(A) A-1

Manufacturing Foundation and Management

Foundation
Visual Management (From Understanding Point of
View)

Level-1 Visual Management is not being implemented

Level-2 A few people understand about objective of
Visual Management, Method, Effectiveness etc,
and Visual Management being implemented
partially
Level-3 Most of the people understand about objective of
Visual Management, Method, and Effectiveness
etc and are implementing Visual management in
each Work Area
Level-4 Visual Management being implemented in all the
areas but not established completely
Level-5 Visual management implemented in all the work
areas, established completely, management
cycle is being rotated thoroughly
Visual Management Standards being revised
(improved) as per requirement

(A)

A-2

Visual Management (From Object Point of View)

Storage Location for all the items ( raw material, parts, Work-in
Process (WIP), Finished Goods, Machines, Spare Parts, Jigs,
Measuring Tools,
Containers, Material Handling Equipments
etc) defined and specified item at specified location in specified
quantity are being maintained. By just having a glance at, a
person is able to understand Normal/ or Abnormal Situation

Level-1 Only 10% of the items are being maintained as

mentioned above
Level-2 50% of the items are being maintained as mentioned
above
Level-3 100% of the items are being maintained as mentioned
above
Level-4 Level-3 Situation is being maintained
Rules (Visual Standards) for Location, Keeping method,
Quantity for each item is well defined and being revised
in accordance with the requirement
Level-5 Level-4 Condition being maintained; there has been a
system for setting up Visual Standards for Storage
Location, Storage Method, and Storage Quantity for
each item, Visual Standards are being maintained and
revised/ as and when required

(A) A-3
Visual Management (From Work/Job Point of
View) Check List

1. Whether one is able to understand what is being produced in

the shop-floor right now
2. Whether one is able to understand the reason for stoppage
of equipment /or line
3. Whether one is able to understand whether production
quantity produced so far is behind/or ahead of production
plan schedule
4. Whether Production Plan Board ( mentioning hourly Plan Vs
Actual, reason for the gap arising) has been prepared,
displayed and is being used for Progress Monitoring and
Kaizen
5. Whether Transition Graph for required Production Indices
( Production Output, Productivity, Work Ratio, Set Up/Change
Over Time, NG Qty/Cases, Minor Stoppage etc) has been
displayed effectively in the shop-floor
6. Whether shop-floor problems and counter measures for
those, improvement status detail has been displayed in the
shop-floor
7. Whether abnormality ( what is abnormality) has been
defined clearly

8. Whether one is able to understand what is abnormality at a

glance
9. Whether Abnormality Information System like Andon,
:Buzzer, Call Lamp etc have been provided
10.
Whether system of immediate action, in case of
abnormality occurrence, is available

(A) A-4
Visual Management (From Work/Job Point of View)
Check List

11.
Whether Abnormality Measures have been defined, to
check
if
workers
are
not
taking
independent
measures/decision for an abnormality
12.
Whether Abnormality Records are being maintained
13.
Whether Recurrence Prevention Measure for an
Abnormality has been taken care of/considered positively
14.
Whether displays related to Operation Standard, QCFC,
Quality Standard, Technical Standard, One Point Lesson etc
are being maintained always. Whether those displays are
easy to understand

(A)

A-5

3S ( Seiri , Seiton, Seisou)

Level-1

There is a mix up of things which are required and

which are not required. Litter scattered, contamination
of machine or floor is prominent. Classification of
Passage/Work Area not clear

Level-2

Classification of Passage, Work Area is clear. Location

for raw material, Work-In-Process, Finished Goods, Jigs,
Tools/Moulds etc is defined but not being maintained
( Seiton ( to put in order) not followed). Cleaning of the
passage being done however its dirty around machine

Level-3

Classification of Passage/Work Area is clear and

maintained. Seiton (to put in order) being followed for
Raw material, work-in-process, finished goods, jigs,
tools/moulds. FIFO is also being followed and cleaning

of passage, machine/equipment, work table,

Keeping Area, Jigs/Tools keeping area is thorough.

