You are on page 1of 25

How to measure the maturity of a lean organization?

1. What is the best practice for measuring how lean an


organization is becoming during its' lean transformation?
Response Contributor
1. Go to Maskell.com or google Brian Maskell. Look for their free
publications. You will have to input your contact info to get it but
the agile survey is very good. I used it annually with about 50% of
our stakeholders with very good results. In our third year our score
actually went down which worried me. When I started asking
around as to why the answer was fantastic! They said we now
know so much more about lean and the potential, that were not as
good as we thought we were. Cant ask for more than that. Gregg Miner
We have found the LESAT developed by MIT to be very useful in
assessing and reporting Lean Maturity. Ed Sosnoski
LeanEnterpriseSelf-AssessmentTool
Use the Shingo Prize Criteria.. Im on a Shingo site visit now at Ft. Rucker, Ala. Bill Baker
Thats what Shingo is all about; see Shingo.org
I would be happy to visit them and do an assessment for a fee
Brian Maskell has a CD in his Practical Lean Accounting book that
has both a lean process and a lean accounting maturity instrument. I
have seen a very large global company use it successfully every
quarter to keep track of all their plants transformation. After a couple
of years, they changed the questions on it somewhat to make it more
appropriate for their company. I am attaching an excerpt from the
transformation model from which the tool draws. I use it to illustrate
maturity paths. The tool itself uses a gap metric (where you are vs.
where you think you can go) on various lean aspects. I think it is
pretty good. I am not aware of anything special for pharma industry. Frances Kennedy
1. 2. There are several measuring tools. You can use the criteria for
the various awards in the subject such as the Shingo Prize or the
Baldridge Award. A simple tool that can be self-administered was
developed by Richard Schonberger as part of his World Class
Manufacturing the Next Decade book (1996). Attached is a PDF file
with the template. Drew Locher
I am a lean consultant working for the DVIRC (Delaware Valley
Industrial Resource Center). The DVIRC is a member of the IRC
Network (Industrial Resource Center) of Pennsylvania and the MEP
network (Manufacturing Extension Partnership) nationally. Rush Johnson
1. Have the organization document specific goals and objectives
and reasons for wanting to go lean, then measure if those
objectives are being met. If so, what percentage of your goals are
you obtaining? We measure the lean progress by utilizing a
Profile and Target sheet.
It is also a good idea to measure the following Universal
Lean Measurements
- Inventory Turns
- Lead time from customer receipt to customer
delivery
- Percentage of on time delivery
- Customer satisfaction
I use SAE J4000 to assess my clients status and progress. I suggest doing it
annually, by an unbiased outside body. Mike Micklewright
Company E-mail
SCORE Business Systems gregg.miner@scorebusinesssystems.com
United Solar esosnowski@uni-solar.com
Speed to Excellence bill.baker2@gmail.com
Clemson University fkenned@clemson.edu
Change Management Associates drewlocher@comcast.net
Delaware Valley Industrial
Resource Center rjohnson@dvirc.org
QualityQuest, Inc. mike@mikemick.com
Phone Notes
919-376-3197
Southeast Regional Board
Member
248-370-5438
AME Champion's Club
Frequent CoP contributor
505-466-4423
AME VP of Affiliations
CoP Steering Committee
AME National Board Member
AME Western Region Board
Member
(864) 656-4712
AME Southeast Region Board
Member
AME Institute Research Project
(609) 876-7936
AME Mid-Atlantic Region Board
Member
AME Annual Conference
Committee
(215) 464-8550
(847) 401-0442
AME Midwest Region Board
Member
How to measure the maturity of a lean organization?
2. What is the best tool, or maturity model that
provides a way to conduct a measuring process of
individual manufacturing sites or functions within
a large organization?
Response Contributor
1. Value Stream Mapping has been called the assessment
and planning tool of lean practitioners. When used properly, it
clearly shows the areas for improvement, as well as
before/after metrics. The visual nature of the tool is very
effective in displaying the impact of changes realized or
planned. Reference The Complete Lean Enterprise: Value
Stream Mapping for Administrative and Office Processes
(2004) Dont let the title fool you, it can be used on an
enterprise level basis, and the case study within is just that. Drew Locher
N/A We work with mostly mid to small manufactures. Rush Johnson
Company E-mail Phone
Change Management Associates drewlocher@comcast.net (609) 876-7936
Delaware Valley Industrial
Resource Center rjohnson@dvirc.org (215) 464-8550
Notes
AME Mid-Atlantic Region Board
Member
AME Annual Conference
Committee
How to measure the maturity of a lean organization?
3. What is the best tool to show the results
and areas for improvement after having
measured the current lean transformation
progress at a site or function within a large
organization?
Response Contributor Company
1. Value Stream Mapping is a great tool to
identify opportunities for improvement and
develop a plan for implementing that
improvement. Rush Johnson
Delaware Valley
Industrial Resource
Center
E-mail Phone Notes
rjohnson@dvirc.org (215) 464-8550
How to measure the maturity of a lean organization?
4. Is there a better tool or maturity
model specifically for the biotech,
pharma, or process industry?
Response Contributor
4. The tools mentioned are non-industry
specific. There is really no reason to look for
industry specific ones. Drew Locher
1. I believe you can use the lean tools for
any industry. We are measuring the
process. Processes can be measured for
any industry. Rush Johnson
How to measure the maturity of a lean organization?
Company E-mail Phone Notes
Change Management Associates drewlocher@comcast.net (609) 876-7936
AME Mid-Atlantic
Region Board
Member
AME Annual
Conference
Committee
Delaware Valley Industrial
Resource Center rjohnson@dvirc.org (215) 464-8550
How to measure the maturity of a lean organization?
5. What is the best way for a corporate lean
transformation office to measure and report
back improvement opportunities of the
transformation progress of individual mfg.
sites and support functions?
Response Contributor
4. Again, the Value Stream Mapping tool coupled with
other communication techniques such as A3 reporting
is extremely powerful. Drew Locher
1. My suggestion would be for the lean
transformation office to establish standard work
on how and what they want to measure, then
establish standard work on how each individual
site should report this information back to the lean
transformation office. Rush Johnson
Company E-mail Phone
Change Management Associates drewlocher@comcast.net (609) 876-7936
Delaware Valley Industrial
Resource Center rjohnson@dvirc.org (215) 464-8550
Notes
AME Mid-Atlantic Region
Board Member
AME Annual Conference
Committee
How to measure the maturity of a lean organization?
6. What is the best organizational
model and reporting structure for a
corporate lean transformation office
that supports several mfg. sites and
functions?
Response Contributor
4. 7. The corporate lean office should
be working to develop the internal
resources at each site, so that the local
site can reduce its dependency on
corporate. This must be done effectively
and efficiently for lean to be successfully
implemented and sustained at the various
sites. Drew Locher
1. N/A We work with mostly mid to small
manufactures. Rush Johnson
How to measure the maturity of a lean organization?
Company E-mail Phone Notes
Change Management Associates drewlocher@comcast.net (609) 876-7936
AME Mid-
Atlantic
Region
Board
Member
AME
Annual
Conferenc
e
Committe
e
Delaware Valley Industrial
Resource Center rjohnson@dvirc.org (215) 464-8550
How to measure the maturity of a lean organization?
7. What is the best functional organization
or team for a corporate lean transformation
office to report into?
Response Contributor
4. 7. The corporate lean office should be
working to develop the internal resources at
each site, so that the local site can reduce its
dependency on corporate. This must be done
effectively and efficiently for lean to be
successfully implemented and sustained at the
various sites. Drew Locher
In our case, working with small to mid size
companies, a cross functional steering team is
developed which normally includes the Operations
Manager, Procurement Manager, Purchasing
Manager, Quality Manager, and Sales. We follow a
standardized format for reporting lean results.
Perhaps the most important part of all is having
the lean team doing the work involved in the
reporting of results to the steering team. This
helps in the buy in process and develops the
lean culture. Rush Johnson
Company E-mail Phone Notes
Change Management Associates drewlocher@comcast.net (609) 876-7936
AME Mid-Atlantic
Region Board Member
AME Annual
Conference
Committee
Delaware Valley Industrial
Resource Center rjohnson@dvirc.org (215) 464-8550
How to measure the maturity of a lean organization?
Best Practices Contributor
Typically, folks from various functional areas are pulled to create
the corporate lean office. There are corporate resources that have
strength in office areas, while others have strength in production.
However, this is unimportant for any deep lean thinker. More
importantly is that the member of the corporate lean office
understand and embody the principles of lean (i.e. practice what we
preach). Enthusiasm alone is insufficient. Drew Locher
The corporate lean office should report to the President, CEO, or at
least the COO. Reporting relationship is important in the message
that it sends to the organization, as well as peoples understanding
that lean is an enterprise-wide business model, and not simply a
manufacturing program.
Once local resources have been sufficiently developed, the role of
the corporate lean office changes. It should then work to
communicate best practices across sites, provide ongoing
educational support to new and existing employees, monitor that
the system is being adequately sustained, and mentor the local
resources as they expand their understanding and application of
lean.
- Use of Target & Profile sheets to identify measure and track
specific lean results. Rush Johnson
- Value Stream Mapping to identify opportunities and develop a
plan to realize those opportunities.

