Lean Ing Sequencia

LEAN MANUFACTURING ASSESSMENT QUESTIONNAIRE
Date:.................................................................................................................................... Company Name:......................................................................................................... Auditor:...................................................... ..............................................

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Lean Manufacturing Assessment Questionnaire Glossary
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File: Sample Assessment

1. LEADERSHIP
Section / Term 1. Leadership Definition
Visionary change must be led from the top down. To transform toward lean manufacturing, leadership develops and deploys a vision of a lean production system. That vision supports the physical and organisational structure of production, including support, and recognises empowered teams, minimisation of inventory, suppliers as business partners, continuous process improvement, and manufacturing processes. Leadership places significant emphasis on developing trust and the right culture in the factory through honest, direct and frequent communications. Production leadership has the authority to control the essential elements of its production system through a product based organisation. Some aspects of that authority--residing traditionally in HR, procurement, quality and engineering functions--must be at the disposal of production leaders. Finally, the work force is crucial to success and must be recognised and treated as a business partner. This is essential if the worker is to commit him or herself to improving the productivity of his or her job. The work force shares the financial fate of the enterprise. The company shares production performance with employees uniformly. Gain sharing is timely and dependent on individual product centre performance. Employees understand the gain sharing system, find it tangible, fair and motivational The threat of layoffs creates an impediment to workforce trust and commitment . An employment policy that diminishes this obstacle will foster improved productivity. A Job Stability Policy is not guaranteed, but rather a commitment by the employer to provide alternatives such as training or job placement.
1.3.1 Gain-sharing 1.3.2 Job Stability
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Vision: To transform toward lean manufacturing, leadership develops and deploys a vision of a lean production system. Leadership places significant emphasis on developing trust and the right culture in the factory through honest, direct and frequent communications.
1.1 Quality of Production Vision

Site leader has developed a complete understanding and vision of Lean Production 0 2 elements 3 4 elements included. (from list included. below) Elements of a quality lean vision: 1. Physical factory organisation 2. Empowered worker teams 3. Lean inventory 4. Supplier integration Management has not communicated a vision of lean production. Less than 10% of management and the work force understand the vision. 5 6 elements included. 5. 6. 7. 8. 7 elements included. All 8 elements included.
Lean manufacturing practices. Continuous process improvement Work place culture Stable and capable processes and variation reduction. Less than 70% of management and the work force understand the vision. More than 71% of management and the work force understand the vision.
1.2 Vision Deployment

Management, white collar workers and touch labour teams have been educated/trained, understand, and embrace the vision of lean production. Less than 50% of management and the work force understand the vision.
1.3 Work Force as a Business Partner

1.3.1 Gain-sharing
Employees understand the gainsharing system, find it tangible, fair and motivational. There is no performance based compensation. A gain-sharing plan rewards salaried employees differently than hourly employees. Policy developed but not fully implemented. One gain-sharing plan for all production people. Workers do not feel compensation is tangible to their individual performance. A job stability policy of no layoffs due to productivity improvements applied to cells or business units. One gain-sharing plan dependent on individual product centre performance. Workers understand the system and feel it is tangible. A Factory Wide job stability policy of no layoffs due to productivity improvements. One gain-sharing plan, dependent on individual product center performance. Workers feel the system works and is motivational. A Factory Wide training and job placement program is in place.
1.3.2 Job Stability
No job stability policy
A Job Stability Policy is not guaranteed, but rather a commitment by the employer to provide alternatives such as training or job placement.
1. LEADERSHIP
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Lean Manufacturing Assessment Questionnaire

Lean Manufacturing Element
Section / Term 1.4 Communication
Traditionell
II
III
IV
Lean
Definition
Management directly and honestly communicates priorities, strategies and status to all levels of the work force. Management acts consistently in accordance with what it says. Management nurtures an open environment based on trust. In fact and appearance, management trusts the work force. Leaders of production have authority to protect production people from external actions that destroy trust. The concept of a lean production system is used to organise operations and the support required to produce product. The principle is to assure the authority exists with the process owner that allows for integration of the elements of a production system as defined. There is visual evidence of mutual respect and trust at and between all levels in the organisation.
1.5 Basic Organisational Structure 1.6 Labor Classification Differences
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1.4 Communication
Management directly and honestly communicates priorities, strategies and status to all levels of the work force. Management acts consistently in accordance with what it says. Limited 1 element. 2 elements. 3 elements. 4 elements. communication and trust between top management and the work force. Elements of communications, actions and trust report: 1. Communications by site leader (Indicators: frequent and direct communications, newsletter, bulletin boards) 2. Management acts consistent with what it says (Indicator: worker survey or newsletter) 3. Management nurtures an open and trusting environment (Indicator: worker survey) 4. Management trusts work force (Indicator: Degree of empowerment) Organisation is 6 or 7 elements of process based authority are vested (traditional functional in the product-based organisation organisation. structure). Elements of production system authority: 1. Physical factory organisation 2. Personnel assignments 3. Cellularisation 4. Organisation of factory teams 5. Quality polices and practices 6. Supplier integration 8 or 9 elements of authority are vested in the product-based organisation. 7. 7. 8. 9. 10. 11. 12. 10 to 11 elements of authority are vested in the product-based organisation. 12 or more elements of authority are vested in the product-based organisation.
1.5 Basic Organisational Structure

The concept of a lean production system is used to organise operations and support required to produce product
Inventory policies Metrics and measurement (including waste) Reporting lines of support functions Continuous process improvement approach Gainsharing policies for workforce Job stability policies for workforce Manufacturing practices and processes. Score = 5 or 6. Score = 7.
1.6 Differences Between Labour Classifications