WIP

Level-4

In addition of the condition (level-3), identification of

parts, material, storage area, person-in-charge etc is
clear and can be taken out immediately. Parts/Material
Inventory Standard is fixed, and one is able to make out
(visual management) over/under level of inventory
visually.
Optimum Stocks are being maintained.
Cleaning is Inspection concept is being followed/
executed

Level-5

In addition of the condition (level-4) mentioned,

standards for Seiri, Seiton, Seisou are there. For those,
Visual Management is followed thoroughly and
implemented positively.

(A) A-6
Daily Management

Level-1

Management Supervisor have left the job to the

operators (left everything to the operators).
No specific instructions passed on to the junior staff
members by Management Supervisor, and juniors are
being scolded when results are not satisfactory

Level-2

Control items for each Work Area defined properly;

however whether normal or abnormal standard is not
clear. ManagementSupervisor dont understand/study

the fact on the basis of Gemba (Actual Site ( Gembutsu

( Actual Part)
Level-3

Control Items Control Standard for each work area

well defined, and standard for whether normal or
abnormal is very clear. In case of any abnormality
Management Supervisor conduct their study on
gemmba, gembutsu ( actual site, actual part) basis to
study actual fact and corrective measures for
recurrence prevention are being taken

Level-4

With respect to Control Items of each work area,

structure for rotating SDCA Cycle is available, and is
visible.
For 4M change, Change Management Board is being
used and contents are visible

Level-5

Management has assigned appropriate authority to

junior members, and self management being executed
by the work area group. Almost no time is taken in
correction for an abnormality. Positive Approach
towards job/kaizen activities and lot of time is being
devoted for the same

(A) A-7
Hoshin Kanri (Target Control)

Level-1 Vision, Mission of the Company is there, Mid Term Plan (

3 Years or 5 Years) Management Plan is not available
Level-2 On the basis of the Mid Term Management Plan, Annual
Course of Action, and Annual Targets have been set.
However those have not been spread/ deployed in
concrete manner in the organization
Level-3 Annual Plan, Annual Targets have been deployed up to
Section Level of the organization in concrete manner
and being executed. Hoshin Kanri (Policy Deployment)
Promotion (driving) System/ Promotion Structure is
clear
Level-4 With Policy Deployment ( Hoshin Kanri) , PDCA Loop is
being rotated throughout the organization, kaizen
activities are being carried out on continuous basis, and
are converted/reflected into results. Result and Process
of Hoshin Kanri is clearly visible
Level-5 Well integrated organizational Hoshin Kanri and Cross
Functional Management; outcome of the kaizen
activities is reflected into the performance of the
management and ultimately is reflected into the
remarkable performance of the organization

(A)

A-8

Problem Solving

Level-1

Trend of hiding the problems/shortcomings of the shopfloor is quite strong. Managers take measures for the
problem on the basis of information/reporting by the
juniors only and do not work on finding the facts,
problems from gemba, gembutsu (actual site, actual
object)

Level-2

Managers resolve the problem as and when it arises,

however no efforts are put on finding the cause of the
trouble. Measures for symptoms is taken but cause
elimination is not executed

Level-3

Managers confirm the contents of the problem at site

with actual part/product. Study and analyze the cause
on the basis of 5W1H before taking counter measure.

Level-4

Managers always keep recurrence prevention in mind,

dont arrive at just the direct cause but do deep study
to arrive at root cause. For quality related issues,
effective counter measure is taken to prevent
recurrence considering both occurrence cause and
outflow cause. Have no resistance in highlighting the
weak points of the shop floor

Level-5

When problem occurs, not only temporary measure is

taken but system is such that measure is taken for
recurrence prevention, precaution and is visible also.
For quality related issues, occurrence case is classified

into technical reasons and management reasons and

precautionary measure is taken up for similar process,
similar products as well.

