Pdise Lean Self-Assessment Scorecard

LEAN SELF-ASSESSMENT SCORECARD

Instructions: Complete this form by

1. Entering your Company Name, Location, and Fidelity Technologies Corporation supplier number,

2. Selecting a score for each Lean Assessment Component, and3. Entering any comments you wish to make.

Your composite score is calculated at the end of the form. Be sure to ‘save’ the document.Return the document as an e-mail attachment to:

[email protected] print and mail to: Tim Ippolito

Fidelity Technologies Corporation2501 Kutztown RoadReading, Pa 19605

Company Name: Company Location: Fidelity Technologies Corporation Supplier #:

0.0Leadership0.1 Management Commitment

0. Management is not aware of Lean concepts nor is it interested in adopting the Lean philosophy.

1. Management is aware of the Lean movement, is interested, but needs more info before making a commitment.

2. Management is educated in Lean concepts and has made a decision to adopt the philosophy but has not set a formal process in place.

3. Management is well versed in Lean, has developed a formal implementation team, and has assigned a person the responsibility for the Lean conversion.

4. Lean is established as the way the company conducts its business.Score: 0Comment: <none>

0.2 Culture0. No attempt has been made to address culture.1. The need to address cultural change has been recognized and plans/tactics

are being developed.2. A cultural change process has begun. Communication forums have been

established. The need to change has been identified and communicated to the workforce. Floor level “change leaders” have been identified and are being educated on the need to change and how to effect change.

3. Cultural change is apparent. “What’s In It For Me” (WIIFM) has been addressed at all levels and is understood and accepted. Successes are recognized and rewarded accordingly.

4. A continuous improvement culture exists. Employees recognize CI opportunities and enact positive change at all levels voluntarily and without management urging. Employees understand their level of empowerment to implement change.

Score: 0Comment: <none>

0.3 Infrastructure

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mailto:[email protected]


0. No Lean infrastructure.1. Strategy in development. The need to address infrastructure is recognized

and has been communicated, but infrastructure has not been planned or implemented.

2. Strategy formalized. Infrastructure in development. Key personnel identified, company-level and process-level Champions have stepped forward.

3. Infrastructure in place. Facilitators, team leads, training, and methods and tools developed.

4. Infrastructure fully developed and actively implementing change.Score: 0Comment: <none>

1.0Transparency1.1 Value Stream Mapping

0. No processes have been mapped.1. Process mapping is accomplished informally and not as a matter of record.

Not used as a continuous improvement tool.2. Process is mapped and defined only after problems arise. Mapping is not

used as a continuous improvement method.3. Teams established to map and improve the processes. Not all value streams

have been mapped. Value stream maps are an integral component of the continuous improvement plan.

4. All processes have been mapped. Value stream maps are used to identify areas for improvement and are tied to the “master” continuous improvement plan.


1.2 Visual Order (6S Program)0. No formal 6S activities conducted. Daily end-of-shift cleaning may occur but

difficult for anyone to tell what goes where.1. Thorough, non-routine cleaning and sorting occurs but not on a formal

program basis. Difficult for visitors to tell what goes where, but workers know.2. Thorough cleanings are scheduled and performed. Causes of excessive dirt

and contamination are identified and root causes investigated.3. A place for everything and everything in its place. Daily cleanings are

performed (sort, straighten, shine, safety) with root causes of dirt and contamination identified and solutions developed.

4. 6S is a part of regular duties. The process is documented, solutions to root causes of dirt and contamination are implemented and verified, and improvements in execution over the past 12 months are exhibited.


1.3 Visual Control (Progress/Status)0. No visual controls in place. Supervision can’t tell visually when an

abnormality is occurring.1. Some charts and communication posted when available, updated irregularly.

Data is not current or being used to manage the work area.2. Some visual control techniques utilized. Supervisors can tell when the work

area is not running properly.3. Real time status of performance is evident. Anyone can tell when an

abnormality occurs. Visual tools such as flow charts, diagrams, and key indicators are used to make daily work decisions.

