Gage Repeatability & Reproducibility (GR&R)
An analysis method to determine the error introduced in the measuring process by: the gage itself, operators and environmental changes. The components of the study are:
Gannt (Gantt) Chart
A type of project management tool that displays the time sequence and duration of specific elements of the Work Breakdown Structure. Therefore, this chart displays the status of each element of planned work (% complete) and finished work in relation to time and sequence.
A Japanese word that literally means "the Real Place". Used in the context of KAIZEN, Gemba usually refers to the shop floor or to the place where the value added (and non value added!) work or activity is taking place. In a broader sense, Gemba refers to any place in a company where work is being performed; thus one may have an engineering gemba, a sales gemba, an accounting gemba, etc.
Global Production System
An expansion of the Toyota Production System, this is a strategy to enable lean manufacturing using Kaizen methodology.
The three goals of Quality, Cost and Delivery that are key to customer satisfaction. Customers require all three - high quality, low cost, and on-time delivery. All three go to make up the customer's appraisal of value.
Group-Wide Quality Control (GWQC)
A system of continuing interaction among all elements, including suppliers, responsible for achieving the continuously improving quality of products and services that satisfies customer demand.
A device or means for automatic removal of work piece from one operation or process that then provides for the proper state and orientation for the next operation or process. In manufacturing, a means for automatic unloading and orientation for the next operation so the operator can simply insert the new work, thus reducing his/her cycle time; generally a very simple device. Crucial for a “Chaku-Chaku” line.
A production scheduling / load leveling method of distributing customer orders or kanban for a specific cell so that the load on the cell is constant over time even though the workload associated with different parts made in that cell may not be the same. This is a load smoothing mechanism that involves averaging both the volume and sequence of different model types on a mixed-model production line in order to make Just-In-Time production possible. See Mixed Model Production.
Planning Policy management or Strategy deployment. A method for establishing goals (and policy which supports and enhances those goals) and ensuring that these goals are the primary focus of the organization.
A graphic summary of variation in a set of data. The visual nature of the histogram reveals patterns that are difficult to see in a table of numbers. The histogram is one of the Basic Seven Tools of Quality.
The Japanese word for policy deployment. In Japanese, Hoshin means “shining metal”, “compass” or “pointing in the direction”. Kanri means “control”. Hoshin Kanri is a method devised to capture and concertize strategic goals as well as flashes of insight about the future and develop the means to bring these into reality. It is one of the major systems that make World Class Quality / Management possible. It helps control the direction of the company by orchestrating change within a company. The system includes tools for continuous improvement, breakthroughs, and implementation. The key to hoshin planning is that it brings the total organization into the strategic planning process; both top down and bottom up. It ensures that the direction, goals, and objectives of the company are rationally developed, well defined, clearly communicated, monitored, and adapted based on system feedback. It provides focus for the organization.
Hoshin Planning (HP)
Also known as "Management by Policy" or, alternatively, "Strategy Deployment". A means by which goals are established and measures are created to ensure progress toward those goals. HP keeps activities at all levels of a company aligned with its overarching strategic plans. Hoshin Planning typically begins with the "visioning process," which addresses the key questions: Where do you want to be in the future? How do you want to get there? When do you want to achieve your goal? And Who will be involved in achieving the goals? HP then systematically explodes the whats, whens, whos and hows throughout the entire organization.