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Cnc Business Profits document sample
Document Sample
Rating Values
Range of 1- 5 (No decimal points allowed)
Rating assigned to each section must meet all of the criteria of that rating to be assigned that score.
eg. To assign a "4", the site must clearly have tools, skills, actions in place to meet the proficiency leve
Must consider effectiveness across all shifts
Setup is done once or twice per People are aware of the
month. Little to no awareness of need and value in lowering
need for frequent setups. Setup setup times. Improvement
may take half a day or more. No activities are selective, not
consistent measurement of Set- formally built into the system.
up time. Material availability is Setup times are fairly high
ignored. (hours).
Changeover/Setu
p
Data Entry Points
First time the report is used, you must add your site name to the top of the Lean Skills and Sustain Radar Chart (tab
Go to Chart, Options, Title, Type in your site name where it says (your site)
First time the report is used, you must enter your site's 1% revenue target in Cell B 29 of the Current month Sust
Data entry (1,2,3,4,or 5) is required in columns L thru T Only (to the right of the RED Line) on the Current Month
Do Not Enter Data anywhere else in this section these sheets. All calculations are automatic.
Manually transfer the Site Lean Average and Site Sustain scores to the Trend Graph data columns on Tab 6 (Trend
At the bottom of the Sustain Survey, see the % savings calculator. Enter your monthly savings in the proper month i
Do Not Enter Data anywhere else in this section. All calculations are automatic.
Report Format
There are (2) Surveys to be completed monthly by the 28th of each month. These will be reviewed as part of the MO
( Y o ur sit e) Sit e W C M Sco r e
Site Lean Average Score
3.3 Elimination of Process Delay 3.1
Cont inuous Flow
5
Problem Solving 3.5 Response Syst ems
4.5
Layout
Threshold Site Average
Problem Solving Load Smoot hing
4
3.5
Visual Management Takt Time
3
2.5 Site Low
2
Workplace Organizat ion "5S" Changeover/ Set up
1. 5
1
Qualit y 0.5 Value Added Work
0
Quality 3.5
Operational Costs 3.0
Error Proof ing Mult i-Skilled Operat ors
Cont inuous Improvement Perf ormance Measurement s
Perf ormance Focus Invent ory / WIP
St andard Operat ing Procedures Prevent at ive Maint enance
Mat erial Cont rol Pull Syst ems
Predictable Output
3.5
The Red Section is the threshold of Lean and is set at 3.5 for all sites, processes, operating models.
The Yellow Line is the lowest score that appears for any of the processes reviewed. (See below)
Perf ormance Focus Invent ory / WIP
St andard Operat ing Procedures Prevent at ive Maint enance
Mat erial Cont rol Pull Syst ems
Predictable Output
3.5
The Green Section is the Site Average performance for the all processes reviewed.
Must consider effectiveness across all shifts
Objective Level of Implementation & Performance
1 2 3
Change Leaders Human objectives for a project Human objectives and either
do not consider are identified, but are often not project success measures
the human side achieved or measured. In these are established at the onset
of the change cases site leaders do not take of a project. These are
project. Project ownership for poor communicated to all
objectives do not implementation of sustained impacted and are monitored
include "human results. The project teams and measured throughout
Accountability
objectives", appear to have sole ownership the project. Role maps are
for success or failure. created that identify
ownership and accountability
for the change across the
organization.
Site Average Score is posted top left corner of the Radar chart
Section Average scores are posted to the right of each section title.
rating to be assigned that score.
kills, actions in place to meet the proficiency level described.
Setup reduction teams Setup on machines is 30+/- All Setups are done within
exist on key machines and minutes, repeatability of a very short time (<10
times are improving, but the process is very minutes), one small
progress still needs to be noticeable. Material enough to allow extremely
made. Set-up time has availability is improved to frequent changeovers.
been reduced by 75% as re-supply complete within Times are low enough to
defined by “Last good piece 30+/- minutes. Setup times make setup an almost
with old tools to first good in assembly areas are irrelevant issue for
piece with new tools short, predictable, and scheduling and utilization.
(includes 1st piece repeatable.On-going Material supply is not a
approval)”. Some beginning improvements are visible. problem. Methods are
focus on the material migrated to all Value
supply processes. streams. Setup is equal to
TAKT time. Change
notification is visible.
p of the Lean Skills and Sustain Radar Chart (tabs 2, 4)
ere it says (your site)
target in Cell B 29 of the Current month Sustain Survey.
he right of the RED Line) on the Current Month Lean Survey and the Current Month Sustain Sheets
ese sheets. All calculations are automatic.
the Trend Graph data columns on Tab 6 (Trend Data). The YTD trend will graph automatically.
Enter your monthly savings in the proper month in Column B (shaded purple section)
ll calculations are automatic.
month. These will be reviewed as part of the MOR.
Elimination of Process Delay 3.1
Threshold Site Average
d Smoot hing
Takt Time
Site Low
Changeover/ Set up
Value Added Work
Operational Costs 3.0
Mult i-Skilled Operat ors
Perf ormance Measurement s
Invent ory / WIP
at ive Maint enance
ut
es, processes, operating models.
cesses reviewed. (See below)
Invent ory / WIP
at ive Maint enance
ut
cesses reviewed.
Site
ntation & Performance Site Target Average Site Low Process A
4 5 Score Score Score Score
Leaders of change efforts Business leaders are
are measured on the level measured on the
of disruption caused by sustainability of the change
their change projects. projects in their areas.
These results indicate These results indicate a
minimal disruption to the positive return on change
business and the efforts.
organization. Post-
implementation monitoring
of progress and problems
is done.