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4. Cell organization responds immediately to any visual control exceptions. Limits are identified to alert workers long before customer requirements are compromised. Visual controls are clear and can be easily understood when walking by without breaking stride.


2.0Lean Product Development Not applicable for my company.2.1 Design for Manufacture/Assembly (DFM/A)

0. Product designed in engineering silos. No input from outside other than customer identified performance requirements.

1. Customer and suppliers involved in some designs. Some use of common platforms.

2. Customer and supplier involved in all applicable designs. Supplier partnerships developed. Assembly and manufacturing have input only after product design.

3. IPTs in place. Suppliers, customers, manufacturing, assembly, are all part of design team. Concurrent engineering utilized.

4. Automated systems in place to support DFM/A (e.g. computerized programs for identifying qualified common components, assigning scores to products as a function of ease of assembly, etc) and ensure redundancies and inefficiencies in design and assembly are eliminated. Older, in-production products have been re-designed for ease of manufacture and assembly.


2.2 Flattened Bill of Material (BOM)0. No effort has been made to reduce Bill of Material layers.1. Some Bill of Material reduction efforts under way, but are incorporated after

the design process. (i.e., production/supplier request to build at a higher assembly level)

2. Coordination occurs between engineering functions to eliminate redundant part design and facilitate common parts usage. Manufacturing/supplier included only after design is complete.

3. Full coordination between engineering groups, manufacturing, manufacturing engineering, etc. in an effort to produce at the highest possible level.

4. Sub-tier suppliers are included during design to identify components that are capable and already in production, readily available, common across other platforms, etc.


2.3 Miscellaneous Methods0. Design methods are focused on product performance only with an emphasis

on not exceeding budget. Little or no regard is given to improving overall cost and development time.

1. Still product performance driven, but some regard is given to developing at “less than budgeted” and improving deadline performance. Little focus on sub-processes and cost to manufacture or support.

2. Product performance is the driver, but a focused effort is made to reduce time of development and overall cost via the use of one, or some, of the above mentioned methods.

3. Certain of the above tools have been identified and are an integral part of the development process. While cost targets and deadlines are established, the focus is on exceeding those targets, not on meeting them.

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4. Low cost development and first-to-market are key drivers of the product development process. Many of the above methods, or others not identified, are utilized as applicable. Incentives for beating targets are often, if not always, identified.


3.0Process Focus3.1 Continuous Flow

0. Job shop layout. Large queue times, backlogs, and WIP inventory. Each person performs the task “his or her own best way”.

1. Some product flow has been analyzed but no flow has been implemented. Takt time is either unknown or not used. Best method of manufacture is identified but not standardized.

2. Flow is implemented in some areas but is not continuous. Queues and WIP buffers still exist. Takt time is not utilized to pace the process. Standard work implemented in some areas.

3. Continuous flow utilized in trial areas. In the trial areas production pace is set to takt time. Standard work is implemented across many areas.

4. Entire factory organized around continuous flow with no queues (other than those required by standard WIP calculations). Takt time is known and utilized to pace production. Standard work implemented throughout the enterprise.


3.2 Parts Presentation0. No system of parts presentation in place. Parts delivered in bulk and must be

sorted through by operator or operator pulls own parts.1. Parts presented in kits but not organized around order-of-use and the parts

are not identified in a readily visible manner. Common use items stored in bins common to many work areas. Operators responsible for identifying/selecting the proper items from these common bins.

2. Parts presented in organized kits, visibly identified by part number. Common stock kept at worker locations utilizing some type of bin system for replenishment.

3. Parts presented in shadow-boarded kits organized around color-coding or some other easily distinguishable method of identification. Bin system in place at operator level for common use items.

4. Parts presented in shadow-boarded kits organized around order-of-use and color coded, etc. Templates or shadow board kits used for common use items, preventing pulling of wrong parts.


