive director to bring in and take stock of the daily team meetings.
Preventive Maintenance
Planned maintenance performed at fixed time or usage intervals, replacing parts, lubricating, and inspecting before equipment fails; on the maintenance maturity ladder given in teaching material 16 (third-party reordered document), it ranks after autonomous maintenance and before Predictive Maintenance; official places preventive and predictive maintenance on the same continuous spectrum, selected according to equipment conditions, without mandating an order. The English abbreviation PM is identical in form to the PM of Project Management; this table does not assign it an abbreviation, and the full name should be written when citing it.
Pricing and Margin Management
Analyze price, customer value and cost at transaction, product/market and industry levels to identify and validate margin-improvement opportunities.
Prioritized Project List
Establish a list of ongoing projects with implementation priorities.
Problem
Performance gaps between actual and criteria or targets; the question definition in the PSP must contain trends, actuality, gaps, criteria (TAGS) four elements.
Problem Solving Process
The Danaher process is a standard process for resolving problems: defining problems, going to the field to dig deep roots, validating and implementing countermeasures, and ensuring that results are sustained.
Problem to Portfolio
Improved DBS tools for product innovation through a road map for defining competitive products for attractive segmentation of markets.
Process 3P Loop
The formula approach of 3P is 12 boxes in the original with a single loop; the loop is for the next function rather than for the rest of the function.
Process Capability
The inherent capability of a stable process to consistently produce conforming results within a given specification range, considering the spread, center, and customer specifications of the process distribution.
Process Capability Index
A process capability index that reflects both spread and centering at once: min[(USL−μ)/3σ, (μ−LSL)/3σ]. Cp looks at spread only; the gap between Cp and Cpk is the degree of off-centering, which tells you whether to re-center the process or reduce its variation. (Note: within DBS, "CP" separately means "Certified Practitioner" — spell out Cp/Cpk in full when discussing process capability to avoid confusion.)
Process Failure Mode and Effects Analysis
A branch of FMEA that progressively identifies potential failure modes, effects, and causes during the manufacturing or service process design phase, and uses risk assessment and preventive controls to reduce the probability of process failures.
Process Map
The visualization of process sequences has been shown as a problem-solving tool to make opportunities for improvement visible.
Process Owner
The person accountable for the result of one cross-functional process, owning its metrics, its improvements and the closure of its abnormalities; every metric on a daily management board must point to a process owner.
Process-at-a-Glance
A flow-charting method used in SDR and 3P to optimize manufacturability, presenting value-added steps, materials, tools, mistake-proofing, and safety points step by step with iterative refinement; it ensures operators have every resource at each step. The 3P/SDR version is a 9-row chart drawn right to left, matching the operator's right-to-left walking path (paired with the cell's counterclockwise flow); the Flow course version is an 8-row chart drawn backward from the finished product.
Product Concept
A comprehensive description of the target customer, problem to solve, core functions, implementation principles, and key differentiators; it is a product hypothesis to be validated before detailed design.
Product Life Cycle Management
Identify, sequence, plan and communicate the process of growth opportunities for new products and product management throughout the life cycle (formerly Project Roads).
Product Planning Group
Manage the cross-functional team of product planning processes.
Production Preparation Process
Eliminate waste through product-process synchronization, and rapidly create and validate manufacturing preparation tools for product and process programmes with minimum time/material/capital.
Profit Sharing
A mechanism that lets employees share in the company's actual business results according to a pre-stated basis and allocation method.
Project Management
Skills and processes required for successful management of the project from start-up to completion of the full life cycle.
Proposal
A request opened when an Agent wants to execute an action below its level threshold: Agent proposes, human approves, then executes. Approval executes via the original write path; approval, modification, and rejection are automatically written back to the authorization ladder's score; expired ones are not counted. Not part of DBS teaching materials.
PSI Key
The grouping mechanism that combines multiple material numbers into one predictive unit is the particle size of the PSI table.
Pull System
The mechanism is produced only after the customer (downstream) sends a demand signal and the product is not manufactured in advance before it is "pulled".
Pull-based Tool Deployment
First set three-to-five-year business goals, then work backward from the goals and gaps to determine which tools to deploy; contrasted with the push-style practice of promoting tools according to management preferences or trends. From a publicly published work, not textbook measurement definition.
Purchase Price Variance
Difference between actual and standard procurement prices.
Quality Function Deployment
The demand of clients is translated into a systematic approach required by firms involved in research and development, manufacturing and marketing, using the customer voice throughout the process.
Quality Management
Build quality into systems, organizations and tools that deliver the product throughout the process (rather than relying on testing).
Quality System Basics
A tool system that reduces external defects by driving down internal defects and containing them immediately, building a quality-first operating culture and lowering warranty cost.
Quality System Regulation
The U.S. FDA regulatory requirements for the medical equipment quality system; the compliance course for DBS improvements must meet the external constraints first.
Quality, Delivery, Cost and Innovation
The four core dimensions DBS uses to measure business results: quality, delivery, cost, and innovation.
Quick Inventory Turns
A monthly "Quick" metric among Danaher's Core Value Drivers: QIT = (sum of the next three months' forecasted cost of sales) ÷ this month's net inventory × 4 (annualized), with a forward-looking data window; from September to December the window is pinned to October-December cost of sales and does not roll into the next year. It is a forward-looking indicator and cannot replace the traditional inventory turnover ratio (cost of sales ÷ average inventory).
Rate Time Fence
Capacity: All three are actionable.
Rationalized Roadmap
Defines a road map for a range of products and their accompanying resources planned to underpin the strategy.
Recruiting the Danaher Way
Danaher's standardized recruiting methodology.