lean spreadsheet

VPMEP Lean Assessment Tool

Hampton Roads Quality Management Communities

1 Communication & Cultural Awareness2 Visual Systems (5S) & Workplace Organization3 Standard Work4 Continuous Improvement5 Operational Flexibility6 Mistake Proofing/Poka-Yoke7 SMED/Quick Changeover8 TPM: Total Productive Maintenance

9 Pull Systems

10 Balanced Flow

The Lean Assessment Tool contains ten category worksheets describing the Lean best practices that constitute the following attributes of Lean manufacturing.

1 Communications & Cultural Awareness

1

I/OObservations:

2

I/OObservations:

3

I/OObservations:

4I/O

Observations:

5I/O

Observations:

6I/O

Observations:

7

I/OObservations:

8

I/OObservations:

Total Score 0

Lean Category Score = Total/32 0.00

Grade 0 - 4

Interview Observe

Plant Mgt. Communicates with all levels of the organization on topics regarding employee satisfaction and organization objectives at least twice per year.

Employees are able to accurately describe the organizations goals and how their job contributes to the achievement of those goals.

There is a formal process for employees to receive feedback concerning problems found in downstream processes or from customer correspondence.

Employees working in groups to address performance, quality or safety issues is encouraged by management.

Employees at levels understand and use common performance metrics to monitor and improve work processes.

Problems in the work process are detected and investigated within ten (10) minutes of the first occurrence.

Support staff, technicians and engineers routinely go to the location of a problem to assess the actual situation and talk to the appropriate employees to obtain their input.

The concept of Value Stream Mapping is known and all processes have been mapped and are physically segregated into the like value streams.

Grade 0 - 4

Interview Observe

2 Visual Systems (5S) and Workplace Organization

1O

Observations:

2

OObservations:

3

IObservations:

4

OObservations:

5

OObservations:

6I/O

Observations:

7I

Observations:

Total Score 0


The business enterprise is generally clear of unnecessary materials, items or scrap. Aisles are clear of obstructions.

The floor has lines that distinguish work areas, paths and material handling aisles. Signs are in use to identify production, material drop and inventory staging areas.

All employees are aware of good housekeeping practices and operators consider daily clean up and put away activities as part of their job.

There is a place for everything and is everything in its place. Every needed item, tool, material container, part rackor office supplies are labeled and easy to find. Employees know where to find these items.

Display boards containing job training, safety, operation measurables, production data, quality problems and countermeasure information are readily visible at each work area or process and are updated regularly.

Check sheets describing and tracking the top quality defects are posted and are up to date at each work area.

Communication between shifts is handled with a standard procedure.

Grade 0 - 4

Interview Observe

3 Standard Work

1I/O

Observations:

2O

Observations:

3

IObservations:

4I

Observations:

5

I/OObservations:

6I

Observations:

7

I/OObservations:

Total Score 0


Standard operating procedures have been developed for each process or cell and are used to train employees.

Every process has its SOP posted within view of the worker performing the process.

The TAKT time for each product was used as the basis for the work process time for each operation and the process manning requirements.

The process of job design and standardization involves operators as well as support personnel.

Frequently repeated, non-value adding operations in the enterprise, such as changeover, quality checks, preventative maintenance, clean up, etc. are visually standardized and updated.

SOP'S are audited, time dated and show what improvements have been made.

Operators individually perform their processes according to the process sheets or SOP'S and make few method or technique errors. Any errors are recorded and tracked.

Grade 0 - 4

Interview Observe

4 Continuous Improvement

1

IObservations:

2

IObservations:

3

IObservations:

4

IObservations:

5

IObservations:

6I

Observations:

7I

Observations:

Total Score 0


There is a designated champion and a clearly communicated strategy for continuous improvement in the enterprise with the necessary resources, organization and infrastructure is in place to support the process.

There is a formal suggestion process in place to solicit ideas for improvements from all employees and to recognize their participation.

Employees have been trained in continuous improvement methods and have been affected by or participated in continuous improvement events.

Employees know the eight wastes, are actively involved in identifying wastes in their processes/areas and are empowered to work to reduce and eliminate the waste.

Continuous improvement, Kaizen projects/events are structured, planned and implemented. Successes are recognized and expanded throughout the facility.

Most improvements made throughout the enterprise involve little or no expense to implement.

Product/process Value streams undergo examination for continuous improvement on a regularly scheduled basis.

Grade 0 - 4

Interview Observe

5 Operational Flexibility

1

IObservations:

2

I/OObservations:

3

OObservations:

4I/O

Observations:

5

OObservations:

6I/O

Observations:

7O

Observations:

Total Score 0


Employees are given formal training before doing a job on their own. Few defects or work process are attributable to new or inexperienced workers.

Product/component/paperwork travel distances have been measured, analyzed and reduced by moving equipment and work stations closed together.

Equpment is "right sized" for the operation/process. They have the ability to change speed to match the TAKT time. No "monuments" are present in the process.

The work process is designed to immediately identify defects when they occur.

Processes and equipment are arranged to facilitate continuous flow of work through the enterprise. Machines are NOT arranged by department, type or process group.

Employees are cross trained and able to do the work at each station in a production cell or each job in a work process.

U-shaped cells have been designed and implemented on the shop floor to promote one piece flow through production.

Grade 0 - 4

Interview Observe

6 Mistake Proofing/Poka-Yoke

1

IObservations:

2

I/OObservations:

3

OObservations:

4

OObservations:

5

IObservations:

6

I/OObservations:

7I/O

8 Observations:

OObservations:

Total Score 0


Employees have been trained in the basis of mistake proofing and there is a team responsible for analyzing process defects and identifying mistake proofing opportunities.

