Plant Level Lean Mfg Self Assessment Documents

8/10/2019 Plant Level Lean Mfg Self Assessment Documents

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INSTRUCTIONS FOR THE ASSESSMENT SHEETS

There are 11 areas for the lean assessment, including culture & awareness, problem solving,standardized work, kaizen, material handling (kanban), quick changeover, 6, visual management, total preventive maintenance, fle!ible operations and error"proofing# $lease develop a roadmap for improvement for each area that %ou score less than ' on# f %ou have an% questions feel free to ask for assistance#

*ach area has a two page assessment# +or e!ample, the first page of culture & awareness- has a.easurable- section (with levels and circles to be filled in)# The second page of culture & awareness-consists of questions and a chart# The questions are designed to aid %ou in identif%ing the correct levelof the measurable on the first page# The chart (enablers, disablers, and evidence of best practices) isintended to allow %ou to identif% evidence of factors that encourage lean thinking (enablers) or discourage it (disablers)# The evidence of best practices- bo! is where %ou would record practices or procedures which should be adopted and spread throughout the compan%#

/nce consensus is reached on the number of quarters- that should be filled in for each element, thismeasurable can be converted to a percentage# +or e!ample, %ou and %our team achieve consensus thatshading in three quarters- of the level 0 measurable in culture and awareness- is accurate# +or the purposes of this calculation, consider all the quarters- below level 0 as shaded in# o the calculationwould be 11 quarters- (four for level 1, four for level , four for level 0) divided b% ' total quarters-or 22#

3fter the eleven individual areas are assessed, the summar% results are recorded on the radar chart and%ou and %ou team would then fill out the lean planning and lean tracking forms included at the end of this document#



Culture and Awareness

(Customer Focused - Employees Aware

!e"#n#t#on$ 4ow management e!plains and acts upon its values# 4ow ordinar% problems aredealt with# 4ow the plant perceives management attitudes and behaviors# 4ow the customer(internal or e!ternal) is regarded# 5ommunication within the plant#

Instruct#ons$ F#ll #n t%e num&er o" 'uarters) "or eac% c#rcle t%at corresponds to t%e le*el

o&ser*ed #n t%e plant+ Use t%e uest#ons on t%e &ac, o" t%#s s%eet to a#d #n e*#dence at%er#n .

/e*el Measura&le E*#dent1 *mplo%ee awareness level of the plant vision, plant goals and customer e!pectations is

minimal# 12

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*mplo%ees understand who their internal (ne!t process) and e!ternal customers are and what

the% e!pect " the% receive feedback from later processes in the plant emplo%ees visitcustomer sites# ome emplo%ees are aware of the plant vision and goals#

0 3ll emplo%ees have access to ke% information, resources and support to meet and e!ceedcustomer e!pectations, including sales, qualit% and deliver% issues# .ost emplo%ees areaware of the plant vision and goals#

7 The organization fosters and measures emplo%ee satisfaction# There is evidence ofcommitment to organizational goals leaders build and support open "wa% communication,trust, teamwork and continuous improvement# 3ll emplo%ees are aware of the plant visionand goals#

2 $roblem solving teams are consistentl% assigned, trained, given authorit% and are working on

all ke% top customer issues# Teams are obtaining permanent root cause solutions# .ostemplo%ees share and promote the plant vision and goals#

6 The 8customer first8 concept has penetrated to ever% corner of the plant# 9henever a problem or abnormalit% occurs, people get to work at once to make a permanent correctiveimprovement# *ver% emplo%ee shares and promotes the plant vision and goals#

Cultural Awareness Assessment = Filled Quarters / Total Quarters ____/_24_ = _____ %

0ey:

1: ' " ;ot found an%where 2: <2 " =er% t%pical, some e!ceptions

3: 2 " /nl% seen in some areas 4: 1'' " *ver%where in plant, no e!ceptions

5: 2' " 5ommonl% found but not in the ma>orit% of cases



Culture and Awareness E*#dence 6at%er#n

(Customer Focused - Employees Aware

Questions to ask to people in the plant to aid in your assessment...