3.5 2.8 1 2
Process B Process C Process D
Score Score Score Score Score Score Score Score Score
3 5 1
Raleigh WCM Score
Site Lean Average Score 3.5 Elimination of Process Delay 3.7
Continuous Flow
Problem Solving 3.1 Response Systems 5 Layout
Problem Solving 4.5 Load Smoothing Threshold
4
3.5 Site Average
Visual Management Takt Time
3 Site Low
2.5
Workplace Organization "5S" Changeover/Setup
2
1.5
1
Quality Value Added Work
0.5
Quality 3.8 0 Operational Costs 4.0
Error Proofing Multi-Skilled Operators
Continuous Improvement Performance Measurements
Performance Focus Inventory Storage
Standard Operating
WIP
Procedures
Material Control/Supply Chain
Preventative Maintenance
Management
Pull Systems
Predictable Output 3.1
Objective Level of Implementation & Performance (M
1
Products move through the
production line in large batches,
often taking several days or more.
Batch sizes on average are
equivalent to daily demand.
Overall WIP inventory is large and
Elimination material gets out of sequence.
of Process Continuous Flow
Delay
Equipment and sequential
processes are placed far apart
from each other, leading to batch
processing and a lot of
transportation delay. Products
change direction multiple times
Layout
during the process. Typical flow
diagram looks like “Spagehtti” and
cannot be easily followed. High
number of shared resources
causes “traffic jams”
Production of major products
takes place at least twice a month
and is scheduled. Production pace
differs by process and is controlled
heavily by manufacturing
problems. Schedule is constantly
reprioritized by a planner.
Load Smoothing
Production pace is not planned but
assumed to be a fixed function of
current equipment. Production
area operates and adds/cuts
hours or inventory to match
demand.
Takt Time
Setup is done once or twice per
month. Little to no awareness of
need for frequent setups. Setup
may take half a day or more. No
consistent measurement of Set-up
time. Material availability is
Changeover/Setup ignored.
A great deal of time spent waiting
on machines, parts, people.
Significant amount of time is spent
walking, inspecting, resolving work
stoppages, changeover, moving
Operational
Value Added Work material, repair. VA-NVA ratio is
Costs <5%
Operators have narrow and rigid
job classifications or expectations -
“this and only this is my job”.
Multi-Skilled
Operators
Measurements are primarily
efficiency based and used as a
negative motivator. Employees do
not see a connection between
their job and the organization
making money. Customer
satisfaction is not important. Large
Performance number of measures in place
Measurements causing conflict.
Storage is disorganized and has
no clear visual controls on location
or volume. Items often located in
unmarked locations. Work
stations are frequently waiting for
material to be delivered from a
Inventory Storage central location.
Material, WIP, and equipment
storage is disorganized and has
no clear controls on location or
volume. Items often located far
away from point of need in
unmarked locations. Work
WIP stations are frequently waiting for
material to be delivered from a
central location.
Frequent machine failure with
large buffer stock kept to cover.
PM’s are regularly behind
schedule or non-existent. No
Predictable Preventative
tracking of downtime or utilization
Output Maintenance
analysis.
Production flow is completely MRP
based with no in-line control on
operations or production pace.
Material enters and is pushed
downstream on forecast only.
Pull Systems
Parts and materials spend a lot of
time in transit. System counts do
not match available parts. Large
equipment and process downtime
due to missing parts. Several
parts areas with no visible
customer separation.
Material
Control/Supply Chain
Management
Work procedure charts exist in
basic form but are not rigidly
followed. No consideration given
to areas such as WIP levels,
machine time, or critical
quality/safety items.
Standard Operating
Procedures
Only real concern is the paycheck.
No interest in general business
operation, improvements, or belief
in change. Very little/no contact or
interest with the customer.
Quality Performance Focus
Steady continuous improvement
does not occur at any significant
level. Upper management and
engineering may be involved in
large scale innovation.
Continuous
Improvement
Not used at all. No effort made to
error-proof process. Background
level of production errors is
accepted.
Error Proofing
No preventative quality tools are
used. Significant amount of
inspection is used. Process
quality is not repeatable nor
reliable.
Quality
Plant is a mess, but those in
charge generally understand
location and quantity of items.
Some control exists over the
location of fixtures, machines,
WIP, and tools. No Celestica
Problem Workplace Standard signage in place.
Solving Organization "5S"
No visual displays showing
performance, goals, or current
status exist. Visual tools are not
used for communication process.
Visual Management
Problems are only noticed by
operators and repaired by
maint/eng. Superficial fixes lead
to recurring problems.
Problem Solving
Operators have no authority to
stop production or alert
supervisors. Stop authority may
rest as high as plant manager.
Employees may be actively
Response Systems discouraged from disrupting
production flow.
Acronyms:
Acronym:
WIP
WCM
MOQ
NVA
VA
IE
SCM
PM
TPM
MRP
FIFO
CTO
CI
SPC
FMEA
Level of Implementation & Performance (Must Consider effectiveness across all shifts)
2 3 4
Batching is used heavily, but Parts of the line(s) are run on Production basically runs in a
batch sizes are moderate and continuous flow basis but batch continuous flow, but small
material moves through the processing still occurs in some inventory buffers exist between
system in the proper sequence. areas. WIP levels are processes to insulate each
Batch sizes have been reduced to moderately low. individual process from
half of daily demand. variability in others and/or high
changeover times.
Limited dedication of resources. Most processes are placed in Transportation delay is very
Processes are placed apart, close proximity, but long- minimal, and operators are
leading to sporadic batch distance transportation delay still close enough together to share
processing and a moderate occurs. A few problems occur some jobs. Cell concept is
amount of transportation delay. when products with different present. Increased amount of
processing needs are produced resource dedication based on
on the same line. Some use of product families (similar
cells are found. processing needs).