3.3 Cellular Manufacturing0. Job shop layout. Machine orientation is based on process similarity.1. Machines arranged by families of product but not in cellular fashion. Queues

and/or large WIP levels exist.2. Trial cell implemented. Queues within the cell are eliminated and production

is paced to takt time. 3. Trial cell implemented. Multi-skilled workers are placed in the cell. All

supporting functions are within the cell and a team approach is utilized. Multi-machine workers operating where takt allows.

4. Full cell implementation across the factory. Cells are synchronized to feed next level cells at the proper time, eliminating WIP between cells.

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3.4 Right-sized Equipment0. “Monument” operations emphasizing localized units per labor hour.1. Process-oriented machinery, independently focused on speed and high

volume. Little to no quick-change capability. 2. “Off the shelf” equipment with unused features but emphasizing quick

changeover capability. Hard to move and share between cells.3. Dedicated to cell. Appropriate size and speed. No pits or platforms. Easily

moved. Machinery “slow enough” to meet takt time.4. Custom equipment dedicated to cell. No unused features. Appropriate size

and speed. Maintained by operators. Kanban system in place between cells and monument operations.


3.5 Operator Versatility0. Operators work on one station each day. Different pay rates for different

classifications.1. Operators work on some, but not all, stations in a cell. Different

classifications still exist.2. Operators work on most stations in a cell but not with equal skill. All are

classified the same within the cell. Cross training 75% complete.3. Operators work on most stations in a cell with equal skill (ability to meet all

quality and takt time objectives). Cross training 100% complete. All are classified the same within the cell. A regular operator rotation is established within the cell.

4. Operators work on all stations via a regularly established rotation and with equal skill. Equal classifications, equal pay rate.


4.0Just-in-time (JIT)4.1 Inventory Levels

0. Mass production philosophy. Items are produced to forecasted demand and stocked until sold.

1. Production based only on sold units, but all production occurs within the same time interval regardless of contract length and is then stocked until delivery date. Extra inventory of detail parts and components is carried due to known fallout rate.

2. Production based on sold units but all production occurs on a yearly basis. Excess detail and component inventory is carried to take advantage of leveraged buys.

3. Production based on sold units but all production performed on a time-defined basis (i.e. every 6 months) instead of actual customer deliveries or demand. Details and components ordered as needed to support production.

4. All production is performed based on customer demand. Details and components are purchased based on JIT philosophy.


4.2 Pull Systems0. Production schedule not related to customer demand.

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1. Production schedule fluctuates with customer demand.2. Kanban used to assist production scheduling.3. Kanban used to schedule finished goods.4. Kanban used to schedule finished goods and order from all suppliers.Score: 0Comment: <none>

4.3 Load leveling/Line Balancing0. No standard work implemented. Work level/inventory levels vary day-by-day

and operation-by-operation. Obvious imbalance between tasks.1. Some standard work implemented. Takt time is not known. Work level is

smoother but does not match sales mix. Some work distribution occurring, but only to alleviate bottlenecks. Inventory buffers exist between tasks.

2. Standard work established in most areas. Work level is smooth and corresponds with sales on a monthly or greater basis. Standard WIP targets established. Cross training is occurring and work balance being developed.

3. Standard work is the norm. Work level is smooth, matching sales on a weekly basis. Standard WIP levels established and monitored. Cross-training is significant and some work balancing has been implemented.

4. Standard work is fully established. The lines are leveled to meet daily demand. WIP is standardized and controlled. Worker cross-training is complete. Work balancing utilized throughout the factory.


4.4 Single-Piece Flow/Small Lot Sizes0. Manufacturing in large batches. No standard WIP or takt calculations. Long

changeover times.1. Smaller batch sizes are implemented. No standard WIP or takt calculations.

Jidoka not utilized. Set-up reduction efforts not in place.2. Small lot sizing utilized. Standard WIP is known and takt time controls the

process rhythm. No stockpile of parts between operations other than standard WIP. Set-up reduction program established.

