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GAPS
Recognition
Performance
Measurement
Problem
Solving
Bench-
marking
Progress Strategy &
Check target
Setting
Kai Zen
Change Good
FRAMEWORK
Next
Steps
Ideas
High Level
Assessment
Phase 2
DIAGNOSTIC
Operational
Assessment
Diagnostic
Interviews
Phase 1
timelines.
Avg annual sales growth over past 3 years (%) by 25%
Number of employees:
Setup Reduction Team TPM Team
Shopfloor
Staff
Total employees this plant
Size of the plant (sq. ft.) PhaseValue
I: Stream
Initiate
Team
Phase
Shopfloor
Office
Lean can be applied throughout the organization
Basic Performance Metric Project Advanced Performance Metric Project
Total space this plant
Production Capacity/Volume (units per year)
Average Takt time (if known)
Basic Lean Training – All Shopfloor
Over 40 lean tools
What % of unit cost is from materials vs labour?
In business for how many years?
Launch Lean Journey
Or programs
Privately or publicly owned?
5S Office
Shopfloor unionized?
Any layoffs in the past 3 years? If so, how many? • Performance Management
• Design Collaboration Company-wide Value Stream
Location(s)
Headquarters Suppliers • Cost Reduction Collaboration
• Vendor Managed Inventory Key Lean Sensei Coaches Goal: Reduce Lead
Other sites • Alliance & Partnering • Collaborative ProgramBottleneck Value Stream
List • Voice of Customer
Time by 50%
• Kanban Initiate
List • Logistics Analysis • Lean
• Automated Diagnostic Assessment
Processes
• Centralized Info System
• Current State Mapping
Additional comments?
Total Practitioners Seven Key Categories • 5S
• Root Cause Analysis • Warehouse utilization
(eg. Lean Diagnostic Score) • Strategic Sourcing • Value Stream Mapping • Kanban
• Buying Pattern Analysis • Setup Reduction • Vendor Managed Inventory
• Consolidation • Poka Yoke
• Invoice Reduction • TPM Sustain Lean•• Material
Journey Flow Analysis
Inventory Reduction
Legend
Blue text – internal measures
Order Entry & Procurement Red text – external measures
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3
ny
Shipping
Kickoff Presentation
m
(in
ch
et
Sales
en
om
Ta
–% of successful “wins”
str
en
re
du
Key Metrics
Cu
Reward & Recognition (Programs ) Poor Below Avg Avg Good Excellent
Interview Schedule
Balanc ed Scorecard Poor Below Avg Avg Good Excellent
Foundation for Lean Implem entation Circle One Corporate Vision Now
Management Support for Lean Poor Below Avg Avg Good Excellent
5 3 yrs
Who How When Room Remark Lean Experience (as a company) Poor Below Avg Avg Good Excellent
Panida J.
Supply Management Sit in Dec 11th 0215pm 0245pm SSN
Ratchata S. Lean Implementation Level Circle One
Jakrin S. 5S & Visual Factory Poor Below Avg Avg Good Excellent
Teeradej K.
Manufacturing UT Sit in Dec 11th 0300pm 0330pm SSN
Standardized Processes Poor Below Avg Avg Good Excellent
Pornapa T.
Oversea Supplier 1 TBD Telecon Week of Dec 3rd Procurment may join the telecon TPM/Productive Maintenance Poor Below Avg Avg Good Excellent
Oversea Supplier 2 TBD Telecon Week of Dec 3rd Procurment may join the telecon Presence of Problem Solving Tools Circle One
Fishbone Diagram & Root Cause Analysis Poor Below Avg Avg Good Excellent
Local Supplier 1 TCL Sit in Dec 12th 0845am 0915am SSN Procurment may join the telecon Pareto Chart Poor Below Avg Avg Good Excellent
Interviews
Check Sheet Poor Below Avg Avg Good Excellent
Local Supplier 2 TPN Sit in Dec 12th 0930am 1000am SSN Procurment may join the telecon Value Stream Mapping Poor Below Avg Avg Good Excellent
Remark:
- Base on Thailand Time
- Pacific Time + ? Hours
Schedule Interviews
Copyright Lean Sensei International
Three Objectives
The assessment tracks current and future performance of the company in 50 key areas,
expressed as spider charts (today vs 3 years view)
They are rated as:
5 – Excellent
4 – Good
3 – Average
2 – Below Average
1 – Poor NOTE: A rating of 0 means N/A, the category does not apply
The validated areas include:
Vision & Strategy
Change Management & Environment
Foundation & Support for Lean Implementation
Lean Philosophy in Place
Lean Implementation Level
Specialized Lean Tools Utilized
Presence of Problem Solving Tools & Knowledge
The 50 metrics are “weighted” to ensure that final score (L.E.A.N. Score) represent an
accurate measure of the overall performance of the company with respect to lean
activities
If the L.E.A.N. Score is at or higher than 3.0, the company receives a “Lean Certified”
designation, and will be given a LEAN Certificate
Criteria Comments
Lean Implementation Level Now 3 yrs
5S
Visual Factory
5S
Standardized Processes
5 Now
Performance Measurement
Problem Solving Tools 4 3 yrs
Vendor Managed Inventory Visual Factory
Kanban 3
Current
Future
Point of Use 2
Vendor Managed Inventory
1
