Professional Documents
Culture Documents
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7 The concept of Value Stream Mapping is understood and all
product famalies have been mapped and are physically
segregated into the like process streams.
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7 Product/Process Value streams undergo examination for
continuous improvement on a regularly scheduled basis.
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Total Score 0 Total Score 0
Operator Flexability Category Score = Total/30 0% Continuous Improvement Category Score = Total/35 0%
ISI, 2003 1
LEAN ASSESSMENT SCORECARD
Mistake Proofing (Poka Yoke) Points Score SMED/Quick Changeover Points Score
1 Employees have been trained in the basis of mistake proofing and there is 1 Changeovers are scheduled in advance and communicated
a team responsible for analyzing production defects and identifying mistake to inform all workers that these events are on that day's
proofing opportunities. schedule.
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2 Mistake proofing devices and methods have been implemented or are 2 Changeover teams are in place and have received training
being developed to eliminate the top production defects for each work area on changeover time reduction procedures and are actively
in the plant. improving change over methods.
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3 Parts, products and components have been analysed to identify design 3 Changeovers are done frequently and typically take less
opportunities to eliminate waste and improve productivity. than 10 minutes from last good part of the last run to first
good part of the next run.
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4 Operators are empowered to stop the line when a defective unit is found or 4 Changeover time is visibly tracked and posted at each work
when they cannot complete their process according to the SOP. station where changeovers are performed.
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5 Manual processes or tasks have been equipped with mechanical checks to 5 Changeover procedures are standardized and repeated in
aid human judgement whenever possible. other areas of the plant. Standard procedures and checklists
are visible and followed
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6 Equipment and processes are equipped with call(andon) lights or signals 6 Special tools and equipment have been developed and
that bring attention to situations requiring assistance with a problem or the implemented to reduce the time and labor involved in the
replenishment of supplies. changeover process.
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Total Score 0 Total Score 0
Mistake Proofing Category Score = Total/30 0% SMED Category Score = Total/30 0%
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2 The company quality system is effectively implemented and compliant with 2 Performance to delivery policy (on-time) is better than 98%
a national standard such as ISO-9000
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3 FMEA is in place(Feedback, rootcause, etc.) 3 Quality performance of the suppliers exceeds 98%
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4 Material Review Board/Discrepant material disposition is in place 4 Electronic communications with suppliers is used to trigger
release of supplies under a kanban system
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5 Supplier quality systems are in place 5 The company has regular input to the suppliers to improve
design and performance characteristics of the supplied parts
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6 Internal scrap loss is less than 1% of cost of goods sold 6 Cost reduction goals with suppliers are documented and
tracked
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7 Returned material to vendors is less than .1% of sales 7 Sevice complaints with suppliers are resolved within 24
hours
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Total Score 0 Total Score 0
Quality Category Score = Total/35 0% Supply Chain Category Score = Total/35 0%
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4 Production is facilitated through Value Stream Managers 4 Accurate and visible maintenance records are kept up to
date and posted nearby for all production and support
equipment.
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5 Processes on production lines or in cells are balanced or 5 Preventive maintenance activities are focused on increasing
leveled so the difference between cycle times of linked process utilization and minimizing cycle time variation.
processes is negligible.
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6 When demand volume changes, production processes are 6 Preventive maintenance responsibilities are defined for both
re-balanced or redesigned to flex up or down the process maintenance and production workers.
cycle times to correspond to the new Takt time.
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7 When demand volume changes long term, supermarket and 7 Time is allowed in the daily production schedule for workers
POUS levels are adjusted to meet the new Takt time. to perform their preventive maintenance and cleaning
duties.
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Balanced Production Category Score = Total/35 0% Total Productive Maintenance Score = Total/35 0%
Pull Systems Category Score = Total/30 0% Standard Work Category Score = Total/30 0%
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2 Accounting personnel are actively involved in waste 2 Systematic efforts are in place to reduce product variation
elimination efforts throughout the company and participate in and the number of items (part numbers) in the system
process improvement activities at least 50% of the time
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3 Accounting is organized along value streams and reports 3 Engineering has organized its activities along value streams
results along value streams
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4 Accounting processes are organized visually and the 4 Engineering processes are organized visually and the
workplace shows evidence of visual indicators to control the workplace shows evidence of visual indicators to show
status of work flow status of work
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5 Accounting delivers information and performance reports 5 Engineering processes have been balanced to create flow
that support the lean conversion and do not cause and reduce lead time within the Engineering department
managers to make the wrong decisions
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6 Performance measures such as lead time and velocity are 6 Engineers routinely go to the location of a problem in
used to measure the department and establish goals for production to assess the actual situation and communicate
continuous improvement with the production operators to obtain their input.
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7 7 Performance measures such as lead time and velocity are
used to measure the department and establish goals for
continuous improvement
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2 Traditional cost accounting measures and 2 Customer requirements are identified and communicated
individual/department efficiency measures have been throughout the supply chain
replaced by value stream performance measures
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3 Performance results are communicated openly to all 3 Customer complaints are handled the same day they are
employees and are visually posted to show status and received in under 2 hours
progress
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4 Employees understand how their individual efforts contribute 4 Customers have regular and systematic input into the
to the overall results of the enterprise design and functionality of the products they buy.
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5 Individuals are rewarded for team-based performance rather 5
than individual performance
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6
Category Score
Communication 37% Enterprise Characteristic
Visual Systems and Workplace Organization 50%
Consider the overall average of all categories
Operator Flexibility 0% 0%-20% Traditional Manufacturing
Continuous Improvement 0%
Mistake Proofing (Poka Yoke) 0% 20%-40% Getting started with Lean
SMED/Quick Changeover 0%
40%-60%Lean Progress
Quality 0%
Supply Chain 0% 60%- 80% Value Stream/ lean focus/ integrated supply chain
Balanced Production 0%
80% - 90% Lean Continuous Improvement Culture
Total Productive Maintenance 0%
Pull Systems 0% > 90% World Class Lean Enterprise
Standard Work 0%
Accounting Systems 0%
Engineering 0%
Performance Measurement 0%
Customer Communication 0%
Category Ratings
60%
50%
40%
30%
Rating
20%
10%
0%
Communica Visual Operator Continuous Mistake SMED/Quic Quality Supply Balanced Total Pull Standard Accounting Engineerin Performanc Customer
tion Systems Flexibility Improveme Proofing k Chain Production Productive Systems Work Systems g e Communica
and nt (Poka Yoke) Changeove Maintenanc Measureme tion
Workplace r e nt
Organizatio
n