There is visual evidence of mutual respect and trust at and between all levels in the organisation. Score = zero Score 1 or 2. Score = 3 or 4. Scoring - one point each for: 1. Office amenities as needed, rather than as status. 5. 2. Assigned parking as needed, rather than as status. 6. 3. Common eating facilities 4. Common dress code or dress expectations 7. Common benefit system All compensation systems the same the entire work force. Training & educational opportunities available to all.
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Traditionell
II
III
IV
Lean
2. FACTORY ORGANIZATION
Section / Term 2. Factory Organisation Definition
The physical organisation and layout of the factory should support the concept of a lean factory organisation. A cell concept should be used to organise production. Cells are ideally organised by product. Fabrication operations are organised into cells based on group technology or parts families concepts. All personnel, equipment, material, processes & resources required for every cells production are part of the cell. Sometimes, cells are grouped into business units to which the needed support resources and people needed for production are assigned for efficiency. Cells or business units operate as factories in a factory. Cells are arranged for efficient flow of products and work-in-process. Production flow, status and problems should be clear and apparent to the casual observer. Manufacturing operations within cells have been optimised to minimise wasted time and effort. Cell design puts material, tools, and equipment for the comfort and ease of use by the cells operators. Each cell has good physical facilities for communications, e.g., meeting areas and communications boards. The factory is ideally organised into cells by product. Fabrication operations may be based on group technology or parts family concepts. Business Units are used to organise cells when it is most efficient to share resources between colocated or common cells. Each cell has clear, visible work flow, and input & output areas within cells. Cells should have efficient and clear hand off from one cell to another. Feeder cells are located close to consumer cells minimising product travel distances. Internal cell layout provides efficient flow with short fIow distances and processes at point of use. Manufacturing operations within the cell have been optimised to minimise wasted time and effort. Cell design places material, tools, and equipment for the comfort and ease of use by cell operators. Ineffective, obsolete, or unreliable equipment has been replaced. Material or work- in-process does not leave cell for any processing except, possibly for environmentally sensitive processes. All assets required to produce the product are controlled by the cell/business unit. All equipment, material, processes, and other resources required for every cells production and day to day activities are part of the cell/business unit, including the co-location of support personnel.
2.1 Factory Organisation 2.2 Flow Between Cells 2.3 Internal Cell Optimisation
2.4 Physical Resources
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Vision: The physical organisation and layout of the factory should support the concept of a lean factory organisation. Production flow, status and problems should be clear and apparent to the casual observer. Manufacturing operations within cells have been optimised to minimise wasted time and effort.
2.1 Factory Organisation

The factory is ideally organised into cells by product. Fabrication operations may be based on group technology or parts family concepts. Each cell has clear, visible work flow, and input & output areas within cells. Less than 25% of factory organised product. 25 - 49% of factory. 50 - 74% of factory. 75 - 89% of factory. Over 90% of factory.
2.2 Flow Between Product Cells

Less than 25% of factory has clear & well defined input/output areas. Less than 25% of factory has been optimised. Less than 25% of assets required to produce the product are controlled with in the cell or applicable business unit. Less than 25% of factory has clear production flow, status, and problem visibility. Less than 25% of the factory has data availability and good facilities for communications. 25 - 49% of factory. 50 - 74% of factory. 75 - 89% of factory. Over 90% of factory.
2.3 Internal Cell Optimisation

Manufacturing operations within the cell have been optimised to minimise wasted time and effort. 25 - 49% of factory. 50 - 74% of factory. 75 - 89% of factory. Over 90% of factory.
2.4 Physical Resources

All assets required to produce the product are controlled by the cell/business unit. 25 - 49% of assets. 50 - 74% of assets. 75 - 89% of assets. Over 90% of assets.
2.5 Production Status / Communications

2.5.1 External Communication of Production Status
25 - 49% of factory. 50 - 74% of factory. 75 - 89% of factory. Over 90% of factory.
Production flow, status, and problems are clear and apparent to the casual observer.
2.5.2 Internal Communication of Production Status
25 - 49% of the factory.
Over 90% of the factory.
Data for cell operations is available for all team members. Each cell and business unit has good physical facilities for
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communications (meeting areas, boards, etc.).
Traditionell
II
III
IV
Lean
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2. FACTORY ORGANIZATION
Section / Term 2.6 5S Definition
The 5S methods are the key to a quality work environment. The underlying principle is a place for everything and everything in its place, clean and ready for use (Score using Levels of Excellence Sheet).
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Traditionell
I
SIMPLIFYING
II
SWEEPING
III
IV
STANDARDIZING
Everyone is continually seeking the elimination of waste with changes documented and information shared.
Lean
2.6 5S Levels of Excellence

