Lean Sigma: A Practitioners Guide
Index[SYMBOL] [A] [B] [C] [D] [E] [F] [G] [H] [I] [J] [K] [L] [M] [N] [O] [P] [Q] [R] [S] [T] [U] [V] [W] [X] [Y] identifying demand buckets entities primary types problem categories imbalanced lines (load charts) implementation plans implementing kanbans improving operations process of scheduling schedule process in-line testing measurement systems in-process kanbans inanimate entities individual process problems cycle time variations not meeting Takt pace individual step cycle time calculating output overview individuals charts industrial examples broken measurement systems delivery problems failure to make product forecasting high inventory intermittent process failures lead time examples pace problems performance characteristics planned maintenance processes capacity problems losses rework examples scheduling setup/changeover times too many products unplanned maintenance uptime variable demands industry examples accounts payable accounts receivable accuracy broken measurement systems capacity deliveries failure to make product forecasting high inventory intermittent failures meeting Takt order backlogs pace performance characteristics planned maintenance process lead time losses sales scheduling setup/changeover times too many products unplanned maintenance uptime variable demands intermittent process failures internal pull system implementation interpersonal roles interview teams (customer interviewing) interviewing customers 2nd conducting interviews output overview planning/preparation reviewing interviews validation inventory demand dollars industry examples measuring processes forecasting problems reducing responsive processes rightsizing setting to demand turns |
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