(A) A-9
EducationTraining

Level-1

No Vision, Mission is available for Human Resource

development and education/training not carried out in
planned manner

Level-2

Off-JT (classroom training) is being held for new joiners;

partially education/training is being conducted.
However, no system chart/ diagram is prepared for
education & training. Skill Matrix Chart is available but
not being practiced.

Level-3

Systematic Plan for Education/Training of the entire

company is available, and is being executed in planned
manner. Education/training is being imparted for both
OFF JT and OJT. In the work area, Skill Matrix is
available and PDCA for the skill level is being rotated

Level-4

Coordinator, Committee Meeting is held to promote

Education/Training for the entire company. There has
been a system of Assessment/Promotion for Education
& Training and is being executed with positive approach
towards it

Level-5

Education & Training is being imparted to all the

members of the company from new joiners to the top
management in systematic manner.
Continuous
improvement/study is carried out to improvise on the
contents /methodology of education & training
program. Different techniques being worked out for
utilizing the contents of education & training in
respective work area and assessment on the same is
being executed

(B) B-1
PQCDSM of Manufacturing
IE (Productivity Management)

Level-1

Productivity has been defined properly, data for

calculating Productivity being collected. Productivity
Graph not prepared

Level-2

Shift Wise Productivity Graph being prepared at all work

areas.
Productivity Target Vs Actual is clear.
Understand the difference between Target and Actual
but counter measure is not adequate

Level-3

In each Work Area, Productivity related problem (gap

between target and actual) reasons are studied,
analyzed and appropriate counter measure is being
taken

Level-4

At each Work Area, PDCA of Productivity management

is being executed and the process is clear and visible
Productivity Management is not only at Work Area level
but also being maintained at Section, Division level

Level-5

Regarding Productivity, there has been a structure for

series of management activities like Target set up,
probability analysis, Kaizen Theme Set Up, Kaizen Plan
Draft, Execution, Result Measurement, and Feedback &
Continuation. Productivity targets are deployed PDCA is
ensured and is visible in the entire organization

B (B-2)
Quality Control (SPC)

Level-1

Production is at the mercy of the skill of operators,

Quality Standards are not clear. Inspection Tools are
inadequate

Level-2

Operation Standards (SOPs) are available. Quality to be

ensured by inspection is the thought followed majorly.
Rejection Data collection is done partially

Level-3

QC Process Sheet (QCFC) is available, check point,

check method, data recording methodology etc defined

and being executed. Kaizen being carried on the basis

of Rejection Statistics
Level-4

According to Managers (Senior People), quality checks

being conducted at regular intervals. They are with the
mindset that quality is not ensured by inspection but is
built up in the process itself
Rejection Data understanding, cause analysis is
performed thoroughly and accurate/appropriate counter
measures for recurrence prevention are taken

Level-5

In case of Operator change, or change in process, there

has been a system of Change Management (4M
Change). Process FMEA is executed and practice of
Precautionary Measure for quality rejection occurrence
is the approach. Fool Proof ( Poka Yoke) Techniques are
visible everywhere

(B)B-3
Production Control
Level-1

Production
is
carried
with
the
judgment
of
management auditor.
Carry out the production for
the items easy to produce, as a result of which, there is
excess inventory at times or it may result into material
shortage

Level-2

Production is being executed on the basis of the

dispatch plan of the month.
For priority of
enhancement of work ratio of production floor, safety
stock, work-in-process is more and circulation of
inventory is poor (low)

Level-3

For Product Category, type wise, standard inventory

level decided, Daily production quantity is worked out
on the basis of the dispatch plan of the month.
Standard time is set and efficiency control is done

Level-4

Standard Inventory consists of inventory of Finished

Goods, WIP, and Raw Material Inventory and is decided
considering shop floor capacity and dispatch plan.
Visual management being followed for stock status in
the shop floor, measure is taken for abnormality. First-In
First-Out of the stock is thorough

Level-5

There has been appropriate revision of man power plan,

shift plan, bought out parts procurement plan with
respect to monthly production plan. Also multi skill
training programs are being carried out in order to cope
up with production plan fluctuation/amendment

(B)B-4
Progress Monitoring

Level-1

In the Production Floor, status with respect to days

production plan (whether ahead of schedule /behind
schedule) is not clear

Level-2

In the production floor, status for days production plan

is clear; however managers/supervisors action in
accordance with the status (kaizen) is not being
executed

Level-3

In the production floor, hourly production status is clear.

