Back
See: Ohno, Taiichi
Takt time is the required pace of production to meet customer demand. It is calculated by dividing the working time available, generally for that shift, by the customer demand during that time period.
When most people think of goal setting, KPIs, or improvement metrics in general, they tend to focus on targets.
Frederick Winslow Taylor (March 20, 1856 – March 21, 1915) is most well known for his work on time and motion studies and scientific management.
In its purest form, the definition of a team is “a group of people associated with each other for some form of joint action or activity.”
The “Theory of Constraints” is the management philosophy of Eliyahu M. Goldratt. He introduced it in his 1984 book, The Goal.
In the early 1900’s, Frank and Lillian Gilbreth refined a system of analyzing work to improve processes. They focused on identifying the core “motion cycles” that combined to form work activities.
Time management is the act of consciously planning out how one spends the hours and minutes of a day.
TIMWOOD is a mnemonic device used to help people remember the different forms of waste associated with Lean. These seven wastes are widely accredited to Taiichi Ohno.
Tolerances allow a slight variation in the final product of a product. Sometimes, though, if all of the variation ends up in one direction, the final product can fail.
Tolerance stackup is the cumulative effect of the components of a product being skewed towards the same side of the specification limits.
Tooling is a generic term for any of the variety of equipment associated with production machines, especially ones that do fabrication.
See: Lean Tools
Total Productive Maintenance keeps machines operational in a way that supports production processes.
Eiji Toyoda (Sept 12, 1913 – September 17, 2013) was, at the time of his tenure, the longest serving president of Toyota.
Kiichiro Toyoda (June 11, 1894 - March 27, 1952) was the son of Sakichi Toyoda, the founder of Toyoda Loom Works.
Sakichi Toyoda (February 14, 1867 – October 30, 1930) was the founder of Toyoda, though originally, it was not an automobile manufacturer. It was called the Toyoda Loom Works.
Toyota is ground zero for modern Lean. It is where all of the historical advances in manufacturing technology and operational leadership and supply chain management came together.
The Toyota® Production System began in earnest in post-World War II Japan as a way of managing operations in a challenging economic time.
See: Total Productive Maintenance
TPS is the acronym for the Toyota Production System. TPS is more of a business philosophy than a production system, though.
Success in continuous improvement relies on many factors—leadership, communication, and employee engagement, to name a few.
Training does not happen by accident. Building an effective team requires planning.
See: Waste of Transportation
Tribal knowledge is the unwritten collective wisdom of an organization.
Trust is an important part of continuous improvement. Team members have to believe their bosses.
A two-bin system is a kanban method used to simplify replenishment on a production line.