4as a customer"first attitude penetrated through ever% area of the plant?

• @o all emplo%ees full% understand who their customers are (ne!t process),

including end products at /*. customers ?

• @o all emplo%ees full% understand the e!pectations of their customers?

• 3re emplo%ees informed about customer satisfaction (their current performance)?

• @o all emplo%ees have access to relevant information in order to e!ceed customer e!pectations

(feedback, measurables, performance results, etc#)?

• s emplo%ee satisfaction of the utmost importance?

• s there openness, trust and teamwork throughout the plant?

• 9henever issues occur, are the% faced quickl% and openl%?

• 3re teams used wherever possible to solve problems?

•

3re emplo%ees well trained in all ke% continuous improvement tools?• @oes management foster a commitment to goals b% building support throughout the plant?

• s there an e!cellent communication process throughout the plant?

• s the communication within the plant both upward and downward?

Ena&lers !#sa&lers E*#dence o" 7est 8ract#ces

9#sual Manaement



!e"#n#t#on$ 3ll process steps are clearl% visible to all emplo%ees# $rocess status is quickl%communicated b% information boards, production equipment, etc# 3ll the informationneeded to manage the business is easil% available in real time to all emplo%ees# .anagementuses the visual s%stem to make decisions# 3bnormal production situations are eas% to detect#

Instruct#ons$ F#ll #n t%e num&er o" 'uarters) "or eac% c#rcle t%at corresponds to t%e le*el o&ser*ed #n t%e plant+Use t%e uest#ons on t%e &ac, o" t%#s s%eet to a#d #n e*#dence at%er#n+ !#*#de t%e num&er o" uarters s%aded &yt%e total num&er o" uarters to determ#ne percent #mplementat#on+

./e*el Measura&le E*#dent

1 Aequired information is posted in the plant# nformation is usuall% up to date#12

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ome postings of production status# .ost information is current and accurate# omemanagement attention to standardization of visuals# 3bnormal situations are identifiedvisuall% (e#g# andon board, goBno go lights)#

0 $roduction status, >ob training, safet%, kaizen, meeting, ke% measurables, problem solving boards are visible, up to date and showing continuous improvement# 3bnormal situationsare identified visuall% and management acts to correct them promptl%# ome managementdecision"making is based upon visual status on the production floor#

7 3dditional visual management information such as $roduct Cualit% (returns, scrap, +T5,$5), productivit% boards, preventive maintenance, etc# are updated immediatel% for eachline or process, operators get immediate feedback on their performance# .ost managersmake decisions based upon visual status on the production floor#

2 3ll the information required to run the plant is accurate, on the floor, and available in real"time# *ver%one can tell when things are normal or abnormal the% respond at once toabnormalities# =isual management drives all operational decision"making#

Visual Management Assessment = Filled Quarters / Total Quarters ____/_20_ = _____ %

0ey:






9#sual Manaement E*#dence 6at%er#n

Questions to ask people in the plant to aid in your assessment...

3re ke% plant performance measures convenientl% posted in the plant?

5an ever%one tell when things are normal or abnormal in their work area?

9hen abnormal conditions occur, are action plans implemented immediatel%?

@oes the visual management provide feedback to team members about their performance and

motivate them to improve?

3re monitors used to communicate plantBcompan% information?

3re visuals simple, eas% to read and understand?

s visual management a wa% of life in the plant?