SORTING Level 5 Focus on Prevention
Employees are continually seeking improvement opportunities.
SELF-DISCIPLINE
There is a general appearance of a confident understanding of, and adherence to, the 5S principles.
Level 4 Focus on Consistency
A dependable, documented method has been established to keep the work area free of unnecessary items. Unnecessary items have been removed from the workplace.
Level 3 Make it Visual
A dependable, documented method has been developed to provide continual evaluation, and a process is in place to implement improvements. A dependable, documented method has been established to recognise in a visual sweep if items are out of place or exceed quantity limits. Designated locations are marked to make organisation more visible. A designated location has been established for items. Items are randomly located throughout the workplace.
Area employees have devised a dependable, documented method of preventative cleaning and maintenance.
5S agreements are understood and practised continually.
Substantial process documentation is available and followed.
Follow-through with 5S agreements and safety practices is evident.
Work/break areas and machinery are cleaned on a daily basis. Visual controls have been established and marked. Work/break areas are cleaned on a regular scheduled basis. Key items to check have been identified. Work place areas are dirty, disorganised and key items are not marked or identified.
Level 2 Focus on Basics
Necessary and unnecessary items are separated. Needed and not needed items are mixed throughout the workplace.
Working environment changes are being documented. Visual control agreements for labelling and quantity levels established. Methods are being improved, but changes havent been documented. Work place methods are not consistently followed and are undocumented.
5S agreements and safety practices have been developed and are utilised. A recognisable effort has been made to improve the condition of the workplace. Workplace checks are randomly performed and there is no visual measurement of 5S performance.
Level 1 Just Beginning
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3. EMPOWERMENT / TEAMS
Section / Term 3. Empowerment / Teams Definition
Employee empowerment and team approaches are used for problem solving on the manufacturing floor, leading to significant productivity improvements and culture changes. In this environment, decision making is pushed to the lowest appropriate level and managers are viewed as coaches and facilitators. Cells or business units (as aggregations of several cells) are organised with all necessary support disciplines to assure that production process optimisation is achieved. A flat organisational hierarchy is characteristic of this type of environment. Product and process teams have clearly expressed goals, objectives, and schedules, as well as sufficient RAA (responsibility, authority and accountability) to accomplish their goals and objectives. A teaming approach has been institutionalised based on cellular organisation of production. Teams own the resources of the cell including people, tools, and equipment. Total cost metrics including allocated overhead are given to the teams for management and reduction. These teams routinely solicit feedback from customers - both internal and external. Flexible work rules exist where job classifications are decreasing from a traditional approach and organised labor uses the labor agreements to improve productivity, modifying work rules which prevent improved productivity. Job classification flexibility in cell teams is a response to smooth production flow. Workers are cross-trained in multiple job skills and the skills necessary for team operations. Teams mature to where team members can buy off each others work. (This is different than self-inspection. See section 5.) All team members have been trained in teaming techniques. Each employee has an individualised training plan. While strategic management of manufacturing suppliers resides in a separate support function, tactical supplier management on issues of schedule and quality are exercised by the hourly work force. Teams mature into substantial exercise of authority that can include setting work schedules, approving of new team members, selecting their own leaders, evaluating leaders, assigning jobs and setting goals. Support people are part of Product Organisation, and are accountable to the Product Organisation. No large central core of support people with independent accountability. Support people have primary accountability to Product Organisations. Support functions: design, quality, I.E., ME, PC, liaison/eng, tooling, maintenance, planning. Teams exercise tactical co-ordination with suppliers to production, including working quality, and schedule issues, strategic issues remain in a separate core support function.
3.1.1 Teams-Support Personnel 3.1.3 Teams-External Supplier Integration
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Traditionell
II
III
IV
Lean
Vision: Employee empowerment and team approaches are used for problem solving on the manufacturing floor. Decision making is pushed to the lowest appropriate level and managers are viewed as coaches and facilitators.
3.1 Teams-Manufacturing
3.1.1 Teams-Touch Labor
Factory work force labor has been organised according to product line. No written plan. Teams may exist, but have no self-direction authority. No written plan. Large centralised core support organisation. Written plan initiated. <10% of factory organised by product line. Plan drawn up but no substantive implementation (<10%). 10 - 49% of factory organised by product line. 10 - 49% of support functions are part of Product Organisation. 50 - 89% of factory organised by product line. 50 - 89% of support functions are part of Product Organisation. 90% or more of factory organised by product line. 90% or more of support functions are part of Product Organisation.
3.1.2 Teams-Support Personnel
Support people are part of Teams at factory Product Organisation level, and are accountable to the Product Organisation.
3.1.3 Teams-External Customer/Supplier Integration
Not part of written Team plan.
Teams exercise tactical coordination with suppliers; working quality and schedule issues.
Tactical supplier management in some Product Organisations. (<10%)
Tactical supplier management in some Product Organisations. (10 49%)
Tactical supplier management in many Product Organisations. (50 89%)
Tactical supplier management in most Product Organisations. (90 - 100%)
3.2 Empowerment of Teams

Employee empowerment and team approaches are used for problem solving on the manufacturing floor, leading to significant productivity improvements and culture changes 0 elements or no plan. 1 to 4 elements. 5 to 8 elements. 9 to 12 elements. 13 to 16 elements. Elements (in recommended implementation order): 1. Goal setting 9. Leader/Manager Evaluation 2. Work schedule 10. Peer evaluation (Job Skills) 3. Job assignment 11. Work Hours 4. Cell configuration 12. Personnel Requirements/Manpower 5. Training 13. Rewards 6. Meetings. 14. Cell budgeting/Record Keeping 7. Job Standardisation 15. Tactical Supplier Integration 8. Meaningful Input for New Team Member Selection 16. Continuous Product and Process Analysis and Improvements
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3. EMPOWERMENT / TEAMS
Section / Term 3.4 Training Definition
The ranking criteria for this section is derived from the American Society for Training Developments 1998 State of the Industry Report.
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Traditionell
II
25 - 49% of all operators are trained.
III
50 - 74% of all operators are trained.
IV
75 - 90% or of all operators are trained.
Lean
3.3 Multi-Skilled Labour

Measuring the ability of workers to perform any work to respond to production needs. (within their capability). Operators are not trained to operate different machines in their work area. >90% of all operators are trained to operate and/or set up machines in other work areas. 3,93% or more of payroll for training. OR More than 7 elements.
3.4 Training
Training is provided to facilitate effective teaming, communication skills, and continuous improvement methods. 1,46% or less of 1,90% of payroll for payroll for training. training. OR OR 0 elements or no plan. 2 to 3 elements. Elements: 1. Training Resource Center 2. Train the Trainer Courses 3. Line On Loan or Rotational Training Staff 4. Mentoring or Coaching Programs 5. Individual Development Plans 2,35% of payroll for training. OR 4 to 5 elements. 6. 7. 8. 9. 10. 3,14% of payroll for training. OR 6 to 7 elements.
Peer Review or 360 Feedback Training Information System Self Directed Work Teams Employee Access to Key Business Information Employee Involvement
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4. INVENTORY & SUPPLY
Section / Term 4.1 Supplier Management Integration Definition
It is absolutely imperative that an effective method of managing suppliers be in place. Success or failure in lean will be directly correlated to our ability to establish supplier relationships that provide seamless supply. Supplier Management & Manufacturing personnel need to function as one cohesive team. 100% quality parts, materials & assemblies need to arrive at the product/process cell when required (not early or late) as storage space is absolutely minimal. In order to accomplish this, parts & materials from our certified suppliers must deliver directly to the point of use with minimal appropriate receiving inspection. Many of the suppliers should be authorised to utilise point of use stocking.
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Traditionell
II
III
IV
Lean
4.1 Supplier Management Integration

