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

Capacity BufferThe time buffer placed between the drums in multiple projects. This buffer protects the later project from the knock on effect of delays in earlier projects.
Capacity Constraint Resources (CCR)Where a series of non-bottlenecks, based on the sequence in which they perform their jobs, can act as a constraint.
Catch-BallA series of discussions between managers and their employees during which data, ideas, and analysis are thrown like a ball. This opens productive dialogue throughout the entire company.
Cause and Effect DiagramA problem solving tool used to identify relationships between effects and multiple causes (also Fishbone Diagram, Ishikawa Diagram).
Cellular ManufacturingThe layout of machines of different types performing different operations in a tight sequence, typically in a U-shape, to permit single piece flow and flexible deployment of human effort.
Chaku-ChakuA method of conducting single-piece flow, where the operator proceeds from machine to machine, taking the part from one machine and loading it into the next.
Change AgentThe catalytic force moving firms and value streams out of the world of inward-looking batch-and-queue.
Change ManagementThe process of planning, preparing, educating, resource allocating, and implementing cultural change in an organisation.
ChangeoverThe time from when the last good piece comes off of a machine or process until the first good piece of the next product is made.
CloudThis is the thinking process used to precisely define a problem, to surface the underlying assumptions and to enable the identification of the direction of a solution that will remove this problem.
Concurrent EngineeringDesigning a product (or service), its production process, the supporting information flow, and its delivery mechanism at the same time.
ConstraintAnything that limits a system from achieving higher performance, or throughput.
Continuous FlowA concept where items are processed and moved directly from one processing step to the next, one piece at a time. Also referred to as “one piece flow” and “single piece flow.”
Continuous ImprovementThe never-ending pursuit of waste elimination by creating a better workplace, better products, and greater value to society.
Control ChartA statistical problem solving tool that indicates control of a process within established limits.
Control ElementAny specific process variable that must be controlled. The measurement of a control element indicates whether the process is operating under stable conditions
Core ProblemThe constraint of a system where it is not a physical resource, it may be: a policy, or the belief in a false assumption, outdated measures or ineffective behaviours.
Cost of QualityCosts associated with supplying a quality product. Categories of cost include prevention, appraisal, and failure.
Counterclockwise FlowA basic principle of Lean manufacturing cell layout is that the flow of material and the motion of people should be from right to left, or counterclockwise. The origin of this idea came from the design of lathes and machine tools with the chucks on the left side, making it easier for right-handed people to load from right to left.
Critical Capacity Resource (CCR)A CCR is a resource that may prevent the system moving closer towards its goal.
Critical ChainThis is the longest dependent chain of events in a project plan when both resource dependency and task dependency are taken into account.
Critical Chain Completion Buffer (CCCB)The time buffer placed at the end of the critical chain to protect the customer from the fluctuations and disruptions that occur in the Critical Chain.
Critical Chain Feeder Buffer (CCFB)The time buffer that is placed on the end of non critical chains that feed into the critical chain.
Critical PathThe longest path of dependent tasks in a project network not taking resource dependency into account. (From Goldratt)
Current Reality Tree (CRT)The TOC Thinking Process diagram that shows through solid logic how the Undesirable Effects are linked together. The CRT is used to pinpoint where improvement actions can have the greatest leverage.
Current State MapHelps visualise the current production process and identify sources of waste.
Cycle TimeThe time required to complete one cycle of an operation. If cycle time for every operation in a complete process can be reduced to equal takt time, products can be made in single-piece flow.

 

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