LSSx.0 Wiki

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2 terms

5 Whys Asking "why" repeatedly to trace a symptom back to the condition that produced it, rather than stopping at the first plausible explanation. Simple enough to run in a meeting, and the usual first step before heavier root-cause tools. 5S Five steps for organising a workspace so that abnormality becomes visible: sort, set in order, shine, standardise, sustain.

A

1 term

Andon A signal that lets anyone doing the work stop it and call for help the moment something is wrong, rather than passing a problem downstream.

D

1 term

DMAIC The five-phase improvement cycle — Define, Measure, Analyse, Improve, Control — that structures a Six Sigma project from framing the problem to holding the gain.

G

1 term

Gemba Walk Going to where the work actually happens to observe it directly, rather than steering from dashboards and reports. Closes the gap between what indicators measure and what is really going on.

I

1 term

Ishikawa Diagram A structured way to lay out every possible cause of a problem across categories such as method, material, machine and manpower, so the analysis covers the field instead of settling on the first candidate.

K

2 terms

Kaizen Continuous improvement through many small changes made by the people doing the work, rather than occasional large projects run by specialists. Kanban A signalling system that lets downstream demand pull work forward, limiting how much can be in progress at once.

M

1 term

Muda Waste: any activity that consumes resources without adding value for the customer, conventionally grouped into eight types.

P

1 term

Pareto Chart A ranked bar chart showing which causes account for most of the effect, based on the observation that a small share of causes usually drives the majority of problems. Used to decide where to act first when everything looks urgent.

R

1 term

Root Cause Analysis Working back from a symptom to the condition that produced it, so the fix removes the problem rather than the evidence of it.

S

2 terms

SIPOC A one-page map of a process at its widest level — Suppliers, Inputs, Process, Outputs, Customers — used early to agree what is actually in scope. Standard Work The current best-known way to perform a task, written down and followed — the baseline that makes improvement measurable rather than anecdotal.

T

1 term

Takt Time The rate at which a process must produce to meet customer demand — available working time divided by demand over that period.

V

1 term

Visual Management Making the state of the work visible at a glance — boards, signals, standards posted where the work happens — so teams can see deviation immediately instead of at the next monthly review.