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Total Score 0
3 Standard Work
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4 Continuous Improvement
1 There is a designated champion and a clearly communicated
strategy for continuous improvement in the enterprise with the
necessary resources, organization and infrastructure is in place to
support the process. I
Observations:
2 There is a formal suggestion process in place to solicit ideas for
improvements from all employees and to recognize their
participation. I
Observations:
3 Employees have been trained in continuous improvement methods
and have been affected by or participated in continuous
improvement events. I
Observations:
4 Employees know the eight wastes, are actively involved in
identifying wastes in their processes/areas and are empowered to
work to reduce and eliminate the waste. I
Observations:
5 Continuous improvement, Kaizen projects/events are structured,
planned and implemented. Successes are recognized and
expanded throughout the facility. I
Observations:
6 Most improvements made throughout the enterprise involve little or
no expense to implement. I
Observations:
7 Product/process Value streams undergo examination for
continuous improvement on a regularly scheduled basis. I
Observations:
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5 Operational Flexibility
1 Employees are given formal training before doing a job on their
own. Few defects or work process are attributable to new or
inexperienced workers. I
Observations:
2 Product/component/paperwork travel distances have been
measured, analyzed and reduced by moving equipment and work
stations closed together. I/O
Observations:
3 Equpment is "right sized" for the operation/process. They have the
ability to change speed to match the TAKT time. No "monuments"
are present in the process. O
Observations:
4 The work process is designed to immediately identify defects when
they occur. I/O
Observations:
5 Processes and equipment are arranged to facilitate continuous flow
of work through the enterprise. Machines are NOT arranged by
department, type or process group. O
Observations:
6 Employees are cross trained and able to do the work at each
station in a production cell or each job in a work process. I/O
Observations:
7 U-shaped cells have been designed and implemented on the shop
floor to promote one piece flow through production. O
Observations:
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6 Mistake Proofing/Poka-Yoke
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7 SMED/Quick Changeover
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Total Score 0
9 Pull Systems
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10 Balanced Flow
1 There is an effort to level work process schedules by requiring
suppliers [including internal suppliers] to schedule frequent, smaller
deliveries, evenly over the period. I
Observations:
2 Changeovers in production are made to support the concept of
running to demand for all products, and not to support long
production runs, WIP inventory buffers, or daily short ship
emergencies, etc. I/O
Observations:
3 Takt time is known by all associates and determines the pace of
work processes in the enterprise. I
Observations:
4 The TAKT time is used as the basis to determine process cycle
times and allocate work throughout the work process. I/O
Observations:
5 Processes on production lines/office operations or in cells are
balanced or leveled so the difference between cycle times of linked
processes is negligible. I/O
Observations:
6 When demand volume changes, production/office processes are
re-balanced or redesigned to flex up or down the process cycle
times to correspond to the new Takt time. I
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Calculate your final score and rate your facility according to the
following scale
10
8
Performance
6 Column F
Column G
0
CCA VS&WO SW CI OF MP QC TPM PS BP
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