A B C D E F G H I J K L M N O P Q R S T U-V W Y

Back FlushingA method of recording accounting transactions for labor and materials based on what was shipped rather than by using material issues or cards. The aim of back flushing is to reduce the number of non value-added transactions.
Balance on Hand (BOH)Inventory levels between component parts.
Balanced PlantA plant where capacity of all resources are balanced exactly with market demand.
Balanced ProductionAll operations or cells produce at the same cycle time. In a balanced system, the cell cycle time is less than Takt Time.
Balanced Scorecard A Balanced Scorecard approach generally has four perspectives:

  1.  Financial
  2.  Internal business processes
  3.  Learning and growth (human focus, or learning and development)
  4.  Customer

Each of the four perspectives is inter-dependent – improvement in just one area is not necessarily a recipe for success in the other areas.

Batch ManufacturingA production strategy that moves significant quantities of sub-assemblies from operation to operation in a batch.
Batch-and-QueueProducing more than one piece of an item and then moving those items forward to the next operation before they are all actually needed there.
BenchmarkingComparing key performance metrics with other organisation in similar or relevant industries.
Best-in-ClassA best-known example of performance in a particular operation. One needs to define both the class and the operation to avoid using the term loosely.
Bill of ActivitiesA hierarchical, indexed listing of all the activities required to build a product or provide a service.
Bill of Materials (BoM)A hierarchical, indexed listing of all the materials required to build a product or provide a service.
Black BeltSix Sigma team leaders responsible for implementing process improvement projects within the business.
BlitzA fast and focused process for improving some component of business ­ a product line, a machine, or a process. It utilizes a cross-functional team of employees for a quick problem-solving exercise, where they focus on designing solutions to meet some well-defined goals.
BottleneckAny resource whose capacity is equal to, or less than the demand placed on it.
Breakthrough ObjectivesObjectives that are ‘stretch goals’ for the organisation, representing a significant change for the organisation.
Brown FieldAn existing and operating production facility.

 

A B C D E F G H I J K L M N O P Q R S T U-V W Y