3re the following elements managed visuall%:

nventor%? DDD Eob training? DDD afet%? DDD 3ttendance? DDDD Aeturns ($$.)? DDD $5? DDD $roductivit%? DDD *quipment $erformance? DDDD *ngineering changes? DDD +inancials? DDD *mplo%ee nvolvement (*) teams? DDD

Faizen activities? DDD 2? DDD 5ost Aeductions? DDD @efects? DDD+irst Aun 5apabilit%? DDD $reventive .aintenance? DDD 3wards? DDD 5ontinuous mprovement? DDD




:S

!e"#n#t#on $ 1) eparate and scrap ) traighten 0) crub 7) tandardize2) %stemize# afet% is 6th G

6 is a measure of how all emplo%ees support the process# /rganization of theworkplace, arrangement of the tools, standardization within the workplace, cleaning and thediscipline to s%stemize# 9ith 6, unstable, wasteful situations become visible earlier, allowingfor quicker, more effective responses and problem solving to occur#

Instruct#ons$ F#ll #n t%e num&er o" 'uarters) "or eac% c#rcle t%at correspond to t%e le*el o&ser*ed #n t%e plant+Use t%e uest#ons on t%e &ac, o" t%#s s%eet to a#d #n e*#dence at%er#n+ !#*#de t%e num&er o" uarters s%aded &yt%e total num&er o" uarters to determ#ne percent #mplementat#on+


1 The facilit% is generall% clean# There is some organization of tools, fi!tures, parts, andinformation#

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There is a process to keep the facilit% clean, and it is generall% followed# 3ll caution signs,e!its, fire e!tinguishers and emergenc% procedures are clearl% visible where the% are needed#$eople usuall% know where to find tools, fi!tures, parts, information, etc#

0 There is a process to keep the facilit% clean, it is followed and audited occasionall%# Hinesdistinguish work areas and paths tools, in"process inventor% and machines are put in logicalorder# There is evidence of attention to 6 throughout the plant# *mplo%ees spend little timesearching for tools or information required to perform their >obs#

7 3ll emplo%ees are considerate of housekeeping (including offices, storage areas) the plant isgenerall% clear of all unnecessar% waste and scrap# n general, 6 procedures arestandardized throughout the plant and regularl% audited#

2 There is a place for ever%thing and ever%thing in its place- ever% container, floor location,tool and part rack is clearl% labeled and easil% accessed b% the user# 3ll offices and storageareas are clean and neat# Instable situations surface earl%, and rarel% escalate#

6 The plant has reached the fifth JK" %stematize# 3 J6K committee regularl% rates each areaagainst best 6 practices# The emplo%ees drive the 6 process and recognition is given#Instable situations are immediatel% obvious and acted upon#

6S Assessment = Filled Quarters / Total Quarters ____/_24_ = _____ %

0ey:






:S E*#dence 6at%er#n


4ow do %ou know when there is abnormal situation?

9here are the tools placed in the work area?

3re inventor% levels clearl% marked?

s the workplace clean?

9ho is responsible for keeping the work area clean?

s scrap, special material, etc, clearl% marked and segregated?

4ow do %ou know this is the right part for this assembl% step?

s there some t%pe of housekeeping awardBrecognition?

s a 6 audit s%stem in place?

9hat is the cleanliness of: parts, equipment, >igs, visual controls, scrapBrework, floor?

4ow is the organization of: storage labels, shelves, quantit% indicators, lines on the floor?

9hat are the standards for: ventilation, lighting, clothing, and smoking?

9hat is the adherence level to standards (discipline)?


Standard#;ed <or,



!e"#n#t#on $ 9ork is standardized if it is repeated in e!actl% the same manner from task to task and person to person# 9ork instructions (operator description sheets or /@), the tandard9ork 5hart, 9ork 5ombination 5harts and $roduction 5apacit% heets define standardizedwork# The goal is to have standardized work for ever% operation meet or e!ceed customer takt (c%cle) time# tandardized work is the basis for all sustainable kaizen events#



1 9ritten operation sequences (/peration @escription heet or /@) and procedures e!ist formost line operations and most operators follow them# /@ are written b% staff#

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9ritten operation sequences (/@) and procedures e!ist for all line operations# Hittlevariation from person to person and shift to shift# ome operator input into standardizedwork# ome management interest in standardization# ome operations meet customer takt

time#

0 9ritten operation sequences (/@) and procedures e!ist for all line operations# Cualit% andsafet% are sometimes defined in the /@# .inimal variation from person to person and shiftto shift# /perators have input into standardized work and improvements# .ost operationsmeet customer takt time#