Production of major products Production of major products Production of major products
takes place at least once a week. takes place at least once a week takes place daily.Production is
Production pace differs by and is fairly well synchronized synchronized among processes
process and is controlled heavily among processes. Fair amount and is based on Takt Time with
by manufacturing problems. of visibility to demand mix. little disruption to the process.
Schedule is fairly stable. System Some build-up inventory due to
has only one setting based on changing mix. Playbook exists to
average customer demand. adjust system Takt Time based
on Customer orders.
Customer demand is used to Demand quantities are used to Pace of production is controlled
determine optimal cycle time but determine optimal cycle time directly by optimal TAKT time.
may not be closely followed. and efforts are made to balance Time is calculated from live
Some over/under production work allocation to match. customer demand and used to
occurs. No work allocation Inefficiency still exists in the balance work between
changes are used to balance form of overproduction and/or operators. Each person/station
operators to demand. low utilization. Takt Time is operates close to optimal TAKT
calculated from live customer time. Deviation to TAKT time is
demand but is not used visible and addressed.
exclusively to drive the process.
People are aware of the need and Setup reduction teams exist on Setup on machines is 30+/-
value in lowering setup times. key machines and times are minutes, repeatability of the
Improvement activities are improving, but progress still process is very noticeable.
selective, not formally built into needs to be made. Set-up time Material availability is improved
the system. Setup times are fairly has been reduced by 75% as to re-supply complete within
high (hours). defined by “Last good piece with 30+/- minutes. Setup times in
old tools to first good piece with assembly areas are short,
new tools (includes 1st piece predictable, and repeatable.On-
approval)”. Some beginning going improvements are visible.
focus on the material supply
processes.
Non-value-added activity A moderate amount of work that Waiting time is minimal, and
consumes the majority of time, does not add value is found in most work is value-added.
but efforts are made (primarily by redundant activity such as Cross-functional improvement
IE) to make work more efficient multiple inspections, and teams work regularly to increase
and eliminate steps. Operator changeover. Operators are the productivity of the work
involvement is limited. more involved in developing new areas.
work methods. VA-NVA ratio is
> 10%
Some cross-training is present, Cross-training is present. Cross training is well established
but it is not very well developed. Workers regularly assist or run and well documented. Workers
No large barriers to cross training neighboring stations based on have the skill and do regularly
exist. flow rates. Team concept is in work various combinations of
place. jobs/parts of jobs on cells/lines
based on necessary flow rate.
Still a large number of measures The measures are related to the Partial attempt at a Balanced
tracked but a few get the most type of business and product Scorecard is made with some
attention. Some awareness of produced. Customer Sat. has vertical link to business
Customer Satisfaction and the sizeable influence over measures. Employees are
profitability of the business. performance decisions. Some exposed to various
visibility of the measures is measurements and see the link
gained through weekly/monthly between their job and profits.
measures but adherence to a Priorities become a little clearer.
“hot” few is common.
Storage areas have begun Storage areas are specifically Supply Chain Management has
utilizing visual controls and are designated and may be performed an 80/20 analysis on
beginning to establish a relatively close to the point of those parts and suppliers that
replenishment system for line side use, and employees generally are causing or could cause
stocking with the involvment of comply with procedures. Some significant variations in the
Supply Chain Management. FIFO mechanisms exist. Line production process and has a
side stocking replenishment plan in place to reduce lead-
system is being utilized. times, quality issues, or lot size
issues. Storage continues to be
moved to line side stocking
where applicable.
Designated incoming and Storage areas are specifically Materials, WIP and equipment
outgoing storage zones may exist designated and may be have designated storage areas
but are unlabelled and poorly relatively close to the point of which are close to the point of
controlled. Many employees use, and employees generally need. Minor compliance
disregard, leading to unauthorized comply with procedures. Some slippage still occurs. FIFO
pile-ups. In between process FIFO mechanisms exist. occurs. Production and in
WIP levels are still not controlled. Incoming and outgoing areas process WIP are controlled by
are clearly marked and are Kanban (pull system criteria
being utilized properly. below).
Excessive Material entering the
cell is sent back to the previous
process.
Maintenance crew is fairly well Maint. crew is cross-trained and Goals for maint. dept. are set
trained, but slow to respond. Only responsibility is well organized. and measured regularly.
maintenance does maintenance. Operators do simple Machine failure rarely impacts
Major PM’s conducted yearly. maintenance and are doing daily production schedule. Root
Little awareness of PM/TPM. walk-around checks. PM cause analysis used for major
Recurring downtime problems are schedules are posted but major failures. Pilot TPM team is
the norm. PM is done only annually. running.
Production output at individual Partial Kanban (or similar) Kanban (or similar) systems are
stations may be somewhat limited system is in place either in very in place either in multiple areas
by backup of WIP downstream. A limited area of line or in to support specifc Value or
“cap-limit” or maximum WIP level materials replenishment at work product streams. Replenishment
is in place. Communication stations but relies on high buffer to the lines, Pull between
between stations is poor. sizes to prevent line disruptions. separated work areas, Pull from
Management is aware of value supermarkets for CTO are
of pull control. Discipline in pull readily identifiable and evident.
control may be slightly Minimal reliance on buffers to
imperfect. prevent line disruptions.
Discipline in pull control by
operators is good. Some
supplier pull systems are in
place for key materials.
Parts supply strategy not clearly Parts supply strategy defined but Majority of parts supply is
defined to support current implemented to support current consistent with current
Operating Model needs (Line-side Operating Model needs (Line- Operating Model needs (Line-
stock vs replenishment).Multiple side stock vs replenishment). side stock vs replenishment).
part drop areas, large amount of Limited correct packaging Majority of correct packaging
parts are centralized in one area. methods/media are in place. methods/media are in place.
