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    1. Ausrichtung aller Tätigkeiten auf den Kunden (Kundenorientierung) 

    2. Konzentration auf die eigenen Stärken 

    3. Optimierung von Geschäftsprozessen 

    4. Ständige Verbesserung der Qualität ( Kontinuierlicher Verbesserungsprozess , KVP) 

    5. Interne Kundenorientierung als Leitprinzip 

    6. Eigenverantwortung, Empowerment und Teamarbeit 

    7. Dezentrale, kundenorientierte Strukturen 

    8. Führen ist Service am Mitarbeiter 

    9. Offene Informations- und Feedback-Prozesse 

    10. Einstellungs- und Kulturwandel im Unternehmen.

    (Quelle: nach Graf-Götz und Glatz Organisation gestalten, Beltz-Verlag)

    Hier  finden Sie das Lexikon des Lean-Magazins 4.0

    dirty, dangerous, difficult (schmutzig, gefährlich, schwierig)

       (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php) 

    Hier  finden Sie das Lexikon des Lean-Magazins 4.0

    The three elements of just-in-time (JIT) are:

    1. Cycle time

    2. Flow manufacturing

    3. The downstream pull system


    H ier finden Sie das Lexikon des Lean-Magazins 4.0 

      3 Elemente der Nachfrage: Die drei Faktoren der Kundenzufriedenheit sind Qualität, Kosten-und Lieferbedingungen. 

    Here  finden Sie das Lexikon des Lean-Magazins 4.0 

    5S or also 5A (German-speaking area) is a workplace organization (methodology), which is used in production but also increasingly in the service sector. It is an idea from Japanese production concepts, which serves as an instrument to make workplaces and their surroundings safe, clean and clear. Without the basic prerequisite of cleanliness and order, neither quality work nor an improvement of work processes is possible. Objectives: 

    • Trouble-free

    • No searching

    • Short transport routes

    • Avoidance of waiting times

    ollows from this: => No waste As a methodical tool, the 5S can be applied in all areas of an organization 5S stands for:

    1. Seiri: Sort out!

    2. Seiton: Place properly!

    3. So: Clean up!

    4. Seiketsu: Keeping clean!

    5. Shitsuke: Practice self-discipline!

    However, some translations go to the A. This is why the concept is also known as 5A. 5A stands for:

    1. Sort out!

    2. Clean up! (Arrange work equipment ergonomically)

    3. Workplace cleanliness!

    4. Make arrangement the rule!

    5. Keep to all points and improve!

    Here  you will find the lexicon of the Lean-Magazine 4.0

    Waste happens through:

    • Overproduction (too large quantity)

    • Stocks (too much material usage)

    • Transport (too long distances)

    • Waiting times (too much time)

    • Manufacturing process

    • Unnecessary movement

    • Occurring errors

    Meanwhile 2 other types of waste are often discussed:

    • Waste through poor ergonomics (especially with regard to employees):

    • Not or wrongly used talent


    Here finden Sie das Lexikon des Lean-Magazins 4.0   

    The Failure Mode and Effects Analysis is actually a procedure for quality assurance of production and administration. Its formal principle is used in project management to translate uncertainties and risks into calculable processes. This is done with the help of tables, the first column heading of which often names the process to which a failure refers. The type, cause, probability of occurrence and consequences of the possible disruption/imponsibility are also listed in separate columns.

    A

    The ABC analysis is an easy-to-use method of situation analysis for setting priorities. It can be used to graphically illustrate concentration ratios (Lorenz curve). The original application was the determination of parameters in the distribution of income by the American Lorenz. In the materials management the ABC analysis determines the cost portion of the different camp parts of the camp total costs. In manufacturing the materials with the highest cost portion of the product interest the materials. In marketing and selling it applies to find the few articles which furnish together a high turnover portion of the total turnover.

    (Source: GPM) 

    Here finden Sie das Lexikon des Lean-Magazins 4.0      


    Recording the ("technological") conditions for the course of the project, determining deadlines and time limits, including their optimization and monitoring.

    (Quelle: GPM)

    Here finden Sie das Lexikon des Lean-Magazins 4.0  

    The process organization regulates the temporal and spatial order of the operational processes and procedures. It is supplemented by the Process organization.

    Here finden Sie das Lexikon des Lean-Magazins 4.0  

    The ability to detect and rectify a fault, i.e. any deviation from a standard operation, in good time.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

    Here you will find the lexicon of the Lean-Magazine 4.0  


    This team is entrusted with the solution of current individual problems and special tasks and works under a time limit. This term includes for example the execution team, the evaluation team and possibly also the project team.

    (Quelle: Schneider: Lexikon zu Team und Teamarbeit)

    Here you will find the lexicon of the Lean-Magazine 4.0  

    Evaluation of all change requests, especially if they affect project goals, initiation and monitoring of changes in the project result and its documentation

    (Quelle: GPM)

    Here finden Sie das Lexikon des Lean-Magazins 4.0  


    Acceptance refers to the more or less consensual attitude and attitude of an individual or a group towards an object, subject or other matter.

    (Quelle: GPM)

    Here finden Sie das Lexikon des Lean-Magazins 4.0  


    This term applies to a working group, whose members, separated from
    hierarchy
    to the rules and standards at their workplace. Individuality and independence are lost. The Alibi Team is not a real team, but a pseudo team.

    (Quelle: Schneider: Lexikon zu Team und Teamarbeit)

    Here finden Sie das Lexikon des Lean-Magazins 4.0  

     

    The ability to face ambiguous and confusing requirements or to deal with an unknown situation. The ability to make rational decisions despite major uncertainties.  

    Here  finden Sie das Lexikon des Lean-Magazins 4.0  


    The analogy method belongs to the methods of Cost estimate. For this purpose, the project to be estimated is compared with similar, completed projects. An analysis of the deviations identifies similarities and differences between the projects with regard to the most important influencing factors (project organization, development environment, metrics, etc.). Afterwards an evaluation of these regarding effort and productivity takes place. The estimation accuracy depends on how well the project to be estimated is known (specification sheet) and on the experience in the correct selection and estimation of the influencing factors in the deviation analysis. Basis of the analogy method is extensive experience with similar, completed projects.

    Here finden Sie das Lexikon des Lean-Magazins 4.0  


    A visual signal. Usually this is a small light that has been attached to a machine and draws attention to possible problems or work stops.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

    Here you will find the lexicon of the Lean-Magazine 4.0  


    For connections of activities within a network it can happen that the start of an activity depends on the start of its predecessor. This dependency is called the initial sequence.

    (Quelle: GPM)

    Here finden Sie das Lexikon des Lean-Magazins 4.0  


    Definition according to DIN: A relationship is a quantifiable dependence between events or operations.

    Here finden Sie das Lexikon des Lean-Magazins 4.0  

    Trigger planning is a method of scheduling that is used in project management as phase planning for projects. Here the product to be created is divided into individual verifiable sections from its creation through its use to its disposal. This planning technique first roughly outlines the entire scope of the project, and then plans the nearest sub-sections step by step as finely as possible. In order to limit the technical and economic risk, the development of a product is divided into defined sections with fixed starting and end points. This step-by-step procedure allows a review of the work done and a forecast based on the experience gained and results at defined points in time. This planning process is typical for investment projects such as plant construction, factory construction and in the construction industry. The results of a completed phase are the basis for the next phase. This phase model also accommodates a way of thinking in budget units, but even so it sometimes endangers the overall project time due to missing approvals.

    (Quelle: GPM)

    Here finden Sie das Lexikon des Lean-Magazins 4.0  


    ASP - Application Service Provider Software is offered for rent over the Internet.

    Here you will find the lexicon of the Lean-Magazine 4.0  

    The correct work steps of an employee, executed in the correct order.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

    Here finden Sie das Lexikon des Lean-Magazins 4.0  

    Definition according to DIN 69902: The work result is the quantity of units generated by the use and/or consumption of input materials.

    Here finden Sie das Lexikon des Lean-Magazins 4.0  

    A work package (WP) is a part of the project that is not further subdivided in the work breakdown structure and can be on any level of structure (definition according to DIN). The work package should be defined as a self-contained element with clear boundaries and interfaces to other work packages so that it can be delegated to an organizational unit for processing. It forms the last and lowest element in a branch of the work breakdown structure. For further detailed planning, the work package can be broken down into individual tasks (activities). However, these activities are not listed in the work breakdown structure, but in detailed networks and Gantt charts. The sum of all work packages gives the complete picture of all the work that needs to be done to achieve the project goal.

    (Quelle: GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0  


    Time that is available within the standard work for a single work step.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0  

    Application service provider software is offered for rent over the Internet.

    Here finden Sie das Lexikon des Lean-Magazins 4.0  

    Die Aufbauorganisation dient der

    • Bildung von Stellen und Organisationseinheiten

    • Zuordnung der betrieblichen Aufgaben und Stellen

    • Zuordnung der Sachmitteln zu Stellen

    • Festlegung der Beziehungen zwischen den Stellen (Berichtswege und Informationsflüsse)

    Die Organisation erfolgt nach Kriterien der Zweckmäßigkeit. Neben der klassischen funktionalen Stab-Linien-Organisation, werden heute mehr und mehr Prozeß- und Projektorganisationen gebildet. Das Begriffspaar Aufbauorganisation und Process organization prägt die deutsche Organisationslehre.

    Here finden Sie das Lexikon des Lean-Magazins 4.0  

    If the tasks in the area of investigation provide the decisive starting point for the project, a task breakdown is necessary. The analysis is carried out according to five structure points: Tasks, objects, rank, phase and purpose. The last three points are relevant to the content of each task and are therefore only formally listed. Which tasks are to be performed on which objects is of factual importance for the task analysis. The task classification is used when the tasks of a workplace or an area are to be systematically collected and presented in the context of an organizational project, and the tasks to be performed in the project are to be systematically recorded and planned. A task can be further executed according to the criteria object and performance in an AND-structure or an OR-structure. This enables a systematic recording of subtasks, which can be done according to the usual procedures of the as-is analysis (e.g. document analysis, interview, etc.). All tasks must be systematically arranged, complete and detailed. Instead of the map technique and the raster sheet method, the task analysis can also be supported by software programs. The individual tasks are arranged hierarchically and illustrated in an outline tree (structure picture). This technique can be used for all organizational questions of the project, but it only reflects the actual state and does not offer any solution approaches.

    (Quelle: Mehrmann/Wirtz)

    Here you will find the lexicon of the Lean-Magazine 4.0  


    client needs are:

    • Timely provision of the agreed service

    • Full consideration of the client's needs and requirements

    • customer satisfaction

    Here finden Sie das Lexikon des Lean-Magazins 4.0  

    Contractor needs are:

    • Efficient handling of projects

    • Maintaining standards

    • Consideration of overarching aspects

    • Profitability

    Here finden Sie das Lexikon des Lean-Magazins 4.0  

    see quantity proportionality

    Here finden Sie das Lexikon des Lean-Magazins 4.0  


    Determination of the time and resource requirements for all activities/work packages as the basis for the planning and control processes in the project.

    (Quelle: GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0  

    Cost estimation is the forecast of the personnel capacity requirements in a project. The quality of the effort estimation depends strongly on the underlying documents e.g. ACTUAL analysis, Specifications, tender documents etc. The cost estimate is based on 2 variables: workload and productivity.

    Here finden Sie das Lexikon des Lean-Magazins 4.0  

    The expense value is a key figure in resource accounting. It describes the ratio of resource input to work result with the following formula:

    Effort value = input resource cost/working result

    (Quelle: GPM)

    Here finden Sie das Lexikon des Lean-Magazins 4.0  


    Expressive creativity is the lowest form of creativity. With this form of creativity, talent, know-how and originality of the thought presented are unimportant. Spontaneous drawings by children are typical examples. See also: emergent Creativity
    , inventive-Creativity
    , Iinnovative-creativity.

    Here finden Sie das Lexikon des Lean-Magazins 4.0  

    This special committee is usually entrusted by management with innovative tasks, for which a longer period of time is planned for implementation. Such an ad hoc committee is responsible for the implementation and monitoring of measures ordered by management (e.g. remediation committee, safety committee).

    (Quelle: Schneider: Lexikon zu Team und Teamarbeit)

    Here finden Sie das Lexikon des Lean-Magazins 4.0  


    A plant in which all available capacities are precisely matched to demand.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

    Here you will find the lexicon of the Lean-Magazine 4.0  

    The time a machine takes to produce a unit, excluding loading and unloading.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   


    German equivalent of the Japanese word Jidoka. Stands for "human automation". A machine is equipped with human intelligence so that it stops automatically when a problem occurs.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   


    B

    The Balanced Scorecard is a management method A Balanced Scorecard summarizes the information of a company that is really important for strategic development. Balanced in the scorecard means balance in three ways:

    1. in the presentation of the company,

    2. in the inclusion of all essential organizational units,

    3. in the communication with all employees.

