CNATRAINST 3500.3
28 June 2001
Processing Speed (PS): Rate at which a process operates to produce
value. Because many times it is difficult to measure value being
produced internal to a process, the actual rate is often approximated
by averaging input and output rates or by simply using output rate.
Production planning process: From the time a forecast or order is
received for scheduling until instructions, schedules, material, labor
and equipment are in place to meet schedules.
Pull: A requirement from a downstream process step for unit(s) of
work from a preceding step. The English equivalent of the Just-in-time
Japanese term "Kanban." It describes the production system where
downstream process steps signal the release of work from preceding
steps.
Push: An imposition from an upstream process step of unit(s) of work
upon a succeeding step. The typical production system where upstream
process steps impose work on downstream steps whether they are ready
or not.
Responsiveness: The degree that a business is able to make its
products and services meet the customers' final needs in the target
market at minimum resource expenditure.
Resultant: The TGI leader/driver of the 5 I's competitiveness change
process at TGI clients. A person who gets paid for and achieves
results -- not for advice and consultation.
Results Manager: The leader/driver of a program that (Previously
Program Manager) focuses on the BIT and fits between the Vice President
in charge and the ResultantSM in the TGI hierarchy.
Results/resource curve: A universal curve which indicates that most
businesses and organizations throw substitute process resources at a
result instead of improving the real driver of the result. Cycle time
is frequently the real driver of the result. The curve path can be
applied to help the client identify and remove substitute process
resources and put emphasis on the real drivers of results. The curve
can be visualized by asking the following questions: If resources
were cut in half, what would happen to results? If resources were
doubled, what would happen to results? If some of the substitute
process resources were refocused on root cause improvements, what
would happen to resources and results?
Root cause: The fundamental, underlying cause of a problem as opposed
to a symptom or superficial explanation.
Scope, process: An imaginary "fence" around all steps included in a
process that delineates what activities are included in the process -
defines the process boundaries.
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