Data integrity still poor. Large Supply Chain Management has Minimal material returned to the
amounts of material is returned to performed an 80/20 analysis on stockroom. Incoming inspection
stockroom. those parts and suppliers that ensures good parts are available
are causing or could cause to the cell. Material handlers are
significant variations in the measured on cell uptime.Some
production process and has a suppliers check stock at the line
plan in place to reduce lead- in house. Operators reconcile
times, quality issues, or lot size parts taken/used/scrapped.
issues. Incoming inspection Supply Chain has resolved 50%
reviews quality prior to put away of Major issues identified in the
in stores. Most part storage 80/20 recovery plan.
areas are organized. Some
parts are Point Of Use. Some
downtime due to unpredicted
parts issues. Still double
counting and multiple parts
areas.
Basic aspects of Standardized Fairly complete Standard Work Majority of stations are covered
Work Procedures are developed Sheets are developed and in integrated Standard Work
but not always updated well. basically followed, and located Sheets. Sheets are updated
Taken only as a “general at line side. However these are regularly, and are used regularly
guideline” for the stations to not frequently used as baselines as baselines for continuous
follow. Concepts good, but slips for continuous improvement improvement of processes and
occur in application. Some activities. procedures. Operators
operator input into the methods. create/maintain Standard work
methods and documents.
Operators adhere to standards
on all shifts.
Passive suggestion system is in Employees are interested in Most employees understand and
place, but no real training or improving and are given limited participate in ongoing
motivation supplied to employees. feedback and training. improvement and have
Little feedback or communication However, involvement is low key knowledge of customer
to employees on their involvement and not well organized. Some demands. Focus on
in customer awareness is present. performance still needs to be
built into training/compensation.
Upper management and Suggestion system to support CI A fair amount of CI occurs
engineering advocate CI type program exists, but is not based through dedicated CI teams.
progress, but no systems exists to on team efforts or well Suggestion system is used by
facilitate. Suggestion system is supported by management. workers. Management clearly
non-existent or weak. Feedback to workers on understands CI versus
progress is limited. Six Sigma “innovation”.
personnel are involved when
major or reoccuring problems
are identified.
Production managers aware of Error-proofing devices built into Error-proofing devices are
problems and use SPC or other a number of machines but their present on majority of machines
monitoring to signal when further application is not part of and processes. Error proofing is
problems develop. continuous improvement used in fixing root problems.
process. Design is largely Most people understand value
limited to engineers. and use of error-proofing.
Managers and Operators are Routine use of SPC (Statistical Routine use of FMEA (Failure
aware of problems and use SPC Process Control). Some Mode Effects Analysis),
sparingly to collect defect data Corrective Actions are Corrective Actions are
periodically or other monitoring generated whenever a problem generated for all problems
tools to signal when problems arises, Defects are repaired at including supplier related
develop. Operators are the source and do not pass problems. Continuing
empowered to stop the line when downstream. FMEA ( Failure Improvement as well as periodic
problems arise. Mode Effects Analysis) are audits of actions on Machine,
developed for some products. Operator/Method assignable
causes. Value Streams are
operating at a 4 sigma level.
Work areas and walking areas Names of All can easily tell the designated
are separated. Goods and materials/tools/machines are location and quantity of tools,
machines are placed in a displayed according to Celestica materials and machines.
standardized order. Work areas standard. Machines/floors are Cleaning and orderliness is very
are still messy. Some Celestica regularly cleaned. Visitors see a good with a well maintained
standard signage is in place but “clean plant”. Plant is generally system in place to keep it this
inconsistent orderly, including most work way. Enforcement of clean and
areas. Celestica Standard orderly workstations is done by
signage is in place shop employees themselves.
Celestica Standard signage is in
place
A few visual communication tools Visual communication tools and All Employees are able to
are used. It is still very difficult to displays are used, but the understand performance, goals,
see performance, goals, and information is not very complete and status of the process from
current status. or as up to date as it could be. the posted information.
Performance and status are Information is thoughtfully
fairly clear to most people. tailored to individual areas.
Very limited use of structured Some Managers, Directors, Most Managers, Directors,
problem solving analysis on Supervisors may use structured Supervisors, Lead people apply
special occasions (e.g. problem solving type analysis, structured problem solving to
engineering, management); often but normally after several problems frequently (although
large, repetitive problems. repeats and for more severe some Band-Aid’s still occur).
problems. Problem solving methods are
standardized, and operators are
trained on their use.
High level stop authority but no Work cell or team leader has Work cell or team leader may
system is present to react quickly authority to stop line for serious stop line for general or
when a defect or other problem quality problems and safety developing quality problems
occurs. Long wait (>24 hrs) issues. Criteria for stoppage is before these become serious.
occurs before identified problems posted at workstations. Effective system to alert those
are fixed. Response time of support is who can help is in place with
predictable but not fast. fairly rapid response speed.
Expanded Definition: Other Comments:
Work in Process in process inventories
World Class Manufacturing refers to the lean philosophy
Monthly Order Quantity
Non Value Added
Value Added
Industrial Engineering
Supply Chain Management
Preventitive Maintenance
Total Productive Mainenance
Material Requirement Plan
First in First Out
Configure to Order
Continuous Improvement
Statistical Process Control
Failure Mode Effects Analysis
Value
ss all shifts) Site Site Stream
Target Average Low Line 1 Line 2 Line 3
5 Score Score Score Score Score Score
True single piece flow (lot size=1)
occurs in virtually all areas of the
line(s). Employees understand
the value of this and constantly
work to improve efficiency of
setups/changeovers and reduce
variability. Production system is
defined by linked cells supporting
a product stream. Deviations to
single piece flow are understood
and standardized. Setup time is
equal to TAKT time.
