Reference View
The "Reference · Rule Package · N items" block at the bottom of the page: packaged checklists, templates, and criteria from the textbook that have not been turned into tools are placed here first, with pointers back to their sources.
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
Regional Danaher Business System Leader
Leader responsible for regional DBS advancement.
Release
Actions against "predicts": Releases are only authorized for shipment, and projections are not.
Reorder Point
The quantity line at which a replenishment signal must be issued, equal to daily usage times lead time plus safety stock; a kanban card, an empty bin or a line painted on a rack are all physical forms of it.
Responsibility Assignment Matrix
A responsibility assignment table marked R/A/C/I by deliverable × role; each row can have only one A. Non-DBS curriculum content; it is common practice in project management.
Retired
The material number of the life cycle ends and ** is non-tradeable; the word " phase-out" cannot be used in combination with the trade permission of Obsolite.
Return on Invested Capital
Financial indicators measuring the ability to invest in generating returns are one of the core value drivers of Danaher.
Revenue Achievement
The percentage of actual revenue achieved, in the first 36 months after launch, against the plan approved at TG2 for the same period.
Risk Priority Number
In FMEA, the product of severity × occurrence × detection (1–1000 on a 1–10 scale; a 1–5 scale is calculated separately), used to rank risk priority. Because it is the product of three ordinal numbers with no physical meaning, it cannot be used alone as a criterion. The source material's requirement for severity 9/10 is "special attention"; putting high-severity items on a mandatory action list is an ABS adopted policy with a configurable threshold, not a universal hard rule.
Roll-Out
The formal release and rollout of a new tool, product, or process.
Rolled Throughput Yield
The multiplicative result of First Pass Yield across multiple processes, reflecting the overall yield level of the end-to-end flow; Danaher courseware often calls this multiplicative result FPY, while RTY is the common Six Sigma term; both are the same formula (see [[fpy]]).
Root Cause
The final cause of an event or condition; controlling or eliminating it prevents the problem from recurring. Evidence requirement: must be based on direct observation, not reasoning/assumption/deduction.
Root Cause Countermeasure
A method for digging into the root cause of a deviation and setting and tracking a countermeasure. The Chinese booklet (a third-party adaptation) presents it as a four-color-block A3 corrective-action report; the official course package presents it as a three-step method — first verify the metric is right, then trace the root cause, then set the countermeasure — carried on a PD countermeasure form.
Rule of Five Passes
The same value stream is not finished after one round of improvement, but requires multiple rounds of repeated improvement; the source material's experience is about five rounds, each lasting six to eighteen months, which works out to roughly 2.5 to 7.5 years — and the source's own example completed all five rounds within the first two and a half years. These are empirical magnitudes, not a textbook standard.
Run Chart
Charts of individual observations in chronological order.
Safety Stock
The extra inventory held to absorb downtime, demand variation and lead-time variation; it is an explicit term in the kanban and reorder-point formulas, not a surplus discovered during a count.
Safety, Quality, Delivery, Inventory, Productivity
Five dimensions of the daily management indicator plate: safety, quality, delivery, inventory, productivity.
Sales Force Initiative
The sales organization itself is transformed into a diagnosable, standardized, and measurable system — covering the coverage model and role division, sales process nodes and funnel definitions, capability and incentives — aligning layer by layer with growth targets.
Sales Qualified Lead
A business trail of proven follow-up value is confirmed by the sale.
Sales, Inventory & Operations Planning
A cross-functional cadence that lines up sales, inventory, and operations plans on one page through four monthly meetings; same family as PSI but a different layer — PSI runs execution, SIOP runs cross-functional alignment. It is a common S&OP practice, not part of the Danaher curriculum.
Scatter Diagram
An exploratory chart that plots two paired variables as coordinate points to observe whether there is a directional, strength, or nonlinear relationship.
Search Engine Optimization
To upgrade the way content is ranked naturally in search engines.
Set-Up Wheel
Multi-species production conversion tools are arranged according to a fixed cycle sequence, balancing replacement efficiency with variety coverage.
Severity
The FMEA score for how serious the consequence of a failure is; it describes the consequence only, independent of how often the failure happens or whether it can be detected.
Shikumi
Japanese for "system/mechanism" (pronounced shi-ku-mi, a pun on the Japanese numbers 4-9-3): a reminder that there may be 493 ways to get a task done, and the best one should be found through trial and exploration to build a robust system.
Shin Kaizen
A Kaizen activity led by Shingijutsu consultants at a Danaher site, typically containing 5-6 Kaizen events, is a higher-level learning Kaizen Event.
Shingijutsu
External advisory body composed of Japanese manufacturing experts to assist in the implementation of the art manufacturing.
Simplified QFD
TG-2 Improvement of quality features used during week to implement simplified versions; weight 9/3/1 is co-sourced with VAVE.
Simultaneous Product and Process Optimization
Methods of optimizing products and manufacturing processes during the development period in SDR.
Single Minute Exchange of Die
The method of compressing the change of time from hours to less than 10 minutes makes it possible for small batch production and rapid response to changes in demand.
Situational Leadership
The leadership approach is adjusted to the level of maturity of the subordinates.
Situational Self Leadership
Self-leadership approaches that help individuals to take the initiative to gain support and direction according to the circumstances of their mission.
Six Sigma
Two layers of meaning: 1 level of process capability - the long-term control process is shifted to a deficit probability of not more than 3.4 ppm within 1.5 ; 2 Danaher's six Sigma system - PF/CE/CNX/SOP seven step road map plus black belt/maes of master black belt certification ladder.
Software Process Automation
Practices for improving the efficiency of software development processes by automation.
Spaghetti Diagram
Trace the walking and transport paths of people or materials on the actual layout to identify back-and-forth movement, crossings, and unnecessary movement.
Speed Design Review
Based on the high-level project management practice of VPM (specially based co-location teams plus fast-track learning loops), optimizes the performance, cost, experience and manufacturing of products in pursuit of breakthrough results.
Speed of Trust
Leadership course on building trust to accelerate collaboration among organizations.
Spike Card
One-time cards for temporary additions in electronic view boards; the system prohibits the repetition of conventional cards and the temporary addition must be a peak card.
Standard
Sustainable, replicable, predictable documented methodologies or processes also refer to the established level of performance of KPI indicators.
Standard Deviation
The statistic for how widely a set of data spreads around its mean; the wider the spread the larger the standard deviation. It is the common basis for safety stock, process capability and measurement system studies.
Standard Operating Procedure
A set of standardized work instructions. Three levels: L1 is only on paper / L2 changes the process / L3 irreversible change or Error Proofing device; the goal is L3.
Standard Work
Tools to define the way in which people interact with the operating environment (time beat, sequence of operations, standard products) are the best currently known methods and benchmarks for any improvement.
Standard Work Combination Sheet
The sheet that stacks manual time, machine time and walking time of one work cycle on a single time axis and compares them against the takt line; among the five standard work forms it is the one that answers how one person completes one cycle.
Standard Work in Process
The minimum amount of material required to ensure normal flow of operations is the enabling condition of a single stream.
Standardization
The system of recording and updating procedures and providing a clear and simple picture of the expected requirements is the basis for the PDCA application.
Statistical Process Control
The control limits are calculated by the actual data, not the same as the specifications given by the client.
Strategic Assessment Elements
A checklist of both parties' strategic considerations in SPG open innovation; red dots are non-negotiable bottom lines, and violating one ends the negotiation.
Strategic Commercial Review
A regular senior leadership review meeting focused on continuous improvement of the "Commercial Engine" (sales and marketing), symmetrical to the [[sir]] focused on the Innovation Engine.