Vision: Supplier Management & Manufacturing personnel function as one cohesive team. In order to accomplish this, parts & materials from certified suppliers deliver directly to the point of use with minimal appropriate receiving inspection. Supplier certification Goals established for 50% of suppliers are 75% of suppliers are 90% or > of suppliers 4.1.1 Certified supplier program not supplier certification, certified. Supplier certified. are certified. Minimal partnerships exist to established. Static 25% of suppliers base reduction supplier base. enhance delivery Supplier base. certified. underway.
performance, quality, and cost. 4.1.2 Supplier Management Responsibility
Supplier Management is separate from Manufacturing. Traditional receiving inspection function.
Supplier Management is coordinating with Manufacturing. 25% of incoming parts numbers are not inspected.
4.1.3 Minimised Inspection of Incoming Part numbers appropriate to quality level. 4.1.4 JIT Deliveries
4.1.4.1 Raw Material 4.1.4.2 Detail Parts 4.1.4.3 Assemblies 4.1.4.4 Supplier kitted assemblies.
Continuous & direct (face to face) communication between organisations. 50% of incoming parts numbers are not inspected.
Supplier Management & Manufacturing view supplier management as joint responsibility. 75% of incoming part numbers are not inspected.
Shop floor personnel coordinate directly with suppliers for delivery. S/M&P manages the contract. >90% of incoming part numbers are not inspected.
No JIT contracts. No JIT contracts. No JIT contracts. No JIT contracts
JIT delivery on a minimum of 25% raw materials. JIT delivery on a minimum of 25% detail parts. JIT delivery on a minimum of 25% assemblies. JIT delivery on a minimum of 25% supplier kits.
of of of of
of of of of
of of of of
JIT delivery on >90% of raw materials. JIT delivery on >90% of detail parts. JIT delivery on 90% + of assemblies. JIT delivery on 90% + of supplier kits.
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Section / Term 4.1 Supplier Management Integration Definition
It is absolutely imperative that an effective method of managing suppliers be in place. Success or failure in lean will be directly correlated to our ability to establish supplier relationships that provide seamless supply. Supplier Management & Manufacturing personnel need to function as one cohesive team. 100% quality parts, materials & assemblies need to arrive at the product/process cell when required (not early or late) as storage space is absolutely minimal. In order to accomplish this, parts & materials from our certified suppliers must deliver directly to the point of use with minimal appropriate receiving inspection. Many of the suppliers should be authorised to utilise point of use stocking.
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4.1.5.1 Low value parts (standards & small details).
Traditionell
II
Point of use stocking negotiated with suppliers or implemented in pilot areas (under 20% of areas). Point of use stocking negotiated with suppliers or implemented in pilot areas (under 20% of areas) Point of use stocking negotiated with suppliers or implemented in pilot areas (under 20% of areas) Point of use stocking negotiated with suppliers or implemented in pilot areas (under 20% of areas)
III
Point of use stocking in 21% - 49% of areas.
IV
Lean
4.1.5 Point of Use Stocking By External Suppliers

100% traditional stocking. Point of use stocking fully utilised. Over 90% of areas.
4.1.5.2 Mid-Value details and assemblies.
100% traditional stocking.
Point of use stocking fully utilised. Over 90% of areas.
4.1.5.3 High Value Parts
4.1.5.4 Supplier kitted assemblies.
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Section / Term 4.2 Shop Floor Control Definition
Controlling work on the shop floor is a key area that a world class company must excel in. In order to support streamlined cellular manufacturing, a world class shop floor control system needs to be in place. Capacity planning must be accurate & understood by all required. The cycle times must be at absolute minimum levels, with bottlenecks removed to facilitate a smooth & efficient shop flow. All of the shop works to a common dispatch list - all unauthorised shortage reports have been eliminated. Set up times have been reduced to facilitate running small batches & shorten cycle times. Lot sizes are driven by the customers needs (takt time). The scheduling system is horizontally integrated across the site. Visual signals have been set up & utilised to drive the next need.
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Traditionell
II
III
IV
Lean
4.2 Shop Floor Control

Vision: The scheduling system is horizontally integrated across the site. Visual signals Capacity planning Capacity is analysed 4.2.1 Capacity Planning process not after order release. documented. Final offload decision after order launched. Material & tooling Material & tooling 4.2.2 Order Release position is unknown at position is unknown at time of release. time of release, but analysed after release. Formal plan exists. 4.2.3 Cycle Time & Shop No formal plan for cycle time reduction. <24% progress to Flow meeting objective. Critical shortage list is 4.2.4 Parts Management Manages the shop by shortages. 75% the priority list. 50% - Impact of Shortages 100% of orders are - 74% of orders are expedited. A number expedited. of Priority lists exist. Batch production and Produces and moves 4.2.5 Small Batch / Lot transportation in in small lots Size excess of customer synchronised to requirement. customer requirements. A scheduling system All scheduling is 4.2.6 Fully Integrated in place plus based on the Scheduling System additional safety stock scheduling system. No is produced. adjustment is made. have been set up & utilised to drive the next need. Capacity is taken into User Friendly capacity Factory is level loaded account prior to system accessible to and producing to launching orders into all teams. customer demand. the shop. Material & tooling are Orders are not Orders not released forecast and analysed released until all until all materials, prior to order release. materials & tools are tools & machines are available. available. 25 - 49% progress toward meeting goal. Shortage position known by all. Orders are accurately tracked. (system & manual lists) Pilot area(s) are producing and moving in a one piece flow. The scheduling system is constantly adjusted for scheduling. 50 - 74% progress toward meeting goal. Focus on accurately forecasting needs via dispatch list. No manual lists. Produces and moves between 50% of all operations in one piece flow. The scheduling system is used only for long term planning. Schedule adjusts daily to reflect demand. 75% or better % progress toward meeting goal. Shortages are dealt with as an exception and system speeds up to accommodate requirements. Produces and ,moves between all operations in one piece flow. Cell produces based on kanban signal. Back flushing is used.
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Section / Term 4.3 Inventory System Integration Definition
Managing inventory effectively at a lean company is of utmost importance. Reducing lot sizes, limiting storage space, shortening cycle time and utilising visual pull signals for the next need make it absolutely necessary that the right parts/materials/assemblies be at the correct location when required. Whatever inventory/supply system is utilised, the basic controlling principles remain the same: Deliveries are based upon the shop floor need & delivered just prior to the need, full integration with the shop floor control system, etc. Furthermore, moving to a seamless inventory supply with suppliers requires electronic data interface (EDI) or other solutions to provide real-time data on both supply, usage & quality. Any lot deliveries are in strict accordance with lot size / batch analysis.
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Traditionell
II
III
IV
Lean
4.3 Inventory System Integration

