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Six Sigma - Lean Acronyms Dictionary Terms & Definitions fo

4 Blocker Project Description, Project Scope, Metrics/Benefits, Project Plan/Timeline

4E Edge Enthusiasm Energy Execution

4M+I Mistaking Proofing - Me (Operator) Materials Machine Method + Information

5 S Sort (Seiri), Straighten (Seiton), Shine (Seiso), Standardize (Seiketsu), Sustain (

5 Whys? Find Root Cause by asking Why? five times.

80/20 Rule Pareto Principal. 20 percent of the defects causing 80 percent of the problems

85/15 Rule 85% of problems only managers can fix. 15% Operators can fix.

AAR After Action Review

APS Advanced Production Scheduling

B vs C Better vs Current

BAT Business Action Team

Big Y’s Why we’re focused on an Activity

Black Belts Leads high Impact PE Projects, Experts trained in DMAIC & Statistical Methods

BPR Business Process Reengineering

BPx Business Process x = Reengineering, design, improvement, innovation…

CANDO Cleanup Arrange Neatness Discipline Ongoing Improvement

CEDAC Cause and effect with addition of cards

Champion Project Sponsor

CLM Career Limiting Move

CONWIP Constant Work In Progress

COPQ Cost of Poor Quality

CPI Continuous Process Improvement (Kaizen)

CQI Continuous Quality Improvement

CTQ Critical to Quality

DEx Design Excellence

DFSS Design For Six Sigma

DFx Design For (x) assembly, manufacture …

DMADV Define, Measure, Analyze, Design Verification Validate

DMAIC Define Measure Analyze Improve Control

DOE Design of Experiments (Statistical Analyze Term)

DPMO Defects per Million Opportunity

Drum Buffer Rope Monitor inventory at drum, Profile inventory at time buffer, How before inventory

EMT Executive Management Team (Mike’s Staff)

EPA Every Product Every (interval in days between running a product)

FMEA Failure Modes and Effects Analysis

Gemba Place of Action

Green Belts Leads smaller more focused PE Projects.

GRR Gauge Repeatability Reproducibility

GT Group Technology – Simplify Products

Hawthorn Effect The fact of measuring only improves results.

Heijunka Scheduling in repetitive environment, Manual finite scheduler

Hoshin Policy Development

IDDOV Identify Define Develop Optimize Verify

IS Instrument Systems / Services

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Jidoka Improve Quality

JIT Just In Time - Inventory reduction (Taiichi Ohno)

Job Jar List of Prioritized Projects to be Done

Kaikaku Improvements (large gains) as apposed to Kaizen (small gains)

Kaisen Burst Focused Effort to Resolve a Bottleneck

Kaisen Burst Focused effort to resolve a bottleneck

Kaizen From the Japanese - Continuous Process Improvement

Kamishabi ‘T’ Card display board with a column for each day of the week

Kanban Signaling Devices i.e. out of stock

Kano Kano Factor Dr. Noriaki Kano Basic must be, Performance more is better, delighter excitement

LPO Lean Promotion Office

Master Black Belt Expert at the level to be able to teach PEx.

MBO Management By Objectives

MBWO Management By Walking Around

Milkround Pick up & deliver parts between supply chain members (Water Spider or runner is inside the plant)

MRP Forecast Based System

MSA Measurement System Analysis

MUDA Waste

MURA Unevenness

MURI Unreasonableness

Nemawashi Consensus building

OEE Overall Equipment Effectives

OPT Computer based finite scheduling package developed by Goldratt.

PACER Meeting Management: Purpose Agenda Code of Conduct Expectations Roles

Pareto Pareto Principal. Analysis 80/20 rule. 20 percent of the defects causing 80 percent of the problems

PDCA Plan Do Check Act cycle “The Stewart Cycle”

PE, PEx Product Excellence

Pokayoke Mistake Proofing

POLCA Paired cells Overlapping Loops Of Cards with Authorization

QCC Quality Control Complexity

QFD Quality Function Deployment

QRC Quality and Regulatory Compliance

R&R Repeatability & Reproducibility

RING Shared decision making

ROI Return on Investment

ROP Re Order Point

SILO Service In Logical Order

Silo A tall cylindrical structure, usually beside a barn, in which fodder is stored.

SILS Sequenced In Line Storage

SIPOC Suppliers Inputs Process Outputs Customers

Six Sigma Methodology that attacks Process Variability to Eliminate Defects

SLT Site Leader Team

SMART Synchronous Material Availability Request Ticket (Ford Kanban)

SMART Define: Specific Measurable Actionable Realistic Time Bound

SMED Change over reduction

SPC Statistical Process Control

SS Safety Stock

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ST Safety Lead Time for Safety Stock

STP Straight Through Processing

SWOT Strength Weakness Opportunities Threats

TAT Turn Around Time

TEMBA There exits many better alternatives

Tim Wood Transport Inventory Motion Waiting Over Production Over Processing Defects

TINA There is only one alternative

TOC Theory of Constraints: The Goal by Eliyahu M. Goldratt

TP Thinking Process (Eli Goldratt)

TPM Total Productive Maintenance (Father Taiichi Ohno developed JIT at Toyota))

TPS Toyota Production System

TQM Total Quality Management (By Deming)

TRIZ Russian acronym for Theory of Inventive Problem Solving

VMI Vendor Managed Inventory

VOC Voice of the Customer

VSM Value Steam Mapping

Water Spider Runner pick up & deliver parts inside the plant, light but often (Milkround between plants)

WIP Work In Progress

WPM Workflow Process Model