    With the Balanced Scorecard the following five intentions are pursued:

    1. Capturing the complexity of operations and reducing it to partial aspects that are transparent to all employees,

    2. Making visions and the strategic goals derived from them measurable,,

    3. Communicate these strategic goals to every employee,

    4. Anchoring strategies in the daily business (=> budget),

    5. Adapting strategies to changing living conditions.

    (Quelle:  Balanced Scorecard - mehr als ein Kennzahlensystem Frieda, Herwig R., Schmidt, Dr. Walter)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   


    The graphical representation of the work breakdown structure, which divides the project hierarchically into subtasks and work packages on different levels, is called tree structure. On the highest and first level the task/project is always listed. Subtasks and work packages follow on different levels (branches). See also: Work breakdown structure (WBS)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Federal Association of German Management Consultants

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    The primary task of container management is to optimize the demand and use of returnable containers and load carriers in order to achieve stable processes and cost savings. To this end, the container flows between suppliers, customers and service providers are coordinated. The basis for the optimization of the volume flows is a well-founded data basis, which is generated by the use of specially developed container management software. Account management based on manual bookings and/or Auto ID RFID solutions creates the necessary transparency for the optimal control of container flows and thus significantly reduces inventory levels, throughput/turnaround times and shrinkage.

    (Quelle: www.comepack.com)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   


    Definition according to Heib and Daneva: Benchmarking is a management tool for determining and delimiting organizational changes. It is the continuous evaluation of own company objects by comparison with best in class or with quantified standards. Benchmarking aims at securing or regaining the own competitiveness of a company.

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Der Berichtsplan bietet eine Übersicht über alle im Rahmen einer Projektabwicklung zu erstellenden Berichte, ihre Form, Erscheinungstermine, Umfang, Ersteller und Empfänger. Die Berichte kann man innerhalb des Planes in auftraggeberorientierte (z.B. Status Report) und interne Berichte (z.B. Situation report) untergliedern.

    (Quelle: GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Target group-oriented, needs-based information of all project participants about the project processes, especially for steering committees and documentation

    (Quelle: GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Largest cost item, comprising all materials, supplied parts, work in progress and those end products that have not yet been resold to the customer.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    The participant analysis serves to examine the various interests, motives, attitudes, behavioral patterns, etc. that arise in the project, which should thus be included in the planning, goal setting, implementation and evaluation of projects. By interviewing key persons, by working in a peer group or by means of structured questionnaires, the formal and informal groups, institutions and persons involved in the project can be identified, as well as their relationship to each other. These characteristics can be visualized in a table, a relationship matrix or as a map. Additional project goals and activities, but above all possible consequences for the project can be derived from the analysis of participants.

    (Quelle: Gabler Management)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    An appraisal team decides on personnel issues such as hiring, promotion and salary changes. Since the assessment of a candidate is a complicated process due to the variety of human aspects to be considered, the decision is delegated to a homogeneous ad hoc team whose overall judgement (compilation of all individual statements) is more objective and meaningful than the opinion of an individual examiner.

    (Quelle: Schneider: Lexikon zu Team und Teamarbeit)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    A reference configuration reflects all technical documents of a product and thus its configuration at a certain point in time. It is an essential element in determining the configuration and forms the basis for further activities (e.g. determining deadlines and costs, etc.).

    (Quelle: GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    The black box method (method of the black box) serves to make the complexity of systems manageable. One considers the system as a black box by ignoring its inner structure for the time being. The control mechanism within the object under consideration is built into the overall system as a black box, unless one knows how it works or it is opaque. By considering the logical and statistical relations between the input information (Input) and the output information (Output) one tries to draw conclusions about the opaque or invisible control mechanism within the black box. This leads to a reduction of the various conceivable behaviors to a small selection.

    (Quelle: GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Work areas or stations in production that reduce production throughput

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Business process management is the active operation of a business process model, i.e. the holistic management of all processes running in the company, including the consideration of interfaces to the outside world (e.g. to suppliers, outsourcers, customers). This includes all process-related, organizational and controlling aspects in relation to the business processes. If you follow this definition, it quickly becomes clear that BPM is more than just the description of business processes in any way. See also: Business Process Management Business Process Management.

     (Quelle: dms-akademie.com)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    A method of idea generation and creative trial solution technique developed by the American Alex Osborne in groups of 8 to 15 participants. Without any criticism or comment, as many new suggestions as possible are spontaneously made on a specific problem within a limited time (15-20 minutes). 

    Here  you will find the lexicon of the lean magazine 4.0   


    Brainwriting or also 635-method was developed by Bernd Rohrbach. This method is based on the knowledge that proposed solutions are always particularly successful when other participants take them up and develop them further. The rules are: Take a group of 6 participants, for example, who write down 3 ideas in one column each on a prepared form on which the problem is described (3 ideas per participant and sheet). Then the sheet is passed on to the left neighbor, who again writes down 3 ideas, which e.g. associatively or logically systematically build on the ideas on the sheet. This is repeated exactly 5 times. Afterwards the ideas are evaluated. The procedure for the evaluation can be the same as for brainstorming .

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Stations or processes that reduce the production output of the entire system.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/terminology.php)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    "Bulletin board" on which callers leave their messages. If, for example, customer inquiries land on a bulletin board, they can be read by several people until the responsible employee answers and removes them. This avoids the repeated processing of similar inquiries.

    (Quelle: Report Wissensmanagement: Wie deutsche Firmen ihr Wissen profitabel machen Herausgeber: Prof. Dr. C.H. Antoni, Dr. Ing. T. Sommerlatte)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Business process management is the active operation of a business process model, i.e. the holistic management of all processes running in the company, including the consideration of interfaces to the outside world (e.g. to suppliers, outsourcers, customers). This includes all process-related, organizational and controlling aspects in relation to the business processes. If you follow this definition, it quickly becomes clear that BPM is more than just the description of business processes in any way. See also:
      Business Process Management.

    (Quelle: dms-akademie.com) 

    Here  you will find the lexicon of the lean magazine 4.0   


    C     

    This term falls into the area of project controlling and describes the determination of the financing process of a project. One sets an observation period, within which the financially produced surplus of the business activity/project is expressed by the key figure cash flow. This shows the financial resources available to the company during the current sales process to cover the repayment of principal, investment expenses, etc., whereby the current operating expenses have already been deducted within the cash flow. The controller must be aware that the cash flow indicator only reflects the cash inflows and outflows during a period, not the capital available at the balance sheet date.

    (Quelle: Mehrmann/Wirtz)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    see Critical Chain Project Management

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Arrangement of the machines according to the actual process sequence. The machine workers stay in the cell and the material is handed to them from outside the cell.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Describes a work cell in which the parts are automatically unloaded from the machines so that the machine operators only need to operate and can continue working on the next machine without waiting. Japanese for shop-load.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

    Here  you will find the lexicon of the lean magazine 4.0   

    An employee whose task it is to get away from the current status, i.e. batch production with the associated waiting times, in order to achieve a new ideal status: Lean manufacturing. Someone who leads the cultural change in the company.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Also transformation management. Refers to the systematic planning, management and control of major changes in organizations. Change management often places high demands on internal communication and the management of resistance.

    (Quelle: VDI Nachrichten Nr. 41)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Further development of the call and service center. CICs integrate customer service, support, complaint management, outbound sales, marketing activities and sales management.

    (Quelle: Reinhold Rapp: Customer Relationship Management Campus 2000)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Claim Management also includes claim management. Recording of all data relevant to supplementary claims, their legal and economic evaluation and the establishment or defence of supplementary claims.
    Nachforderungsmanagement umfasst das Sammeln, Sichern und Geltendmachen oder Abwehren von Nachforderungen aus Vertragsabweichungen oder -änderungen. (DIN 69 904)

    (Quelle:GPM)
    Here   finden Sie das Lexikon des Lean-Magazins 4.0     

    In this method of brainstorming, the project manager or controller creates a notebook in which he explains the problem on about two pages. He then creates a list of people who should receive the notebook in the desired order. Each employee then enters his or her suggestions for solutions and statements in the Note Book and passes it on to the list of people.

    (Quelle: Mehrmann/Wirtz)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Interaction of computer and telephone technology to produce new services. E.g. automatic call distribution (ACD) or voice recognition

    (Quelle: Reinhold Rapp: Customer Relationship Management Campus 2000)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Stations or processes that reduce the production output of the entire system. 

    (Quelle:TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    The commitment to improve products, workplace conditions and company reputation day by day.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Controlling comes from the English language and means to control. It is a results-oriented, future-oriented corporate management based on a reporting system adapted to specific requirements.

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Critical-Chain-ProjectManagement (CCPM) is a project management method based on the theory of Constraints (ToC), which tries to avoid harmful multitasking, i.e. WiP (Work in Progress) is kept as low as possible and in a multi-project environment all projects are staggered in such a way that the previously identified bottleneck of the overall system is optimally utilized.

    A special feature of the CCPM is the buffer management, which is aligned to the so-called critical chain. Buffers are much smaller than in classical project management and are located as a large block at the end of a project or as smaller blocks in front of the bottleneck resource so that it never has to wait until the start of its work and is optimally utilized. Thus a high adherence to schedules is achieved, allegedly of 95% despite a reduction of the project duration by 25%. CCPM is similar in its basic principles to Scrum, which is why these methods can be combined well with each other.  

    (Quelle: Alexander Kriegisch, Scrum-Master.de Siehe auch: Wikipedia - CCPM "Scrum und CCPM - zwei Erfolgsmodelle mit gemeinsamen Wurzeln")

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   


    The Critical Path Method (CPM) is based on an activity arrow network diagram (VPN) and is very similar to a bar chart, which is why it is also recommended for non-experts. Developed in the USA in 1957 by the companies E.I. Du Pont and Remington, it is considered the first network plan method. Its main purpose is to determine the critical path on which the events / activities are arranged in such a way that the total time span between the earliest and latest position of an event / activity (buffer time) is minimal. Thus, monitoring measures can be concentrated mainly on these activities and a safe project flow can be guaranteed.

    (Quelle: Mehrmann/Wirtz)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Customer Relationsship Management The management of customer relationships.

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Interaction of computer and telephone technology to produce new services. E.g. automatic call distribution (ACD) or voice recognition.

    (Quelle: Reinhold Rapp: Customer Relationship Management Campus 2000)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Further development of the call and service center. CICs integrate customer service, support, complaint management, outbound sales, marketing activities and sales management.

    (Quelle: Reinhold Rapp: Customer Relationship Management Campus 2000)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Customer Relationsship Management: The management of customer relationships.

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Tailor-made adaptation of products and services to customer expectations. The aim is to expand the relationship with the customer through personalized provision.

    (Quelle: Reinhold Rapp: Customer Relationship Management Campus 2000)

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    The time required by a machine operator to complete a job. Usually the time until the cycle starts again from the beginning. See Employee cycle time, Machine cycle time.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

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    D

    Ideally a central collection and distribution point for information. Data sources are brought together on a central platform, prepared in a form suitable for data analysis and made available to users. If an employee is looking for specific information, he or she defines criteria according to which agents browse the data pool. The result can be forwarded to a printer, e-mail or cell phone.

    (Quelle: Report Wissensmanagement: Wie deutsche Firmen ihr Wissen profitabel machen. Herausgeber: Prof. Dr. C.H. Antoni, Dr. Ing. T. Sommerlatte)

    Here  you will find the lexicon of the lean magazine 4.0   

    Definition according to DIN: The duration is the time span from the beginning to the end of an operation.

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    The delegation principle is the transfer of autonomy for action and decision-making in a specific area. Real delegation is only possible if responsibility is transferred and independence exists, otherwise it is only an instruction. Advantages arise from:

    • Employee development

    • Use employee skills

    • Increased productivity through employee satisfaction

    • Increase of motivation

    • Relief of the manager

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    This forecasting method is based on the assumption that a complex problem can be better analyzed and solved by several experts than by a single one. The Delphi technique involves confronting ten to twenty experts with a problem independently of one another using standardized questionnaires and obtaining their opinions. This questioning takes several rounds (usually three to four), which is why this procedure is very time-consuming. Each expert gives his assessment separately and anonymously until a modified, sufficiently homogeneous group opinion (Delphi judgement) can be identified. In contrast to the creativity oriented in brainstorming the Delphi method focuses on reducing an individual opinion to a group assessment.

    (Quelle: Mehrmann/Wirtz, Gabler Management, GPM)

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    The dialog is an interrelation for example between:

    • Human-Human

    • Human-Machine

    • machine-machine

    A direct reaction is generated during the dialog, so that queries can be made immediately in case of ambiguities.

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    The ability to engage in dialogue is the ability to represent and present one's own points of view and ideas convincingly. As well as a tolerant attitude towards the opinions, viewpoints and peculiarities of others and the ability to deal with them objectively.

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    Deutsches Institut for Normung e.V. Monopoly Office for Standardization in German Industry

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    Diviserty (German: Vielfalt) is a concept of corporate management not only to tolerate but also to promote differences among employees. At all levels, the appreciation and benefit of the individual differences of each employee is utilized. Diversity is a concept for promoting and utilizing the diversity of cultures and heterogeneous age structures in the company.