3.5 2.8 2 2 2 2
Equipment and processes are
close enough together for hand
transport and job sharing.
Equipment/processes are
arranged in small, product
specific, flexible cells. Work
“loops” are easily re-balanced.
Facilities are flexible to change,
operator workflow are
uninterrupted. Equipment and
tools are not shared.
3.5 4.3 4 4 4 4
Production of major products as
well as “spot” demand occurs
daily. High degree of visibility to
customer demand. Production is
synchronized among processes
and based on TAKT time
analysis. System rules for
flexibility and order processing
are defined and managed by the
line. Orders are managed to
adhere to lead time. TAKT time is
adjusted to customer demand.
MOQ =1
3.5 3.5 3 3 3 3
Pace of production is controlled
directly by optimal TAKT time.
Time is calculated from live
customer demand and used to
balance work between operators.
All people/stations operate
exactly to optimal TAKT time.
Littel to no deviation to TAKT time
occurs.
3.5 3.5 3 3 3 3
All Setups are done within a very
short time (<10 minutes), one
small enough to allow extremely
frequent changeovers. Times are
low enough to make setup an
almost irrelevant issue for
scheduling and utilization.
Material supply is not a problem.
Methods are migrated to all Value
streams. Setup is equal to TAKT
time. Change notification is
visible.
3.5 4.3 4 4 4 4
Percent of value-added work is
very high. Work is streamlined
down to a hand motion level.
Improvement teams work
extensively to improve
productivity and make jobs better
and easier. VA-NVA ratio is >
20%. Elimination of Non-value
added time is a priority.
3.5 4.3 4 4 4 4
Machines/operations are in work
cells. Employees can and do run
all/several machines as
necessary. Work
balance/allocation strategy is
used to match flow rates to
customer demand. Cross-training
is part of the culture.
3.5 4.3 4 4 4 4
Selected measures vertically
integrated. All measures are
displayed for all employees to see
and reviewed for understanding
at frequent intervals. Customer
Satisfaction is the driving
measure. The measures package
is constantly reviewed and
updated to ensure a Balanced
Scorecard is in effect. Priorities
are clear to all. Trends are
positive. Leadership regularly
reviews data with operators.
3.5 4.0 4 4 4 4
All materials, WIP, and
equipment have designated, well
labeled storage close to point of
use. Quantity figures are always
accurate. All employees
understand and follow
procedures. Parts arrive when
needed for production. Supply
Chain Management has reached
80 percent of original plans goals.
3.5 3.5 3 3 3 3
All materials, WIP, and
equipment have designated, well
labeled storage close to point of
use. Quantity figures are always
accurate. All employees
understand and follow
procedures. Parts arrive when
needed for production.
3.5 3.5 3 3 3 3
Machine fails never impact
schedule. PM is conducted
routinely by everyone. Consists
of: 1) Total employee
involvement, 2) Routine machine
cleaning/checking, 3) On-going
PM and continuous improvement.
TPM in use.
3.5 3.3 3 3 3 3
Production is driven completely
by pull control. Daily output
demands are given to final
assembly only + drawn back up
the line using Kanban cards or
similar device. WIP levels are
low + strictly limited, system is
highly disciplined. All material flow
(raw and WIP) through the
production system is driven by
consumption and is independent
of forecast. Materials are ordered
and linked via a Pull system
directly to suppliers.
3.5 2.8 2 2 2 2
Material supply strategy is
consistent with current Operating
Model needs (Line-side stock vs
replenishment). Appropriate
packaging methods/media are in
place. Minimal material returned
to the stockroom. Suppliers
ensure good parts are available
at the cell. Parts are clearly
labeled and part counts match
system numbers. Material
handlers are measured on cell
uptime. Material is delivered
ready for use. Material status is
visible at all times (on order,
when due, what is late, lead time
problem parts). Supply Chain
has resolved 80% of Major issues
identified in the recovery plan. A
process is in place to identify and
address supply issues on an on-
going basis.
3.5 3.5 3 4 3 3
All work areas are covered in
integrated Standard Work
Sheets. Sheets are updated
regularly, and are thr driver for
continuous improvement of
processes and procedures by the
Operators. Operators
create/maintain Standard work
methods and documents.
Operators adhere to standards
and audit for compliance on all
shifts.
3.5 3.0 3 3 3 3
Employees are clearly aware of
the need to meet changing
customer demands and improve
to succeed. Improvement activity
is regular and vigorous. Needs
and feedback are communicated
well. Operators understand and
present performance to the
leadership team.
3.5 4.0 4 4 4 4
Employees are given major
responsibility (expectation) for
generating and implementing CI.
Time is dedicated for teams to
identify and solve problems with
skill. CI is a “way of life”.
Workplace ergonomics are
continuously improved.
Workteams regularly redesign
cells and upgrade standards.
3.5 3.5 3 3 3 3
Error-proofing devices are
present on all applicable
machines/processes. All
understand value and use of error-
proofing. Operator assignable
causes are minimal. Operation
can be performed flawlessly
without paying attention by any
operator.
3.5 3.5 3 3 3 3
Process variation due to machine,
operator/method, and material
causes are routinely investigated
and eliminated. Operators follow
standard work methods and
consistently performs tasks
correctly. Tools such as FMEA,
SPC, defect data are widely used.
Supplier quality programs are in
place and managed. Error
proofing methods are used at the
source to drive zero defects.
Deviation to standard is identified
and managed. Value Streams
are operating at a 5+ sigma level.
3.5 4.0 4 4 4 4
Clear standardization is visible
across all Value Streams in the
entire plant(signage, color
markings, labels) All materials,
tools, fixtures, and machines
have designated, controlled and
justifed locations. Regular audits
are conducted by Shop floor
people and posted in the work
areas. Celestica Standard
signage is in place.