Company E-mail Phone Notes
Change Management Associates drewlocher@comcast.net (609) 876-7936
AME Mid-
Atlantic
Region
Board
Member
AME
Annual
Conferenc
e
Committe
e
Delaware Valley Industrial
Resource Center rjohnson@dvirc.org (215) 464-8550
How to measure the maturity of a lean organization?
Lessons Learned Contributor
Typically, folks from various functional areas are pulled
to create the corporate lean office. There are corporate
resources that have strength in office areas, while
others have strength in production. However, this is
unimportant for any deep lean thinker. More
importantly is that the member of the corporate lean
office understand and embody the principles of lean
(i.e. practice what we preach). Enthusiasm alone is
insufficient. Drew Locher
The corporate lean office should report to the President,
CEO, or at least the COO. Reporting relationship is
important in the message that it sends to the
organization, as well as peoples understanding that
lean is an enterprise-wide business model, and not
simply a manufacturing program.
Once local resources have been sufficiently developed,
the role of the corporate lean office changes. It should
then work to communicate best practices across sites,
provide ongoing educational support to new and
existing employees, monitor that the system is being
adequately sustained, and mentor the local resources
as they expand their understanding and application of
lean.
Company E-mail Phone
Change Management Associates drewlocher@comcast.net (609) 876-7936
Notes
AME Mid-Atlantic Region Board Member
AME Annual Conference Committee