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    (Diviserty = German: Vielfalt) Diversity management is a corporate philosophy that aims to promote diversity in the workforce. It is the targeted integration of employees of different genders, skin colors, languages, nationalities and religions and serves to make use of different talents and a common understanding.

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    Systematic compilation of information about the project result (as-built documentation, user/operator documentation) and its development process (developer documentation).

    (Quelle: GPM)

    Here  you will find the lexicon of the lean magazine 4.0   

    Systems that capture and store knowledge that is already largely available in electronic form through office automation. Special methods of "information retrieval" make it possible to search for and browse through large document inventories in a structured manner.

    (Quelle: Report Wissensmanagement: Wie deutsche Firmen ihr Wissen profitabel machen. Herausgeber: Prof. Dr. C.H. Antoni, Dr. Ing. T. Sommerlatte)

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    All activities, work packages, subtasks and events with their respective planned dates are combined to an implementation plan, which, after all the usual coordination and approval processes, forms the legal basis for the implementation of the project. It must be familiar to all persons involved in the project, either in its entirety or, if it is too extensive, in parts that apply in each case. From this implementation plan, the further planning documents of the project should be developed, e.g. the time-related cost, expenditure and financing documents as well as the resource planning.

    (Quelle: GPM)

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    The time it takes to manufacture a single product, from the customer order to delivery.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

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    The speed at which the entire system generates money.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

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    E

    E-collaboration tools provide an Internet-based platform for group work. The software usually offers team functions that facilitate joint work. Features for project planning, control and monitoring are often included in the solutions. In addition, e-collaboration tools enable central storage and administration of documents as well as joint document processing with versioning and release functions. Search functions are standard so that the jointly stored information can be found again. Classic groupware functionalities such as messaging, shared calendar management and scheduling are also included. Other features include moderated and unmoderated discussion forums, e-conferencing and e-learning.

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    The reduction of makeready work to a single work step.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/terminology.php)

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    Definition according to DIN: Resources are personnel and material resources that are required to carry out procedures, work packages or projects.

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    Definition according to DIN: The resource inventory is the number of resources of one or more resource types available at a given time.

    Here  you will find the lexicon of the lean magazine 4.0   

    Definition according to DIN: The resource type is the entirety of resourceswhich are grouped according to certain characteristics common to all, such as material characteristics (e.g. type of material), technical characteristics (e.g. test facility), functional characteristics (e.g. properties), professional qualifications (e.g. programmer, locksmith).

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    Definition according to DIN 69902: The expenditure of resources is the total expenditure of a resource typewhose temporal position of use has not yet been determined.

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    Definition according to DIN: The input material requirement is the quantity of input materials required to achieve the work result at a certain time or within a certain period of time.

    Here  you will find the lexicon of the lean magazine 4.0   

    Definition according to DIN 69902: The input resource capacity is the quantity of units that can be generated by the use or consumption of an input resource in a time unit (e.g. an excavator can excavate 100 cbm in one hour). 

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    Determination of the required resources and their allocation for the entire project and the individual processes, their effective management and control.

    (Quelle: GPM)

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    Changeover of a machine in less than 10 minutes: the time between the last good part of a series to the first good part of the next series applies. Synonym: "Single-digit setup time".

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

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    A production concept in which only one part at a time moves from one workstation to the next, without the possibility of stocks forming in between.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

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    Time that is available within the standard work for a single work step.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

    Here  you will find the lexicon of the lean magazine 4.0   

    Emergentive (sich hervortuende) Kreativität ist die höchste Form der Kreativität. Aus eigenen Erfahrungen und Erkenntnissen wird etwas Neues, etwas Aussergewöhnliches geschaffen. Siehe auch: Innovative Creativity, Expression Creativity, inventive-Creativity
    .

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    A final sequence is a possible relationship between activities within a network. It exists when the end of an activity is dependent on the end of its predecessor (DIN definition).

    (Quelle: GPM)

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    Engineering is a word taken from the American language and originally describes all the activities of a classical engineer, but was then transferred to other areas such as software engineering, information engineering and business engineering.

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    Work areas or stations in production that reduce production throughput

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

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    See Theory of Constraints

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    Processes, software and tools to support the marketing process. EMA includes, for example, address generation, campaign execution, but also forecasting and planning functions.

    (Quelle: Reinhold Rapp: Customer Relationship Management Campus 2000)

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    See Steering Committee

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    In a decision tree, the possible or already occurred initial situation of a project forms the starting point of the decision making process. Different alternatives for action are conceivable, which entail different consequences. From this one can now derive subsequent situations that represent new starting points for further action alternatives. In order not to let the decision tree grow into infinity, one determines a time horizon or a number of steps as abort criterion, since the probability of occurrence of the regarded situations decreases with increase of these two components. A decision tree should only be used for clear scenarios and interdependent alternatives/situations.

    (Quelle: Gabler Management)

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    A decision matrix establishes a relationship between all possible situations of a project and the proposed action alternatives. The header of the matrix contains the relevant situations, the header column lists the solution alternatives, excluding of course unsuitable combinations. The cells within the matrix now offer weighed consequences, which for each individual situation form the starting point for an evaluation and hierarchical structure of their action alternatives. This approach to decision making is appropriate when the different scenarios are manageable and the alternatives are of equal importance.

    (Quelle: Gabler Management)

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    A decision-making team consists of members of the management and the relevant divisional managers. Their task is to formulate the problem, set deadlines and discuss alternatives for solving the problem. It can decide on the alternative solution to be implemented.

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    An event is a sequence element that describes the occurrence of a certain state (definition according to DIN 69900). Thus, it has no temporal extension, in contrast to the state it causes. For a project, however, the time of occurrence of the event and thus the achievement of a state is important.

    (Quelle: GPM)

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    Definition according to DIN: The EKN is a network diagram according to a procedure in which mainly events are described and represented by nodes.

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    Definition according to DIN: The EON is a network diagram which is exclusively characterised by the description of events (independent of the form of representation).

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    Inventive creativity is the ability to recognise the similarity between two different things and to create something new from it. Although this does not lead to technological breakthroughs, it does create new applications for known principles. See also: Expression Creativity, Productive Creativity, Innovative Creativity.

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    Definition according to DIN 69900: A substitute relationship is a relationship between two events which represents the paths no longer shown in the network aggregation.

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    Definition according to DIN 69900: A replacement process is a process that represents the processes replaced between two specific nodes.

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    In this special project cost forecasting procedure, the costs incurred by a project are added to the new estimate (Estimate To Completion) of the work still to be performed. The estimate is based on findings that are only gained during the course of the project, e.g. due to necessary changes. The sum of both cost factors (costs incurred + estimated costs) represents the probable total costs of the project (Estimate At Completion).

    (Quelle: GPM)

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    Evolutionism also calls for the following approaches to be added to the traditional linear cause-and-effect principle: self-reference approach, self-organisation, ultra-stability, reactions or interactions, circular causality (cybernetic approach), polycausality (multidimensional approach), random variability (stochastic approach), dynamics (process approach, inclusion of pre-causes/after-effects).

    (Quelle: GPM)

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    Expansionism means that each object of observation must 

    (Quelle: GPM)

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    Individual operations during tool change, which can also be carried out under safe conditions during the machine cycle.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/terminology.php)

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    Individual operations during tool change, which can also be carried out under safe conditions during the machine cycle.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/terminology.php)

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    F

    One speaks of face-to-face communication when employees exchange the latest information and data on a project or task in conversations that have no official character.

    (Quelle: GPM)

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    A technical meeting takes place between the employees of a company entrusted with the technical execution of the project tasks and participants from other institutions as required. It regulates the distribution of the technical tasks of a sub-project among the responsible persons.

    (Quelle: GPM)

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    The Failure Mode and Effects Analysis is actually a procedure for quality assurance of production and administration. Its formal principle is used in project management to translate uncertainties and risks into calculable processes. This is done with the help of tables, the first column heading of which often names the process to which a failure refers. The type, cause, probability of occurrence and consequences of the possible disruption/imponsibility are also listed in separate columns.

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    Definition according to DIN 69900: The detailed network plan is a network plan whose structure allows an insight into many details of the project process. It is developed from the outline network plan by increasing the number of roughly executed events, activities or their relationships while maintaining the flow structure, e.g. by refining several activities of the rough network plan using a subnetwork plan. In doing so, one first considers the early activities, then the late ones in the course of the project. A fine network plan can replace or supplement the outline network plan. In the latter case the two plans must also be coordinated during the project.

    (Quelle: GPM)

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    DIN definition: The percentage of completion is the ratio of the work performed as of a reporting date to the total work performed in an activity or project.

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    This method of effort estimation is very imprecise. The work value of a work package is determined depending on the estimated degree of production. Many subjective factors of the people involved in the project are taken into account.

    (Quelle: Mehrmann/Wirtz)

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    The stage of completion is the service planned or rendered at a given point in time, whereby this concept of service must be distinguished from that used in resource accounting (see service).

    (Quelle: GPM)

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    DIN definition: Completion value is the cost of an activity or project corresponding to the stage of completion. entsprechenden Kosten eines Vorgangs oder Projektes.

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    see Ishikawa diagram

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    A research and development project involves intellectual, creative and experimental work, the aim of which is to gain new, not yet available knowledge. The project objectives of this type of project deliberately exceed the current state of research in science and technology. Such projects include, for example, the development of new products or the design of new software etc.

    (Quelle: Mehrmann/Wirtz, GPM)

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    Definition according to DIN: The Free Buffer Time is the period of time by which an event or process can be shifted from its earliest position without affecting the earliest position of other events or processes.

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    Definition according to DIN: The Free Reverse Buffer Time is the time span by which an event or process can be shifted with respect to its latest position without affecting the latest position of other events or processes.

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    In a free interview, there is no prescribed catalogue of questions that determines the order, topics or formulation of the questions. The interviewer, for whom a good qualification is a prerequisite, can lead the interview with a view to the objective of the investigation and respond to the person interviewed. A free interview is usually open, flexible and lively, but it takes a long time and is therefore a costly affair. Moreover, such interviews usually depend on one or a few interviewers, are difficult to evaluate and are strongly influenced by the interviewer and his counterpart, so that objectivity is not always maintained. The use of free interviews may be appropriate during an exploration phase in order to gain an overview of the object of investigation.

    (Quelle: Mehrmann/Wirtz)

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    This human quality enables a person to cope with seemingly hopeless situations, severe disappointments and setbacks, as well as to react to recurring or shock-like frustration in a reasonable way. Frustration tolerance can be promoted through targeted training.

    (Quelle: Schneider: Lexikon zu Team und Teamarbeit)

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    Leading means steering cooperation, social action and creating optimal motivational conditions.

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    Leadership is to be understood as the goal-oriented influencing of employees' behaviour. The project manager is responsible for ensuring that the task assigned to him and his project staff is completed or the set goal is achieved.

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    This management concept envisages that the various management tasks of a team are performed by two people, a relationship specialist and a task specialist. In this way, the permanent balance between the internal cohesion of the team and its performance is to be maintained.

    (Quelle: Schneider: Lexikon zu Team und Teamarbeit)

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    Management principles are the written definition of general management tasks that apply equally to managers and employees. The leadership principles describe the spirit of leadership and thus comprise the corporate principles and objectives from which an optimal leadership organisation is derived. Leadership principles provide the basis for the overall assessment of managers at all levels with regard to the fulfilment of their management tasks.

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    Management instruments enliven the management principles. Their consistent application is the key to leadership quality in practice. Management instruments for communication are e.g:

    • Delegation technology

    • Decision making

    • Conference management

    • Staff appraisal

    • Employee information

    • Dialogue

    • suggestion scheme

    • Complaints procedure

    • Conflict regulation

    • Management Conferences

    Management instruments for employee development are, for example

    • ssessment centre for internal executive selection

    • Succession planning

    • Trainee programmes

    • Employee assessment

    • Staff appraisal

    • Staff recruitment procedure

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    Managers are employees with specific tasks and perform management functions. They can do this either as superiors, staff members or as people who are equipped with information and advisory skills without leading themselves.

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    Management organisation refers to how a company has organised itself in order to lead itself and its employees to success.

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    The quality of leadership is usually the deciding factor between success or failure - not the market. Therefore, the quality of leadership is one of the most important characteristics in a company.

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    This method of calculating project expenditure is mainly used to estimate projects in the IT sector. Based on the determination of functions, their evaluation and the quality to be provided, so-called function points are created. These are then transferred into a function curve. In the first step of the process, the business transactions are evaluated in the categories light, medium, complex and assigned a number between 3 and 15 to each size. These function points of the business transactions are added together (total 1).

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    A function chart is presented in matrix form and assigns specific tasks to persons/positions. It is divided into a horizontal header line, which lists all the persons/positions involved, and a vertical header column, which lists all the tasks to be performed. Each field of the matrix uses abbreviations or symbols to indicate the function (e.g. decision, control, execution, etc.) assigned to each person/position in relation to a specific task. Thus, each individual column shows the involvement of a person/position in the processing of all tasks. The lines record the division of labour, i.e. how many persons/positions are involved in the execution of a single task. In the multi-level form of a function chart, the header column contains not only individual tasks but also task areas consisting of several tasks. The header also shows the hierarchical relationships of superiority and subordination, from which the overall competence and responsibility can be derived. The function diagram provides a quick insight into the project planning, but if personnel shifts are made, it is no longer meaningful. Nor does it reveal information and communication relationships.