3.5 2.0 2 2 2 2
All can visually check status and
performance in all Value Streams
of the plant. Problems are quickly
noted and corrective actions are
taken immediately. Information is
maintained by employees.
System status is visible and
obvious to all shifts.
3.5 3.3 3 3 3 3
All problems are investigated
using a team, structured problem
solving approach. Root cause is
identified and permanently fixed.
All employees
understand/participate in problem
solving analyses. Periodic audits
show adherence to corrections.
Corrective actions are sustained.
3.5 3.3 3 3 3 3
Each operator has full authority
and means to stop the entire line
because of developing quality
problems - before these become
serious. Efficient response
system reacts quickly to all
problems (within Takt time).
Escalation process is defined and
followed.
3.5 4.0 4 4 4 4
22.0 77.8 71.0
110.0 3.5 3.2
Eliminate Delay 18.3 3.7
Operational costs 16.0 4.0
Predictable output 12.5 3.1
Quality 15.0 3.8
Problem Solving 12.5 3.1
Drives
Score Score Score Score Score Score Score
5
5
5
5
5
5
5
4
5
5
4
5
4
3
4
5
5
4
2
4
4
4
Raleigh WCM Score
Site Sustain Average Score 3.3 Threshold
Commitment Site Average
5
Ability to deliver 12 core training Education and understanding
4.5 Site Low
4
% of line mgmt trained- 12 core Planning for Change
3.5
3
2.5
% people totally- 12 core 2 Accountability
1.5
Training 2.9 1 Leadership/Change 3.3
0.5
% people partial-12 core 0 Resilience
Leadership team-12 core Non-manufacturing support
% Saved of the monthly
Leadership
obligation
Monthly saving identified Communication
1% Revenue 4.3 Improvement plan
Level of Implementation & Performance
Objective
1
Long-term sustained results can
not be demonstrated. Business
changes , initiatives and projects
focus only on the technical
requirements and aspects and do
not consider the human aspects
of the change.
Commitment
Leadership &
Change
Management
Site does not have a Lean
awareness or education plan
designed or in place. . Change is
perceived to be a weak
management ability to control the
site.
Education and
understanding
Compliance with business
changes is expected. Resistance
and other key risks to the change
are underestimated or ignored.
Fear of change is prevalent
among site personnel. The
culture is deep rooted and
entrenched and resists change.
Planning for
Change
Change Leaders do not consider
the human side of the change
project. Project objectives do not
include "human objectives",
Accountability
The organization is overwhelmed
by the volume, rate and
complexity of changes required.
Priorities are not clear and work
items are often late or
incomplete. People in the
organization demonstrate signs of
stress and dysfunction.
Resilience
Lean is viewed as a
Manufacturing focus and
applicable to anything else. There
is little to no awareness of Lean
principles in non-manufacturing
Non-
areas. Department goals and
manufacturing objectives do not include the
support functions identification and elimination of
(Finance, waste. "Us" vs "Them" is the
Non- prevailing culture.
Marketing, Sales,
manufacturing
Customer
support
service, Human
Resources,
Engineering, NPI,
etc.)
Actions by site management do
not reflect commitment.
Knowledge of Lean principles by
site personnel is limited. Site
does not see the need for
change. No plan exists to
incorporate Lean plans into the
Leadership
Strategic plans.
GM and leadership team are not
reviewing WCM projects, WCM is
rarely mentioned in all-employee
meetings or written
communications.
Communication
2004 WCM deployment plan does
not exist. No formal organization
(eg Lean Transformation team)
exists.
Improvement plan
1% revenue
status
Site has not determined any
savings resulting from WCM
projects during the current month.
Monthly saving
identified
0% to .25%
% Saved of the
monthly obligation
Percent of the GM's staff who can
Leadership team- teach (and have taught) some of
Training the 12 core modules. 0% to
12 core
20%
Percent of employees at the site
who have been partially trained in
% people partial- the 12 core modules. 0% to
12 core 20%
Percent of employees at the site
% people totally- completely trained in the 12 core
modules. 0% to 20%
12 core
Percent of line management at
% of line mgmt the site completely trained in the
trained- 12 core 12 core modules. 0% to 20%
No one at the site can deliver the
12 core module training.
Ability to deliver
12 core training
Your site 1% Goal YTD savings
Goal per Year $1,700,000
Goal per Month $141,667
Month Actual
1 $90,000 $90,000
2 $50,000 $140,000
3 $50,000 $190,000
4 $35,000 $225,000
5 $120,000 $345,000
6 $250,000 $595,000
7 $595,000
8 $595,000
9 $595,000
10 $595,000
11 $595,000
12 $595,000
Level of Implementation & Performance (Must consider effectiveness across all shifts)
2 3 4
Changes are implemented, but Stakeholders are identified and In addition to basic actions to
they are surrounded in turmoil, the need for their commitment is build people's commitment to a
stress and disruptions to the understood. Commitment levels change, specific risk areas are
business. Actions by site are diagnosed and basic actions assessed proactively to identify
management do not reflect are done to build commitment for potential areas for action to
commitment. the change. (I.e, clarify & minimize or mitigate risks
communicate) associated with the change.
(I.e., sponsorship, capacity,
culture, synergy, resistance,
change agent skills)
Knowledge of Lean principles by About 50% of the site personnel Most of the site leadership
site personnel is limited. participate in some type of Lean "walks the talk" and exhibits a
Sponsors, Advocates and training (voluntary or not). Lean good understanding of Lean
Change Agents do not have principles and concepts are concepts. Change Management
clearly defined or understood understood and are incorporated methodology is understood and
roles and responsibilities for into business projects. There is how to apply it and appropriate
managing the change to a Lean an acceptance of change but not tools for handing resistance and
environment. widespread support. Some other risks. Change Sponsors,
managers are seen as Change Agents and Participants are
Agents and attempt to make educated in these areas.
improvements. All employees are
educated on the change process
and their roles within it.