Vision: Deliveries are based upon the shop floor need & delivered just prior to the need. No integration with Developing some Established EDI with 4.3.1 Inventory System integration with some key suppliers as Integration With Supplier suppliers system. suppliers systems. pilot. Most major suppliers are transmitted data via EDI. Kitting of parts by suppliers. All major suppliers have EDI . All supplier problems are addressed prior to the next delivery. Deliveries are based upon the shop floor need and delivered just prior to need. No large lot deliveries. 4 elements.
4.3.2 Internal Pull System
All deliveries are based on negotiated delivery schedule.
Most deliveries are based on smaller sized lots. Kitting of parts to floor from stockrooms. 1 element.
4.3.3 Inventory Turns
Not measured.
Deliveries are based upon minimal inventory pads to the original need dates. Kits are delivered in logical work sizes. 2 elements. 3. 4.
3 elements.
Elements: 1. Measured at facility level 2. Measured at cell level
Continuous improvement over past 24 months Benchmark data of industry leaders is available and used frequently
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5. MANUFACTURING PROCESSES
Section / Term 5. Manufacturing Processes Definition
Manufacturing is committed to producing high quality products, on time, at the lowest costs. Several initiatives are contributing to the achievement of this. There is a total intolerance for less than perfect quality. The entire production system is focused on highlighting problems so that solutions are implemented real time. Job standardisation utilises simplified work instructions (which have incorporated graphics extensively), which requires the same process, equipment and tools to be used by all operators for the same job. The result of this is a repeatable process. Operators assure all machines and equipment are properly maintained and operating optimally. Set-up times have been reduced to allow for single lot productions as well as responding to fluctuations in production volumes. This is not limited to the fabrication processes but also applies to assembly processes. Process Control has been initiated on all critical processes. They are controlled and performing at required process capabilities. A separate function is no longer required to inspect the hardware. All in-process checks are accomplished by the operator and the traditional inspection function has been transitioned into an audit function. Defect intolerance is evident in both the systems and processes designed to prevent defects from flowing as well as the utilisation of equipment that automatically stops when a problem occurs during the manufacturing process. Manufacturing processes are now viewed as lean and the results can be seen in significantly reduced costs , schedule and process/product variability. Job requirements have been standardised and simplified. All material, tools and paper are kitted and provided to the worker. These include such things as; perishable tools, detail parts, fasteners & pan stock, work instructions, portable tools (e.g., drill motors). Reducing the variability through standardising processes results in a repetitive process whereby anyone can perform the same job in the same manner with the same expected results. (step by step processes) Total Productive Maintenance (TPM) is an innovative approach to maintenance that optimises equipment effectiveness, eliminates breakdowns, and promotes autonomous operator maintenance through day-to-day activities involving the total workforce. TPM is productive maintenance carried out by all employees on a company wide basis. 1. TPM aims to maximise equipment effectiveness by using Overall Equipment Effectiveness (OEE) calculations to direct improvement activities. 2. TPM establishes a thorough system of preventive maintenance for the equipments entire life span. 3. TPM establishes asset management activities that are integrated into productions process and ensures assets are reliable and support lean manufacturing. TPM involves every single employee, from top management to workers on the floor.
5.1 Standardisation of Job
5.2 Total Productive Maintenance
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Section / Term 5.3 Set-up Reduction
Traditionell
II
III
IV
Lean
Definition
An area of high impact on cycle time is associated with set-up times. In the traditional definition set-up reduction is focused on the fabrication processes. Reducing the time allows for smaller production lots which is the desired effect in contributing to a lean environment enabling Just in Time (JIT) production and low inventory levels. Expanding the set-up time reduction to focus on reducing no value added time, motion and manpower in all aspects of manufacturing enables a much more powerful application of this concept that will have significant impact on reducing costs, improving quality and performing on schedule. Examples of this are; reducing the # of employees necessary to perform the set-up (utilising click in place tooling has been very effective in accomplishing this), reducing the number of times a part has to be touched through improved container concepts, resequencing operations to allow for 1 set-up of the same size hole rather than several set-ups, etc.
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Vision: Manufacturing is committed to producing high quality products, on time, at the lowest costs.
5.1 Standardisation of Job

Job requirements have been standardised and simplified. No initiatives in place to accomplish this. Written plan developed and implementation is at less that 30%. Mixture of reactive plus some preventive maintenance performed by maintenance crafts people. 30 - 49% of the jobs have been standardised. 50 - 89% of the jobs have been standardised. 90% or more of the jobs have been standardised.
5.2 Total Productive Maintenance

Equipment/process operating such that zero breakdowns occur during production, and equipment/processes are available when required by the customer Reactive or breakdown maintenance only. TPM program initiated with Autonomous Maintenance being the first element. Autonomous Maintenance program implemented through 50% of the factory with some predictive maintenance techniques in use. 50 - 89% of the teams are achieving set-up time reductions. Maintenance is condition based and all elements of TPM are complete
5.3 Set-up Reduction