    (Quelle: Gabler Management)

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    This is the form of a work breakdown structure, in which the project object loses its contours and the tasks for planning and implementing the project are in the foreground. See also: Work breakdown structure (WBS)

    (Quelle: GPM)

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    This method of calculating project expenditure is mainly used to estimate projects in the IT sector. Based on the determination of functions, their evaluation and the quality to be provided, so-called function points are created. These are then transferred into a function curve. In the first step of the process, the business transactions are evaluated in the categories light, medium, complex and assigned a number between 3 and 15 to each size. These function points of the business transactions are added together (sum1).

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    G

    The GANTT technique (Henry Lawrence Gantt), which can also be described as a simple bar chart technique, simplifies scheduling by providing a graphical representation. The individual processes are plotted along a time axis in accordance with their duration. The disadvantage is that the scheduling dependencies are not recognisable. The GANTT technique is seldom used, when a visually convincing form of presentation is required for project scheduling with few project parts. See also: Listing technology, PLANNET Technology.

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    Gemba comes from Japanese and means: crime scene - place of action. Gemba is where profits are made or losses occur! With small means almost every stage of production can be freed from non-value adding processes. The way does not lead via costly automation projects, but via small, practically realisable steps to a flexible, lean production in manufacturing. The Gemba is the source of ideas for improving quality, costs and delivery. Kenishi Sekine (the Gemba Pope) has been involved in the organisation of "lean factories" and the rapid increase of productivity for more than 30 years. He is known in professional circles as the "pope" for the optimisation of production processes. Numerous books and publications underline his expertise and reputation. The use of Gemba in organisation and administration is still new and is developing rapidly at the moment. The continuous improvement in the office releases undreamt-of potentials. The reduction of lead times and improved added value of all processes saves a lot of time and money.

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    Overheads are all costs incurred in a company for general administration, sales, etc. The manufacturing costs of a product must be allocated to them proportionately using the apportionment method in order to calculate the sales costs.

    (Quelle: Madauss: Projektmanagement)

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    The term Overall Equipment Effectiveness (GAE) is a key figure developed by the Japan Institute of Plant Maintenance. It is one of the results of decades of development of the TPM concept (Total Productive Maintenance). Overall Equipment Effectiveness is a measure of the added value of a plant. The GAE of a plant is defined as the product of the following three factors:

    • Availability factor

    • Power factor

    • Quality factor

    Their value range is between 0 and 1 or between 0 % and 100 %. World-class companies achieve an OEE of 85% from an operational perspective in the manufacturing industry and 95% in the process industry from an operational perspective. GAE is defined as the product of availability factor, performance factor and quality factor. Thus follows: GAE = availability factor x power factor x quality factor A percentage value results, indicating the percentage of the planned machine running time that has actually been produced. In most cases this value is clearly below 100 %, because the factors involved are mostly below 100 %. In this way, a wide variety of wastes are made clear. The benefit of GAE consists in the reliable analysis of machine time losses, exact calculations and evaluation possibilities, consideration of interfaces and interdependencies and thus lets the management look at the plants with a different view.

    (Quelle: Wikipedia.de)

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    Definition according to DIN: The total buffer time is the time span between the earliest and latest position of an event or process.

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    Business process management is the active operation of a business process model, i.e. the holistic management of all processes running in the company, including the consideration of interfaces to the outside world (e.g. to suppliers, outsourcers, customers). This includes all process-related, organisational and controlling aspects in relation to the business processes. If one follows this definition, it quickly becomes clear that BPM is more than just the description of business processes in any way.

    (Quelle: dms-akademie.com)

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    An extension of the Toyota production system and a strategy to introduce lean manufacturing trough Kaizen einzuführen.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

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    According to Ferschl, graph theory is a mathematical discipline that serves to determine similar structures in a number of different empirical situations and to study and document their regularities.

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    The primary task of groupware is to network people or work groups that work together at different times or at different locations.

    (Quelle: Report Wissensmanagement: Wie deutsche Firmen ihr Wissen profitabel machen. Herausgeber: Prof. Dr. C.H. Antoni, Dr. Ing. T. Sommerlatte)

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    H

    Hancho comes from Japanese and stands for a group leader. With the introduction of the Hancho function (team leader level), Toyota has achieved enormous increases in productivity and quality. In his role as process observer and manager, he is responsible for the daily improvement process in his team. A Hancho must have high social competence in order to successfully coach and lead his employees. The most important lean tools of the hancho are

    • Leading successfully with target states

    • Solving problems systematically with PDCA

    • Develop and monitor standards

    • Visuals Management

    • Problem solving techniques

    • Daily CIP

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    A device by which finished parts are automatically removed from the machines. This eliminates the waiting time for the machine operator to intervene.

    (Source: TBM Consulting Group http://www.tbmcg.com/de/about/terminology.php)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Production smoothing or levelling. Sequential work planning determined by the average demand for parts.

    (Quelle: TBM Consulting Group, http://www.tbmcg.com/de/about/ terminology.php Tool Anbieter: Kanbantafeln/Heijunka Tafel)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    The cost of goods manufactured comprises the various direct costs incurred in the manufacture of a specific product, e.g. costs of development, production, etc. Overhead costs and profit are not included.

    (Quelle: Madauss: Projektmanagement)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    A heterogeneous team consists of specialists and experts who are distinguished by their qualifications and previous training in various fields of knowledge.

    (Quelle: Schneider: Lexikon zu Team und Teamarbeit) Seminaranbieter: Team-Management mit der elektronischen Matte)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Hierarchy is a hierarchy of rank. The hierarchy in the organizational plan describes the superordinate and subordinate relationships. It can be represented as a building diagram. The trend is more and more towards flat hierarchies. Problems arise when a company finds itself in a dynamically changing environment where creativity and flexibility are needed.

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    A homogeneous team is made up of experts and specialists with largely similar technical training and qualifications.

    (Quelle: Schneider: Lexikon zu Team und Teamarbeit Seminaranbieter: Team-Management mit der elektronischen Matte)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Hoshin is a term that comes from the Japanese with Chinese origin and means compass needle (composed of the word "ho" = direction and "shin" = needle). In Japanese industry the term "Hoshin Kanri" is often used. "Kanri" means "management", "planning", therefore the synonym Hoshin planning. Hoshin Kanri (Management by Policy, Policy Deployment) is a company-wide planning and control system,

    • That involves all managers and employees

    • In a systematic and stringent cascading (derivation and coordination) process

    • As part of a simultaneous vertical and lateral (horizontal) coordination and agreement

    • During which the overall breakthrough goals (breakthrough's) of the company are developed and defined from the vision

    • Derive the most important strategies and goals for all employees (including managers)

    • To ensure that the aspirations of all employees of the company are focused on the same vision and the same goals

    In Germany, this control system is still very little known, even by name. In terms of content, only a few companies are familiar with it and usually only those that are primarily associated with HP or with (former) managers of this company in business relationships or as executives.* Hoshin-Kanri contains a target hierarchy. The multi-annual goal (Ideal or Vision) is the North Star (True North), which is used as the basis for the annual goals, but also for the concrete improvement activities. Because the North Star is aligned with customer needs, the previously different and sometimes contradictory management objectives can be redefined, synchronised and coordinated. This resolves some of the previous conflicting objectives.**

    *(Quelle: http://www.frankfurt-school.de/dms/Arbeitsberichte/Arbeits14.pdf)

    **(Quelle: http://www.wandelweb.de/wiki/index.php5?title=Hoshin_Kanri)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    The House-of-Quality is a concept within the framework of quality management that has already proven itself in industrial production - for example in the automotive industry. The aim is to bring product quality in line with customer requirements. To this end, customer orientation is firmly anchored in every phase of product and service development.

    (Quelle: BIBB)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    I

    Finding ideas is the search for new ways of thinking with the help of  creativity techniques. "Nothing is more dangerous than an idea, when it is the only one you have."  Emile Chartier

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Idea collections such as brainstorming, metaplan techniques, brainwriting etc. are techniques where ideas on a topic are organised and freely collected and written down. The principle is followed: First collect - then evaluate.

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Also known as passive telemarketing, it means the processing of incoming calls. Here, the calls are automatically distributed via the telephone system to the individual telephone workstations - according to the qualifications and workload of the call agents. Typical inbound services include order acceptance, complaints management, information and service hotline, etc.

    (Quelle: Reinhold Rapp: Customer Relationship Management Campus 2000)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Target group-oriented, needs-based information of all project participants about the project processes, especially for steering committees and documentation

    (Quelle: GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Innovative creativity is the ability to improve existing technologies once the basic principles are understood.

    See also: Expression Creativity, inventive-Creativity
    , Productive Creativity.

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Interaction refers to the mutual relationships between individuals and/or groups mediated by communication, and the resulting influence on their attitudes, expectations and forms of behaviour.

    (Quelle: Schneider: Lexikon zu Team und Teamarbeit)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Handles during tool change, which must be performed when the machine is not running.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Internet Relay Chat (IRC) is a method for optimising communication between project participants. It enables a virtual meeting of several people and also larger groups to clarify current issues. These meetings via the Internet, which can be held daily if required, allow the involvement of more distant project participants. For the respective employees, there is no need for travel time and longer absence from the actual workplace, as they only have to go to the next computer, so that working time can be saved.

    (Quelle: GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    The survey procedure via interview serves to eliminate and reduce knowledge deficits. It is often used in organisational studies as part of a project's as-is analysis. The interview technique is used in empirical experiments with demographic background as well as in sales and market research. In project management, this is understood to mean the targeted, oral interview during the as-is analysis of an organisational project.

    (Quelle: Mehrmann/Wirtz)

    Here  you will find the lexicon of the lean magazine 4.0   

    One speaks of interviewer bias when the interviewer consciously or unconsciously influences the interviewee, which is often the case in freely formulated interviews. The answers of the interviewer then turn out differently for different interviewers.

    (Quelle: Mehrmann/ Wirtz)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Largest cost item, comprising all materials, supplied parts, work in progress and those end products that have not yet been resold to the customer.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    An investment project involves the production, construction or individual acquisition of tangible fixed assets. In the process, financial resources are transferred to property, plant and equipment. An investment project is, for example, the construction of an airport, the building of a new production hall, etc.

    (Quelle: Mehrmann/Wirtz, GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    This method, which is named after H. Ishikawa, allows for easy recognition and analysis of the causes and effects of a problem area. Central problems become visible, as well as the interactions of the cause complexes, furthermore the whole problem can be revised in a structured way. The persons involved are brought to understand the problem together. Once the problem has been identified, a diagram is created which uses arrows to assign the causes to their effects and thus to the problem. Since often several different causes cause a problem, the Ishikawa Cause Analysis ranks them according to four influencing variables: Man, machine, material and method. The following phases regulate the procedure with this technique: First the problem is defined, then the main causes are determined. Then there is a brainstorming on the individual causes, the most likely of which are selected. Finally, after a review, one tries to find possible solutions.

    (Quelle: Gabler Management)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    J

    Japanese for the transfer of human intelligence to a machine.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/terminology.php)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    The Jour Fix is a regular, informal discussion group for which the project manager arranges a fixed place and date. Usually there is no formal agenda at this meeting, so that the employees can exchange their experiences with the joint project in a relaxed manner. The project manager is informed about the actual problems and communication between the participants is improved.

    (Quelle: GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Production according to demand: only what is needed is produced, at the right time and in the desired quantity.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/terminology.php)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Just-in-time production, or JIT for short, is a form of production management. In this form, parts for the production process are not stored temporarily as usual, but are delivered directly in the required quantity to the intended production location at the right time. The advantage is the great flexibility towards customer requirements and the high readiness to deliver with short delivery times, as well as the production of customer-specific end products without high inventory costs and risks.

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    K

    Radical improvement, usually of a business process, which has an impact on the future value chain.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/terminology.php)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    This management principle comes from Japan and means improvement. This principle focuses on the improvement of existing services, business processes, methods, means of production, products, techniques etc. Combination of the two Japanese words Kai (change) and Zen (good). Generally stands for "continuous improvement". In other words, Kaizen means change for the better or further development. Kaizen is a management philosophy that defines the role of management in the continuous promotion and introduction of small improvements that involves every employee. It is a process of continuous improvement in small steps that makes a process more efficient, effective, controlled, and adaptable. The improvements are usually achieved with little or no effort, without sophisticated techniques or expensive equipment. The focus is on simplification, breaking down complicated processes into their sub-processes and then improving them.