3. Batch sizes are approaching one. Production is cellular in arrangement and paced to takt. Standard WIP is known and used to control flow. Jidoka is operational and kanbans are utilized. Set-ups are approaching SMED.

4. One-piece flow is established via kanban and takt time. Jidoka is established. Changeovers occur within minutes.


4.5 Set-up Reduction0. Set-up times are not measured. Internal and external set-up is not separated.1. Set-up time consistently measured. Some internal and external separation is

occurring.2. Set-up reduction program established. Internal and external set-up is

occurring as a rule.3. Set-up times are <10 minutes.4. Changeover is accomplished within one cycle time.Score: 0Comment: <none>

4.6 Takt Time0. Production runs without regard to takt time. Takt time not calculated.1. Takt time established. Production is not relative to takt time.

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2. Takt time established. Production runs to within 20% of takt time.3. Production runs within 10% of takt time and visually displays production data

within takt time.4. Production runs equal to takt time and visually displays production data

within takt time.Score: 0Comment: <none>

5.0Process Control5.1 Mistake Proofing/Zero Defect Control

0. No poka yoke or zero defect processes implemented.1. Some training and awareness in poka yoke.2. Some equipment has poka yoke devices installed with operators trained on

functionality and corrective action.3. Some poka yoke devices installed and charted/verified with defined

improvement targets. Stop process for out-of-control conditions on equipment implemented.

4. Poka yoke devices are widespread, installed and charted/verified with defined improvement targets. Stop process for out of control conditions implemented with devices through equipment control.


5.2 Six Sigma0. Six Sigma philosophy has not been adopted.1. Six Sigma awareness underway and at least one successful project has

been completed. No formal program in place.2. Six Sigma philosophy adopted. Black Belt(s) have been identified and

trained. Project identification is random; systematic approach for project identification has not been adopted.

3. Six Sigma performance is part of the company’s vision. Formal, systematic program is in place. Projects are strategically identified, adopted, and aligned with company performance metrics and goals.

4. Six Sigma philosophy is culturally established. Variation reduction is an established performance metric. A defect rate of 3.4 parts-per-million has been attained.


5.3 Self-Verification0. Out of station inspection is the norm.1. Some self-verification occurring at specific steps but is later verified by

inspectors.2. Certified operator or similar program in place. Self-verification by certified

operators is not re-checked at a later time.3. Self-verification occurring in at least 50% of operations.4. 100% self-verification at applicable processes. Exceptions may be required

ATP testing, vibration testing, environmental testing, etc.Score: 0Comment: <none>

5.4 Root Cause Analysis/5 Whys0. Root cause analysis not performed. Company fixes the symptoms and not

the cause.

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1. Rudimentary root cause analysis performed at the first level (first detectable fix).

2. Advanced root cause analysis performed on recurring issues. 5 Whys used only on issues defined as systemic. “One-time” or non-recurring problems are not investigated.

3. Root cause analysis performed on every issue to at least the first level. 5 Whys used on any repetitive issue (3 or more occurrences).

4. Complete root cause analysis, including 5 Whys, performed on all abnormalities.


5.5 Total Productive Maintenance (TPM)0. Maintenance performed when equipment/machinery breaks down.1. Maintenance performed by maintenance personnel at regular pre-determined

intervals. All relevant maintenance history is collected for \future use.2. Preventive maintenance system implemented with operator involvement. All

breakdowns are posted and root cause of problem identified and posted. 3. Daily/weekly Preventive Maintenance performed by operators. Status is

posted along with solutions to breakdowns. Operators involved with design review and actual implementation of corrective actions. Many equipment modifications have been made to improve equipment reliability and maintainability.

4. Status prompts operator to automatically perform maintenance. Operator involved with new equipment design review and selection. Operators take ownership of their equipment, performing at least 50% of maintenance task. Maintenance “specialists” get involved only on complex and major maintenance work.


