MANUFACTURING GLOSSARY
Terms defined the way an operator who has run plants would explain them. Each entry covers what the term means, how to apply it, and the most common misuses. No consultant jargon.
10 TERMS
The 5-Why is a structured root cause method that asks why five times until the actual cause surfaces. The right way to run it and how plants get it wrong.
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A gemba walk is a structured walk-through of the floor by a leader, observing the actual work and talking to the operators. The right way to run one and the misuses.
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A real kaizen event implements changes on the floor by Friday, not a slide deck of ideas. The five phases, the data work, and what separates it from a workshop.
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A manufacturing huddle is a short, standing meeting at the start of the shift that aligns the team on the day. The agenda, the duration, and the failure modes.
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OEE captures how well a piece of equipment is performing against its theoretical maximum. The math, the components, and the realistic targets.
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Operational excellence is a disciplined operating system that runs every part of a plant. Not a slogan, not a project list. The components and what it actually requires.
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A Pareto chart sorts problems by frequency or cost so the team can attack the largest contributor first. The rule, the right way to build one, and the misuses.
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Shop floor management is the discipline of running the production floor as a coherent system. The components, the daily rhythm, and what separates real management from supervision.
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Takt time is the rate at which production must run to meet customer demand. The formula, the difference from cycle time, and how it sets the pace of the line.
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TPM is a maintenance approach that puts the operator at the center of equipment care. The eight pillars, the realistic starting point, and what it actually requires.
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