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VPMEP

Lean Assessment Tool


Hampton Roads Quality Management Communities

The Lean Assessment Tool contains ten category


worksheets describing the Lean best practices that
constitute the following attributes of Lean manufacturing.

1 Communication & Cultural Awareness


2 Visual Systems (5S) & Workplace Organization
3 Standard Work
4 Continuous Improvement
5 Operational Flexibility
6 Mistake Proofing/Poka-Yoke
7 SMED/Quick Changeover
8 TPM: Total Productive Maintenance
9 Pull Systems
10 Balanced Flow
Grade Interview
0-4 Observe
1 Communications & Cultural Awareness
1 Plant Mgt. Communicates with all levels of the organization on
topics regarding employee satisfaction and organization objectives
at least twice per year. I/O
Observations:
2 Employees are able to accurately describe the organizations goals
and how their job contributes to the achievement of those goals.
I/O
Observations:
3 There is a formal process for employees to receive feedback
concerning problems found in downstream processes or from
customer correspondence. I/O
Observations:
4 Employees working in groups to address performance, quality or
safety issues is encouraged by management. I/O
Observations:
5 Employees at levels understand and use common performance
metrics to monitor and improve work processes. I/O
Observations:
6 Problems in the work process are detected and investigated within
ten (10) minutes of the first occurrence. I/O
Observations:
7 Support staff, technicians and engineers routinely go to the location
of a problem to assess the actual situation and talk to the
appropriate employees to obtain their input. I/O
Observations:
8 The concept of Value Stream Mapping is known and all processes
have been mapped and are physically segregated into the like
value streams. I/O
Observations:

Total Score 0

Lean Category Score = Total/32 0.00


Grade Interview
0-4 Observe

2 Visual Systems (5S) and Workplace Organization


1 The business enterprise is generally clear of unnecessary
materials, items or scrap. Aisles are clear of obstructions. O
Observations:
2 The floor has lines that distinguish work areas, paths and material
handling aisles. Signs are in use to identify production, material
drop and inventory staging areas. O
Observations:
3 All employees are aware of good housekeeping practices and
operators consider daily clean up and put away activities as part of
their job. I
Observations:
4 There is a place for everything and is everything in its place. Every
needed item, tool, material container, part rackor office supplies are
labeled and easy to find. Employees know where to find these
items. O
Observations:
5 Display boards containing job training, safety, operation
measurables, production data, quality problems and
countermeasure information are readily visible at each work area or
process and are updated regularly. O
Observations:
6 Check sheets describing and tracking the top quality defects are
posted and are up to date at each work area. I/O
Observations:
7 Communication between shifts is handled with a standard
procedure. I
Observations:

Total Score 0

Lean Category Score = Total/28 0.00


Grade Interview
0-4 Observe

3 Standard Work

1 Standard operating procedures have been developed for each


process or cell and are used to train employees. I/O
Observations:
2 Every process has its SOP posted within view of the worker
performing the process. O
Observations:
3 The TAKT time for each product was used as the basis for the work
process time for each operation and the process manning
requirements. I
Observations:
4 The process of job design and standardization involves operators
as well as support personnel. I
Observations:
5
Frequently repeated, non-value adding operations in the enterprise,
such as changeover, quality checks, preventative maintenance,
clean up, etc. are visually standardized and updated. I/O
Observations:
6 SOP'S are audited, time dated and show what improvements have
been made. I
Observations:
7 Operators individually perform their processes according to the
process sheets or SOP'S and make few method or technique
errors. Any errors are recorded and tracked. I/O
Observations:

Total Score 0

Lean Category Score = Total/28 0.00


Grade Interview
0-4 Observe

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:

Total Score 0

Lean Category Score = Total/28 0.00


Grade Interview
0-4 Observe

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:

Total Score 0

Lean Category Score = Total/28 0.00


Grade Interview
0-4 Observe

6 Mistake Proofing/Poka-Yoke

1 Employees have been trained in the basis of mistake proofing and


there is a team responsible for analyzing process defects and
identifying mistake proofing opportunities. I
Observations:

2 Mistake proofing devices and methods have been implemented or


are being developed to eliminate the top process defects for each
work area in the plant. I/O
Observations:
3 Mistake proofing devices and methods have been applied to both
manual operations and automated processes, including paperwork
processes. O
Observations:
4 The mistake proofing devices that have been installed, are
monitored for effectiveness, and are maintained and kept in sound
working condition. O
Observations:
5 Parts, products and components have had analysis performed on
them to identify design opportunities to eliminate waste and
improve productivity. I
Observations:
6 Operators are empowered to stop the line when a defective unit is
found or when they cannot complete their process according to the
SOP. I/O
Observations:
7 Manual processes or tasks have be equipped with mechanical
checks to aid human judgement whenever possible. I/O
8 Observations:
Equipment and processes are equiped with call(andon) lights or
signals that bring attention to situations requiring assistance with a
problem or the replenishment of supplies. O
Observations:

