Date

Factor
Safety
Lighting, brightness
Cleanliness
Order
Continuous Flow Manufacturing
Pull scheduling
Quick line changeover; quick machine set up
Preventative maintenance (PM)
Six Sigma targets are part of design progress
Equipment designed to detect defects and stop production
Operator authority to stop production for quality defect
Mistake proofing to prevent defects
First in first out inventory control
Closed Loop quality problem resolution
Root cause problem solving
Use of statistical process control (SPC)
Standardised work
Autocratic vs participative management
Levels of hierarchy
Self directed work teams
Team empowerment
Visual performance charts
Warehouse Inventory control (Kanban)
Shop floor WIP Inventory control (Kanban)
Continuous process
Voice of the customer
Lean thinking applied to whole company
Quantitative measures
Search of non value added activities
Workplace orderly and imaculately clean
Product built "Just in time" to customer demand
6 Sigma built into product and process
Company operates with empowered team
Visual management systems
Relentless pursuit of perfection

Beginning
Result

TRADITIONAL

BEGINNING LEAN

WORLD CLASS

10

Current
Result

Unsafe, many hazards; policies loosely

Moderately
enforced;
safe;many
few hazards;
HSE violations
policies
Veryenforced
safe; no hazards;
somewhat;
rigid
general
adherence
HSE compliance
to policies; full HSE com
Poorly lit, dingy, looks like a cave; Moderately
hasnt beenlit;
painted
some since
fresh early
paintingBrightly
1900s
lit like daylight; freshly painted ceilings, walls, floors, ma
Very dirty; floors not clean; dust/oilGenerally
on machinery
clean, but not immaculate;
Immaculately
floors/machines
clean;somewhat
no dust/oildirty
on machines; no debris or dirt;
Very cluttered; lots of junk in aislesGenerally
and workuncluttered;
area
limited junk;Only
some
critical
use of
items
marking
on shop
systems
floor; clear markings for all items (eg
Disjointed operations; colonies of machines;
Some processes
large batches
in continuous flow
High degree of continuous flow; small batch size for remaining b
No pull scheduling; heavy MRP II use;
Some
build
usetoofforecast
pull scheduling
philosophy
via Kan
Fullbans
Kan system
ban pullon
scheduling
shop floor;
from
system
customer
not linked
ordertoentry
customer
through
or
Long hours
Some short changeovers (minutes);
Assembly
some long
line changeover in one takt time; batch changeover in
None fix it when it breaks
Some implementation of PM
Full implementation of Total Preventative Maintenance (TPM) pr
No
Partial use of design and process FMEA;
Full usesix
of sigma
designobjective
and process
sometimes
FMEA; is
sixdesign
sigmaobjective
objective is cle
None
Some machines have self stop capability
All machines stop automatically when defect detected
None
Operators have authority, but use Operators
it sporadically
have authority and responsibility to stop line; individu
None
Partial implementation for critical processes
Full implementation on all critical processes
None
Partial
Rigidly adhered to; easy to use (eg flow thru racks)
None
Some quality problems logged, paretoized
All qualityand
problems
assigned
logged,
a team
paretoized
to fix it and assigned a team to
Rare-fixing quality problems not a Sporadic
priority much problem solving stops
Rigorous
at easiest
use of solution
5 Whys(not
keynecessarily
personnel trained
correct in
solution)
problem solv
None
Approx. 50% of key processes controlled
All processes
to 6 sigma
controlled
levels to 6 sigma levels
No work standards or instructions;Approx.
strictly on
50%
theimplementation
job training
of standardised
Work methods
workfully
andstandardised
visual work instructions
and clearly identified by visual
Autocratic Theory X managementMixed
style autocratic and participative management
Participative management
style
style with strong employee input (but
Highly layered and hierarchical (egIn4 between
or more mgmt. layers between Flat
GM and
organisation;
shop floor)
1-2 mgmt. layers between GM and shop floor
None
Some implementation of self directed
Highteams
implementation of self directed teams
None
Some, but largely in name only High degree of team empowerment to make key decisions
None; management by computer; Some
key performance
use of visual
data
display
only available
techniques
Clear
to avisual
selectdisplay
few of company performance (centrally) and tea
Inventory in random access warehouse;
Approx. only
50%computer
Implementation
knows of
where
visual
Inventory
it is;
inventory
no in
visual
fixed
management
control
locations with clear min/max indicators for visu
Minimal visual control; inventory stacked
Approx.and
50%
workstations
implementation
in random
of shop
Clear
order
floor
fixed
WIP
location
visual identification
control
with FIFO control; Kan ban squ
Lots of concrete heads, if it aint broke
Product
dontfocus,
fix it. Functionally
change encouraged
organised
Just do it attitude; strong change agents, change organised; pro
Designs based on engineering capability
Competitive benchmarking, clear roadmaps
Customer needs define value
Only maufacturing is trained, paperwork
Paperwork
is batch
in and
andout
queue;
of factory
organisational
flows,
Kaizen
some
boundaries
is way
supplier
of lifekanbans;
are
for respected
the whole
warehousing
company,
pushed
customer
downstream
and suppn
allocations based on direct labour Many
or sales,
results
efficiency
posted,
is cycle
the key
time
measure,
measured
ABC costing;
hidden results
perfection is the stated goal, world class performa
Mistakes identified and fixed downstream;
Few transports
central of
tool,
parts
rework
and and
tools;corrections
No
nextbackflows
operation
are planned
orproblem
reworkfor
identification;
operations.
and staffed
Takt
team
time
focus
trend
to is
identify
down non
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Enter your scores into colums B and C and the charts will be automatically generated.

Lean Enterprise Inc.

P.O Box 35704
Canton Ohio 44735
Phone: 330-284-1512 email: info@leanvalue.com
www.leanvalue.com

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Lean Overview

Workplace orderly and imaculately

clean

Relentless pursuit of perfection

10
9
8
7
6
5
4
3
2
1
0

Product built "Just in time" to

customer demand

6 Sigma built into product and

process

Visual management systems

Company operates with empowered

team

Beginning Result

Current Result

29 Point Lean Assessment

Search of non value added activities
Quantitative measures

Safety
10

Lean thinking applied to whole company

Voice of the customer

Lighting, brightness
Cleanliness
Order

8
7

Continuous Flow Manufacturing

6
5

Continuous process

Pull scheduling

4
Quick line changeover; quick machine set
up

Shop floor WIP Inventory control (Kanban)

2
1

Warehouse Inventory control (Kanban)

Preventative maintenance (PM)

0
Six Sigma targets are part of design
progress

Visual performance charts

Equipment designed to detect defects and

stop production

Team empowerment

Operator authority to stop production for

quality defect

Self directed work teams

Levels of hierarchy
Autocratic vs participative management
Standardised work
Use of statistical process control (SPC)

Beginning Result

Mistake proofing to prevent defects

First in first out inventory control
Closed Loop quality problem resolution
Root cause problem solving

Current Result