Categorized Glossary of Key Terms
Action Planning and Implementation
Action Plan
A detailed implementation plan that identifies what needs to be done, who is responsible, and when it will be completed.
Action Register
A list of approved actions needed to move from the current state to the future state process.
Benefit Realization
The process of documenting and measuring the expected outcomes of an improvement effort.
Countermeasure
A specific action implemented to reduce or eliminate a root cause, barrier, or risk.
Implementation Team
A group responsible for overseeing, supporting, and monitoring the transition from the current state to the future state process.
Sustainability
The ability to maintain an improvement over time through monitoring, accountability, coaching, and continuous learning.
Continuous Improvement Concepts
Continuous Flow
The uninterrupted movement of services, information, or work through a process with minimal delays, bottlenecks, or waiting.
Continuous Improvement (CI)
An ongoing effort to enhance an organization's products, services, or processes through small, incremental changes. The 5 key principles of continuous improvement are customer focus, process thinking, data-driven decisions, employee involvement, and incremental change
Kaizen (kai·zen ˈkī-ˌzen)
A Japanese term meaning "continuous improvement," based on the belief that many small improvements over time create significant positive change.
Lean
philosophy focused on maximizing value while minimizing waste through continuous improvement and respect for people.
Operational Excellence
The ongoing pursuit of improved quality, service, effectiveness, efficiency, and value creation.
Pull System
A process design in which work is performed only when it is needed rather than in anticipation of future demand.
Rapid Improvement Event (RIE)
A focused, short-term team effort to quickly identify, test, and implement process improvements that enhance efficiency, quality, and outcomes.
Respect for People
The foundational principle that an organization achieves its best results by developing the capabilities of its people, trusting them to identify and solve problems, and building systems that make their work meaningful rather than degrading.
Value
Anything that directly contributes to meeting the needs of students, patients, faculty, staff, researchers, or other stakeholders.
Value Stream
The complete set of activities required to deliver value to a beneficiary.
Beneficiaries
Beneficiary
The person, group, or organization receiving value from a process.
Customer
Anyone who receives the output of a process.
Stakeholder
Any person or group impacted by the process or improvement effort.
Voice of the Beneficiary (VoB)
Information gathered to understand what beneficiaries need, expect, and value.
Voice of the Customer (VoC)
The documented needs, expectations, preferences, and feedback of the people who receive the products, services, or outcomes of a process.
Voice of the Employee (VoE)
Feedback and insights from employees involved in a process.
Voice of the Process (VoP)
Data and observations describing how the process is currently performing.
Voice of the University (VoU)
Strategic goals, mission priorities, leadership expectations, and institutional requirements influencing process performance.
Green Belt and Capability Development
Capabilities Building
Developing the skills, tools, knowledge, and confidence needed to lead and sustain improvement efforts.
Cohort
A group of faculty and staff who participate in an ELEVATE training program together.
Cohort-Based Learning
A learning model where participants progress through training as a group, learning from a facilitator conducting the training and supporting one another.
Cross-Functional Team
A team composed of members from different departments, schools, or functions working toward a shared objective.
Facilitator
A trained individual who guides teams through improvement activities, workshops, and Rapid Improvement Events. Facilitators guide the process, not the solution.
Facilitator-in-Training (FIT)
An employee developing the knowledge, skills and experience needed to become a Facilitator.
Green Belt
An employee trained in structured problem-solving and process improvement methods who has developed the skills to lead improvement initiatives and projects.
Learning by Doing
A principle that emphasizes applying improvement concepts through real-world projects.
Mentoring
A relationship where an experienced practitioner supports the growth and development of another employee.
Planning, Measurement and Strategy
A3
A structured problem-solving and communication tool that summarizes a project as a problem-solving practice, a single piece of paper, a template, or a report.
Baseline Performance
The current level of process performance before improvements are implemented.
Data-Informed Decision Making
Using evidence, facts, and measurable information to guide decisions.
Institutional Effectiveness
The ongoing process of planning, measuring, assessing, and improving outcomes to fulfill UMB's mission.
Measurement
The collection and analysis of data to understand current performance and evaluate improvement efforts.