Total Score 0

Lean Category Score = Total/32 0.00


Grade Interview
0-4 Observe

7 SMED/Quick Changeover

Changeovers are scheduled in advance and communicated in a


manner that informs all workers on the team that these events are
1 on that day's schedule. I
Observations:
Changeover teams are in place and have received training on
changeover time reduction procedures and are actively improving
2 change over methods. I
Observations:
Changeovers are done frequently and typically take less than 10
minutes to go from last good part of the current run to first good
3 part of the next run. I/O
Observations:
Change over time is visibly tracked and posted at each work station
4 where changeovers are performed. O
Observations:
As new changeover procedures and ideas are developed, they are
5 standardized and repeated in other areas of the enterprise. I
Observations:
Special tools and equipment have been developed and
implemented to reduce the time and labor involved in the
6 changeover process. I/O
Observations:
Using a checklist, all of the dies, fixtures, tools, fasteners,
materials, parts, raw stock, etc., needed for the next production run
7 are prepared in advance to reduce changeover times. I/O
Observations:
All changeover items and tools are stored in a neat, orderly fashion
when not in use and are maintained in good working condition.
8 O
Observations:

Total Score 0

Lean Category Score = Total/32 0.00


Grade Interview
0-4 Observe

8 TPM: Total Productive Maintenance


1 Maintenance team managers and workers have been trained in the
basics of TPM I
Observations:
2 Machines have all necessary safety guards in place. Safety devices
are in working order and equipment is locked out immediately when
broken down or when otherwise appropriate. O
Observations:
3 Preventive maintenance activity lists are posted in work areas and
item completions are tracked over time. I/O
Observations:
4 Accurate and visible maintenance records are kept up to date and
posted nearby for all production and support equipment. I/O
Observations:
5 Preventive maintenance activities are focused on increasing
process utilization and minimizing cycle time variation. I
Observations:
6 Preventive maintenance responsibilities are defined for both
maintenance and production workers. I/O
Observations:
7 Time is allowed in the daily production schedule for workers to
perform their preventive maintenance and cleaning duties. I
Observations:

Total Score 0

Lean Category Score = Total/28 0.00


Grade Interview
0-4 Observe

9 Pull Systems

1 Each manufacturing cell, line or work process has displayed,


visually, the target and actual hourly output as well as the shifts
production requirements and timing. O
Observations:
2 All production managers and supervisors have been trained in the
principles and implementation of shop floor material pull systems.
I
Observations:
3 Material flow or movement in the plant is based on the make one
move one concept, or is dependent on individual pull signals, via
Kanban, etc. from downstream work stations as parts or materials
are consumed. I/O
Observations:
4 Downstream processes are pulling material from upstream
processes. Upstream process work schedules are dependent on
downstream use. I
Observations:
5 Production lines/cells/office operations are capable of adapting to
changes in customer demand by changing only one production
schedule at the pacemaker process. I
Observations:
6 Production supervisors and office personnel are not motivated to
produce more parts/paperwork than the subsequent process
requires. I/O
Observations:

Total Score 0

Lean Category Score = Total/24 0.00


Grade Interview
0-4 Observe

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

Total Score 0

Lean Category Score = Total/24 0.00


Abv. Score
from Score to Target
Scores from assessment worksheets sheet X10 plot Score
Communication & Cultural Awareness CCA 0.00 10 0 10
Visual Systems & Workplace Organization VS&WO 0.00 10 0 10
Standard Work SW 0.00 10 0 10
Continuous Improvement CI 0.00 10 0 10
Operational Flexibility OF 0.00 10 0 10
Mistake proofing/Poka Yoke MP 0.00 10 0 10
SMED Quick Changeover QC 0.00 10 0 10
TPM, Total Productive Maintenance TPM 0.00 10 0 10
Pull Systems PS 0.00 10 0 10
Balanced Production BP 0.00 10 0 10
Total score 100

Calculate your final score and rate your facility according to the
following scale

Basis for Lean = 1 to 33 Lean Transition = 34 to 66 Advanced Lean = 67 to 100


Lean Assessment Chart
12

10

8
Performance

6 Column F
Column G

0
CCA VS&WO SW CI OF MP QC TPM PS BP
Categories

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