    Kaizen focuses on:

    1. Value-added and non-value-added activities

    2. Avoidance of muda (waste):

      • Overproduction

      • Delays

      • Unnecessary transports

      • Waste in the process

      • High inventory levels

      • Wasted movement

      • Defective parts

    3. Principles of material handling and use of One-Piece-Flow

    4. documentation of standard operating procedures

    5. The five S's for workplace organisation

    6. Creating transparency: Simplify information content and its visual implementation on the relevant communication media

    7. Just-in-Time Principles to produce only the units in the right quantities, in time, and with the right means

    8. Poka-Joke, prevent or discover errors

    9. Dynamic teams that solve problems, have communication skills and master conflicts.

    (Quelle: ECO vom 01.09.2008)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    A methodology that attaches great importance to the time factor, can be implemented quickly and is results and team-oriented. Continuous improvement.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Calendaring is the conversion of a time to a specific calendar date. After the conversion, the point in time is called a date.

    (Quelle: GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Kanban (jap. for "card", "board") is a way of organising production or process flows according to the pull principle (instead of push). Originally coming from production control, Kanban is now also used in support & maintenance as well as in software development, there often as "Scrum-Ban" as a supplement or modification of the Scrum procedure model. Kanban implements a simple method to minimise the lead time of an element to be produced or a task to be performed by several people and to avoid stock-keeping or piling up tasks by identifying and optimally exploiting bottlenecks. In this respect there are points of contact with the ToC (Theory of constraints)and the CCPM (Critical Chain project management).

    (Source: Alexander Kriegisch, Scrum-Master.de; siehe auch: Wikipedia - Kanban Vergleich Kanban vs. Scrum im Software-Umfeld Lieferantenkanban Tool Anbieter: Kanban Software Kanbantafeln/Heijunka Tafel)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Capacity requirements planning is the determination and projection of the occupancy per time period for a machine, a workplace, a department, a plant...

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Capacity planning is the part of project planning for the distribution of capacities to subsystems, calendar months/weeks and project phases.

    Here  you will find the lexicon of the lean magazine 4.0   

    This procedure is used for the division of tasks. One task (object and performance) is carried out at a time, which is noted on a card. The cards are moved along metaplan walls until the optimal sequence of tasks is found. This technique reaches its limits as soon as complex organisational units are to be examined.

    (Quelle: Mehrmann/Wirtz)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Visualisation tools as alternatives to the purely textual transfer of knowledge, such as graphic navigation aids or hyperbolic trees for displaying hierarchical information structures.

    (Quelle: Report Wissensmanagement: Wie deutsche Firmen ihr Wissen profitabel machen. Herausgeber: Prof. Dr. C.H. Antoni, Dr. Ing. T. Sommerlatte)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Federal Government Coordination and Advisory Office for Information Technology in the Federal Administration.

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Unter Kernkompetenz versteht man die Zusammenfassung der betrieblichen Qualifikation, die die Grundlage für den Erfolg am Markt bilden.

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Local Community Agency for Administrative Simplification

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Kick-off events are starting events that serve to clarify the goals for the next period and to motivate. They usually take place at the beginning of the year, at the beginning of a project or at the beginning of a period of upheaval.

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Killer phrases are phrases that prevent any creativity and constructiveness, i.e. kill. That is not our style! Theoretically brilliant, but...! You will never find support for this! No time, and too expensive! Nobody sticks to that! Bullshit! You must explain in detail! That's impossible! You're one to talk! Believe me! That's not the point!

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Databases that provide users with information on decentralised servers worldwide. Can be used company-wide via intranet: Collection and provision of daily updated information such as fault reports, error descriptions, service information; forum for the exchange of problem solutions.

    (Quelle: Report Wissensmanagement: Wie deutsche Firmen ihr Wissen profitabel machen. Herausgeber: Prof. Dr. C.H. Antoni, Dr. Ing. T. Sommerlatte)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Communication means any kind of message exchange. Between people, communication serves the endeavour for common understanding and joint action as a prerequisite for success.

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Configuration means all functional and physical characteristics of a product as described in the technical documents - if necessary also in the business documents - and finally realised in the product itself.

    (Quelle: GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Unter Konfigurationsaudit versteht man die formale Überprüfung einer Konfigurationseinheit bzw. eines Produktes auf Übereinstimmung mit den geltenden Konfigurationsdokumenten.

    (Quelle: GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Configuration accounting is the formalised documentation and reporting of the prescribed configuration requirements, the status of ongoing change requests and the implementation status of approved changes. It allows changes to the reference configuration to be tracked. Configuration accounting starts with the initial collection of configuration data.

    (Quelle: GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Configuration identification is used to define and verify the structure of products (configuration) in more detail and to identify the products themselves and their documents. From there, changes are controlled, accounting, verification and status reporting are carried out. The technical content identification determines reference configurations and their validity step by step and in coordination with the project phases. They form the basis for possible changes, for cost determination, deadlines, technology assessments, etc. The formal identification structures the product and makes a selection of configuration units (KE). Once the product documentation has been defined, the individual elements are numbered and marked. Finally, product, configuration and documentation trees are compiled, which must be maintained at regular intervals.

    (Quelle: GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Detailed and complete compilation and documentation of the project results and their systematic updating in case of project changes.

    (Quelle: GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Configuration monitoring consists of measures for monitoring changes made to a specific configuration unit (KE). The configuration documents must already have been formally created for the first time and include change procedures. By means of change management, changes are identified, described and classified. The changes listed in the change request are evaluated, approved or rejected in a conference. A change notification is issued upon approval. When changing the reference configurations, all possible effects (e.g. on technical subsystems, costs, etc.) must be taken into account.

    (Quelle: GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    The commitment to improve products, workplace conditions and company reputation day by day.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

    Here  you will find the lexicon of the lean magazine 4.0   

    CIP stands for Continuous Improvement Process and describes a method that serves the continuous improvement of process, product and service quality. CIP thrives on the idea that the employee knows his work processes most precisely and can therefore best recognise improvements in the processes. A corporate culture that supports and rewards teamwork and ideas of employees is therefore an important foundation stone for the implementation of CIP. CIP is a method of small steps, but when carried out systematically, consistently and purposefully, it leads to an improvement in one's own process in daily operations. This corporate culture must be exemplified by the management. All levels of the company must work consistently on the following goals:

    • The setting and pursuit of objectives

    • The elimination of faults

    • The search for improvement possibilities

    • The avoidance of waste

    Procedure of a CIP:

    • What can be improved?

    • Describing the actual and target state by means of key figures

    • Describe and evaluate problems that occur

    • Evaluate the problems

    • Analysis of the problem (causes, connections)

    • Collection of possible solutions (e.g. in a brainstorming session)

    • Evaluation of the solution ideas and decision

    • Derive the necessary measures, evaluate expenditure and income

    • Presentation of the results to the decision-making body

    • Define measures and clarify resources

    • Implement measures

    • Checking success

    To achieve economic success from CIP, it is important to establish this process in the general corporate culture. This requires the creation of the appropriate framework conditions, such as the provision of working time, further training measures, implementation in workflows and processes and, above all, the implementation of ideas. The CIP concept is a systematic approach of planning, implementing, checking and acting (PDCA cycle).

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Cost trend analysis is a method of controlling project costs that allows estimates of the total costs of a project to be made regularly for the expected final date. The method focuses on determining the completion value. The estimated value of the total costs is derived from the planned total costs (POC) calculated in project cost planning, the periodically determined actual costs (AIK) and the current Completion value (AFW) of the work packages, from which the following formula can be derived: SGK=PGK (AIK/AFW). The ratio AIK/AFW represents a cost increase factor which is used for the estimate. The calculated estimated value of the total costs is graphically represented by the cost trend curve, the values of which must be commented on. In addition, comments on the deviations from the planned costs are required and possible corrective measures must be taken. The estimated value of the total costs of the project is only a trend assumption, which assumes that the respective development will continue.

    (Quelle: GPM, Mehrmann/Wirtz)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Determination of the costs for the individual work packages and processes as well as for the overall project as a basis for financing, budgeting and controlling of projects.

    (Quelle GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    The cost value is an indicator of costs and finances that can be compared with the expenditure value of the resource accounting. It shows the ratio of costs to the work result: cost value = cost/work result.

    (Quelle: GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    How many euros may the project cost (calculated expenditure).

    See also: Project goal, Objectives, Target dates.

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Prof. Dr. Heinz Hoffmann defines creativity as the ability or capacity to form new combinations from two or more concepts existing in the mind. Creativity is a key element in the search for new ideas. One can distinguish 5 different levels

    1. Expression Creativity

    2. Productive Creativity

    3. inventive-Creativity

    4. Innovative Creativity

    5. emergent Creativity

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Creativity techniques are methods that serve to generate innovations or several alternative solutions to a given problem. Creativity techniques are e.g. brainstorming, Morphological analysis, Method 635 etc.

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    The method of the chalk circle goes back to Taichii Ohno, who from time to time painted a chalk circle on the floor of his factory building. He placed himself in this chalk circle and observed the events in peace. This serves to stand in a "delimited space" and to see what potential for improvement there is in the observed processes. If one succeeds in perceiving the mutual observation not as a control, but as one with and for each other, then the potentials can be tapped in the sense of a common whole. In the sense of knowing yourself, the chalk circle method is an important element in the process of change. Only if you recognise what makes trouble, you can help to make it easier. Helping to make it easy is the task of those who manage the funds. Ergo these should also be included in the chalk circle.

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    In the field of planning technology, criticality is occasionally used as a key figure. It establishes the ratio criticality = number of critical activities/total number of activities in a network. The higher the criticality, the broader the deadline and thus often the cost risk of the planning.

    (Quelle: GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Statement of the German Institute for Business Administration: The customer is not an interruption of our work. He is their goal. In the end, he pays our salary. He is not from us, but we are dependent on him. Therefore, it is not we who do him a service when we take care of him, but he does us a service. He gives us the opportunity to prove that we are in the right place.

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    The heart of any targeted marketing application, as the database collects all information about the customers and their interests. Can be used as Data-Warehouse (holistic approach across the entire company) or organised as a data mart (small approach for a single department in the company).

    (Quelle: Reinhold Rapp: Customer Relationship Management Campus 2000)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    L

    Definition according to DIN: The (temporal) position of an event/process is given by the assigned times/dates.

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    The time it takes to manufacture a single product, from the customer order to delivery.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    1st term: The term lean banking or lean bank has no fixed definition. In Continental Europe it is rather used as a generic term for quantitative and qualitative optimisation approaches of internal business processes in banks. For this reason, there are voices in the banking industry which, due to a lack of precision in the content of the term Lean Banking, also advocate the term Lean production ,pointing out that it is substantiated by the Massachusetts Institute of Technology's study on the future of the automobile, published in 1990 under the title "The Machine that Changed the World". However, the optimisation concepts contained in this study are tailored to classic production companies. Not all of these approaches can be easily transferred to service companies. It is also necessary to take into account the specifics of the banking industry in terms of sectors and activities. The term lean production does not meet this requirement. Terminologically and in terms of content, Lean Banking in this respect (similar to an analogy) captures the principles of Lean Production that can be transferred to banking business management.
    Translated with www.DeepL.com/Translator (free version)

    2. characteristics: Lean banking is not a new organisational approach, but rather a structural optimisation that sees the divisionalisation and customer group organisation of the 1980s as a substantial component. The lean bank is characterised above all by

    1. Customer group-oriented organisational structure

    2. Decentralised management structures

    3. Process orientation

    4. Reduction of core competences, complexity and value chains

    It leads to a measurable increase

    1. The quality of services and products

    2. Customer satisfaction and loyalty

    3. To a sustainable reduction in costs.

    (Quelle: Wirtschaftslexikon24.net)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Lean Construction is the adaptation of the Toyota production system to the construction sector. In addition to the term Lean Construction, the term Lean Management is also used in the construction industry. During the creation of a construction project, a continuous process lived out to eliminate waste, to achieve or exceed all customer expectations, to focus on the entire value stream and to strive for perfection. Lean Construction is an integral approach to the planning, design and execution of construction projects. The roots of Lean Construction (LC) lie in
    Lean production, which has revolutionised the design and planning of production, procurement and assembly processes in some sectors of the economy. The basis of Lean Construction are approaches of Lean Thinking, which focus on the value-added process in order to maximize value and minimize waste in the processes. Using specific techniques, Lean methods are applied to the planning and execution of construction projects - with the following tangible improvements:
    Translated with www.DeepL.com/Translator (free version)

    • The planning and its implementation processes are viewed and designed holistically to better meet the client's needs.

    • Work is organised throughout the process to maximise value and reduce waste.

    • The optimisation efforts focus on improving the overall performance of the project rather than on individual sub-areas.

    • Planning and control systems play an important role and are being improved.

    (Quelle: http://de.wikipedia.org/wiki/Lean_Construction siehe auch: Artikel LEANmagazin)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    The Lean Initial Audit is a structured collection of knowledge and evaluation of your company's activities. The audit should consist of a series of interviews conducted at different organisational levels depending on the size and complexity of your company. The audit team must assess the current status in all key areas and control points of the work units. LIA is thus the systematic recording of the technological process. The value stream in the actual state for a core product is defined and a documentation of visible waste is prepared (waste walk). A potential analysis and quantitative determination is carried out on the basis of the lean key figures (lean metrics). Without an as-is analysis the lean tools and tools cannot be effective. The Lean Initial Audit should answer the following questions:

    • Where is there potential in the processes?