7 9ritten operation sequences (/@) address procedures, safet% and qualit%# /@ areregularl% followed, regularl% audited and constantl% improved upon# /perators are activel%involved in developing standardized work and improvements# mprovements areimmediatel% made to operations that do not meet customer takt time#

2 3ll elements of standardized work are followed (/@, standard work chart, workcombination charts, and production capacit% charts)# @iscipline is e!cellent# 3ll emplo%ees

concentrate on the goal of improving each process and resetting standards# ignificantimprovements result# 3ll operations meet customer takt time#

Standardied !or" Assessment = Filled Quarters / Total Quarters ____/_20_ = _____ %

0ey:



5: 2' " 5ommonl% found but not

in the ma>orit% of cases



Standard#;ed <or, E*#dence 6at%er#n


3re standardized work instructions clearl% visible at each work station?

@o the work instructions use a combination of descriptions and pictures (that clearl% describe the

work to be performed) that are clearl% understood?

@o operators do their >ob the same wa% each time according to standardized instructions?

@o operators on different shifts do their >ob the same wa% each time according to standardized

instructions?

3re the work instructions constantl% improved upon b% the team?

3re operators involved in setting the standards?

3re standards ad>usted to reduce 9$ and full% utilize the operators?

@o all operators understand the importance of standardized work to the plant and customers?

@oes management understand the importance of standardized work to the plant and customers?

s there evidence of continuous improvement as a result of the standardized work instructions?

3re operators trained to perform each operation using the standardized work instructions?

3re the standard work chart, work combination chart and production capacit% chart in use?


Fle=#&le Operat#ons



!e"#n#t#on $ 9orkers can perform multiple tasks within one process# 9orkers can performtasks in more than one process# .anagement monitors resources, ergonomics and >ob rotation# Cuick response in deplo%ment of resources to changes in product mi! andcustomer demand#



1 9orkers are adequatel% trained to do the >ob the% are assigned to do# $rocesses are aligned tofacilitate material flow# .inimal changes in demand can be accommodated#

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9orkers are proficient in their assigned >ob and capable of performing other similar tasks intheir area# ome cross"training and >ob rotation occurs# ome changes in demand can be

accommodated#

0 9orkers are proficient in a variet% of tasks# 5ross"training is planned and >ob rotation isregularl% scheduled# .ost changes in demand can be accommodated#

7 The plant has autonomous machines (self"inspecting " shut down when an abnormalit%occurs, auto"loading and e>ecting, do not need worker while c%cling)# ome processes areoptimized to facilitate material flow# There is evidence of e!tensive cross"training & >obrotation# 3lmost all changes in demand can be accommodated#

2 3ll processes are optimized to facilitate material flows# tandardized work sheets describealternate staffing and >ob descriptions for fluctuations in demand# 9orkers are highl%

proficient at tasks even when demand fluctuates# .achineBman ratios for each task areoptimized#

Fle#i$le &erations Assessment = Filled Quarters / Total Quarters ____/_20_ = _____ %

0ey:






Fle=#&le Operat#ons E*#dence 6at%er#n


3re workers adequatel% (well) trained in their assigned >ob(s)?

4ave part travel distances been minimized?

s all equipment arranged in a product vs# process focus?

s equipment automated where applicable?

3re processes aligned for e!cellent material flow?

5an lines easil% accommodate fluctuations in demand?

@o standardized work sheets describe alternate staffing and >ob descriptions for each operator when

numbers of operators and responsibilities change?

5an workers easil% rotate to other >obs?

@o team members rotate >obs on a regular basis?

s standardized work defined for different production rates?

s there a well"defined plan to cross"train workers?