Specialized Tools Utilized Now 3 yrs Point of Use 0 Standardized Processes
Poka Yoke/Error Proofing
Design for Assembly/Manufacturability
Setup Reduction
TPM/Preventative Maintenance
Kanban Performance Measurement
Six Sigma
Theory of Constraint
Problem Solving Tools
Presence of Problem Solving Tools Now 3 yrs
Fishbone Diagram & Root Cause Analysis
Pareto Chart
Now
Management Support for Lean 3 yrs
5
4
Lean Training Access Budget & Resources
3
2
1
ean Training Support from Lean Knowledge (as a
0
Management company)
Lean Network
Enterprise
L.E.A.N. Score
Assessment
Number
L.E.A.N SCORE
Current Score
Target Score
(in 3 years) Maximum Score
3.0
4.0 5.0
Apr May June July Aug Sep Oct Nov Dec Jan Feb Mar
5S Shopfloor
Goal: Reduce setup time
by 25%
Setup Reduction Team TPM Team
5S Office
Supplier Partnership 1 2 3 4
You are committed to working closely with your suppliers No, not really Maybe Somewhat true Quite true
Your suppliers provide input to improve your products No, not really Maybe Somewhat true Quite true
You partner with suppliers to solve problems pro-actively No, not really Maybe Somewhat true Quite true
Your suppliers develop and grow with you No, not really Maybe Somewhat true Quite true Criteria SCORE Poor Below Average Average Good
Supplier Lean 1 2 3 4
Supplier Culture and Philosophy 1 2 3 4
Your suppliers use the "pull" system to avoid overproduction No, not really Maybe Somewhat true Your suppliers believe
Quite true in a culture of getting the quality right the first time No, not really Maybe Somewhat true Quite true
Your suppliers standardize the tasks for continuous improvement No, not really Maybe Somewhat true Your suppliers understand
Quite true and practice "Lean Thinking" and "Lean Philosophy" No, not really Maybe Somewhat true Quite true
Your suppliers use visual control so no problems are hidden No, not really Maybe Somewhat true You share your
Quitecompany's
true philosophy with your suppliers No, not really Maybe Somewhat true Quite true
You practice "Genchi-genbutsu" and visit suppliers to study their operation and culture No, not really Maybe Somewhat true Supplier Performance
Quite true Management 1 2 3 4
You collaborate with your suppliers to eliminate any wastes in their process No, not really Maybe Somewhat true Quite true
You manage supplier performance in a structured, formal manner No, not really Maybe Somewhat true Quite true
Supplier Flow 1 2 3 4 systems to keep your suppliers in check
You have measuring No, not really Maybe Somewhat true Quite true
Your suppliers create continuous process flow to deliver value No, not really Maybe Somewhat true You educateQuite
yourtrue
supplier to follow your company's policy and guidelines No, not really Maybe Somewhat true Quite true
Your suppliers make every effort to shorten lead-time from order receiving to delivery No, not really Maybe Somewhat true You have clear
Quiteexpectations
true for supplier performance and development No, not really Maybe Somewhat true Quite true
There is an effort to reduce batch sizes and WIP in the system No, not really Maybe Somewhat true Supplier Partnership
Quite true 1 2 3 4
Your suppliers level out the workload (Heijunka) No, not really Maybe Somewhat true Quite true
You are committed to working closely with your suppliers No, not really Maybe Somewhat true Quite true
Supplier Lean 1 2 3 4
Your suppliers use the "pull" system to avoid overproduction No, not really Maybe Somewhat true Quite true
Your suppliers standardize the tasks for continuous improvement No, not really Maybe Somewhat true Quite true
Your suppliers use visual control so no problems are hidden No, not really Maybe Somewhat true Quite true
You practice "Genchi-genbutsu" and visit suppliers to study their operation and culture No, not really Maybe Somewhat true Quite true
You collaborate with your suppliers to eliminate any wastes in their process No, not really Maybe Somewhat true Quite true
10 10
8 8
Offerings
Offerings
Southwest
6 6
other airlines Southwest
4 4
2 car 2
0 0
service
service
connectivity
connectivity
friendly
price
seating
speed
friendly
price
seating
speed
meals
departures
lounges
meals
lounges
departures
choice
choice
frequent
frequent
hub
hub
Factors of Competition Factors of Competition
5S
5 Now
4 3 yrs
Vendor Managed Inventory Visual Factory
3 5S
5 Now
5
5S
2 Vendor Managed Inventory
4
Visual Factory 3 yrs
Now 3
4
Vendor Managed Inventory
3
Visual Factory 3 yrs 1 2
1
2 Point of Use 0 Standardized Processes Point of Use 0 Standardized Processes
1
Point of Use 0 Standardized Processes
10
8
Offerings
Southwest
6
other airlines
4
2 car
0
service
connectivity
friendly
price
seating
speed
meals
lounges
departures
choice
frequent
hub
Factors of Competition
Contact Information