Lean Terminology from The Continuous Improvement Companion
Common cause variation is the predictable, repetitive, systemic portion of variation. Contrast this with special cause variation, caused by unusual occurrences. Common cause variation, in a nutshell, is the consistent random (or random appearing) fluctuation built into a process. It is also frequently referred to as noise. While common cause Read more…
CEDAC is an acronym that stands for cause and effect diagram with the addition of cards. It is a very specific way of building a fishbone diagram in which team members contribute ideas written on 3 x 5 cards or Post-it notes. CEDAC is a problem-solving tool that relies on Read more…
Curiosity is the desire to learn more, or the state of dissatisfaction with a lack of knowledge. It is also a fundamental part of any problem solving mentality. Curiosity provides the drive to follow up on an issue once it is identified. It gives the spark that makes people continue Read more…
Change management is a fairly large field of study that deals with effectively and efficiently introducing changes into an organization. When changes occur, there are some predictable sequences of events that follow. Understanding this process will help smooth transitions that are associated with continuous improvement. Change has two main components. Read more…
CLOSED MITT is an acronym used to categorize waste. It expands on the traditional 7 Wastes that are frequently used in Lean efforts. The origin of CLOSED MITT is unknown, but it has grown in use over the years. Since its early days, it has come into fairly common mention Read more…
Communication is the act of transferring information and ideas from person to person. It comes in many forms. Face-to-face conversations. E-mails. Phone. Voicemail. Non-verbal communication (i.e. rolling of eyes). Pictures painted on the walls of caves. Even chalk marks on park benches can be a form of communication between covert Read more…
Coaching is the act of giving specific guidance to help a person make better decisions that will result in the individual getting closer to reaching his or her goals or accomplishing a specific task better. Generally speaking, coaching is very targeted, and usually comes as a result of a formally Read more…
“Catalog engineer” is a derisive term used to describe someone with a lack of creativity when it comes to process improvement. The term describes those who immediately attempt to purchase an existing solution to a problem rather than try to figure out a method in-house. Process improvement will, of course, Read more…
A concrete head is someone who is resistant to the changes that Lean brings. Obviously, this is a derogatory term. The term “concrete head’ is the result of a translation from Japanese. In working with Japanese consultants, it appeared that the term was applied to individuals who displayed resistance, but Read more…
The cost of poor quality (COPQ) is the aggregate impact of an organization’s errors and defects on the company. It includes costs associated with scrap, rework, inspection, data management, data collection, redesign, warranty claims, lawsuits, lost sales, loss of reputation, additional inventory, and any other expense that is incurred to Read more…
A current state map is a snapshot of how a process is done today. It may be a current state process flowchart, or a current state value stream map (VSM), but the principle is the same. It shows the current methodology of how you produce products or perform services for Read more…
Many Lean experts advocate setting up work areas so there is counterclockwise flow. This principle goes hand-in hand with the U-shaped cell. Using a counterclockwise flow comes from the fact that most people are right-handed. As they move through the cell, their dominant hand is closer to the work sooner. Read more…