Glossary

The percentage of time a unit of value flows through a single step without requiring rework, reflecting step-level quality. Total %C&A (sometimes called Rolled %C&A) totals this up for all of the steps through the entire value stream, serving as an overall indicator of quality and rework effort levels.

The average actual productive effort or processing time for the step to be completed.

Means light, used as a visual alert to signal problems that require immediate attention. For optimal performance a leader is prepared to respond to the Andon to Gemba Walk and do everything in their power to remove the problem.

A step in the process where work slows down, limiting the overall flow of value.

A clickable set of breadcrumbs in the upper left corner above a map that allows you to navigate from a map, back to its parent space or all spaces in your organization.

The frequency of the cycles where a team agrees to update, score and improve a journey or value stream (weekly, bi-weekly, monthly,quarterly,bi-annual). In nVeris this is also referred to as the improvement or innovation loop where after 2-3 cycles organizations start to see significantly higher engagement and performance levels.

The series of interactions a customer has with a company or organization to receive a product or service from initial contact to ongoing support.

A representation of a key customer segment based on research, including their demographics, objectives, behaviors, and challenges. Organizations will have both internal and external customers seeking value.

The steps creating or improving products or services. These include the systems that support operational value streams or customer facing solutions.

An expandable left menu that dynamically adjusts based on tasks you are encouraged to complete to get the most value from nVeris. It also opens and hides a set of common tools to collaborate with others, share reports, and manage map level settings.

The calculated flow time adjusted by the probability of rework for each step, linearizing flow metrics into a single value for insights.

The total Active Time (AT) / Total Flow Time (FT). A higher ratio indicates greater efficiency or productivity.

A desired state where there is a smooth progression of work through the value stream with minimal delays, interruptions and rework.

Total Activity Time / Total Flow Time, representing the percentage of value-added time in the total cycle time, an indicator of productivity.

Flow Time (FT) is the total sum of Wait Time (WT) and Active time (AT) for all steps in the journey map or value stream.

Steps identified by the customer where they have a positive experience during their journey to buy or use a product or service.

The actual place where work is done. In Lean, it refers to the place where value is created, such as the shop floor in manufacturing. A leader practicing Gemba observes, listens to team members, asks open-ended questions to understand challenges, and will support an open Kaizen culture by taking decisive action to improve the environment and remove impediments.

Radical improvement. Larger, more significant changes to processes or systems compared to the incremental approach of Kaizen.

For critical strategic opportunities requiring rapid, large-scale transformation, nVeris sessions can be extended to create a comprehensive roadmap of improvements. This approach aligns multiple levels and segments to drive significant organizational change. nVeris adapts to both methodologies, supporting continuous improvement or transformative initiatives based on organizational needs.

Continuous improvement. It focuses on continuously making small, incremental changes to processes to improve efficiency and quality.

nVeris Startup and Adapt Cycle agendas are optimized for incremental changes, allowing organizations to steadily improve processes through small, manageable adjustments.

A visual board to manage workflow by signaling when should move through each stage of the process for highest throughput.

A Kata is a structured practice designed to learn and improve processes through deliberate, repetitive actions. Originating from martial arts, where it refers to choreographed patterns of movement. In lean and business contexts, Kata focuses on developing skills and fostering continuous improvement through iterative learning cycles.

A dynamic horizontal tabbed area just below a customer journey or value stream map. Clicking on each tab changes the workspace to manage and view step details, dashboard cards, scenarios, improvements or display a stacked view of related maps in a space.

Waste. Activities that do not add value to the process and should be eliminated.

Unevenness. Variability in processes that can lead to inefficiencies and waste.

Overburden. Putting too much strain on people or equipment, which can lead to breakdowns and inefficiencies.

The steps involved in delivering value to the end customer through production and delivery processes.

Opportunity Value (OV) - The potential economic gain of a future state or improvement idea compared to alternatives. Used in scenario modeling to highlight what value may be lost or delayed if a higher-impact option isn’t pursued, helping teams align and reach commitment for change in each improvement cycle.

Steps identified by the customer where they experience challenges or frustrations during their journey to buy or use a product or service.

A measure of the value gained from an implemented improvement relative to its cost. In nVeris, ROI validates the impact of committed changes in each improvement loop, confirming whether the improvement hypothesis delivered the expected benefits, informing ongoing investment decisions. In nVeris ROI funds the next round of continuous improvement.

Supporting functions that help sustain other value streams such as internal help centers that support an organization's staff.

Any point of interaction between the customer and the company, such as review of information, demo, sales contacts, product or solution interactions, and support.

The end-to-end set of activities required to deliver a product or service to a customer. Customers include internal customers that rely on your work to deliver to the end customer.

In nVeris, Value Stream Management is the repeatable practice of mapping work, scoring opportunities, and improving with a cross-functional team - on a steady cadence. Unlike process mining, which observes and creates metrics, but doesn’t inspire action, nVeris drives AI-powered collaboration and visual simulation to create shared commitment and momentum, without the overhead of maintaining costly integrations. A self-sustaining feedback loop of engagement, innovation, adaptability, and higher ROI.

A collaboration where cross functional groups create a visual map of the steps in a value stream, score the performance to highlight bottlenecks and identify opportunities for improvement.

The average amount of time a step is not actively being worked or is in queue waiting for things like approvals, information, or materials before work can be performed.