Managers/supervisors understand the reason for the
gap between plan and actual, but timely action is not
being taken

Level-4

In the production floor, hourly production status for all

the processes is clear. Managers/supervisors analyze
the reason for gap between plan vs. actual and take
timely action. Production status, action taken is visible
in the shop floor

Level-5

Real Time Production Progress Status for all the

processes is being monitored by managers/supervisors.
Progress Status Monitoring System is available and
visible. There have been less fluctuation (ahead or

delay) and
maintained

consistency

in

the

process

is

being

(B)B-5
Machine Maintenance (Plant Maintenance)

Level-1

Machine/equipments are used until they go out of order.

Measures are taken after some breakdown happening
on machine/equipment

Level-2

Daily Check/maintenance rules are there, execution is

not up to mark.
Unplanned repairs are more.
Preventive
maintenance
for
critical
machines/equipments being carried out

Level-3

Operator on machine is performing Jishu Hozen

(autonomous maintenance). Maintenance people are
performing planned maintenance

Level-4

In order to execute planned maintenance, PM Card is

being used; maintenance status has been made visible.
Operation status indication, break down data analysis,
equipment FMEA, maintenance parts control being
executed

Level-5

Equipment
Kaizen
control
(machine
capacity,
performance level maintenance/up gradation) being
executed.
Before procuring the machine, its
maintenance plan is studied thoroughly In advance,
equipment condition monitoring for maintenance is
thorough.
There
is
almost
no
unplanned
maintenance.
Machine/equipment breakdown ratio is close to 0 zero
level

B (B-6)
Safety

Level-1

Prohibited/Caution Mark in Danger Area (Zone) missing.

Operator accidents are happening quite often but
records are not up to mark

Level-2

Prohibited/Caution Mark in Danger Area (Zone) are

there at certain locations but not throughout
(everywhere). Safety Wear, protective tools are not
being used thoroughly. There are machines without
safety/ protection device

Level-3

There has been standardization of Prohibited/Caution

Mark indication and is being followed thoroughly in all
the areas.
Use of safety wear/protective tools is
thorough. Safety education, safety patrolling is being
done. Safety rules are being preserved

Level-4

Danger Predictive Training KYT ( kiken yochi kunren)

being imparted. Data being collected for Near-Miss
(scary minor incidents) and preventive counter
measures for potential problems taken

Level-5

Safety Management System fully established and being

executed in complete sense. In order to set Safety
Targets, disaster prevention activities are carried out at
regular intervals. Autonomous Safety Activities are
being carried out in individual work area

B (B-7)
SMED (Set UP Time Reduction)

Level-1

Rather than emphasizing on set up time reduction,

people believe that its good to increase production lot
size to do production efficiently

Level-2

A few people understand need of set up time reduction

(SMED) and its technique and are taking up (involved
into) set up time reduction

Level-3

Maximum people understand need and technique of set

up time reduction (SMED) and are involved into set up
time reduction. Group formed to study current time
and target is decided (within 9 minutes), improvement
plan is made and on the basis of that SMED activity is
carried out

Level-4

Open SMED Reporting Meeting is held.

(i.e. Group completing SMED activity practically
showcases/demonstrates in the shop floor that set up
change over can be done within 9 minutes)
Promote SMED and SMED has been materialized on
considerable number of machines

Level-5

SMED is being materialized for all machines, all

products.
Irrespective of any product, and set up
change over time taken is within 9 minutes