6.0Standard Work6.1 Standard Work Defined

0. Some documented procedures.1. All procedures documented.2. All procedures/forms documented and posted.3. Product flow exactly matches all documented/posted procedures/forms.

Standard WIP achieved.4. All quality samples documented/posted in proper locations throughout

factory. Process exactly matches product flow, standard WIP, and documented/posted procedures/forms. Standard work combination sheets posted for each operator. Standard work layout posted.


6.2 Cycle Time0. Cycle times not known and/or not standardized. Cycle times erratic and are

operator dependent.1. Cycle times known and work is being performed toward establishing

standard work and cycle times. Cycle times are not coordinated to takt time needs.

2. Cycle times are known and standardized but are not coordinated to takt time. Cross-training occurring to assist in maintaining standard cycle times.

3. Cycle times standardized. Takt time known but cycle time variation alternatively creates excess WIP and/or starved downstream operations.

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4. Cycle times standardized and are equal or slightly less than takt time.Score: 0Comment: <none>

6.3 Work Sequence0. Work sequence not defined. Order of work is left up to the individual

operator.1. Work sequence is defined but operations are routinely performed out of

order.2. Work sequence defined and routinely followed. Detailed work instructions

must be read to understand sequence (no visual queues).3. Work sequence defined and visual queues are present.4. Work sequence is defined and the process (cell) is designed around the

sequence.Score: 0Comment: <none>

6.4 Standard Work-In-Process0. Standard work-in-process not defined. 1. Standard work-in-process is defined but not being followed.2. Standard work-in-process is defined and generally followed but excess

production is allowed to prevent idle workers or to build ahead.3. Standard work-in-process is defined and followed. Excess production may be

allowed only after supervisory approval.4. Standard work-in-process is defined and no exceptions are allowed.Score: 0Comment: <none>

7.0Continuous Improvement7.1 Kaizen

0. Concept of change and improvement is not embraced.1. Change is usually performed through radical transformation, such as

reengineering. If/when a kaizen is conducted, only management or supervision is involved.

2. Some Kaizen activity performed. Kaizen is not yet recognized as the continuous improvement tool. Area workers are a part of the kaizen events.

3. Kaizen is ingrained and is the continuous improvement tool of choice. Kaizens are performed on problem areas. Workers from outside the area are included in Kaizen events.

4. Kaizen events are performed routinely as part of a continuous improvement plan. Kaizen events are performed throughout the enterprise and are not necessarily “problem-area” driven.


7.2 Performance Measurements0. Neither goals nor performance results are published at floor level.1. Goals and performance measurements are available for all employees but

are not usable for floor level evaluation and improvement. Goals are established at the company level but not yet identified at the lower levels.

2. Goals and performance results are published and posted for all employees to see. Departmental level goals and performance results are tracked and published.

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3. Goals and performance measures are presented at the factory, department, and individual level. Measurements are used to identify areas for improvement. Regular review of performance to goals is established at departmental level.

4. Goals and performance measurements, while driven by company level goals, are work area specific, visibly posted, and are used to constantly improve the processes. Regular reviews of performance to goals are established at the lowest levels. Rewards and compensation are tied to performance measures.


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Total Score: 0.0

Relative Lean Score: 0.0

Relative Lean Score Analysis0.0 – 0.5 No Lean Commitment. Adoption necessary to remain competitive.

0.6 – 1.5 Beginning the Lean journey. Must accelerate focus to drive change.

1.6 – 2.5 Change becoming visible. Leverage momentum to reduce the risk of sliding back into old habits.

2.6 – 3.5 Results being felt at all levels. Lean is now becoming the company culture. World-class within sight.

3.6 – 4.0 World-class status but…competition is not stagnant. Need to continue driving continuous improvement to maintain competitive edge.

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Pdise Lean Self-Assessment Scorecard

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