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

PacemakerA device or technique used to set the pace of production and maintain takt time.
ParetoA bar chart that displays by frequency, in descending order, the most important defects.
PathAny series of linked (dependent) tasks in a project plan. (From Goldratt)
PDCA (Plan Do Check Act)This is a basic principle followed for effective problem solving during kaizen.
Performance ManagementUsing a set of tools and approaches to measure, improve, monitor and sustain the key indicators of a business.
PERTProject Resource Evaluation Technique.
Physical Transformation TaskThe task of taking a specific product from raw materials to a finished product in the hands of the customer.
PitchThe pace and flow of a product.
Point of UseKeeping all items needed for the job at the location of use in a neat and organised manner.
Poka-yokeJapanese word that refers to a mistake-proofing device or procedure used to prevent a defect during the production process.
Policy DeploymentThe selection of goals, projects to achieve the goals, designation of people and resources for project completion, and establishment of project metrics.
PQPRProduct Quantity Process Routing Analysis. The PQ (Product Quantity) refers to Pareto analysis to determine the 80/20 rule of the top products or services that make up 80% of work volume. The PR (Process Routing) refers to the Parts-Process Matrix analysis to determine product families by grouping of products with similar process flows.
Prerequisite Tree (TrT)The TOC thinking process used to break the injections needed in the solution down into smaller logical steps.
Problem Solving TaskThe task of taking a specific product from concept through detailed design and engineering to production launch.
ProcessA series of activities that collectively accomplish a distinct objective.
Process Capacity TableA chart primarily used in machining processes that compares set-up and machine load times to available capacity.
Process HierarchyA hierarchical decomposition from core business processes to the task level.
Process KaizenContinuous improvement through incremental improvements.
Process SegmentA series of activities that define a subset of a process.
Processing TimeThe time a product is actually being worked on in a machine or work area.
Product Delivery ProcessThe stream of activities required to produce a product or service.
Production Preparation Process (3P)The production preparation process is a tool used for designing lean manufacturing environments. It is a highly disciplined, standardised model. 3P results in the development of an improved production process where low waste levels are achieved at low capital cost.
Production SmoothingKeeping total manufacturing volume as constant as possible.
Project BufferThe 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. Sometimes called Critical Chain Completion Buffer (CCCB).
Protective CapacityDescribes the amount of installed capacity that is necessary to overcome disruptions.
Pull ProductionProducts are made only when the customer has requested or “pulled” it, and not before.
Push SystemProduct is pushed into a process, regardless of whether it is needed.

 

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