0a#;en



!e"#n#t#on $ Faizen is continuous improvement# 5onstant, incremental, small scale progress#Faizen is measured b% standardized work# Faizen differs from kaikaku- or large scaleinnovation which is top"down, fundamental change#



1 mprovements have been made mainl% through capital investments or new products# Thereis a continuous improvement plan# mprovements are made, and sometimes sustainable#

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deas for continuous improvements are asked from emplo%ees and there is evidence that the%are implemented# The continuous improvement plan is generall% followed# ome emplo%ee

involvement# mprovements are made, and generall% sustainable#

0 There is a well"defined strateg% for continuous improvement with evidence of measurableresults in most areas# mprovements are sustained and built upon b% further kaizens# .ostemplo%ees have been involved#

7 3ll emplo%ees have been trained in the basics of kaizen and have been affected b% a kaizen pro>ect# *mplo%ees know the < wastes, identif% waste in their processes and work to reducethe waste# 4igh management attention to developing a kaizen culture#

2 There is a clearl% communicated strateg% for continuous improvement with the necessar%resources and organization planned and implemented# $ro>ects are structured and

continuous successes are recognized and e!panded throughout the plant# t is clearl%evident that Faizen teams are a wa% of life#

'aien Assessment = Filled Quarters / Total Quarters ____/_20_ = _____ %

0ey:



5: 2' " 5ommonl% found but not

in the ma>orit% of cases



0a#;en E*#dence 6at%er#n


3re emplo%ees involved in continuous improvement throughout the plant?

s there a clearl% communicated strateg% for continuous improvement?

3re resources available to support the improvement strateg%?

s management support for continuous improvement evident?

3re continuous improvement results measured and communicated?

3re all emplo%ees trained (or scheduled to be trained) in the basics of kaizen?

@o all emplo%ees know the < Finds of 9aste?

3re all emplo%ees encouraged to @ and eliminate waste in their area?

3re successes recognized throughout the plant?

s a suggestion s%stem in place to stimulate idea generation?

3re there an% incentive programs for continuous improvement?


Error proo"#n



!e"#n#t#on $ 3lso known as mistake proofing, poka"%oke or zero"defects# The s%stems thatsupport the process are mistake proofed to reduceBeliminate all possibilit% of error in all process steps# /perators get it right the first time- and management provides the tools# ;o inspection, no reworkG 3 defect is defined as an% error in assembl%, equipment, visualappearance, etc#



1 nitial efforts are in place to evolve from inspection and containment to prevention# The process is sometimes stopped when defects are detected# .anagement tolerance for reworkis decreasing#

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n general, defects are detected at the ne!t downstream operation# There is evidence thatrework and inspection are decreasing# *mplo%ees are empowered to stop the process whena defect occurs

0 n general, defects are detected after the% occur, but before the% reach the ne!t downstreamoperation# *mplo%ees are encouraged to stop the process when a defect occurs# ome error

proofing devices in evidence (e#g# goBno go torque measurements)# .anagement attention isfocused on defect prevention#

7 @efects are often prevented within the station, where feasible, detected within the station ifnot feasible# There is evidence that error proofing philosoph% has been applied across the

plant# *rror proofing devices are common# .ost emplo%ees are trained in error proofing#.anagement has low tolerance for rework#

2 9here automation e!ists, it is self"inspecting and will shut down when defects are detected#n manual operations plant wide, error proofing devices have been developed to build inqualit% at each step and to prevent defects at their source to prevent recurrence# Hine stopsresult in rapid response to defects from management# There is evidence that the design waserror proofed prior to launch# Aework is minimal# +irst run capabilities are approaching '$$. as a result of management attention to error proofing#

(rror &roo)ing Assessment = Filled Quarters / Total Quarters ____/_20_ = _____ %

0ey:






Error proo"#n E*#dence 6at%er#n


4ave emplo%ees been trained in the process of error proofing?

9herever defects occur, do problem"solving teams identif% permanent corrective actions that

include error proofing?

4ave error"proofing devices been developed and installed at each workstation?

s there a s%stem in place to verif% that error proofing is working?

5an all defects be detected before being passed on to the ne!t process?

3re emplo%ees empowered to stop the process when a defect or abnormal condition occurs?

