Lean Self Assessment
Criteria 1 2
Score
3 4 5
1
2
3
4
5
All sources of dirt are controlled. The area is routinely meets the highest cleanliness scores. The skills matrix covers many areas. Skills matrix expansion is tied to compensation and Cross Training There is no evidence of cross training in the area promotional opportunities. Every suggestion put on a suggestion form. Employees are expected to do their jobs. If Almost all suggestions are put on forms. Employees and supervision work implementation improvement suggestions are made, there is no Employees excited about driving implementation seamlessly. Getting > 5 Empowerment procedure for response progress. Getting 5 suggestions/employee/month. suggestions/employee/month. Expectations and goals are linked to the All workers understand how they can impact the performance of the dartment and value Establishment of Workers objectives are assumed to be consistant Work team expectations are aligned with the Work group expecations are clear, measured and department goals and have an overriding statements are understood by the most of the Management Expectations and effective Business goals reviewed weekly with management objective to improve the numbers employees Extensive measurements of performance are There are few or no meaningful measurements of Basic, meaningful measurements of team reported daily to the entire group. Data about The team designs and monitors its key the team's performance that are tracked and performance are reported at least twice per week other groups and the plant are reviewed at least The work group begins to collect and analyze key measurements daily. It also reviews critical data Metrics reported daily or weekly. to the entire group. weekly. measurements of their own. about the plant and other areas daily.
Cleanliness
The area is generally trashy. Paper and debris are common. Dunnage, fill material or packing goods Unneeded items removed. The area is typically are in the area after product usage. clean and a daily clean-up process is observed
Equipment is in order. Work surfaces have only current materials, tools and needed items are colocated in the area A skills matrix for all group members has been Employee skills are measured but no cross developed and is displayed. At least 50%of the training activities are routine group is trained on two other skills. Some improvement suggestions are put on forms and posted on a bulletin board where the Forms have been introduced to the work team for supervisor reviews progress. Getting at least 3 capturing improvement ideas. suggestions per employee month.
The area is generally clean, no debris is left in the area. Spill containment articles are visible and accessible. Housekeeping scorecards are observed and reviewed All group members can do at least two other jobs. Efforts are underway to extend the skills matrix to other work areas.
6
Organization
Tools, parts, and supplies routinely left lying about. Many items in the area are not used or needed. The area is cluttered.
7
"GO" meetings
All tool and part locations have been labeled and work areas are marked with painted lines and pathways. GO meetings are held almost every shift and No shift meetings (Go meetings) are led unless GO meetings have begun but are not attended by attended by most employees. Efforts are there is an emergency or a special event (e.g., an all. Many meetings are missed and some underway to make the GO meetings relevant to all accident). meetings seem pointless. group members.
Unneeded items have been removed. Every item has a commonly known place and things are usually where they should be.
8
Preventive maintenance
Operators do little or no preventive maintenance (PM).
An operator preventive maintenance (PM) plan has been implemented for the most critical machines in the area.
An PM plan has been implemented for all machines in the area and is generally followed by operators.
Work areas and machines are clearly signed. To The work area is so well organized that it is easy reduce waste, operators have improved tool, part, to keep it that way. It is very rare for a tool, and machine arrangements. document, or part to be found out of place. GO meetings held every shift with total GO meetings are held every shift, without participation from everyone. Meetings are efficient exception. Attendance is almost 100% and most and agendas strictly adhered to. The Go is employees participate actively. continually being revised and improved. Operators truly own their machines and enthusiastically make every possible effort to Operators begin to assume more complex PM maintain them in outstanding condition. They responsibilities. An PM action hardly ever is review PM plans and make suggestions for missed or late. improvements.
9
10
There are few problem solving (PS) tools and/or Problem solving consistent methods of application. Problems are method solved by “feel” and “best guesses.” There are few or no known and/or widely accepted standards for key process variables. Many processes are left to individual judgment Process controls calls.
Group members are familiar with a few PS tools and approaches (e.g., cause and effects diagrams, SPC, etc.) but they are rarely used.
Formal efforts are underway to systematically study the principle parameters of key processes.
All group members have been trained in the Several PS tools are well known by the group and mechanics and use of every relevant PS tool that Almost every employee in the group can provide are regularly used. The group establishes is being used in the plant. Appropriate tools are coaching in PS tool usage to other areas of the standards for the use of each PS tool it uses. always used in problem solving activities. plant. Every process is controlled by extremely well For all processes, all major and minor KPV's are understood, optimized, and closely followed KPV. For major processes, all principle KPV's are well understood and most have been optimized. KPV Carefully controlled studies are always seeking understood and most have been optimized. statistical tracking is in place using SPC. improvements.
11
Production Planning and scheduling
Late deliveries are common and rarely does the operation change schedule to recover from late deliveries.
Large production orders re linked to scheduling and reviewed on a regular basis until the order is complete
The status of all ongoing orders is visually available to the work group. Scheduling works closely with manufacturing to optimize flow and efficiency.
A 95% delivery performance is met and minimal expediting is done to deliver these orders. Order status is visible to production teams
99.5% O.T.D. with rare expediting. Impact orders are reviewed with customers and allowances to delivery expectations are given for these exceptions to schedule.
12
Quality Assurance, Quality Control
Quality inspections are completed post-production Quality issues are tracked in the production areas Root Cause problem solving training is common and by a Q.C. auditor with targeted expectations of quality levels. and control charts are maintained by operators
Formal Error Proofing Initiatives have been installed and autonomation devices alert the operators when tolerances are exceeded.
