| 5S | Sort, Set in order, Shine, Standardize, Sustain - an organised workplace |
| Andon | A light or signal that shows status and calls for help at once |
| Bottleneck analysis | Find the slowest step - it limits the whole line |
| Continuous flow | Move one piece (or small bundle) at a time with no waiting |
| Gemba | Go to the real place where work happens |
| Heijunka | Level the mix and volume of production over time |
| Hoshin Kanri | Link company goals to every department's actions |
| Jidoka | Stop automatically when something goes wrong |
| Just-in-Time | Make only what is needed, when needed, in the amount needed |
| Kaizen | Small daily improvements by everyone |
| Kanban | A card or signal that pulls material only when it is used |
| KPIs | A few measures that drive the right behaviour |
| Muda | Waste - anything the customer does not pay for |
| OEE | Availability × Performance × Quality of a machine |
| PDCA | Plan, Do, Check, Act - the improvement cycle |
| Poka-Yoke | Error-proofing so a mistake cannot happen |
| Root cause analysis | Ask "why" until you reach the real cause (5 Whys) |
| SMED | Changeover in single-digit minutes |
| Six big losses | Breakdowns, setup, small stops, slow speed, start-up rejects, production rejects |
| SMART goals | Specific, Measurable, Attainable, Relevant, Time-bound |
| Standardized work | The current best method, written and followed |
| Takt time | Available time ÷ customer demand - the pace to match |
| TPM | Operators and maintenance together keep machines healthy |
| Value stream mapping | Draw material and information flow to see delays |
| Visual factory | Signs, colours and boards that show status at a glance |