|
P/T
|
Product Tolerance from the Gage R&R output - This column shows the percentage of the process tolerance taken up by each variance component.
|
|
PACE chart
|
Tool utilizing quadrants to categorize based on ease of implementation and anticipated benefits. PACE – Possible, Action, Challenge, Eliminate. Setting the PACE to great improvements.
|
|
Pareto Chart
|
A vertical bar graph showing the bars in descending order of significance, ordered from left to right. Helps to focus on the vital few problems rather than the trivial many. A majority of the items will be relatively minor in significance, (i.e. the 80/20 rule)
|
|
PDCA Cycle
|
An adaptation of the Deming wheel. While the Deming wheel stresses the need for constant interaction among research, design, production, and sales, the PDCA Cycle asserts that every managerial action can be improved by careful application of the sequence: Plan, Do, Check, Act then recycle back to Plan.
|
|
PGA
|
Practical Graphical Analytical – Methodology of analyzing results from a DOE.
|
|
Point of Use Storage
|
Also known as POU. This concept puts all required material to perform a task with reach of the worker. A Water Spider replenishes as needed.
|
|
Poka-Yoke
|
See Mistake Proofing
|
|
Policy Deployment
|
See Hoshin Planning
|
|
PPM
|
Parts per Million – a measure of defects in a process
|
|
Precision
|
See Repeatability
|
|
Probability Distribution
|
Diagram of relative frequency of occurrence for the whole population
|
|
Process
|
The flow of material in time and space. The accumulation of sub-processes or operations that transform material from raw material to finished product
|
|
Process Capability
|
Performance of the process when it is operating in control
|
|
Process Capability Index
|
See Cp and CpK
|
|
Process Centering
|
A method to ensure that the peak of the process output distribution (assuming normality) is at the center of the specification limits.
|
|
Process Kaizen
|
Improvements made at an individual process or in a specific area. Sometimes called "point kaizen"
|
|
Process Mapping
|
Graphical method to describe activities/tasks, sub processes, process boundaries, process flow, and process inputs (x’s & X’s), classification of process inputs (noise, sop, controllable…) and process outputs (y’s & Y’s)
A visual representation of the sequential flow of a process. Used as a tool in problem solving, this technique makes opportunities for improvement apparent.
|
|
Process Time
|
See Cycle Time
|
|
Processing (excessive)
|
One of the 8 Wastes. Processes that may not be necessary… not adding value.
|
|
Production Smoothing
|
The creation of a level schedule by sequencing orders in a repetitive pattern and smoothing the day-to-day orders to correspond to longer-term demand. Without level consumption patterns over a defined horizon, kanban pull systems will not work well. Also known as Heijunka.
|
|
Project Charter
|
A tool utilized at the beginning and through out any project or event to keep teams focused and delivering results.
|
|
Pull System
|
A system of cascading production and delivery instructions from downstream to upstream activities in which the upstream supplier waits until the downstream customer signals a need. A pull system means producing only what has been consumed by downstream activities or customers. This system minimizes waiting, overproduction and inventory.
|
|
Push System
|
In contrast to the pull system, product is pushed into a process, regardless of whether it is needed. The pushed product goes into inventory, and lacking a pull signal from the customer indicating that it has been bought, more of the same product could be overproduced and put in inventory. This is not considered Lean.
|