Development of a set-up reduction policy focusing on reducing non value added time, motion and manpower while maintaining or decreasing variability in all aspects of manufacturing. No plan in place to reduce set-up times. Written plan developed. Metrics displayed at the cell level with goals and performance to goals visible. Less than 50% of the teams are achieving set-up time reductions. 90% or more of the teams are achieving set-up time reductions.
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Traditionell
II
III
IV
Lean
Section / Term 5.4.1 Process Control-Variability Reduction Definition
Sources of variability in processes and process output characteristics important to the product must be understood, controlled, and reduced. To this end, the tools of Process Improvement/Advanced Quality System (AQS) must be applied to areas which are costing the company money, causing customer dissatisfaction and complaints, rework, etc., all of which contribute to waste. The Variation Reduction System provided by AQS, properly applied, will achieve this goal and show tangible benefits. Without it, gains achieved by application of Lean concepts will not be fully realised. The two (Lean and AQS) are extremely synergistic elements of a total Process Management approach. The procedural maturity of the suppliers Basic Quality System (BQS) as measured by the Section 1 QSM is a measure of the degree to which the supplier is compliant with the requirements of D1-9000 Rev A. These requirements in turn amount to the presence and execution of a system which is compliant to Federal Aviation Association (FAA) requirements and the foundation for the ultimate delivery of product which is compliant to Engineering requirements. The procedural maturity of the suppliers AQS/Process Improvement system as measured by the Section 2 QSM rating represents the degree of presence and compliance with D1-9000 Rev A requirements of the system which will support both Variation Reduction and Lean efforts. It does not, however, represent the degree to which that system has been applied to processes and/or products which have been selected based on harmful variability, increased cost, cycle time, and customer complaints. It is, in essence, the ticket to the dance...the benefits of attending depend on what you do once in the door.
5.4.2 BQS System Procedural Maturity 5.4.3 AQS System Procedural Maturity
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5.4 Process Control
Note: Contact your PQA Field Representative for scoring of this section. They should provide all the necessary 5.4.2 and 5.4.3. No Variation Variation Reduction Variation Reduction 5.4.1 Process and Reduction System in tools are applied tools and activities are Product Variation place. sporadically, with executed in a planned Reduction System minimal lasting gains. and effective manner, Process and product Variation but are not yet Reduction System is in place and widespread. applied effectively to a prioritised set of high cost/high waste problem areas. data but at a minimum provide data for sections Variation Reduction activities are executed in a planned and effective manner and are widespread. Variation Reduction activities are a way of doing daily business and their effectiveness is reflected in steady improvement in the suppliers metric(s) for Waste/Defects required by D1-9000 Rev A Section 2.0.7-1. D1-9000 Rev A Sect. 1 QSM of 10. The suppliers internal audit includes their supporting business systems. D1-9000 Rev A Sect. 2 QSM of 10. The suppliers internal audit includes their supporting business systems.
5.4.2 BQS Procedural, Audit, C/A System Maturity
D1-9000 Rev A Sect. 1 QSM of 1. Deficient Procedures
A measure of the maturity of the suppliers Basic Quality System as required by D1-9000 Rev A Section 1.
D1-9000 Rev A Sect. 1 QSM of 5. Adequate Procedures, check sheets exist for all procedures.
D1-9000 Rev A Sect. 1 QSM of 7. Supplier internal audit and c/a process effectively resolves deficiencies. D1-9000 Rev A Sect. 2 QSM of 7. Supplier internal audit and c/a process effectively resolves deficiencies.
D1-9000 Rev A Sect. 1 QSM of 9. No deficiencies are identified by the suppliers internal audit or the Boeing audit. D1-9000 Rev A Sect. 2 QSM of 9. No deficiencies are identified by the suppliers internal audit or the Boeing audit.
5.4.3 AQS Procedural, Audit, C/A System Maturity
D1-9000 Rev A Sect. 2 QSM of 1 Deficient Procedures.
A measure of the procedural maturity of the suppliers Variation Reduction System as required by Section 2 of D1-9000 Rev. A.
D1-9000 Rev A Sect. 2 QSM of 5. Adequate Procedures, check sheets exist for all procedures.
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Section / Term 5.5 Intolerance of Defects Definition
Systems and Processes are in place that assure the prevention of any defective product from flowing. Built in devices have been installed which actually prevent defects or stop the operation automatically to prevent further defects from occurring. Some examples of this are; utilisation of sensors which prevent a part from being installed at an incorrect angle, machines programmed to beep an operator at the scheduled interval to change out cutters, torquing devices that visibly display the correct torque based on colour lighting., etc. These types of devices allow for the elimination of watching over equipment as well as inspection oversight Improved technologies including automation are important elements to understand. In lean factories these were not the essential ingredients in achieving the expected results. They found that automation made the factory less flexible, created bottlenecks ( when they were really trying to achieve smooth flow), was costly and resulted in a process where lack of worker involvement resulted in a stable process that was not improving. This is not to say that this should not be done however. What was learned is that all non-value added waste must be first eliminated from the process, and that automation should only occur when issues of safety, quality or tedium exist. Utilising technologies to assist in fool proofing the processes (such as simple defect detectors mechanised to stop the job so the problem can be fixed) are seen extensively throughout lean factories. Since this is a relatively new concept the criteria must still be explored further in order to determine what moves us further along to becoming world class.
5.6 Capital Equipment
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5.5 Intolerance for Defects
Systems and Processes are in place that assure defective products do not move to the next operation. Use of mistake proofing and AQS tools/data driven processes and systems. No system or process is in place. The system of inprocess checks allows > 10% of internal defects to be passed on. The system of inprocess checks allows 3 - 10% of internal defects to be passed on. The system of inprocess checks allows 1 - 2% of internal defects to be passed on. The system of inprocess checks allows < 1% of internal defects to be passed on.
5.6 Capital Equipment

Requiring technology, new equipment, and automation investments be justified with lean principles requirement. Less than 10% of capital equipment invested for factory floor w/in the last year is flexible and is appropriated for use by one cell. 10 - 30% of capital equipment. 30 - 49% of capital equipment. 50 - 89% of capital equipment. Written justifications for new capital equipment includes flexibility. 90% or more of capital equipment. Written policy requiring technology, new equipment, and automation investments justified with lean principles requirements.
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6. CONTINUOUS PROCESS IMPROVEMENT (CPI)

