Lean

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Across
  1. 2. Underlying cause of a problem is first identified
  2. 3. Any activity that consumes resources but does not provide value as defined by the customer.
  3. 5. An improvement philosophy in which continuous incremental improvement occurs over a sustained period of time, creating more value and less waste, resulting in increased speed, lower costs and improved quality.
  4. 6. A Japanese word for the “real place” or the place where the work actual occurs. To understand the real issues that affect a process it is critical to go to gemba in order to see what is actually happening.
  5. 7. Any activity, which, from the ultimate customer’s perspective is of value
  6. 8. Anyone who has an interest in a process, typically as supplier, customer or one who actually performs the work
  7. 9. A form used as a reference to assure all of the key steps in a process have been completed. Check lists are often integrated into the standard work for an operation.
Down
  1. 1. Or Cause-and-effect Diagram
  2. 4. Documentation of the best known method for completing a task or activity. This becomes the way for everyone working on that process to perform the work
  3. 10. The implementation of fail-safe mechanisms to prevent a process from producing defects