Lean, A way of working focused on making improvements every day to reduce waste and add value — whether through smarter ways of working, small fixes, process changes, or simple actions like cleaning and organizing., Value Added, Any process that transforms the product or service into a final form that the customer wants., Waste, Any operation or activity that takes time and resources but does not add value to the customer., Staging, Gathering all parts and materials before a job starts to ensure you have everything you need (and ordering if necessary)., Kanban, A method of regulating the flow of goods based on replenishment through signal cards that indicate when more goods are needed., Question the Requirements, Looking closely at requirements to confirm they are needed, accurate, and make sense before starting work., Done Done, Getting a process 100% done. No loose ends., Scope, The defined boundaries of what is required to complete a project and the objectives of the project., Scope Creep, When additional work is required that wasn’t part of the original plan, that is known as “scope creep.”, Resistance, Recognizing what makes a task difficult — whether it’s a personal hesitation or an outside obstacle — and finding ways to move past it to get the job done., 1-3-1, A problem-solving approach where you bring 1 problem, 3 possible solutions, and 1 recommended solution. It encourages clear thinking, creativity, and ownership., Failing Forward, Learning from mistakes and using them to make progress instead of stopping., Five Whys, The practice of asking "why" five times whenever a problem is encountered; repeated questioning helps identify the root cause of a problem so that effective countermeasures can be developed and implemented., One Piece Flow, Products are processed and moved from one stage to the next one at a time, rather than in batches., Fix What Bugs You, If you notice something that is annoying you, slowing you down, or doesn’t make sense, you try and improve it., Continuous Flow, The goal is that work-in-process smoothly flows through production., Kaizen, A strategy where employees work together proactively to achieve regular, incremental improvements., Poka-Yoke, Error Proofing - designing error detection and prevention into processes with the goal of achieving zero defects., Two Bin System, An inventory method using two containers: when the first bin is empty, it signals the need to reorder while the second bin provides backup stock. Often supported by cards (like Kanban or Breadcrumbs) to show when and where to replenish., Breadcrumbs, A card that tells you where the main supply of a material is kept when the smaller container of the material runs out. Often part of the Two Bin System., U-Shaped Work Cells, A layout where workstations or machines are arranged in a U-shape. This design reduces movement, keeps materials and people close, and supports continuous flow., Gemba, the place where real action occurs. A ‘Gemba Walk’ is a walk-through of the actual location where the work is done., The 8 Wastes, 1. Transportation: Unnecessary movement of materials or products between locations. 2. Inventory: Having more materials, parts, or products than are currently needed. 3. Motion: Unneeded movement by people, such as reaching, walking, or searching. 4. Waiting: Idle time when people, machines, or products are waiting for the next step. 5. Overproduction: Making more than is needed, or making it too early. 6. Over-Processing: Doing more work, or using more resources, than the customer requires.7. Defects: Work that is wrong, incomplete, or requires rework. 8. Skills: Not fully using people’s abilities, knowledge, or ideas., 5S (or 3S), Sort: eliminate that which is not needed ; Straighten: organize remaining items ; Shine: clean and inspect work area ; Standardize: write standards for above ; Sustain: regularly apply the standards.

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