Section / Term 6. Continuous Process Improvement (CPI) Definition
Some traditional factories have reorganised into cells and cell teams, but have not realised the full benefits of lean manufacturing. The missing ingredient is often Continuous Process Improvement involving the cell teams, with workers as leaders. In addition to continuous process improvement at the cell level, core support and integrated production teams continuously improve the systems that support the lean factory. Managements function is to guide the selection of CPI projects toward overall factory goals and to support the CPI teams. Workers use their own experience with obstacles to productivity, cycle time reduction and process and product variability reduction to systematically analyse, determine root causes, and fix problems. Product/Process improvement is a major focus of CPI. The methods of process based management are used. Producibility is a suitable subject for CPI teams. Workers have and use data on total product cost of their operations, as well as information that numerically gages performance of their processes (such as process capability data or SPC data) to lead their attention to problem areas and to measure results. External and internal customer feedback identifies problems that CPI teams can work on to improve customer satisfaction. Worker CPI teams involve the total factory floor cell team, including deployed support people and product design/development engineers. Manufacturing suppliers are often brought into CPI teams when supplier performance or supplier understanding of requirements for production are important. Some CPI teams go to supplier factories to help solve sub-tier problems. To make CPI teams successful, the right vision, factory organisation and worker organisation and empowerment must be in place. These include: 1) a vision of lean manufacturing developed and promulgated, 2) factory physically organised into product cells/business units, and 3) teams established, trained, and empowered for each cell. These early steps of toward lean manufacturing must be well underway before CPI is effective. Processes documented and metrics in place. The steps should include definition of processes, baseline metrics established (Process and Product Variation Reduction, Cost, Schedule, Efficiency), stabilising the process, elimination of special cause, and identification of goals. All metrics should be visible within the work areas. Performance to metrics has identified projects to be worked. Involvement of workers (and support people deployed to floor) in problem solving is essential. There are two basic types of CPI projects, corrective and preventative action. Corrective action for quality issues is important, but preventative action is the focus of both Lean and AQS whether or not the process has quality issues. Assigned CPI project members spend a measurable amount of time actively involved with Continuous Process Improvement. External Suppliers and Touch Labor Operators form a partnership where the touch labor operator directly contacts the supplier for problem solving and process improvements for quality and non-quality items including redesign (non-quality) issues. Communication between the partners should be direct and continuous.
6.1.3 Process Management 6.1.4 Continuous Process Improvement (CPI) Project Activity 6.1.5 Costumer/Supplier Involvement
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Vision: Vision, factory organisation and empowerment are in place to make CPI teams successful. These include: 1) a vision of lean manufacturing developed and promulgated, 2) factory physically organised into product cells/business units, and 3) teams established, trained, and empowered for each cell. These early steps of toward lean manufacturing must be well underway before CPI is effective.
6.1 Continuous Process Improvement Product Organisation Level

6.1.1 Training for Team Members
Methods of problem solving, root cause analysis, continuous improvement are understood and utilised by Team members. Methods of problem solving, root cause analysis, and continuous improvement are understood or utilised by <10% of Team members. Data needed by touch labour to evaluate their performance has been identified. <10% of production. 3 or less elements. Elements: 1. Production Efficiency 2. Inventory Levels 10 - 24% of Team/Cell members. 25 - 49% of Team/Cell members. 50 - 89% of Team/Cell members. 90%+ of Team/Cell members.
6.1.2 Data Availability
Teams use real time data to assess cell performance, including total cost attributable to cell, and assess CPI efforts.
Data is visible to touch labour. Touch labour makes input to data. 10 - 24% of production. At least 4 elements. 5.
Data is visible in real time format to touch labour. Touch labour understands data and its source. 25 - 49% of production. At least 5 elements.
Data includes a production efficiency measure. 50 - 74% of production. At least 5 elements.
4. Run Times
Tact Time 7. Cycle Time (Throughput) Higher level processes Lower level processes documented and identified and metrics in place documented. (defect rates, waste, CPK, etc.). Touch labour involved with only CPI projects concerning corrective action for quality issues. Supplier/customer participation exceeds 10%. Touch labour spends 10% or more of their time on process CPI issues. Supplier/customer participation exceeds 30%.
3. Set-Up times (per part)
6. Performance Targets
Data is available to CPI teams including total cost attributable to each cell operations. >75% of production. At least 5 elements. 8. Performance Status 9. Quality 10. Cost 11. Inventory Turns Processes at all levels are being continually improved, based on a structured plan with a clear understanding of benefits. Team members spend 20% or more of their time on process CPI projects. Supplier/customer participation exceeds 50%.
6.1.3 Process Management
Processes are documented and managed using metrics.
No plans are in place to address cell level process improvement.
Improvement plans initiated on all processes not performing to goal. Touch labour spends 15% or more of their time on process CPI issues. Supplier/customer participation exceeds 40%.
6.1.4 CPI Project Activity

Assigned CPI project members spend a measurable amount of time actively involved with CPI.
No time spent on CPI projects.
6.1.5 Customer/Supplier Involvement
External suppliers and customers are integrated in to CPI activity.

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Limited supplier/customer involvement.
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6. CONTINUOUS PROCESS IMPROVEMENT (CPI)