    • What potential is there in the processes?

    • Which methods and tools can increase these potentials?

      Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Lean Machining is the "lean handling" of machine tools in order to manufacture customer-specific products faster and more cost-effectively. To achieve this, some suppliers have started to treat their shop as a cell. By carrying out several simultaneous customer-specific processes, the cycle time can be drastically reduced. Not only does the product become cheaper, but also the cycle time is reduced. The result is that a quality product can be produced in less time for less money.

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Lean management means "lean management". It is a management concept that aligns the entire company with the principles of lean production. Lean Management is a management approach which is characterised in particular by the basic principles of decentralisation and simultaneousisation. The aim of this approach, both within the company and across the company, is to bring about a stronger customer orientation with consistent cost reduction for the entire company management.

    (Quelle: Gabler Verlag (Herausgeber), Gabler Wirtschaftslexikon)

    Here  you will find the lexicon of the lean magazine 4.0   

    Production of a product with a minimum use of resources (labour, materials, capital, machinery, etc.) and in compliance with the delivery date.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

    Here  you will find the lexicon of the lean magazine 4.0   

    The concept of lean organisation is based on the considerations of lean management and describes a streamlining of the organisation. The following guidelines are characteristics of lean organisation: few hierarchical levels, small organisational units, low division of labour.

    (Quelle: http://www.steuerlinks.de/organisation/lexikon/ lean-organisation.html)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Lean production is based on the following principles:

    • Reduction of the vertical range of manufacture through increased cooperation with partners

    • Return of tasks, concepts and responsibility to the primary service areas

    • Simultanisation: abandonment of Tayloristic function specialisation in favour of holistic processes and integration and parallelisation

    • Informational networking with dealers, forwarders and suppliers

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    The term "lean" is in full swing. Especially in times of low turnover and contribution margins, organisations strive to be lean. This also applies to their projects and project management. In the process, people tend to forget what "lean" concepts are actually about.

    For this reason, this method description shows

    1. which is the core of the "lean" idea,

    2. how the "lean" idea can be transferred to project management,

    3. what the "lean" idea means for project management methods.

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    The concept of performance can be viewed from different perspectives. In the resource accounting (DIN 69902), we work with the physical-technical definition: performance is work per time. In this context, performance means achieving a specific work result within a specified time frame. Such a definition completely disregards intellectual, above all creative and communicative achievements which are not time-bound but dependent on their originator and are not directly evident from the result achieved. In the field of cost and performance accounting (DIN 69903), in terms of project management (DIN 69901) and also in progress control, the legal concept of performance prevails. It can be measured to a much greater extent, as it is only defined by actions or omissions, for a project e.g. within the framework of a contract for work and services. The respective control point in time (deadline) has no mathematical significance for performance, but only a delimiting and limiting significance. Often a legal performance corresponds to a technical result of work.

    (Quelle: GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    ATask planning: recording and evaluation of the planned individual services regarding quantities and qualities in relation to the project definition (specifications) Process planning andcontrolling: consideration of the technological conditions when determining an optimal sequence of tasks..

    (Quelle: GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    A steering committee is a decision-making body responsible for steering projects. In most cases, the steering committee is made up of managers from the organisational units involved in the project. Its tasks consist of controlling the reports of the project management, approving the project plan with all subplans, decisions on changes and acceptance of the project results. Other designations for steering committee are decision committee, steering committee.

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Supplier Kanban is based on the "Kanban"principle, but goes beyond the boundaries of the company and includes the suppliers in the principle. In contrast to Kanban, in supplier Kanban the point of consumption does not report its requirements to an internal supply point but to an external supplier. This supplier has the required products in stock. The goal of supplier Kanban is - as with Kanban - a demand-driven supply of parts, which is carried out by an external supplier. The determination of requirements is mainly carried out via Kanban containers, eKanban, transponder or RFID. Upon delivery and after an incoming inspection and booking, the parts flow directly into the internal Kanban system. Advantages of supplier Kanban:

    • Maximum delivery reliability for the supplier

    • Stocks and buffers are reduced

    • The replenishment time can be reduced to a few days or even hours due to high retrieval stability

    • Increasing our own flexibility and that of our suppliers

    • Cost reductions at the suppliers are possible

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Life-Cycle means life cycle and is to be understood in marketing as product life cycle. In project management it is understood as the project cycle with the start of projects, typical project phases and the completion of projects. The further design of such phase models leads to process models.

    Here  you will find the lexicon of the lean magazine 4.0   

    The value of a customer that can be generated by building a lifelong relationship. Can actually correlate with the age of the customer in business-to-customer transactions, but has different reference values in B2B (e.g. industry development).

    (Quelle: Reinhold Rapp: Customer Relationship Management Campus 2000)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    The LOB method is an instrument for planning and monitoring orders with small to medium quantities. It was designed by the US Navy in the fifties. The information for controlling the process is displayed graphically. Furthermore, the LOB method provides component-by-component information on the status of an order through all stages of production and procurement, depending on the planned completion dates of the end products. At certain points the LOB method compares the current status with the planning, so that deviations can be reacted to with corrective measures. Four elements make up this method:

    • For the production target, the quantities to be delivered as stated in the delivery schedule are clearly shown.

    • The production plan as the second element reflects the process of procurement, production, assembly and testing. It is illustrated by a numerical ray that ranges from the maximum time (left side) to the delivery of the final product at zero time (right side).

    • The production progress is recorded at the control points defined in the production plan and graphically represented by a histogram.

    • The last element of the method consists of the Line of Balance, which displays the target quantities at the defined control points at all times to ensure delivery times. For comparison, it is entered into the histogram of the production progress.

    (Quelle: GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    In the listing technique, the individual project parts are arranged in a list. The duration of the respective project part is shown. Depending on the project structure, start and finish dates are calculated and entered for the individual activities. The listing technique is mainly used for

    • Scheduling with few project parts

    • Linear processes without cross-linking

    See also: GANTT Technology, PLANNET Technology.

    Here  you will find the lexicon of the lean magazine 4.0   

    Bezeichnet eine Organisationsform, die nach Funktionen - wie z.B. Forschung und Entwicklung, Produktion, Vertrieb - gegliedert ist und bei der jeder Mitarbeiter fachlich sowie disziplinarisch einem Vorgesetzten zugeordnet ist. Eine Variante dieser Organisationsform bildet die Stab-Linien-Organisation. Hier erhalten spezialisierte Stabstellen fachliche Kompetenzen neben der Linie.

    (Quelle: VDI Nachrichten Nr. 41)

    Here  you will find the lexicon of the lean magazine 4.0   

    Physical guarantee of supply of the realisation processes with the allocated resources, including maintenance and disposal logistics.

    (Quelle: GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    M

    The time a machine takes to produce a unit, excluding loading and unloading.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

    Here  you will find the lexicon of the lean magazine 4.0   

    The Makigami process representation can be used to visualise and analyse business processes of any kind. This method is particularly suitable for eliminating losses in administrative procedures or in the office, where processes are generally less transparent. Each of the seven fatal losses for offices can and will be illustrated with the help of Makigami.

    7 fatal losses for offices:

    1. Defects (incorrect or incomplete information)

    2. Waiting (for data, from other areas)

    3. Verification (collecting signatures)

    4. Post-processing (copying, changing)

    5. Storage and stacking (file stacks, etc.)

    6. Revise (search, non-unified procedures)

    7. Moving (documents that are pushed around, illogical filing systems)

    Makigami consists of three phases (in the form of answering the following questions)

    1. How are we doing now? Analysis of the ACTUAL state! Visualisation of the current state.

    2. What does our vision include? Development of the target condition/vision! Visualisation of the ideal state.

    3. What is the first step towards our vision? Implementation plan to achieve the target state! Development of an improvement process.

    Here  you will find the lexicon of the lean magazine 4.0   

    The authorisation of employees to interrupt the process in the event of malfunctions, thus preventing errors or standard deviations from being passed on to downstream processes.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

    Here  you will find the lexicon of the lean magazine 4.0   

    Material requirements planning is the temporal and quantitative determination of raw materials and components below the finished product level, which is necessary to carry out the production plan for finished products.

    Here  you will find the lexicon of the lean magazine 4.0   

    The mechanism is based on the explanation of phenomena exclusively through the analysis of the compelling cause-effect relation. Monocausal, deterministic and statistical thinking without consideration of feedbacks and interactions is the consequence.

    (Quelle: GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    The term reusable logistics describes the use of plastic containers instead of one-way packaging (cardboard packaging) in internal and external transport as well as in the storage & commissioning of goods. The primary goal is the standardisation of packaging and the reduction of packaging waste. In contrast to the intralogistic implementation, the external management of such container pools is usually taken over by a pooling service provider, who returns, repairs, cleans, stores and feeds the containers back into the supply chain as required. The Lean Managementapproach, which aims to ensure the economic efficiency, processes and transparency of a returnable system, is called container management.

    (Quelle: www.comepack.com)

    Here  you will find the lexicon of the lean magazine 4.0   

    Milestones are events of special importance (definition according to DIN). The most important milestones in a phase model are the transitions from one project phase to the next.

    (Quelle: GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    The Milestone trend analysis is a method for monitoring project deadlines. The prerequisite is a milestone plan in which the project is defined in individual milestones. The method works with estimated values which indicate the expected intermediate and final dates of the project. Fixed dates are assigned to each milestone and compliance with these dates is checked at periodic intervals. The estimated values are entered in the trend chart. This chart is constructed as a right-angled triangle: The vertical cathede represents the milestone dates, the horizontal cathede the reporting dates. Each estimated date of a milestone is listed at the respective reporting date and linked to the next one. This results in a curve in the chart for each milestone, which indicates the completion of the milestone as the hypothenuse of the chart is reached. If the curve rises, the end date of the milestone is delayed. If it remains relatively horizontal, the work is completed on time, if it falls, the milestone is completed sooner than expected. Deviations must be commented on, corrective actions should be indicated. The estimated values to be included in the trend chart can be determined by the employees (subjectively!) or by procedures such as the network technique ermittelt werden.

    (Quelle: Mehrmann/ Wirtz, GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    The completion value within a work package can be determined using the milestone technique if the work package lasts several months, if defined results (milestones) are available within the work package and if these can be assessed with costs. The completion value of the milestone is added to the previous completion value only after the milestone has been completed. An example: A work package with a total completion value of 200 is defined in three milestones with the values M1=50, M2=90 and M3=60. Two periods of completion are assumed for M1, one each for M2 and M3. After two periods M1 is completed, the completion value of the entire work package is 50. After period three M2 is completed with the value 90. The cumulative completion value is now 140 (=50+90). If the fourth period is closed with M3=60, the work package is completed and the cumulative earned value 200 (=50+90+60), and thus the final value, is reached.

    (Quelle: GPM, Mehrmann/Wirtz)

    Here  you will find the lexicon of the lean magazine 4.0   

    Under this method, the earned value is the ratio of a unit of measure to the planned total quantity. The unit of measure is valuated with the corresponding planned costs. This procedure requires that a time schedule is available that relates to parameters or quantities, and that measurable or countable results are achieved within the time frame of the work package (e.g. parts produced with the same value). The completion value is determined from the quantities already produced. If, for example, a work package consists of 50 units of quantity with an individual value of 10, the total value of the parts is 500. These units of quantity should be produced in three periods of 10, 15 and 25 parts respectively. After the first period, 10 parts are thus produced, the completion value is 100 (10 units of measure multiplied by the individual value 10). After the second period, 15 further units of measure are added to these 10 parts, so that the earned value increases to 250. The total value of 500 is reached when the last 25 units of measure have been completed and the work package is complete.

    (Quelle: GPM, Mehrmann/Wirtz)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Mergers and Acquisitions is a collective term for the purchase or sale of company holdings, mergers or cooperations. It covers all activities in this field. In addition to business factors (financing, market and brand strategy), personnel-related factors make a significant contribution to the success of an M&A project. It is particularly important to prepare employees for working with their new colleagues by providing them with information about the other company and by working in mixed teams at an early stage and to encourage their commitment. The existence of an integration strategy, the involvement of HR management in the integration project group and the leadership of this project group by an experienced project manager with strong leadership skills are also significantly related to the overall success of an M&A project.

    Here  you will find the lexicon of the lean magazine 4.0   

    The essential and most frequently used component of many groupware systems. Dispatch of circulars by e-mail according to distribution lists; voice/video mail; internet conferences; internet protocols as a platform for group work: documents can be filed directly in the intranet without html knowledge or webmaster, so that different project groups can work with them at the same time.