3re errors detected before the parts are processed at the workstation?

4as error proofing been designed into the product wherever appropriate?

5an operators b%pass error"proofing devices?

9hat is the trend in ke% indicators such as scrap, rework and first run capabilit%?


>u#c, C%aneo*er



!e"#n#t#on $ Cuick changeover is a state and process of achieving e!tremel% fast setup times forequipment and processes# The goal is to change over parts within the customerKs c%cle (takt)time# This ma% be based upon .*@ (single minute e!change of dies) or similar philosoph%e#g# separating e!ternal from internal work within a setup#



1 5hangeovers are scheduled and necessar% emplo%ees have the schedule#12

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.anagement understands and accepts quick set"up as an important technique inimplementing lean s%stems quick changeover teams have received formal quick set"upreduction training#

0 et"up activities have been videotaped to allow for detailed anal%sis# Faizens have beenfocused on reducing set"up time#

7 Cuick set"up time (internal and e!ternal) is tracked visibl% in the area where the setup isdone#

2 ;ew set"up procedures have been standardized, documented and posted all affectedemplo%ees have been re"trained production planning uses the reduced changeover times in

planning#

6 ;o changeover operation takes more than three minutes and all are done within the c%cletime (takt time)#

Qui*" C+angeo,er Assessment = Filled Quarters / Total Quarters ____/_24_ = _____ %

0ey:






>u#c, C%aneo*er E*#dence 6at%er#n


4ave emplo%ees been trained in the process of quick changeover?

@o emplo%ees understand .*@ (single minute e!change of dies) philosoph%?

4ow often are changeovers performed? 9eekl%? @ail%? 4ourl%?

4ave kaizens focused on decreasing changeover time?

s there a visual signal s%stem for changeovers?

4ow are changeovers scheduled?

s there a team assigned to reducing set"up times?

@o emplo%ees understand the need for reduced set"up times?

s there a s%stem in place to track changeover times?


Total 8roduct#*e Ma#ntenance



!e"#n#t#on $ T$. strives to be based on high worker involvement and responsive supportfunctions# T$. seeks to prevent all failures and process operation disruption# The goalof T$. is a stable production environment where machine failures do not affect production#$lanned versus unplanned downtime is a good wa% to measure the effectiveness of T$.#



1 .achines are guarded for safet% and locked out immediatel% when broken# .aintenancedepartment is responsible for all maintenance activities#

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3ccurate and visible maintenance histories are kept up to date and posted near allequipment#

0 $reventive maintenance is practiced " ke% emplo%ees have been trained in the basics of T$.ma>or and minor accidents rarel% occur# /perators fill out maintenance check sheets#

7 $reventive maintenance responsibilities are well defined# /perators are doing dail% taskslike checking, oiling and cleaning machines# .aintenance team is evolving from preventiveto predictive abilities#

2 $lant"wide maintenance activities are consistentl% practiced " available productive time forall equipment is tracked and increasing# .achine breakdowns or accidents rarel% occur#

T-M Assessment = Filled Quarters / Total Quarters ____/_20_ = _____ %

0ey:






Total 8roduct#*e Ma#ntenance E*#dence 6at%er#n


3re accurate and visible maintenance histories visible on or near each piece of equipment?

3re machines guarded for safet% and locked out immediatel% when not in use#

s maintenance reactive, preventive or predictive?

4ave all ke% emplo%ees been trained in T$.?

s performance tracked for each piece of equipment?

4ow common are equipment breakdowns?

s scheduled vs# unscheduled machine downtime tracked?

s there evidence of permanent corrective actions when breakdowns occur?

s there evidence that maintenance alwa%s occurs as scheduled?

3re there dail% check sheets (lubrication, inspection, calibration, cleaning, etc) for operators to sign

off present and up"to"date on each machine?

3re standards set for each maintenance task?

@o audits occur to verif% the effectiveness of maintenance standards?

s equipment inspected prior to the start of each shift?