Leaders of change make efforts Change plans are integrated into The culture is open to change
to enable the organization to the Project Plan and address the and is aware that it will be met
prepare, build acceptance and needs of people to prepare, build with some understandable
implement the change, but these acceptance and implement the resistance. Leaders are
efforts are inconsistent and change. These plans are formal equipped to recognize and
informal. They rely on the and utilize project or staff forums effectively address resistance.
personalities of the change for review, but the site may Diagnoses are conducted to
leaders and are often done as a underestimate the impact of identify any human risks to the
response to resistance rather people's resistance to change. project. Project plans are
than in anticipation of resistance. Change management activities updated to include the risk
There is covert resistance to are centered on impacted management activities. These
change that is not recognized or employee groups. These are monitored and updated
addressed. Often this work is activities are cascaded throughout throughout the project and
done in the isolation of the the organization by change beyond implementation.
project team and sustaining agents and managers of impacted
sponsors are not engaged until employees.
the project is near
implementation.
Human objectives for a project Human objectives and either Leaders of change efforts are
are identified, but are often not project success measures are measured on the level of
achieved or measured. In these established at the onset of a disruption caused by their
cases site leaders do not take project. These are change projects. These results
ownership for poor communicated to all impacted indicate minimal disruption to the
implementation of sustained and are monitored and measured business and the organization.
results. The project teams throughout the project. Role Post-implementation monitoring
appear to have sole ownership maps are created that identify of progress and problems is
for success or failure. ownership and accountability for done.
the change across the
organization.
Site does not see the need for Changes project are prioritized. Organizational capacity for
change. No plan exists to People have a clear change is assessed. This
incorporate Change understanding of these priorities, assessment is a factor in setting
Management plans into the but it is still somewhat of a organizational priorities. A formal
Strategic plans. Change projects struggle to make progress on change management process is
are started but see many changes in the face of day to day followed. People in the
disruptions and deprioritizations responsibilities and organization adapt to the
in the face of "emergencies". "emergencies". Sustainability of changes and are ready for more.
the changes is a common issue.
A few of the support Some of the support Some alignment of non-
organizations show interest in organizations willingly get involved manufacturing functions
applying Lean concepts. There is in applying Lean concepts. There (administrative) to support the
awareness of the potential is awareness of the potential manufacturing function. There is
benefits but not a concerted benefits but the regular continuous elimination of waste
effort to get started. Some application of Lean tools is not in in many of the functional units of
dialogue between manufacturing evidence. Some high-level the organization. Many high-level
and the support areas to work department goals and some PDP department goals and PDP goals
together. Lean terminology starts goals include waste elimination include waste elimination actions
to appear in communications and actions such as need to reduce such as need to reduce
discussions. transactional cycle time, improve transactional cycle time, improve
responsiveness, and NPI lead responsiveness, and NPI lead
time. There is increased dialogue time. Continuous improvement is
between manufacturing and the a major focus for many
support areas to resolve daily managers.
production problems.
Site management makes a token Site Leadership periodically Most leadership promotes and
effort towards commitment to demonstrates a commitment to implements world-class practices
Lean. Knowledge of Lean making the site a Lean in all business cycles. There is a
principles is limited a few key environment. The site leadership high level of personal
change agents. Site will separate the daily needs of commitment and involvement to
management provides little the business from Lean principles drive Lean practices by most of
vision of how Lean will benefit in times of business pressures the organization's managers. A
the business. (eg. end of month, increased plan for establishing and
demand). deploying the Lean principle is in
place, reviewed and supported
by most site leadership.
WCM is mentioned in some WCM status is consistently GM and leadership team hold
employee communications but it communicated to employees and monthly detailed reviews of
is not consistent or frequent. some management review of WCM projects and consistent
WCM projects occurs. communication of WCM status
to all employees occurs.
Deployment plan is in draft form Deployment plan exists and is Deployment plan is reviewed at
but has not been reveiwed by the reviewed periodically. Site least quarterly on a formal basis
site Leadership team. Some management is aware of the plan by the Site Leadership team.
actions are taken that conicide but it is not a priority for all Most Site Management is
with the plan but it is not managers. Resources are engaged in the support and
reconciled for updates or validity. assigned 75% of the time, but deployment of the plan. A mix of
may be pulled into other tasks by full-time and part-time resources
management. are assigned to execute the plan.
Site has a plan for A general project breakdown on A detailed project breakdown on
monthlysavings desired by using how the savings will be delivered how the savings will be delivered
1/2th of 1% revenue. Savings are is complete. Savings are identified is created but not yet firm.
estimated by the people who monthly but not discussed in any Savings are identified monthly
have completed the projects. detail. Savings are calculated but but not always reviewed on a
not always approved or audited by monthly basis. Savings are
site Finance. calculated and approved by site
Finance.
.26% to .5% .51% to .75% .76% to .1%
Percent of the GM's staff who Percent of the GM's staff who can Percent of the GM's staff who
can teach (and have taught) teach (and have taught) some of can teach (and have taught)
some of the 12 core modules. the 12 core modules. 40% to some of the 12 core modules.
20% to 40% 60% 60% to 80%
Percent of employees at the site Percent of employees at the site Percent of employees at the site
who have been partially trained who have been partially trained in who have been partially trained
in the 12 core modules. the 12 core modules. 40% to in the 12 core modules.