Capability studies are completed on a scheduled basis and CpK is at 1.33 or higher
13
Roles & responsibilities
Supervisors can explain the Roles and Roles and responsibilities are rarely reviewed and Responsibilities of each team member, not commonly known performance metrics are reviewed yearly
R&Rs are reviewed individually and current status and improvement plans are reviewed quarterly Personnel development programs are clear and with each individual. linked to individual's Roles & Responsibilities.
As in 4, and all R&R are continually monitored and modified as required by meetings which involve all group members.
14
Safety
Safety concerns are not measured, no formal safety practices are installed or training exists
Safety metrics are measured and posted in the area on a regular basis. Safety training in conducted on a quarterly basis.
The concept of unsafe behavior is well understood and the workers are familiar with the specific unsafe behaviors that create hazards and/or accidents in their area. Ergonomics training is part of the Safety awareness training.
Safety practice work standards are know and audited by workgroups. Corrective actions to resolve unsafe conditions are acted upon immediately and follow-up audits are completed.
Safety concerns are identified in weekly plant operations meetings. Clear goals are instituted and benchmarked weekly. Safety incidents have a formal investigation process and documentation of corrective actions are published to all employees.
15
16
Downtime due to changeover is charted and programs to share best practices are underway in Changeover are completed by set-up people and Quick changeover practices have been introduced the organization. Changeover time targets are All equipment has changeover measures and Setup Reduction Large lots are the norm and avoiding changeovers rarely by employees. Few employees are active in in some areas but no measures of changeover established and an continuous improvement plan downtime due to changeover is schedule into / Changeover SMED is considered good practice. preparing equipment for changeover downtime is being used is in place. production planning. Team are measuring and taking corrective actions Team structure for addressing issues is not the Exceptions to the schedule are addressed on a A high level process plan is managed by the work when process targets aren't being met. The norm. Issues are resolved by supervisors and team basis. But no regular planning or continuous Work group teams are formed and some group teams and Plan vs. Actual are reviewed operation is most self-directing and linked to Team Directed Work Teams individuals. improvement actions or addressed by teams ownership of planning is done by the team daily at a "GO" meeting production planning objectives. Turnover drives a high level of training. Tardiness is common and little disciplinary actions are taken. Supervision tracks attendance after the > 7% absenteeism is common and seasonal production shifts starts. Limited backfill plan is in increases are expected. place.
17
Timeliness / Absenteeism
18
Visual management systems Work leveling & Inventory planning
19
Attendance is at least 97% and employee Works are at their stations at the beginning of the turnover is under 5%. Workers are eager to work shifts, overtime is planned and workers are willing. overtime Operator instructions are graphical in nature and Areas around the production processes have intuitive. Production status lights are installed and There are no visual indications of the status of the limited markings. Safety walk zones personal All production equipment is labeled. Storage areas operational. Production planning is tracked on a work plan. Work areas are not labeled and protective equipment requirements make up most clearly marked for raw and finished goods. Safety short term level. Daily production has planned and locations for goods are not clearly understood of the signage in the area zones are marked and maintained actual measures Operations have been analyzed for Standard work Work in process is released to each work area WIP levels are intentionally tracked and located. levels and work balancing has begun. WIP has Work is released in batch, WIP is used to at with consideration to the process time of the Constraint management for bottle neck operations been reduced to effectively support demand levels production areas to keep production time high operation are in place and managed. and work combinations
Workers are rarely tardy and absenteeism is planned and scheduled, replacements are in place prior to the production shift Maintenance schedule and status is marked at all equipment. Operators have a visual of the next production run and location of materials has a prestaging area. WIP moves nearly as fast as operations and delay ratios are no more than 10% greater than operation times
20
Work standards
No work standards exist and process times are assumed to be correct
Work standards are in place and operators know the process times vs. standard variances
Work standards are in place and production is scheduled against the standards
Work standards have a scheduled review process Work standards are targeted for continuous and validation against actual process times. Are improvement and are seen as an opportunity to linked to Standard work process sheets gain a competitive advantage in the market
Lean Self-assessment.xls J. Cardinal 2009/07/02
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Lean Manufacturing Self Assessment
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 DESCRIPTION Cleanliness Cross Training Empowerment
Establishment of Management Expectations Metrics Organization "GO" meetings Preventive maintenance Problem solving method Process controls Production Planning and scheduling Quality Assurance, Quality Control Roles & responsibilities Safety Setup Reduction / Changeover SMED Team Directed Work Teams Timeliness / Absenteeism Visual management systems Work leveling & Inventory planning Work standards
A 1 1 1 1 3 1 2 2 3 2 2 2 3 3 3 3 4 4 4 3
B 1 1 1 1 1 2 2 2 2 2 2 4 3 3 3 3 4 4 4 4
C 1 1 1 1 1 4 2 3 2 1 2 2 2 3 3 3 4 4 4 4
D 1 1 1 1 1 2 2 2 2 1 1 2 2 3 3 3 3 4 4 4
E 3 3 3 3 1 2 1 2 2 2 2 2 2 3 3 2 4 4 5 3
F 1 1 1 1 1 2 2 2 1 1 2 2 2 3 3 3 3 3 4 4
AS IS Average 1 1 1 1 1 2 2 2 2 2 2 2 2 3 3 3 4 4 4 4 46
Goal 4 4 4 4 4 4 4 4 4 4 3 3 3 4 4 3 4 4 4 4 76
Gap 3 3 3 3 3 2 2 2 2 2 1 1 1 1 1 0 0 0 0 0
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LEANASSESS-EN-XLS