9here audits identif% discrepancies, are corrective actions spelled out and completed?


Mater#al Control?0an&an



!e"#n#t#on $ $rocess steps are controlled b% downstream customer pull# Fanban cards orsignals or similar mechanisms are used to communicate process demand upstream# Fanbansignals are located on the parts container and highl% visible to all emplo%ees# Fanbanand lot size reduction support a E##T# (Eust n Time) production environment#



1 The target and actual hourl% output is displa%ed for each manufacturing cell or line# *ffortsare underwa% to evolve from push- (scheduled) to pull- (kanban)# nventor% accurac%issues are decreasing#

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There are pull s%stems in some parts of the plant# Training in kanban for ke% management,materials and supervisors have been held# nventor% accurac% is rarel% an issue#

0 .aterial movement is based upon actual consumption throughout the plant a pull- signal isgenerated and communicated b% the ne!t operation# nternal and supplier inventor% levelshave been lowered through the use of kanban#

7 @ownstream processes are withdrawing kanban from upstream processes# Fanban s%stem isunderstood and followed b% most emplo%ees# $art shortages still occur# nventor% levelshave been significantl% lowered#

2 Fanban is full% understood and followed b% all emplo%ees# There is evidence of improvementefforts for optimizing batch size and inventor%# $art shortages are rare# ome suppliers are

on kanban with the plant##

6 nventor% levels are optimized# $art outages have been eliminated# .ost suppliers are onkanban with the plant# 1'' inventor% accurac%# t doesnKt get an% better than this#

Material Control Assessment = Filled Quarters / Total Quarters ____/_24_ = _____ %

0ey:






Mater#al Control?0an&an E*#dence 6at%er#n


4ow is production information communicated between operations?3re there marked areas for inventor%?3re there limits for 9$ (work"in"process), raw materials and finished goods?

3re these limits observed, in general?s the part flow ++/ (first"in, first out)?s the production schedule visible to all emplo%ees?9ho sets the dail% production schedule?9ho updates the production schedule?4ow is the update communicated?4ow is material replenished on the line?9hat information do the kanban cards (signals) contain?




8ro&lem Sol*#n

!e"#n#t#on$ 3n% deviation from e!pected performance is a potential problem# $roblem solvingis a technique to identif% the root cause of an% deviation? $roblem solving utilizes facts (data)#3 variet% of methods can be used (L@, 2 9h%s) emplo%ing tools (pareto, scatter plot, fishbone)#5ontainment shields downstream operations from problems, while countermeasures eliminate problems# 4ow management works towards creating a problem solving culture-#



1 taff and a few floor emplo%ees are trained in problem solving methods# $roblems arenoticed b% and repaired b% the operator or direct supervisor# $roblem recurrence isdecreasing# ome attention to finding root cause and tracking problem"solving performance#4eav% reliance on containment is decreasing#

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taff and some floor emplo%ees are trained in problem solving methods# Himited use of problem solving methods on special occasions (qualit%, engineering, management)# Harge,repetitive problems are addressed# ome management attention to problem solvingactivities# @ata show that man% problems continue to recur# ome evidence ofcountermeasures#

0 taff and most floor emplo%ees are trained in problem solving methods# $roblem solvingmethods sometimes result in root cause being addressed for ma>or process problems# ome

problems recur# .anagement tracks performance# 5ontainment is still in evidence, but thetrend towards true countermeasures is clear#

7 3ll emplo%ees are trained in problem solving methods# .ost problems, large or small, areaddressed through problem solving methods that usuall% identif% root cause# .anagementtracks performance and sometimes verifies the effectiveness of containment and

countermeasure activities# 5ontainment still is used, but true countermeasures ofteneliminate the need for containment quickl%#

2 $roblem solving is an integral part of the culture# 3lmost all problems that require problem"solving methods have them applied# Aoot cause is consistentl% identified, with quick,effective containment and countermeasures implemented as a routine activit%# .anagementtracks performance and encourages a bring me %our problems so we can solve them andimprove- culture#

-ro$lem Sol,ing Assessment = Filled Quarters / Total Quarters ____/_20_ = _____ %

0ey:






8ro&lem Sol*#n E*#dence 6at%er#n


3re all emplo%ees trained in problem solving methods?3re pareto charts regularl% used to prioritize and address problems?3re teams formed to address all prioritized problems?

s the status or all problems monitored and communicated?3re permanent corrective actions implemented promptl%?