20% to 40% 60% 60% to 80%
Percent of employees at the site Percent of employees at the site Percent of employees at the site
completely trained in the 12 core completely trained in the 12 core completely trained in the 12 core
modules. 20% to 40% modules. 40% to 60% modules. 60% to 80%
Percent of line management at Percent of line management at Percent of line management at
the site completely trained in the the site completely trained in the the site completely trained in the
12 core modules. 20% to 12 core modules. 40% to 12 core modules. 60% to
40% 60% 80%
There is at least one resource All members of the site WCM All members of the site WCM
within the site that can deliver all Core Team can deliver the 12 Core Team and some members
12 modules. modules. of another functional group can
deliver the 12 modules.
Cumulative Savings Goal Percentage of $ YTD Score achieved YTD
$141,667 0.64 3
$283,333 0.49 2
$425,000 0.45 2
$566,667 0.40 2
$708,333 0.49 2
$850,000 0.70 3
$991,667 0.60 3
$1,133,333 0.53 3
$1,275,000 0.47 2
$1,416,667 0.42 2
$1,558,333 0.38 2
$1,700,000 0.35 2
Value
ss all shifts) Site Site Stream
Target Average Low Line 1 Line 2
5 Score Score Score Score Score
Gaining people's commitment for
a change is an important
component of any key business
project. Leaders of change are
equipped to manage the change
process and employees are
equipped to work through the
change process. Actions
demonstrate a focus on the
human side of change.
Sustainability and Disruption
Levels are measured and
monitored. These results
indicate high commitment and
return on change efforts.
3.5 4.0 4 4 4
All site personnel receive 40+
hours of Lean training per year.
Employees regularly participate
in events that alter the current
status-quo. Change is part of the
culture and is expected by all
personnel. Senior and middle
management are capable of
teaching Lean and regularly
teach multiple modules of the
Lean /Concepts. In addition to a
formal methodology for change,
all project leaders and team
members understand how to
recognize and address
resistance, ineffective
sponsorship, and other key risk
factors.
3.5 3.0 3 3 3
Resistance is anticipated and
drawn out early on in a change.
Effective strategies for
addressing resistance are in
place. Lessons learned are
captured, shared and leveraged.
Change plans extend beyond the
project implementation date and
include actions to continue to
build commitment and sustain
the change. These activities are
primarily owned by site
management and supported by
key members of the project
team.
3.5 3.0 3 3 3
Business leaders are measured
on the sustainability of the
change projects in their areas.
These results indicate a positive
return on change efforts.
3.5 3.0 3 3 3
Change projects are
implemented on time with
minimal disruption to the
business. The organization is
able to manage more change
initiatives than the prior year and
is increasing its capacity to
handle an increasing volume,
complexity and rate of change.
The organization expects
ongoing change and views it as
the "norm". Site leaders are
measured on the sustainability of
the change projects in their
areas. These results indicate a
positive return on change efforts.
3.5 3.0 3 3 3
Complete alignment of non-
manufacturing functions
(administrative) to support the
manufacturing function. There is
continuous elimination of waste
in all functional units of the
organization. Continuous
improvement is incorporated into
the mission/vision for the site.
Proactive dialogue to eliminate
problems before they occur is
the norm.
3.5 2.3 2 2 2
Organization uses leadership to
promote and implement world-
class practices. There is
sustained personal commitment
and involvement to drive Lean
practices by all of the
organization's managers. A plan
for establishing and deploying
the Lean principles is in place
and executed.
3.5 4.0 4 4 4
GM and leadership team hold
monthly detailed reviews of
WCM projects, team members
do the presentations, WCM
status covered in every all-
employee meeting, WCM article
included in every periodical or
written communication.
3.5 4.0 4 4 4
WCM plan is complete with
planned dollars of benefit per
month. Site management is
actively engaged in the support
and deployment of the plan.
Adequate resources have been
assigned to deliver the planned
results. Deployment plan is
reviewed monthly for corrective
actions.
3.5 4.0 4 4 4
Detailed project breakdown on
how the savings will be delivered
is complete. Site Finance
representative drives the
calculation and validation of the
dollars saved. Results are
submitted for MOR visibility. Site
GM, Director Operations, and
WCM Site Leader
3.5 4.0 4 4 4
>1.0%
3.5 5.0 5 5 5
Percent of the GM's staff who
can teach (and have taught)
some of the 12 core modules.
80% to 100%
3.5 2.0 2 2 2
Percent of employees at the site
who have been partially trained
in the 12 core modules.
80% to 100%
3.5 3.0 3 3 3
Percent of employees at the site
completely trained in the 12 core
modules. 80% to 100%
3.5 2.3 2 2 2
Percent of line management at
the site completely trained in the
12 core modules. 80% to
100% 3.5 3.0 3 3 3
The site WCM Core Team,
leadership team and line
management can all deliver the
12 core module training.
3.5 4.0 4 4 4
16.0 53.5 53.0
80.0 3.3 3.3
Leadership/Change 26.3 3.3
1% Revenue 13.0 4.3
Training 14.3 2.9
Line 3 Drives
Score Score Score Score Score Score Score Score
4 4
3 3
3 3
3 3
3 3
2 3
4 4
4 4
4 4
4 4
5 5
2 2
3 3
2 3
3 3
4 4
Site Lean Avg. Score
January 3.5 Site Lean Avg. Score
February
March 4
3.5
April 3
May 2.5
2
June 1.5
1
July 0.5
August 0
September
October
November
December
Site Sustain Avg. Score
Site Sustain Avg. Score
January 3.3
February
3.5
March 3
April 2.5
May 2
1.5
June 1
July 0.5
August 0
September
October
November
December
Avg. Score
Avg. Score
Avg. Score
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