Dandori is the work done for preparation before the main production work. For example, replacing jigs, tools, and drills, setting or calibrating machines and equipment.

Dandori time or changeover time is the time it takes to change the machine until a good product is released.

It is an activity of going to genba (workplace) to check/observe actual conditions to find facts.

Japanese for 'real place', now adapted in management terminology to mean the 'workplace' or the place where value is added. In manufacturing, it usually refers to the shop floor.

Japanese for isolated jobsites. The configuration of production lines for work processes is isolated and cannot be efficiently combined with the processes of other workers and corresponds to an increase or decrease in production.

Henka-ten or change point is when changes occur (change point) in the production process including changes in the 4M factor (Man, Machine, Material, Method).

Heijunka or levelled production is an equalization of the goods, type and quantity to be produced within a determined period.

Hiyari-Hatto or near miss is an incident or experience of almost having a serious accident. Although there is no work accident when experiencing a near-miss, this is an indication that there are unsafe conditions in the workplace so it must be reported immediately to the supervisor.

Hito-zukuri or the process of people's development is often associated with Monozukuri. In making products, good skills, knowledge, and attitude are needed. This can be achieved through the process of training/education and mentoring from superiors.

Japanese for Part-Withdrawal-Kanban. Indicates the time & amount of part in one process for the order from the supplier in the previous process. There are two types of Part-Withdrawal-Kanban: Inter Process Kanban and Supplier Kanban.

Japanese for maintenance. The process of checking and or repairing so that the machine can be operated according to standards.

Japanese for standard in process stock. The minimum stock material needed to be able to repeat the work sequence effectively and safely and minimize material.

Japanese for abnormalities. Abnormalities in production are the occurrence of conditions outside the standards set (for example problems with machinery and equipment, defects in products, and others).

The system assembles only one part or one product at that time, processed and shipped along the production line to the following process.

Japanese for automation, a system that is able to detect abnormalities and stop the process so that the abnormality does not flow to the next process.

Jikkou-Takt-Time or Actual-Takt-Time is Takt which is set outside of regular working hours during operations which cannot be avoided via calculations based on regular working hours.

Improvement activities to increase work productivity, such as reducing cycle time, eliminating muda, mura, muri and reducing manpower.

Jundate is a method of retrieving required parts for production from the previous process and the part is used in a single production line process.

This delivery method is when the order of products and parts to be taken has been determined, the product is taken from the previous process in the order.

A series of parts (usually large parts) that have been arranged and sorted in such a way so they can fit the needs of the subsequent process.

Kanban is a tool used in the Toyota Production System to operate the production system as a pull system. It is a system that provides for conveying information between processes and automatically orders parts as they are used. Every item or box of items that flows through our production process carries its own kanban. Kanbans are removed from items as they are used or transported and go back to the preceding processes as orders for additional items.

Kadouritsu or operational availability is the proportion that shows that equipment is running well and correctly as required.

Kadouritsu or operation rate shows the actual level of production achieved by the process. Kadouritsu is a percentage of the actual total production capacity generated during regular working hours as determined by demand. The level of this operation itself changes depending on sales and looking at the efficiency of the process.

Japanese for the loading average. Represents how much Toyota loads to produce in the specified time in 1 shift.

Performing “unnecessary work processes” that do not contribute to the progress of the process or the accuracy of the products being processed and instead increases costs.

KYT or hazard prediction training is for workers to suspect and show potential hazards to prevent work accidents.

Kotei or process is a production line from the material processed into a product. In other words, a huge process is carried out in the genba to make a product.

Japanese for Intra-Process-Kanban. Kanban that are applied in the same process or line to ensure that the material or part drawn by the next process is replaced with the exact same amount, type, and sequence that has been withdrawn.

Japanese for Production Control. Management that efficiently controls manufacturing equipment, labor, materials, and others so that the products requested by customers can be delivered in the specified quantity, with the specified quality, and the specified delivery time. In other words, "process control" means the planning and operation of the manufacturing process in an efficient manner.

Japanese for continuous processing flow which is one of the conditions of the three basic requirements of Just-in-Time. The goal is to eliminate stagnation in the employment process and between processes, then carry out production in a one-piece-at-a-time way.

Mae-Kotei or previous process is one of the process names used in the order in which a product is made that indicates the previous process.

Visualization of work progress, so that everyone can see the details of the work plan, the current situation, and the progress of the results so that they can understand the problem and the direction of countermeasures.

Checking the sequence that has been set in the initial process, which is large in number, as well as pulling the required type of part from the initial process according to the number that has been set (Pulling by sequence). The goal is to synchronize the number of previous processes (Setting the type and quantity, considering the transport efficiency, lead time, and manpower).

Monozukuri or making product is not just about making a product, but by thinking thoroughly about how to add value to the product and issue ideas for product manufacturing innovations. In addition, repeated innovations will improve the quality of the product and the process of making it.

Japanese for futilities or an activity that consumes resources but does not create added value. In other words, Muda are some elements of production that only increase costs without generating added value.

Mura interpreted as inequality or irregularity, especially at the level of the production process, occurs because of the distribution of material burdens or excessive work. For example, employees are asked to compress work in the morning, which results in less work during the day. This start-speed up-stop work model is not good for employees and machines and can cause fatigue, stress, breakdowns, and work accidents.

Muri is the overburdening of machines, facilities, and people. Muri pushes machines and people to exceed their natural limits, causing fatigue and stress and increasing the likelihood of accidents. Excessive loading on the machine can also cause breakdowns and increase defects, causing wastage of materials and products.

Communicating with related parties to get input and build consensus and achieve agreed goals.

