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KEY SCORE Not found anywhere (0%) 1 Found in some areas (25%) 2 Commonly found but not in majority (50%) 3 Very typical, some exceptions (75%) 4 Found everywhere, no exceptions (100%) 5 SCORE Part 1 - Leadership
1 The organisations vision / mission / goals are clearly written down, the objectives are measurable and are understood at all levels in the organisation. 2 Employees are able to accurately describe the organisations objectives and how their job contributes to the achievements of those objectives. 3 Achievement of the organisations goals are linked to the implementation of lean tools and techniques (perhaps under the banner of 6 sigma, Kaizen, continuous improvement, quality circles or other structured approaches). 4 Directors, Managers and Team leaders have a thorough understanding of lean tools and techniques and how to implement lean. 5 A non-blaming, fact-based, process driven atmosphere exists throughout the organisation. 6 The roles, responsibilities and accountabilities of team leaders, supervisors and managers are clearly set out and published. 7 Promotions, pay and rewards are decided in a fair and structured way, where everyone knows how his team leader or manager rates performance.
Score each question below using the KEY on the right. Then review your score and rating in the Tab named Score.
No.
Part 3 - Empowerment
15 The Standard operations procedures have been developed by the team leaders and operators with input from support staff. 16 Flexible employment policies are in place that enable lean implementation to take place. People are multi-process capable and are able to do the work at each station in a production cell or each job in a team. 17 Team authority and accountability is clearly defined and not superceded by senior management. 18 Training is offered to all employees including coaching in the use of tools and techniques. Training records are kept and training effectiveness is reviewed and regularly updated. 19 Everyone in the organisation is encouraged to be actively involved in continuous improvement teams to identify and eliminate waste. 20 There are regular formal gatherings (such as quality circles) when improvements are proposed, discussed and progressed. 21 Authority for expenditure on process improvements is delegated to teams.
Part 4 - Communications
22 External and internal business performance data is readily available to all employees. 23 Process performance data is collected and displayed at source by the individuals most closely associated with that part of the process. 24 Display boards containing job training, safety, standard operation details, production data, quality problem and countermeasure information are visible throughout the plan. 25 All employees understand the displayed information in their area and are comfortable explaining it to visitors. 26 There are periodic communication sessions carried out by senior management that are then cascaded down through the organisation. 27 Senior managers receive regular feedback from individuals throughout the organisation regarding changes and improvements identified and actioned. 28 360 degree feedback is used to improve inter-personal relationships.
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Communications
Core processes
TOTAL SCORE Leadership Customer focus Empowerment Communications Core processes Plant and equipment Supporting processes Supporting infrastructure
0 0 0 0 0 0 0 0
% SCORE
0% 0% 0% 0% 0% 0% 0% 0%
0-20% is very low and would be a concern. You should focus on the area of concern to improve your score. 20-40% is low and needs attention. Understand the requirements of the question and put remedial actions in place. 40-60% is typical but by no means good enough to be a Lean organisation. 60-80% is good. You are well on your way to being Lean in this category. 80-100% is excellent with 90%+ being world class. Don't rest now - continuous improvement is the name of the game!
Leadership is essential, for both growing the company and maintaining the synergy between actual results and anticipated. It is essential that in order for your lean drive
to become an active part of the companys culture, leaders from operational through to senior are driving the company and actively leading the lean journey.
Customer Focus should be a primary driver for all business. Lean is primarily focused at creating and delivering value in the customers eyes, and it is essential to
understand what the customer does indeed perceive as being of true value when your company produces its products and services.
Empowerment of your staff acts as a core mechanism for developing cultural change and increasing levels of morale, which ultimately reflect in individual work ethic and
general performance levels amongst staff. It is important to utilise the workforce effectively through simple tools as job enrichment, delegation, regular meetings and giving teams the ability to try new ideas without reprimand.
Communications and the companys associated policies should be viewed to effectively create cross functional knowledge sharing from process performance, business
performance, including customer requirements.
Core processes are a fundamental aspect to producing effective products and services. Understanding the value stream, using standard operations and effective
workplace organisation are just some pointers for which to hone in on, and will help develop robust processes to increase effectiveness and efficiency. The key here is to create an effective workplace, which is clean, through 5s and then develop efficient processes to drive out further waste.
Plant and equipment is vital In order to improve your competitive advantage through Lean, your plant and equipment must be continuously maintained and there is
equally an optimum layout, for which to improve efficiency and reduce wasteful activities. Such areas as; Poke Yoke (error proofing), cellular teams, optimum workflow and effective maintenance is regularly maintained to support you improvement activities.
Supporting processes. It is probably clear to see through such examples as ambiguous customer requirement specifications from sales or engineering, unrealistic lead
time and delivery promises and disjointed production scheduling. A companys supporting processes stem from its supporting functions, like sales, marketing, IT, Engineering and so on. It is vital that regular communication is conducted cross functionally, and that all supporting areas are aligned universally to production and associated restraints. If successfully implemented, the company should produce far less defects, increase flexibility to demand and also improve on its bottom line. It is recommended that a plan is generated to improve the processes, which support the manufacturing function.
Supporting infrastructure should allow production to perform to near capacity, smoothly and efficiently. Information and supporting elements should be aligned to
assist production effectively. Performance and financial information should be shared across the firm. Personnel data should be available to employees and internal capabilities and competencies should be regularly monitored. If the infrastructure is in place, the company can develop its competitive advantage through its core competencies and really drive forward to enhance its operations.
216699298.xls.ms_office Score
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