Outcome
The measurable result or impact of an improvement initiative.
SMART Goal
A goal that is Specific, Measurable, Achievable, Relevant, and Time-Bound.
Process Improvement Tools
Affinity Diagram
A tool used to organize ideas into themes or categories after brainstorming.
BOSCARD
A project scoping tool that defines Background, Objectives, Scope, Constraints, Assumptions, Risks, and Deliverables.
Brainstorming
A structured method for generating ideas, solutions, or improvement opportunities.
Cause-and-Effect Diagram (Fishbone Diagram)
A visual tool used to identify and organize possible causes of a problem.
Current State Process Map
A visual representation of how a process operates today.
Five Whys
A root cause analysis tool that repeatedly asks "Why?" to identify underlying causes of a problem.
Future State Process Map
A redesigned representation of how a process should operate after improvements are implemented.
Gemba Walk
The practice of observing work where it actually occurs in order to learn and understand the process.
Interrelationship Diagraph
A root cause analysis tool used to understand relationships among multiple causes.
PICK Chart
A prioritization tool used to evaluate solutions based on ease of implementation and expected benefit.
Process Mapping
The practice of visually documenting how work flows through a process.
Root Cause Analysis
A structured approach used to identify the underlying causes of a problem.
SIPOC
A process scoping tool that identifies Suppliers, Inputs, Process, Outputs, and Customers.
Team Charter
A document that defines a project's team members, stakeholders, process to be reviewed, problem statement/current state, objectives/goals/target state, scope, and metrics to measure target outcomes?
Process Performance and Flow
Barrier
Anything that slows work, creates frustration, or prevents desired outcomes.
Batch Processing
Accumulating work and processing it in groups rather than individually.
Bottleneck
A point in a process where work accumulates or slows down.
Cycle Time
The amount of time required to complete an activity or process step.
Flow
The movement of work, information, services, or decisions through a process.
Handoff
The transfer of work, information, or responsibility between individuals, offices, or departments.
Lead Time
The total elapsed time from the beginning of a process until completion.
One-Piece Flow
The movement of work through a process one item at a time rather than in batches.
Swim Lane
A visual element during process mapping that separates tasks performed by different people, roles, or departments
Quality, Standards and Visual Management
5S
A workplace organization method consisting of Sort, Set in Order, Shine, Standardize, and Sustain.
FIFO (First In, First Out)
A flow management principle ensuring work is processed in the order it is received.
Mistake Proofing (Poka-Yoke)
Designing processes to prevent errors or make them immediately visible.
Standard Work
The documented best-known method for consistently performing a process.
Visual Management
Tools and systems that make process performance visible and understandable at a glance.
Visual Control
Visual cues that help employees understand process status, priorities, and standards.
Waste and Process Challenges
Correction Waste
Waste caused by errors, rework, or correcting mistakes.
Impediment to Flow
Anything that disrupts or slows the movement of work through a process.
Inventory Waste
Waste resulting from stockpiling materials, information, or unfinished work.
Knowledge Disconnection
Waste that occurs when needed information, expertise, or communication is not effectively shared.
Movement Waste
Unnecessary movement of people, equipment, information, or materials.
Non-Value Added Activity (NVA)
An activity that consumes resources without creating value for all beneficiaries.
Non-Value Added but Necessary (NVAN)
An activity that does not create value but is currently required.
Overburdening
Unreasonable demands placed on people, processes, equipment, or facilities.
Overprocessing
Performing more work or adding more complexity than is needed.
Overproduction
Producing work, services, information, or materials before they are needed.
Transport Waste
Unnecessary movement of materials, information, or people between locations.
Unevenness
Irregular or inconsistent workload distribution that creates inefficiencies and instability.
Value-Added Activity
A process step that directly contributes to meeting customer and stakeholder expectations.
Waiting Waste
Time lost while work waits for information, approvals, decisions, resources, or action.
Waste
Any activity that consumes time, effort, or resources without creating value.
Reporting and Communication
Report Out
A formal presentation summarizing an improvement effort, including results, lessons learned, implementation plans, and next steps.
RIE Scorecard
A tool used to document current performance, future targets, projected outcomes, and improvement results.