This is a method of separating trucking work and unloading work, and after the driver has transported to the destination, transfers to the loaded and unloaded trucks to immediately start the delivery work.

Poka means accidental error, and Yoke is preventing. Poka-yoke is a tool that is able to prevent the production process when abnormality occurs.

Japanese for working standards. It is a standardization of methods and needs in every work process in order to be able to guarantee safety, quality, and productivity.

Japanese for sorting (concise). Separate which items are needed and which are not needed, then discard/remove those that are not needed.

Japanese for arranging (neat). Grouping, tidying up, and providing indication labels to find the identity of the goods (name, minimum quantity, maximum, PIC) so that they are easy to find and use.

Japanese for cleaning (clear). Regularly clean tools and work environment to ensure function and safety. At a higher level, it means trying not to produce garbage.

Shisya-Kosyo or stop-point-confirmation is one of the activities to maintain security while at work with the movement of pointing, seeing, and confirming conditions by voice (with the word "yosh") aimed at ensuring safety.

Shiwake or sorting is dividing and classifying items by type, purpose, division, and others.

Shojin or manpower saving is a reduction of work for one person by way of kaizen work or kaizen equipment.

Japanese for flexible manpower. The philosophy of flexibly managing the production process as demand changes so that the number of operators increases or decreases.

Seiketsu or treatment ensures that the condition of the 3S (Seiri, Seiton, Seiso) is well maintained. The meaning of seiketsu is "do not dirty the work area."

Shitsuke or discipline is being able to carry out 5S activities in a continuous discipline for people development.

Japanese for Kanban Production Instructions which is used to order materials at the beginning of production at each work site. There are two kinds of Kanban production instructions, namely Intra-Process-Kanban and Signals Kanban Signals.

Shingo-Kanban or Signal Kanban is a Kanban that is used in processes that produce many types of products in one line, for example presses, die-casting, plastic injection, and it takes some time to change steps. This Kanban is for parts that are handled in the production process based on lots.

Shiji-Bira or specification manifest is an instruction sheet that shows the instructions regarding what kind of parts will be installed on the vehicle produced.

STOP 6 is a classification of potential hazards divided into 6 groups (STOP 6). The 6 categories of causes of the accident are as follows: A: Apparatus (Pinched) B: Big Heavy C: Car (Hit by a vehicle) D: Drop E: Electric (Electrocuted), Ergonomic F: Fire (Fire or hot objects)

Standardized Work Table (TSK) is a table that displays the working layout of each operator. In addition to the 3 elements of work standards (Takt Time, Work Order, In-Process Stock Standards), operators must also record quality checks, safety points, and others. It is one of the visual control tools for work leaders, which is affixed to the workplace to facilitate observation.

Standardized Work Combination Table (TSKK) is a table that shows the sequence of work and time on each work element, clarifies the work time, shows the scope of work for the processes that must be accounted for in takt time, and visualizes whether or not it can combine the work of people and machines.

Standardized Production Capacity Sheet (TSKP) shows the ability of each process when processing a part. Writing down the manual work time, auto process time and tool change time. Used in processes that use machines, explaining the sequence of process capabilities for each machine according to the order of the process. In that line, the engine with the least production capability at regular times is the bottle neck process, marking the "bottleneck process" machine in the genba.

Syou-Rotto is a small lot which means that if in one lot, the number of products to be produced is small.

Dandori that is carried out outside the line process so there is no need to stop the machine, both initial preparation and tidying up afterwards.

Takuto-time or takt-time is a unit of time "how much time is used to complete a job" that is determined based on regular operational time and the amount required.

Tanokoka or multi-skilled operator is to create flow and increase efficiency, one worker must be able to operate several machines, then be able to perform various jobs in his work area.

This is a method of transportation according to a predetermined schedule. The amount of transportation does not depend on the amount of consumption at that time. In cases where the workplaces are far apart, this method is used for ease of operation.

This is a mechanism that is used when problems are found (eg work delays, quality problems) on the conveyor line, the conveyor does not stop immediately but waits until it reaches a predetermined point and stops.

Japanese for waiting. It is a condition when the operator does nothing but wait, such as waiting for the engine cycle, fixing the equipment, or waiting for the delivery of parts.

Tsukuri-Sugi-No-Muda can be interpreted as Muda over production. If it is made to produce too much it will result in an increase in stock, resulting in wastage. If we produce something that is not needed in the near future, and then there is a change in production planning then more stock will become Muda.

Temachi-No-Muda or Muda waiting is where workers cannot start work because there are incomplete tools, materials,, instructions, etc to do the process themselves. Waiting time will become Muda because it wastes time and energy.

Ketika penggunaan part di next process dalam proses sudah mencapai jumlah tertentu, maka prosses sebelumnya akan mengirimkan part dalam jumlah yang dibutuhkan pada saat itu juga.

Ugoki is an operator's movement that does not create value (added value). Ugoki can also be found as Muda on the machine movement.

Jobs like machining, assembly, and inspection are jobs that really add value in manufacturing. Transportation is an important but not value-adding activity, so the shorter and faster the delivery process the better.

Operator movement that does not create added value in production activities. In the workplace we also pay attention to the movement of work.

Yokoten stands for Yoko-Tenkai (Deployment). This means conveying the content decided in the meeting to other sections horizontally and doing the same thing. If a good example can be set in one department, it will be used as knowledge or ideas at Toyota and passed on to other divisions.

Youso-Sagyou-Hyou or Element Instruction Sheet (EIS) is the procedure of performing each work element to complete one part or complete the mechanism partially. Contains key points for Safety, Quality and Illustration of work along with the time and sequence of work elements.

The Japanese language of streamlining work means to downsize and reallocate production equipment and use space effectively.