    (Quelle: Report Wissensmanagement: Wie deutsche Firmen ihr Wissen profitabel machen. Herausgeber: Prof. Dr. C.H. Antoni, Dr. Ing. T. Sommerlatte)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    To work on a problem using the Metaplan method, the project manager needs good preparation and technical material. The procedure is that the project manager, as moderator of the meeting, presents the problem to his team by formulating important questions, writing them down in large letters on wrapping paper and pinning them to pin boards. The individual participants write their suggestions, approaches to solutions and opinions on the respective topic on colourful cards, which are sorted according to importance and arranged on the pin boards. The metaplan technique thus gives the opportunity to present problems in a structured way. At the end of a session it should be clear to each participant how the problem is to be solved and which functions and tasks are assigned to him. To this end, the project manager must summarise the results and make them available to every member of the team (e.g. by photographing the finished pinboards and handing out photocopies). It may be necessary to distribute homework and arrange another meeting.

    (Quelle: Mehrmann/Wirtz)

    Here  you will find the lexicon of the lean magazine 4.0   


    See brainwriting

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   


    With this method of determining the completion value, the Work package is assigned a value of 0 at the beginning and during its execution. Only from the moment of completion is it valued at 100%. The work package must therefore lie within a reporting period (e.g. one month).

    (Quelle: GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    If the duration of a work package is no more than three months and detailed planning is not possible, the 50-50 technique is the best option. The determination of the completion value is distorted by the fact that 50% of the completion value is credited to the work package at the beginning and 50% at the end without taking the interim development into account.

    (Quelle: Mehrmann/Wirtz, GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    The Metra Potential Method (MPM) is a network techniquedeveloped by the French company SEMA in 1958. It is designed as an activity node network (VKN) and works like "CPM" with a deterministic time model.

    (Quelle: Mehrmann/Wirtz)

    Here  you will find the lexicon of the lean magazine 4.0   

    The method of mind-mapping combines linguistic and pictorial thinking. In the middle of a large sheet of paper, the subject to be worked on is written down, from which the thoughts of the individual person or group now develop. The thoughts are presented graphically according to their importance as main branches with secondary branches growing out of the centre. For clarity, the branches can be identified by colours. This method of making notes can be extended at will and is extremely variable.

    (Quelle: Mehrmann/Wirtz)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    The time during which a person carries out a specific work process, including times for loading and unloading parts, excluding waiting times.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

    Here  you will find the lexicon of the lean magazine 4.0   

    Project management consists of the following modules:

    • Planning

    • Guided tour

    • Control system

    • Structural organisation

    • Process organization

    • Project goals

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    This specified form informs the client / the decision-making body about the current status of the project and its progress, unscheduled changes and any special features that have occurred that have an influence on the course of the project. The month or quarter can be agreed as the reporting period.

    (Quelle: GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    The task of the monitor group is to prepare the expert rounds of the survey according to the Delphi-Method   select the experts, assign the questionnaires and evaluate them.

    (Quelle: Gabler Management)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    This analytical method or structured research was developed by Prof. Fritz Zwicky from the TU California. It describes the most important parameters and their variables of a problem and arranges them in a coordination system. In a problem that has 2 important performance parameters, the shape of the matrix would be a rectangle, for 3 parameters a cube. Such a model is called a card index box with drawers. Each drawer is filled with a variant of e.g. 3 parameters. Some of these drawers are quickly filled with existing concepts. A large number of drawers, however, are empty, often because nobody has thought of combining the possible variants in this way.

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    The Morphological Box attempts to present theoretically conceivable solutions to a particular problem. In doing so, the problem is broken down into its essential but independent features. These are arranged in a box and individual possibilities are tried to be found. The individual possibilities for these characteristics are noted down as analytical working aids. Finally, the characteristic values are combined so that new approaches to solving the problem are found.

    (Quelle: Mehrmann/Wirtz)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Japanese for wastefulness. Any activity that consumes resources without directly contributing to the added value of the product.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    This method of situation analysis makes use of random short-term observations in order to obtain statistically reliable results on quantity and time data. If it is a quantity survey, it is called a multi-moment frequency method (MMH); if the subject of the investigation is time recording, the term multi-moment time measurement method (MMZ) is used. With careful preparation, the multimoment recording should take place in the following steps:

    • Preparation of the affected operational areas for the investigation Demarcation and concretisation of the object of investigation

    • definition of observation elements (e.g. types of communication, activities during operation)

    • Development of an observation schedule in time intervals (random time table helpful)

    • Determination of the order of the shooting situation per tour (strict adherence to this order during the entire duration of the recording)

    • Preparation of recording lists for recording mathematical-statistical data evaluation

    (Quelle: GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    See quantity proportionality

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Coordination of deadlines and use of resources between several projects in order to develop synergy effects and avoid mutual interference.

    (Quelle: GPM)

    Here  you will find the lexicon of the lean magazine 4.0   

    deviations from the standard values of process quality, costs and delivery dates.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Exaggeration and congestion: demand overwhelms capacity.

    (Quelle: TBM Consulting Group http://www.tbmcg.de/resource-center/lean-sigma-glossary-terms.html#letter-m)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    N

    See Claim-Management

    Here  you will find the lexicon of the lean magazine 4.0   

    Perform two or more activities in one movement.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

    Here  you will find the lexicon of the lean magazine 4.0   

    A network update is the recalculation of the network on an update date taking into account the feedback received.

    (Quelle: GPM)

    Here  you will find the lexicon of the lean magazine 4.0   

    Definition of network planning technology according to DIN 69 900: All procedures for the analysis, description, planning and control of processes on the basis of graph theory, whereby time, costs, resources and other influencing variables can be taken into account.

    Here  you will find the lexicon of the lean magazine 4.0   

    A network summarisation is the reduction of the number of activities, events or relationships in a network without changing the project flow structure (definition according to DIN). This procedure is appropriate if a detailed network plan, which in practice is often already created from the descriptions of the work packages, is to be developed into a rough or outline network plan which does not yet exist.

    (Quelle: GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    See subnetwork technology

    Here  you will find the lexicon of the lean magazine 4.0   

    Any activity that increases costs without adding value to the product or process.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    A method of production planning that ensures that fluctuations in customer demand over a given period of time do not affect production. Each part is produced every day.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Any activity that increases costs without adding value to the product or process.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

    Here  you will find the lexicon of the lean magazine 4.0   

    Hoshin-Kanri contains a target hierarchy. The multi-annual goal (Ideal or Vision) is the North Star (True North), on which the annual goals, but also the concrete improvement activities are based. Because the North Star is aligned with customer needs, the previously different and sometimes contradictory management objectives can be redefined, synchronised and aligned with each other. This resolves some of the previous conflicting objectives.

    (Quelle: http://www.wandelweb.de/wiki/index.php5?title=Hoshin_Kanri)

    Here  you will find the lexicon of the lean magazine 4.0   

    Normal sequence: This term from the network technique describes the usual arrangement of activities within a network. The start of an activity is dependent on the end of its predecessor(s), i.e. the activity in question cannot be started until the predecessors have been completed.

    (Quelle: GPM)

    Here  you will find the lexicon of the lean magazine 4.0   

    The utility value analysis (NWA) is a method of demonstrating the benefits that cannot be measured in monetary terms. It is carried out in several sub-steps: First, the team collects all the key objectives of the investment that cannot be quantified in monetary terms, including in a deductive and intuitive way. Then the weighting of the objectives is carried out, giving relative importance to each objective (various procedures are possible), with the system of objectives always being weighted from top to bottom. As a third step, value standards are now set up which later make it possible to assign degrees of fulfilment to the individual alternative solutions of the objectives. The degree of fulfilment indicates the extent to which the specified objective is achieved. The team then draws up an evaluation table of the alternatives, which only assigns a step weighting to the objectives in the lowest category. The subsequent calculation of the utility values is carried out by multiplying the weight and evaluation. The total utility value of an alternative is obtained from the sum of all relevant utility values. If there are several solution alternatives, they are listed hierarchically according to their total utility values. The sensitivity analysis is only carried out if there is doubt about the correctness or accuracy of the results and if the total utility values of the best alternatives are close together. As a final step, each individual result is presented and assessed to justify the decision.

    (Quelle: GPM)

    Here  you will find the lexicon of the lean magazine 4.0   

    O

    This mixed form of presentation of a work breakdown structure, which partly takes into account the object-oriented and partly the function-oriented structure, has proven itself in practice, as it largely corresponds to both structural forms. See also: Work breakdown structure (WBS)

    (Quelle: GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   


    In this possible form of a work breakdown structure , the project object is subdivided into subsystems and subsystems, main assemblies, subassemblies, etc. according to a system classification. The object-oriented structure is also called result- or product-oriented structure. See also: Work breakdown structure (WBS)

    (Quelle: GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   


    The commitments that project officers make to external contractors (e.g. when ordering materials) for their work are called commitments. These commitments are to be paid during order processing or after completion of the order. The cost planning must be completed by a planning of payment obligations. Actual costs and commitment reflect the total consumption of a project up to its cut-off date.

    (Quelle: GPM)

    Here  you will find the lexicon of the lean magazine 4.0   

    A production concept in which only one part at a time moves from one workstation to the next, without the possibility of stocks forming in between.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Individual communication with the customer, e.g. personalised dialogue via direct mailing or Internet/e-mail

    (Quelle: Reinhold Rapp: Customer Relationship Management Campus 2000)

    Here  you will find the lexicon of the lean magazine 4.0   

    Even more comprehensive than one-to-one communication. Personalised marketing measures with individual distribution, product management and pricing.

    (Quelle: Reinhold Rapp: Customer Relationship Management Campus 2000)

    Here  you will find the lexicon of the lean magazine 4.0   

    The reduction of makeready work to a single work step.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

    Here  you will find the lexicon of the lean magazine 4.0   

    Die Zeit, in der eine Person einen bestimmten Arbeitsablauf ausführt, einschließlich der Zeiten zum Laden und Entladen von Teilen, ausschließlich der Wartezeiten. 

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    The optimistic network plan update works on the principle:

    No feedback = work progress according to plan.

    Postponements are avoided by adjusting the percentage of completion of activities or resource allocations accordingly before recalculation. Activities are reported as completed if their finish date falls before the update date.

    (Quelle: GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    This graphic representation of the formally regulated relationship and competence structure within an organisation does not illustrate the functional interrelationship of work processes or the degree of cooperation, but only gives an overview of the rough structure of the multi-level superiority and subordination as well as the structure of the various departments and functional areas in the company.

    (Quelle: Schneider/Lexikon zu Team und Teamarbeit)

    Here  you will find the lexicon of the lean magazine 4.0   

    Structural and process organisation in the project, their adaptation to the project progress and integration into the supporting organisation.

    (Quelle: GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Ein Organisationsprojekt soll Aufbau- und/oder Ablaufstrukturen in Organisationseinheiten neu schaffen bzw. verändern. Die betroffenen Strukturen sind immaterieller Art und zunächst von den materiellen Beschaffungen und Veränderungen zu trennen. Inhaltliches Projektziel ist damit ein neuer oder veränderter Zustand einer Teilmenge menschlicher Individuen. Ist dieser Zustand erreicht, kann das Projekt als abgeschlossen gelten. Die Umorganisation eines Betriebes oder die Einführung von Bürokommunikation etc. werden dieser Projektart zugeordnet.

    (Quelle: Mehrmann/Wirtz, GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Also known as active telemarketing, this means targeted calls to groups of addressees. The customers of the commissioning company are called by the call centre, the call agents report under the company name of the commissioning company. Typical outbound services include arranging appointments, address qualification, determining decision-makers, welcoming new customers, mailing follow-up etc.

    (Quelle: Reinhold Rapp: Customer Relationship Management Campus 2000)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    The term Overall Equipment Effectiveness (GAE) is a key figure developed by the Japan Institute of Plant Maintenance. It is one of the results of decades of development of the TPM concept (Total Productive Maintenance). Overall Equipment Effectiveness is a measure of the added value of a plant. The GAE of a plant is defined as the product of the following three factor:

    • Availability factor

    • Power factor

    • Quality factor

    Their value range is between 0 and 1 or between 0 % and 100 %. World-class companies achieve an OEE of 85% from an operational perspective in the manufacturing industry and 95% in the process industry from an operational perspective. GAE is defined as product of availability factor, performance factor and quality factor. Thus follows:

    GAE = availability factor x power factor x quality factor

    The result is a percentage value that indicates the proportion of the planned machine running time that has actually been produced. This value is usually well below 100%, since the factors involved are also usually below 100%. In this way, a wide variety of wastes are made clear. The benefit of GAE consists in the reliable analysis of machine time losses, exact calculations and evaluation possibilities, consideration of interfaces and interdependencies and thus lets the management look at the plants with a different view.

    (Quelle: Wikipedia.de)

    Here  you will find the lexicon of the lean magazine 4.0   

    P

    A technology with which a process is adjusted to the cycle time.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

    Here  you will find the lexicon of the lean magazine 4.0   

    Ensuring project teams composed according to professional and social competence, their effective project work and reintegration after project completion.

    (Quelle GPM)

    Here  you will find the lexicon of the lean magazine 4.0   

    The pessimistic update of a network plan is based on the formula:

    No feedback = no work progress.