8/ANT TEAM SE/F ASSESSMENT CONSENSUS /IST

Culture and Awareness$ 6raders

/e*el Consensus

3

5

2

4@

:

Total8cs$

T%e @ Ss$ 6raders

/e*el Consensus

3

5

2

4@

:

Total8cs$

9#sual Manaement$ 6raders

/e*el Consensus

3

5

2

4

@

Total8cs$

Standard#;ed <or,$ 6raders

/e*el Consensus

3

5

2

4

@

Total8cs$

Fle=#&le Operat#ons$ 6raders

/e*el Consensus

3



5

2

4

@

Total8cs$

0a#;en$ 6raders/e*el Consensus

3

5

2

4

@

Total8cs$

Error 8roo"#n ? 8o,a-Bo,e$ 6raders

/e*el Consensus3

5

2

4

@

Total8cs$

8ro&lem Sol*#n$ 6raders

/e*el Consensus3

5

2

4

@

Total8cs$



>u#c, C%aneo*er$ 6raders

/e*el Consensus

3

5

2

4

@

:

Total8cs$

Total 8roduct#*e Ma#ntenance$ 6raders

/e*el Consensus

3

5

2

4

@

Total8cs$

Mater#al Control?0an&an$ 6raders

/e*el Consensus

3

5

2

4

@

Total8cs$

Total All 8#eces (/ean Inde=$



Lean Systems Radar Chart

Culture . Awareness

S

Visual Mgmt

Std !or"

Fle# &s

'aien(rror -roo)ing

Qui*" C+angeo,er

T-M

-ro$lem Sol,ing

Material Control

Plant: Date:



/EAN 8/ANNIN6 FORM

8lant$

!ate$

3+ Start !ates (6et Ready

Introduce Assessment to 8lant$ Assessment !ate$

Assessment Completed$

/ean Manu"actur#n O*er*#ew Tra#n#n (Sta""$

5+ Analy;e 8resent Cond#t#on (6et Set

Ident#"y Top 2 <ea,nesses #n Radar C%art /ean Inde=

2+ 9#s#on

<%at w#ll your plant loo,? operate l#,e w%en #t #s '<orld Class) #n t%e area o" /eanManu"actur#nD$

4+ Results 8lann#n (6o

Step E=#t Cr#ter#a (Results

A+ EI ? 8ro&lemSol*#n

7+ :S ? Std+ <or,

? 0a#;en

@+ Ident#"y Resources

Tra#ner(s "or O*er*#ew EI?8ro&lem Sol*#n and 0a#;en$

Coord#nator? Coac% (E*ent plann#n results trac,#n$

C%amp#on (!r#*es "or employee #n*ol*ement G results attend presentat#ons$

8/ANT TEAM SE/F ASSESSMENT CONSENSUS /IST

/EAN MANUFACTURIN6 TRAC0IN6 FORM



The following chart shows the summar% data from the Hean .anufacturing elf 3ssessment# Ise thisto track efforts towards Hean .anufacturing %stems over time#

Num&er o" >uarters

Sect#on 5nd >tr 2rd >tr 4t% >tr 3st 51== 5nd 51== 2rd 51==

Culture GAwareness

8ro&lemSol*#n

:S

9#sual

Manaement

Standard#;ed<or,

Fle=#&le?Cellular

Operat#ons

0a#;en

Error 8roo" ?

8o,a-Bo,e

>u#c, C%aneo*er

T8M

Matl Control?0an&an

Total '/ean)

Inde=

Plant Level Lean Mfg Self Assessment Documents

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