Date
Factor
Safety
Lighting, brightness
Cleanliness
Order
Continuous Flow Manufacturing
Pull scheduling
Quick line changeover; quick machine set up
Preventative maintenance (PM)
Six Sigma targets are part of design progress
Equipment designed to detect defects and stop production
Operator authority to stop production for quality defect
Mistake proofing to prevent defects
First in first out inventory control
Closed Loop quality problem resolution
Root cause problem solving
Use of statistical process control (SPC)
Standardised work
Autocratic vs participative management
Levels of hierarchy
Self directed work teams
Team empowerment
Visual performance charts
Warehouse Inventory control (Kanban)
Shop floor WIP Inventory control (Kanban)
Continuous process
Voice of the customer
Lean thinking applied to whole company
Quantitative measures
Search of non value added activities
Workplace orderly and imaculately clean
Product built "Just in time" to customer demand
6 Sigma built into product and process
Company operates with empowered team
Visual management systems
Relentless pursuit of perfection
Beginning
Result
TRADITIONAL
BEGINNING LEAN
WORLD CLASS
10
Current
Result
Unsafe, many hazards; policies lo Moderately safe; few hazards; po Very safe; no hazards; rigid adher
Poorly lit, dingy, looks like a cav Moderately lit; some fresh paintin Brightly lit like daylight; freshly p
Very dirty; floors not clean; dust/o Generally clean, but not immaculaImmaculately clean; no dust/oil on
Very cluttered; lots of junk in ais Generally uncluttered; limited ju Only critical items on shop floor;
Disjointed operations; colonies of Some processes in continuous fl High degree of continuous flow; s
No pull scheduling; heavy MRP II uSome use of pull scheduling via KaFull Kan ban pull scheduling from
Long hours
Some short changeovers (minutesAssembly line changeover in one t
None fix it when it breaks
Some implementation of PM
Full implementation of Total Pre
No
Partial use of design and process Full use of design and process FME
None
Some machines have self stop capAll machines stop automatically w
None
Operators have authority, but use iOperators have authority and respons
None
Partial implementation for critical Full implementation on all critical
None
Partial
Rigidly adhered to; easy to use (eg
None
Some quality problems logged, parAll quality problems logged, pareto
Rare-fixing quality problems not a Sporadic much problem solving st
Rigorous use of 5 Whys key pers
None
Approx. 50% of key processes cont
All processes controlled to 6 sigm
No work standards or instructions;Approx.
s
50% implementation of staWork methods fully standardised a
Autocratic Theory X managementMixed autocratic and participativ Participative management style wi
Highly layered and hierarchical ( In between
Flat organisation; 1-2 mgmt. laye
None
Some implementation of self dire High implementation of self direc
None
Some, but largely in name only High degree of team empowerment
None; management by computer; ke
Some use of visual display techni Clear visual display of company p
Inventory in random access wareApprox. 50% Implementation of v Inventory in fixed locations with c
Minimal visual control; inventory Approx. 50% implementation of sho
Clear fixed location identificatio
Lots of concrete heads, if it aint b Product focus, change encourage Just do it attitude; strong change
Designs based on engineering capa
Competitive benchmarking, clear Customer needs define value
Only maufacturing is trained, pap Paperwork in and out of factory Kaizen is way of life for the who
allocations based on direct labour Many results posted, cycle time ABC costing; perfection is the sta
Mistakes identified and fixed downFew transports of parts and tools; No backflows or rework operations
0
0
0
0
0
0
0
0
0
0
0
0
Enter your scores into colums B and C and the charts will be automatically generated.
Lean Enterprise Inc.
P.O Box 35704
Canton Ohio 44735
Phone: 330-284-1512 email: info@[Link]
[Link]
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Lean Overview
Workplace orderly and imaculately clean
10
Relentless pursuit of perfection
Product built "Just in time" to customer demand
5
Visual management systems
6 Sigma built into product and process
Company operates with empowered team
Beginning Result
Current Result
29 Point Lean Assessment
Safety
Search
of non Lighting,
value
added
brightness
activities
Quantitative
measures
Cleanliness
Lean thinking applied to whole company
Order
Voice of the customer
Continuous Flow Manufacturing
Continuous process
Pull scheduling
Shop floor WIP Inventory control (Kanban)
Warehouse Inventory control (Kanban)
Visual performance charts
Team empowerment
Quick line changeover; quick machine set up
Preventative maintenance (PM)
Six Sigma targets are part of design progress
Equipment designed to detect defects and stop production
Self directed work teams
Operator authority to stop production for quality defect
Levels of hierarchy
Mistake proofing to prevent defects
Autocratic vs participative management
First in first out inventory control
Standardised
quality
workcontrol
problem
resolution
Use ofClosed
statistical
Root Loop
cause
process
problem
solving
(SPC)
Beginning Result
Current Result
