5S

A Lean workplace organization method:
Sort, Set in order, Shine, Standardize, Sustain—designed to improve efficiency, safety, and cleanliness.

Andon

A visual management tool (often a light or display board) that signals the status of a process, alerting workers and supervisors to problems or the need for assistance.

Chaku-Chaku

A Lean production method where operators load ("chaku") and unload parts from machines in a continuous flow, often with machines arranged in a cell for one-piece flow.

Gemba

The "real place"—the actual location where value is created (e.g., the shop floor). Management is encouraged to "go to the gemba" to observe processes firsthand.

Gembutsu

The "real thing"—refers to the actual materials, parts, or equipment involved in a process. Emphasizes solving problems by examining the real items involved.

Genchi Genbutsu

"Go and see for yourself"—a principle encouraging leaders to visit the actual place and see the actual process or problem to understand it fully.

Hansei

A practice of self-reflection and acknowledgment of mistakes or areas for improvement, used to drive continuous learning and improvement.

Heijunka

Production leveling or smoothing—balancing production to reduce unevenness (mura) and avoid overburden (muri), enabling a consistent workflow.

Hoshin Kanri

A strategic planning process (also called Policy Deployment) that aligns company goals with activities at all levels, ensuring everyone is working toward the same objectives.

Ishikawa Diagram

Also known as a Fishbone or Cause-and-Effect Diagram; a visual tool for identifying, exploring, and displaying possible causes of a specific problem.

Jidoka

"Autonomation"—the concept of building quality into processes by automatically stopping production when a defect is detected, allowing immediate correction.

JIT (Just-In-Time)

A production system that delivers materials or products exactly when needed, minimizing inventory and reducing waste.

Jishu Kanri

"Autonomous management"—empowering frontline workers to manage and improve their own work areas, often through small group activities.

Kaikaku

Radical or breakthrough change—significant, transformative improvements to processes, as opposed to incremental changes (kaizen).

Kaizen

Continuous, incremental improvement involving everyone in the organization, from executives to frontline workers.

Kamishibai

A visual control tool (often a board with cards) used for auditing and standard work checks, helping ensure processes are followed consistently.

Kanban

A visual scheduling system that controls the flow of work or materials, signaling when to produce or move items to maintain smooth production.

Karakuri

Simple, mechanical devices (often without motors or electricity) used to automate tasks or improve processes, relying on ingenuity and gravity.

Kata

A structured routine or pattern for practicing and reinforcing desired behaviors, often used in Lean to develop problem-solving and continuous improvement skills.

Muda

Waste—any activity that does not add value from the customer’s perspective. There are seven classic types of muda in Lean.

Mura

Unevenness or inconsistency in processes, leading to inefficiencies and problems such as bottlenecks or idle time.

Muri

Overburden—placing excessive stress or demand on people, equipment, or systems, which can lead to breakdowns or errors.

Nemawashi

An informal consensus-building process in Japanese management, involving discussion and alignment with stakeholders before formal decision-making.

Obeya

A "big room" or war room used for project management, where cross-functional teams collaborate, display key information, and solve problems together.

Poka-yoke

A mistake-proofing device or method designed to prevent errors or make them immediately obvious, ensuring quality at the source.

Seiri

The first S in 5S: Sort—removing unnecessary items from the workplace to eliminate clutter.

Seiton

The second S in 5S: Set in order—organizing necessary items so they are easy to find and use.

Seiso

The third S in 5S: Shine—cleaning the workplace and inspecting equipment to maintain standards and spot issues early.

Seiketsu

The fourth S in 5S: Standardize—establishing standards and routines to maintain the first three S’s.

Shitsuke

The fifth S in 5S: Sustain—developing habits and discipline to maintain and improve 5S practices over time.

Shojinka

Flexible staffing—adjusting the number of workers in a process to match demand, improving efficiency and reducing waste.

Shingo Prize

An international award recognizing organizations for excellence in operational improvement and Lean manufacturing, named after Shigeo Shingo.

Soikufu

Creative thinking or ingenuity—encouraging employees to come up with innovative ideas for improvement in their work.

Takt Time

The rate at which products must be completed to meet customer demand, calculated as available production time divided by customer demand.

TPM (Total Productive Maintenance)

A system for maintaining and improving production and quality by involving all employees in proactive equipment maintenance.

TPS (Toyota Production System)

A comprehensive production philosophy developed by Toyota, emphasizing waste reduction, continuous improvement, and respect for people.

Yokoten

The process of sharing best practices and improvements horizontally across an organization to spread learning and success.

Zenkai

A term meaning "full participation" or "total involvement," often used to describe the engagement of all employees in improvement activities.