Section / Term 6.2 CPI Factory Wide Level Definition
Core support CPI teams attack system problems that affect multiple teams/processes. Examples are systems that support distribution of business data such as product/process costs, scheduling systems, factory shop floor control (MRP), nonconformance data bases, skills data base, just-in-time systems, and suppliers integration into over all factory operations, among others. Methods of problem solving, root cause analysis, continuous improvement, (e.g., Pareto data, process flow, Kaizen, failure mode effect analysis, process based management),are understood and utilised by CPI project members. Benchmarking is an effective method to gather Best Practices for study and possible CPI implementation Site has an aggressive CPI program for factory level improvements. Assigned CPI members spend a measurable amount of time actively involved with Continuous Process Improvement.
6.2.1 Training for Management and Core Support Personnel 6.2.3 CPI Projects Activity
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6.2 Continuous Process Improvement Factory Wide Level
6.2.1 Training for Management and Core Support Personnel
Methods of problem solving, root cause analysis, and continuous improvement are understood or utilised by <10% of Management and Support Personnel. No systematic approach to identify or prioritise projects has been developed. 10 - 24% of Management and Support Personnel. 25 - 49% of Management and Support Personnel. 50 - 89% of Management and Support Personnel. 90%+ of Management and Support Personnel.
Methods of problem solving, root cause analysis, continuous improvement are understood and utilised by CPI project members.
6.2.2 CPI Project Selection
Managements role is to assure execution of projects having the greatest impact on the enterprise goals and bottom line.
A traditional (rejection based) systematic approach has been developed and implemented.
6.2.3 CPI Projects Activity
Support personnel assigned to CPI projects spend a measurable amount of time actively involved with Continuous Process Improvement.
Less than 10% of support personnel time.
At least 10% of support personnel time.
A systematic approach utilising Lean/AQS Manufacturing Practices and Principles has been developed and implemented. At least 20% of support personnel time.
Level 3 and CPI projects are selected with participation of cell level teams.
Level 4 and after CPI project implementation, results are analysed and checked for desired outcome. At least 40% of support personnel time.
At least 30% of support personnel time.
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7. WORKPLACE CULTURE
Section / Term 7. Workplace Culture Definition
Section 1 (Leadership) evaluates actions that production leadership takes to change the culture in the workplace. This section evaluates the effects of those actions on the attitudes of the work force. Benchmarking shows that leaders of top performing manufacturing companies develop a positive relationship with their work force. The work force trusts production leaders to be fair, open, and honest. Workers in those companies see the leaders involving themselves firsthand in operations to understand and correct problems beyond the empowerment of the work force. Based on mutual trust, the work force and management develop cooperative approaches to production. The workers increase their commitment to their jobs, to the company and the production leaders. Typically, worker commitment includes bringing their mental as well as their manual skills to the job. The ultimate expression of worker commitment is his or her commitment to improving their personal productivity, an essential ingredient for significant increases in production performance by a company. This section addresses the attitudes of the work force toward their work, to each other and to the management. It seeks to assess the degree of trust, team work and cooperative spirit found in the work force. In contrast to the Ford model of mass production, a lean production system needs workers who bring their minds as well as their physical skills to the job.
7.1 Worker Attitudes
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Vision: Based on mutual trust, the work force and management develop cooperative approaches to production. The workers increase their commitment to their jobs, to the company and the production leaders. Typically, worker commitment includes bringing their mental as well as their manual skills to the job. The ultimate expression of worker commitment is his or her commitment to improving their personal productivity, an essential ingredient for significant increases in production performance by a company.
7.1 Worker Attitudes

This section addresses the attitudes of the work force toward their work, to each other and to the management. A generally adversarial relationship between management and workers characterised by little contact. <---- The score for this section is developed from a worker survey.----> A trusting relationship between workers and management is characterised by mutual cooperation to improve factory performance. Workers are fully committed to improving quality and productivity. Continuous process change is a way of life for workers. They adopt the attitude of Production is our responsibility.
7.2 Workers Commitment to Change

Significant improvements in production performance require a commitment by workers to improve their personal productivity. Workers are not committed to or dont understand their role in lean or world-class manufacturing. Workers dont accept personal responsibility for or embrace a culture of continuous change. Workers support a change from a traditional to lean or world-class production system. They do understand and accept metrics for their work units. Workers accept the concept of continuous improvement. Workers participate in the continuous improvement process and adopt the concept of Process problems are our problems.
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Terms / Acronyms
RIW ....................... Rapid Improvement Workshop (qualifies as a CPI activity) Backflushing1 ........ The deduction from inventory records the component parts used in an assembly or subassembly by exploding the bill of materials (BOM) by production count of assemblies produced. Backflush costing . The application of costs based on the output of a process. Business unit ......... Collection of cells. Management ......... Contained within the indirect labour pool. Promulgate ............ Proclaim or declare openly or publicly. Tactical ................. Small scale actions serving a larger purpose.
1
1 1
APICS Dictionary, Eight Edition, 1995
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Lean Ing Sequencia

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LEAN MANUFACTURING ASSESSMENT QUESTIONNAIRE

Lean Manufacturing Assessment Questionnaire Glossary

File: Sample Assessment

Lean Manufacturing Assessment Questionnaire Glossary

1.3.1 Gain-sharing 1.3.2 Job Stability

Lean Manufacturing Assessment Questionnaire Glossary

1.1 Quality of Production Vision

1.2 Vision Deployment

1.3 Work Force as a Business Partner

1.3.2 Job Stability

No job stability policy

File: Sample Assessment

Lean Manufacturing Assessment Questionnaire

1.5 Basic Organisational Structure 1.6 Labor Classification Differences

Lean Manufacturing Assessment Questionnaire Glossary

1.5 Basic Organisational Structure

1.6 Differences Between Labour Classifications

File: Sample Assessment

Lean Manufacturing Assessment Questionnaire

2.4 Physical Resources

Lean Manufacturing Assessment Questionnaire Glossary

2.1 Factory Organisation

2.2 Flow Between Product Cells

2.3 Internal Cell Optimisation

2.4 Physical Resources

2.5 Production Status / Communications

2.5.2 Internal Communication of Production Status

25 - 49% of the factory.

50 - 74% of the factory.

75 - 89% of the factory.

Over 90% of the factory.

File: Sample Assessment

Lean Manufacturing Assessment Questionnaire

Lean Manufacturing Assessment Questionnaire Glossary

File: Sample Assessment

Lean Manufacturing Assessment Questionnaire

2.6 5S Levels of Excellence

Level 4 Focus on Consistency

Level 3 Make it Visual

5S agreements are understood and practised continually.

Substantial process documentation is available and followed.

Follow-through with 5S agreements and safety practices is evident.

Level 2 Focus on Basics

Level 1 Just Beginning

Lean Manufacturing Assessment Questionnaire Glossary

3.1.1 Teams-Support Personnel 3.1.3 Teams-External Supplier Integration

File: Sample Assessment

Lean Manufacturing Assessment Questionnaire

3.1.2 Teams-Support Personnel

3.1.3 Teams-External Customer/Supplier Integration

Not part of written Team plan.

Tactical supplier management in some Product Organisations. (<10%)

Tactical supplier management in some Product Organisations. (10 49%)

Tactical supplier management in many Product Organisations. (50 89%)

Tactical supplier management in most Product Organisations. (90 - 100%)

3.2 Empowerment of Teams

Lean Manufacturing Assessment Questionnaire Glossary

File: Sample Assessment

Lean Manufacturing Assessment Questionnaire

3.3 Multi-Skilled Labour

Lean Manufacturing Assessment Questionnaire Glossary

File: Sample Assessment