Mistake proofing devices and methods have been implemented or are being developed to eliminate the top process defects for each work area in the plant.

Mistake proofing devices and methods have been applied to both manual operations and automated processes, including paperwork processes.

The mistake proofing devices that have been installed, are monitored for effectiveness, and are maintained and kept in sound working condition.

Parts, products and components have had analysis performed on them to identify design opportunities to eliminate waste and improve productivity.

Operators are empowered to stop the line when a defective unit is found or when they cannot complete their process according to the SOP.

Manual processes or tasks have be equipped with mechanical checks to aid human judgement whenever possible.

Equipment and processes are equiped with call(andon) lights or signals that bring attention to situations requiring assistance with a problem or the replenishment of supplies.

Grade 0 - 4

Interview Observe

7 SMED/Quick Changeover

1 IObservations:

2 IObservations:

3 I/OObservations:

4 OObservations:

5 IObservations:

6 I/OObservations:

7 I/OObservations:

8 OObservations:

Total Score 0


Changeovers are scheduled in advance and communicated in a manner that informs all workers on the team that these events are on that day's schedule.

Changeover teams are in place and have received training on changeover time reduction procedures and are actively improving change over methods.

Changeovers are done frequently and typically take less than 10 minutes to go from last good part of the current run to first good part of the next run.

Change over time is visibly tracked and posted at each work station where changeovers are performed.

As new changeover procedures and ideas are developed, they are standardized and repeated in other areas of the enterprise.

Special tools and equipment have been developed and implemented to reduce the time and labor involved in the changeover process.

Using a checklist, all of the dies, fixtures, tools, fasteners, materials, parts, raw stock, etc., needed for the next production run are prepared in advance to reduce changeover times.

All changeover items and tools are stored in a neat, orderly fashion when not in use and are maintained in good working condition.

Grade 0 - 4

Interview Observe

8 TPM: Total Productive Maintenance

1I

Observations:

2

OObservations:

3I/O

Observations:

4I/O

Observations:

5I

Observations:

6I/O

Observations:

7I

Observations:

Total Score 0


Maintenance team managers and workers have been trained in the basics of TPM

Machines have all necessary safety guards in place. Safety devices are in working order and equipment is locked out immediately when broken down or when otherwise appropriate.

Preventive maintenance activity lists are posted in work areas and item completions are tracked over time.

Accurate and visible maintenance records are kept up to date and posted nearby for all production and support equipment.

Preventive maintenance activities are focused on increasing process utilization and minimizing cycle time variation.

Preventive maintenance responsibilities are defined for both maintenance and production workers.

Time is allowed in the daily production schedule for workers to perform their preventive maintenance and cleaning duties.

Grade 0 - 4

Interview Observe

9 Pull Systems

1

OObservations:

2

IObservations:

3

I/OObservations:

4

IObservations:

5

IObservations:

6

I/OObservations:

Total Score 0


Each manufacturing cell, line or work process has displayed, visually, the target and actual hourly output as well as the shifts production requirements and timing.

All production managers and supervisors have been trained in the principles and implementation of shop floor material pull systems.

Material flow or movement in the plant is based on the make one move one concept, or is dependent on individual pull signals, via Kanban, etc. from downstream work stations as parts or materials are consumed.

Downstream processes are pulling material from upstream processes. Upstream process work schedules are dependent on downstream use.

Production lines/cells/office operations are capable of adapting to changes in customer demand by changing only one production schedule at the pacemaker process.

Production supervisors and office personnel are not motivated to produce more parts/paperwork than the subsequent process requires.

Grade 0 - 4

Interview Observe

10 Balanced Flow

1

IObservations:

2

I/OObservations:

3I

Observations:

4I/O

Observations:

5

I/OObservations:

6

I

Total Score 0


There is an effort to level work process schedules by requiring suppliers [including internal suppliers] to schedule frequent, smaller deliveries, evenly over the period.

Changeovers in production are made to support the concept of running to demand for all products, and not to support long production runs, WIP inventory buffers, or daily short ship emergencies, etc.

Takt time is known by all associates and determines the pace of work processes in the enterprise.

The TAKT time is used as the basis to determine process cycle times and allocate work throughout the work process.

Processes on production lines/office operations or in cells are balanced or leveled so the difference between cycle times of linked processes is negligible.

When demand volume changes, production/office processes are re-balanced or redesigned to flex up or down the process cycle times to correspond to the new Takt time.

Scores from assessment worksheets

Abv.

X10Communication & Cultural Awareness CCA 0.00 10 0 10

Visual Systems & Workplace Organization VS&WO 0.00 10 0 10

Standard Work SW 0.00 10 0 10

Continuous Improvement CI 0.00 10 0 10

Operational Flexibility OF 0.00 10 0 10

Mistake proofing/Poka Yoke MP 0.00 10 0 10

SMED Quick Changeover QC 0.00 10 0 10

TPM, Total Productive Maintenance TPM 0.00 10 0 10

Pull Systems PS 0.00 10 0 10

Balanced Production BP 0.00 10 0 10

Total score 100

Basis for Lean = 1 to 33 Lean Transition = 34 to 66 Advanced Lean = 67 to 100

Score from sheet

Score to plot

Target Score

Calculate your final score and rate your facility according to the following scale

CCA

VS&WO

SW CIOF

MP

QCTP

M PS BP

0

2

4

6

8

10

12

Lean Assessment Chart

Actual Scores

Target Marks

Categories

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rfo

rma

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