(A) A-1Manufacturing Foundation and Management FoundationVisual Management (From Understanding Point of View)

Level-1Visual Management is not being implemented Level-2A few people understand about objective of Visual Management, Method, Effectiveness etc, and Visual Management being implemented partiallyLevel-3Most of the people understand about objective of Visual Management, Method, and Effectiveness etc and are implementing Visual management in each Work AreaLevel-4Visual Management being implemented in all the areas but not established completelyLevel-5Visual management implemented in all the work areas, established completely, management cycle is being rotated thoroughlyVisual Management Standards being revised (improved) as per requirement

(A) A-2Visual 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-1Only 10% of the items are being maintained as mentioned aboveLevel-250% of the items are being maintained as mentioned aboveLevel-3100% of the items are being maintained as mentioned aboveLevel-4Level-3 Situation is being maintainedRules (Visual Standards) for Location, Keeping method, Quantity for each item is well defined and being revised in accordance with the requirementLevel-5Level-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-3Visual 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 line3. Whether one is able to understand whether production quantity produced so far is behind/or ahead of production plan schedule4. 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 Kaizen5. 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-floor6. Whether shop-floor problems and counter measures for those, improvement status detail has been displayed in the shop-floor7. Whether abnormality ( what is abnormality) has been defined clearly8. Whether one is able to understand what is abnormality at a glance9. 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-4Visual 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 abnormality12. Whether Abnormality Records are being maintained13. 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-53S ( Seiri , Seiton, Seisou)

Level-1There 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 clearLevel-2Classification 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 machineLevel-3Classification 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, WIP Keeping Area, Jigs/Tools keeping area is thorough. Level-4In 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/ executedLevel-5In 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-6Daily Management

Level-1ManagementSupervisor have left the job to the operators (left everything to the operators). No specific instructions passed on to the junior staff members by ManagementSupervisor, and juniors are being scolded when results are not satisfactoryLevel-2Control 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-3Control Items Control Standard for each work area well defined, and standard for whether normal or abnormal is very clear. In case of any abnormality ManagementSupervisor conduct their study on gemmba, gembutsu ( actual site, actual part) basis to study actual fact and corrective measures for recurrence prevention are being takenLevel-4With 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 visibleLevel-5Management 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-7Hoshin Kanri (Target Control)

Level-1Vision, Mission of the Company is there, Mid Term Plan ( 3 Years or 5 Years) Management Plan is not availableLevel-2On 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 organizationLevel-3Annual 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 clearLevel-4With 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 visibleLevel-5Well 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-8Problem Solving

Level-1Trend of hiding the problems/shortcomings of the shop-floor 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-2Managers 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 executedLevel-3Managers 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-4Managers 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 floorLevel-5When 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-9EducationTraining

Level-1No Vision, Mission is available for Human Resource development and education/training not carried out in planned mannerLevel-2Off-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-3Systematic 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 rotatedLevel-4Coordinator, 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 itLevel-5Education & 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 ManufacturingIE (Productivity Management)

Level-1Productivity has been defined properly, data for calculating Productivity being collected. Productivity Graph not preparedLevel-2Shift 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 adequateLevel-3In each Work Area, Productivity related problem (gap between target and actual) reasons are studied, analyzed and appropriate counter measure is being takenLevel-4At each Work Area, PDCA of Productivity management is being executed and the process is clear and visibleProductivity Management is not only at Work Area level but also being maintained at Section, Division levelLevel-5Regarding 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-1Production is at the mercy of the skill of operators, Quality Standards are not clear. Inspection Tools are inadequateLevel-2Operation Standards (SOPs) are available. Quality to be ensured by inspection is the thought followed majorly. Rejection Data collection is done partiallyLevel-3QC 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 StatisticsLevel-4According 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 itselfRejection Data understanding, cause analysis is performed thoroughly and accurate/appropriate counter measures for recurrence prevention are taken Level-5In 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-3Production Control

Level-1Production is carried with the judgment of managementauditor. 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 shortageLevel-2Production 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-3For 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 doneLevel-4Standard 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 thoroughLevel-5There 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-4Progress Monitoring

Level-1In the Production Floor, status with respect to days production plan (whether ahead of schedule /behind schedule) is not clearLevel-2In the production floor, status for days production plan is clear; however managers/supervisors action in accordance with the status (kaizen) is not being executedLevel-3In 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 takenLevel-4In 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 floorLevel-5Real 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 consistency in the process is being maintained

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

Level-1Machine/equipments are used until they go out of order. Measures are taken after some breakdown happening on machine/equipmentLevel-2Daily Check/maintenance rules are there, execution is not up to mark. Unplanned repairs are more. Preventive maintenance for critical machines/equipments being carried outLevel-3Operator on machine is performing Jishu Hozen (autonomous maintenance). Maintenance people are performing planned maintenanceLevel-4In 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 executedLevel-5Equipment 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-1Prohibited/Caution Mark in Danger Area (Zone) missing. Operator accidents are happening quite often but records are not up to markLevel-2Prohibited/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 deviceLevel-3There 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 preservedLevel-4Danger Predictive Training KYT ( kiken yochi kunren) being imparted. Data being collected for Near-Miss (scary minor incidents) and preventive counter measures for potential problems takenLevel-5Safety 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-1Rather than emphasizing on set up time reduction, people believe that its good to increase production lot size to do production efficiently Level-2A few people understand need of set up time reduction (SMED) and its technique and are taking up (involved into) set up time reductionLevel-3Maximum 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 outLevel-4Open 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 machinesLevel-5SMED is being materialized for all machines, all products. Irrespective of any product, and set up change over time taken is within 9 minutes