    Prior to recalculation, the confirmation dates of all processes that have been started are moved to the update date, while the percentage of completion remains unchanged. All open tasks are moved after the update date. Unnecessary postponements occur if an activity has been processed but not confirmed for a long time.

    (Quelle: GPM)

    Here  you will find the lexicon of the lean magazine 4.0   

    The specification sheet

    • is the collection of the requirements for the project

    • is structured

    • is complete or defined missing components

    • will be progressively detailed

    • is consistent

    • is developed by the client + the project

    • is formally the responsibility of the project manager

    • is known to all parties involved

    • is regularly reviewed (milestones) and adjusted if necessary.

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    The result protocol of the phase acceptance meeting is called phase acceptance report. It documents the review of the completed phase with an overview of the phase results and statements on the compliance with the phase objectives. It also includes the release of the subsequent phase. This report, for which a specified form is used, must be signed by the decision authority/client.

    (Quelle: GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    If a transition from one project phase to the next is imminent, a phase decision meeting is held to collect the results of the completed phase and to initiate the follow-up phase. This meeting is usually a Milestone at which a decision is made on whether to continue the project, repeat a phase or abandon the project.

    (Quelle: GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    A phase model is the representation of a project process divided into time sections, each of which can be clearly identified and which provide an essential partial result of the overall project.

    (Quelle: Mehrmann/Wirtz)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Pitch defines the time interval in which work on the pacemaker process is released and finished products are removed. As a rule, an attempt is made to design the time interval according to the container size for finished products. The pitch can also be understood as a management time frame, which allows a target/actual comparison of the output. To support the pitch, compensation boxes, also called "Heijunka boxes", are suitable, in which  "Kanban" -cards specify the product sequence for the pitch increments.

    Here  you will find the lexicon of the lean magazine 4.0   

    Data collection and processing in predefined Excel sheets (PFEP) 

    Here  you will find the lexicon of the lean magazine 4.0   

    Planning means looking ahead, mentally developing a future model with the help of analysis, whose means of implementation are optimally matched to the model requirements, so that a feasible, logical implementation concept is created.

    (Quelle: GPM)

    Here  you will find the lexicon of the lean magazine 4.0   

    The PLANNET technology (Planning Network) is a further development of the GANTT TechnologyIt attempts to incorporate the essential disadvantage of the GANTT technology, namely that the scheduling dependencies are not recognisable, graphically into this technology. This is done by using connecting lines to represent the scheduling dependencies. This automatically results in the display of buffer times. These times are shown as dashed lines. The PLANNET-technique is often used for project scheduling for a few project parts Requirement of a visually convincing form of presentation Graphical representation of dependencies and buffer times.

    See also: Listing technology.

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Planning boards support the visual presentation of projects, tasks or processes in their sequence and with their time and capacity requirements. This enables quick recognition of availability, responsibility, capacity utilisation, the status of processing or impending delays in deadlines and thus an immediate reaction. The task definition determines the type of planning. Fields of application for planning boards are:

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    The planning meeting takes place at the end of a project phase and is often combined with the phase decision meeting. It serves to revise, improve and detail the rough planning of the subsequent phase on the basis of the findings and results from the preliminary phase.

    (Quelle: GPM)

    Here  you will find the lexicon of the lean magazine 4.0   

    An improvement that is limited to a specific workstation and quickly carried out by two or three experts. Usually follows a Kaizen workshop.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/terminology.php)

    Here  you will find the lexicon of the lean magazine 4.0   

    apanese for "error avoidance". A Poka-Yoke device prevents a human error from interfering with the machine work or process and eventually degenerating into a product defect.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/terminology.php)

    Here  you will find the lexicon of the lean magazine 4.0   

    Concept in which the strategic business objectives of a company are aligned with the available resources and communicated at all hierarchical levels in order to bind all employees to these common objectives.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

    Here  you will find the lexicon of the lean magazine 4.0   

    One speaks of a portfolio procedure when business units of a company (e.g. products, sources of capital, employees, projects, etc.) are strategically positioned so that its short-term success and long-term existence are optimised. A two-dimensional diagram is used for graphical representation. On its horizontal axis the current position of the business units under consideration (e.g. market share of products) is shown. The vertical axis contains the future attractiveness of the business units (e.g. growth of product markets). A development path (e.g. project phases, project life cycle), which the business units follow, is included in the diagram. A project portfolio decision starts with the operationalisation of the current situation of projects (e.g. efficiency, effectiveness) and their attractiveness (e.g. expected order volume). After measuring their characteristics, the project data are entered into the diagram. On the basis of the diagram, it is now possible to read off the economics of each individual project and make strategic decisions.

    (Quelle: Gabler Management)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    A table which is mainly used when working with machines and compares the workload of the machine with its capacities.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

    Here  you will find the lexicon of the lean magazine 4.0   

    A method of production planning that ensures that fluctuations in customer demand over a period of time do not affect production.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    A method of production planning that ensures that fluctuations in customer demand over a period of time do not affect production.

    (Quelle: TBM Consulting Group http://www.tbmcg.com/de/about/ terminology.php)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Productive creativity reflects the ability to copy. It is realistic, objective and complete. However, the product produced does not show any significant differences from the original product.

    See also: Expressive Creativity

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Product quality means making the required functionality available, including the necessary implementation support (e.g. operating manuals).

    Here  you will find the lexicon of the lean magazine 4.0   

    In the Program Evaluation and Review Technique (PERT) an optimistic, a probable and a pessimistic time estimate is given for each process. This network method is designed as an Event Node Network (EKN) and was developed in 1958 by the US Navy together with the companies Boots & Hamilton and Lockhead.

    (Quelle: Mehrmann/ Wirtz)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    This calculation for determining the date serves to determine the earliest possible date. All project events required prior to the event in question must be included in the calculation. Thus the calculation starts at the beginning of the project, i.e. at the start events or processes.

    (Quelle: GPM)

    Here  you will find the lexicon of the lean magazine 4.0   

    The starting point for progressive (forward) scheduling is the beginning of the project. This date can be directly after the project planning. However, it can also be set at a later date due to circumstances that are independent of the project. From the beginning of the project, the project is then scheduled forwards into the future. The final result of this calculation is the project end date.

    See also: Retrograde scheduling.

    Here  you will find the lexicon of the lean magazine 4.0   

    Project Office is a central service point in the company, which provides relief and support for the individual projects. Tasks can include some or all of the following service functions:

    • Completion of administrative day-to-day work for individual projects (paperwork, coordination of deadlines)

    •  Development and provision of organisational regulations and standards for project work

    • Carrying out controlling tasks (helping to define project objectives, reducing the number of simultaneous projects, coordinating project teams, project prioritisation)

    • Planning of personnel development measures for project members

    • Coaching of project managers

    (Quelle: GPM 2/00)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    A project is a project which is essentially characterised by unique conditions in its entirety, such as

    • Target

    • Time, financial, personnel or other limitations

    • Distinction from other projects

    • Project specific organisation

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    The final project report presents the results of the overall project from an organisational and technical point of view. It also presents the new findings for future projects are detained. The report deals with the project execution (initial situation, major events, schedule, expenditure/cost overview, deviation analysis, consequences and experiences) and the project content (objectives, procedure, results, recommendations).

    (Quelle: GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Procedure for the initialisation of projects.

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Project types are not differentiated by the criteria of their size or complexity etc., but by their content. In this way, a distinction is made between investment projects, organisational projects and research and development projects.       

    (Quelle: Mehrmann/Wirtz)

    Here  you will find the lexicon of the lean magazine 4.0   

    The project order forms the basis for the project team at the beginning of a project. It is based on a contract concluded with the client and the preceding offer with the agreements specified therein, such as scope of services, deadlines and expenditure. The standards, methods and guidelines to be observed, e.g. obligations of the client, agreements on project handover, quality criteria, rules for project control, etc. must be laid down.

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Project budget is the total sum of the planned costs available to the project manager for the implementation of the project. The budget is estimated and calculated during the planning phase on the basis of the work packages. The budget can either be provided as one sum or paid out successively according to the progress of the project (e.g. after reaching (milestones).

    Here  you will find the lexicon of the lean magazine 4.0   

    This collective term stands for the overall project management, which is made up of the project manager and his closest colleagues (lawyers, engineers etc.). As they form an integrated team, they should be housed in a common office complex.

    (Quelle: Madauss: Projektmanagement)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Project controlling serves the early recognition of deviations in  projects. Planned and actual results are compared to determine the status. The project report of the project manager serves to assess the deviations. Project controlling is increasingly being performed by staff units that monitor several projects and perform overarching project coordination tasks.

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    The end of the project is reached when the last phase results have been accepted.

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Project approval is a formal act by the decision makers to implement a project. The project approval can take place in stages. For this purpose, a preliminary study is first released, after whose evaluation the project order is released.

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    The project discussion is an important instrument of communicative leadership. It serves to better prepare the project participants for their project assignment, to ensure the quality of work, to increase the efficiency of the work and to ensure the growth of know-how.

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    A project group meets the same requirements as a team; however, a team does not have a hierarchical structure; a group is always headed by a group leader.

    (Quelle: Mehrmann/Wirtz)

    Here  you will find the lexicon of the lean magazine 4.0   

    Project initialisation is the first phase of a projec t. The result of this phase is a written project assignment agreed with all persons and organisational units concerned. This contains the concrete  project objective and defines the framework conditions under which the project is to be carried out.

    Here  you will find the lexicon of the lean magazine 4.0   

    Project indicators are numerical values of parameters used as a benchmark for technical or economic relationships. They are an important tool of the controlling however, they bear risks in that they relativise and thus distort reality. Often these figures are mean values which show a very wide spread.

    (Quelle: GPM)

    Here  you will find the lexicon of the lean magazine 4.0   

    The individual costs are either grouped together in homogeneous cost categories or divided into further sub-categories (definition according to DIN 69903). The cost types are differentiated according to their origin, such as energy costs, production wages, rents, etc. If too many cost elements are included in the planning, their expenditure becomes unnecessarily high, so that it is advisable to create groups of cost elements, e.g. turning, milling and grinding work to be classified in the category production work.

    (Quelle: GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    DIN definition: The project cost unit is a project result or partial result to which project costs are allocated according to the polluter-pays principle.

    Here  you will find the lexicon of the lean magazine 4.0   

    A project crisis is a normal, cyclically recurring state of uncertainty in demanding projects. Primarily caused by project teamdecision-making body or rumour mill. By project control techniques, calm and strong nerves usually quickly remedied.

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    As an independent social system, a project has a culture. Therefore, all values, norms and rules of a project can be summarised under the term project culture. The development of a project culture takes a long time, which has to be compensated by a high expenditure of energy, as the project itself is time-bound. For the members of a team, the examination of the project culture can be an orientation aid and contribute to their identification with the project.

    (Quelle: GPM)

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    According to DIN 69 901, project management means: the totality of management tasks, organisation, techniques and means for the execution of a project.

    Here  you will find the lexicon of the lean magazine 4.0   

    In contrast to normal tasks, projects have certain characteristics. projects are:

    • TARGETED i.e. the services to be provided in the context of a project must be described in detail in advance of a project.

    • EXCLUSIVE, i.e. the scope of the project is limited in terms of time, performance and costs - start and end dates are fixed.

    • SUPER-GLOBAL, i.e. in the company different departments, groups or functional areas are involved in a project. The Project goal must serve a corporate benefit.

    • UNSCHEDULED, i.e. the task to be solved in the project is outside the operational routine (no maintenance work) and cannot be solved by the line organisation alone

    • COMPLEX, i.e. the task is complex in scope or nature. Many boundary conditions have to be considered and converted into different solutions.

    • SIGNIFICANT i.e. a project, depending on its size, is associated with significant costs and risks for a company.

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    The projects that a company runs at the same time and their relations to each other can be perceived as a project network. Project networks are networks of relatively autonomous projects that are loosely or closely linked.

    (Quelle: GPM)

    Here  you will find the lexicon of the lean magazine 4.0   

    Project organisation refers to the organisation charged with the implementation of a project and its integration into the existing company organisation. It is in contrast to the Line organization.

    Here  you will find the lexicon of the lean magazine 4.0   

    Definition according to DIN: A project phase is a temporal section of a project process that is objectively separated from other sections.

    Here  you will find the lexicon of the lean magazine 4.0   

    Project planning is a tool for achieving the agreed  Project goal It serves as a benchmark for objective progress control and as a basis for project management. Project planning can be supported by project management -tools.

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    See project controlling

    Here  you will find the lexicon of the lean magazine 4.0   

    The project structure level is a branch of the work breakdown structure which shows the subtasks and work packages to be solved at this point.

    See also: Work breakdown structure (PSP), Subtask (TA), Work package (AP).

    Here  finden Sie das Lexikon des Lean-Magazins 4.0   

    Definition according to DIN: A work breakdown structure is the representation of the project structure. It can be presented according to the structure, the sequence of events, basic conditions or other aspects, e.g. mixed forms.

    Here  you will find the lexicon of the lean magazine 4.0   

    A project team basically consists of project manager and project staff.

    See also: team.

    Here  finden Sie das Lexikon des Lean-Magazins 4.0