Glossary of Terms

5S

A method of creating a self-sustaining culture that perpetuates an organized, clean and effective work place.
* English words approximate the Japanese original text.

• Simplify (Seiri)

Clearly distinguish between what is needed and what is not needed to perform a given work process.

• Straighten (Seiton)

Organize those things that are needed, making it easy for users to locate, use and return them.

• Scrub (Seiso)

Clean all aspects of the area, including floors, machines and furniture.

• Stabilize (Seiketsu)

Maintain and improve the first three S's in addition to personal orderliness and neatness.

• Sustain (Shitsuke)

Achieve the discipline of habit of maintaining the correct 5S procedures.

Failure Mode and Effect Analysis - F.M.E.A

A structured approach to assess the magnitude of potential failures and identify the sources of each potential failure. Corrective actions are then identified and implemented to prevent failure conditions.

Gauge Capability Studies

A statistical method of assessing the amount of variation associated with a gauge (or measurement system) and comparing it to the total process variation in order to understand whether or not the gauge (or measurement system) is capable of making a product or process quality determination. The gauge (or measurement system) must be capable prior to analyzing and improving the process in which the gauge is used.

Kanban

A means of communicating need for products or services. It is generally used to trigger the movement of material where one piece flow cannot be achieved, but is also used to "signal" upstream processes to produce product for downstream processes.

Lean Manufacturing

A strategy that concentrates on making quality products, in the quantity needed, when it is needed. This strategy exposes waste and makes continuous improvement possible.

NEMA Type 1 Enclosure

Enclosures constructed for indoor use to provide a degree of protection to personnel against incidental contact with the enclosed equipment and to provide a degree of protection against falling dirt.

NEMA Type 3R Enclosure

Enclosures constructed for either indoor or outdoor use to provide a degree of protection to personnel against incidental contact with the enclosed equipment; to provide a degree of protection against falling dirt, rain, sleet, and snow; and that will be undamaged by the external formation of ice on the enclosure.

NEMA Type 4 Enclosure

Enclosures constructed for either indoor or outdoor use to provide a degree of protection to personnel against incidental contact with the enclosed equipment; to provide a degree of protection against falling dirt, rain, sleet, snow, windblown dust, splashing water, and hose-directed water; and that will be undamaged by the external formation of ice on the enclosure.

NEMA Type 4X Enclosure

Enclosures constructed for either indoor or outdoor use to provide a degree of protection to personnel against incidental contact with the enclosed equipment; to provide a degree of protection against falling dirt, rain, sleet, snow, windblown dust, splashing water, hose-directed water, and corrosion; and that will be undamaged by the external formation of ice on the enclosure.

NEMA Type 7 Enclosure

Enclosures constructed for indoor use in hazardous locations classified as Class I, Division 1, Groups A, B, C or D as defined in NFPA 70.

Process Capability Studies

A statistical method of analyzing a process in order to predict the quality level (i.e. reject rate) that can be expected from that process. The goal is to identify and eliminate sources of process variation in order to achieve a very low reject rate (the benchmark goal is 3 rejects out of every million products produced).

Six Sigma

In this context we are referring to a methodology that utilizes a set of statistically based tools to analyze and solve quality problems in both the manufacturing and transactional (administrative) environments in order to significantly reduce the costs associated with poor quality.

Standard Work

Standard work is a tool that defines the interaction of people and their environment when processing a product or service. It details the motion of the operator and the sequence of action. It provides a routine for consistency of an operation and a basis for improvement. It details the best process we currently know and understand. Tomorrow it should be better (continuous improvement) and the standard work should be revised to incorporate the improvement. There can be no improvement without a basis or standard.

Standard Work has three central elements; TAKT time, Standard Work Sequence, and Standard Work in Process. Standard Work (as a tool) establishes a routine/habit/pattern for repetitive tasks, makes managing (scheduling, resource allocation) easier, establishes the relationship between person and environment, provides a basis for improvement by defining the normal and highlighting the abnormal, and it prohibits backsliding.

Visual Management

Systems that enable anyone to immediately assess the current status of an operation or given process at a glance, regardless of their knowledge of the process.

Voice of the Customer (V.O.C)

Desires and requirements of the customer at all levels, translated into real terms for consideration in the development of new products, services, and daily business conduct.