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EXCELLENCE IN LEAN
Questionnaire 2015
Automotive
Lean Production
Award & Study
Application deadline:
April 17th 2015
is April 17 2015.
Daniela Koch
Tel.: +49 89 90 405 680
Fax: +49 89 90 405 066
Email: lean.award@agamus.com
Picture: BMW
Participation is free
A. Contact data
1
2
3
4
5
YES
Name of respondent:
Job title:
Company and address:
Phone number:
E-Mail:
What is the exact designation of your unit (company, plant, ) you are participating with in the study?
(Hereafter always designated as plant)
Do you wish to apply for one of the Awards for your plant?
(You will receive the results of the study even if you do not apply for the Award.)
B. Structural data
NO
YES
NO
10
11
12
What was your plants revenue in the last business year? (In millions of )
13
14
What percentage of your revenue stems directly from enterprises in the automotive industry?
15
Your organization is mainly attributable to which tier of the automotive industry? (One answer only please)
OEM (vehicle manufacturer)
TIER 1
TIER 2 or higher
16
17
18
Casting (metal)
Machining (shape-cutting)
C. Introduction of Lean
There is not just one way to implement Lean Production. Each company has to find its own path.
19
Since when (year) have you been introducing Lean principles and tools to an appreciable extent?
20
Which way of implementation for Lean did you choose? (Only one response, please)
Top-Down (method-driven, e.g. description of the Lean-system => rollout => measurement of
implementation stage)
Bottom-Up (process-driven, e.g. Process analysis => test of suitable methods => system description
=> extension to other areas => measurement of process quality)
YES
NO
21
Which were the most important success factors for the prosperous implementation of Lean?
Please choose your TOP 4.
Mobilization and commitment (Top management commitment, open communication of actions and goals)
Leadership by Top management
Alignment across all hierarchical levels (coherent goals and a shared path)
Lean Roadmap (development and implementation of a roadmap for the implementation process of Lean)
Qualification measures for employees aligned to future requirements
Leadership (handling of the employees individual framework conditions, shopfloormanagement, )
Flagship projects (divisions that were optimized through Lean and represent a reference project)
Consistent performance measurement system (basis for the measurability of success)
Monitoring of successes (management and control on the basis of few KPIs, transparency)
Further development of culture (establishing Lean principles as a part of the corporate culture)
Other (please specify):
22
YES
Which statements apply to your plant? (One response to each statement, please)
NO
years
INTENSIVE
VERY
INTENSIVE
INTENSIVE
NOT VERY
How intensive were your previous activities regarding the following Lean-elds?
ACTIVITIES
24
NO
Process optimization
Design and improvement of lean value streams
Challenging and supporting the employees
Including experts and executive staff
Challenging and supporting the suppliers
Supplier Development, value-stream optimization, Integration of suppliers,
Learning organization
A change in the behaviour for a self-controlled CIP supplemented by Kaikaku
Long-term corporate strategy
Combination of Lean-activities in order to optimize the business model
D. Communication and Change Management
YES
25
Do you have a Communication and Change Management strategy for your plant?
26
How was/is the commitment of your plants employees regarding Lean and a production system?
NO
COMPLETELY
MOSTLY
NOT
RATHER
27
NOT AT ALL
SIVELY
VERY
INTENSIVELY
YES
NO
INTEN-
FEW
RATHER
ALL
NOT AT
28
31
Which departments have set lean goals, and at what level have these goals been set?
NONE
Do any capacity issues occur at middle management level in the course of a year?
(e.g. brought up by having to deal with additional issues)
MANAGEMENT
30
MIDDLE
MANAGEMENT
29
TOP
SECTION LEADER
FOREMAN/
Production
R&D
Quality
Purchasing
Logistics
Finance/Controlling
Sales
32
Do you have a controlling system that is able to evaluate nancially the improvements
(planned and implemented) driven by lean activities?
If yes: On the basis of which KPI(s) do you assess them?:
33
34
Which maturity level shows your plant according to the model above?
(state positive 0-100%; if you use a stage model, please refer to the highest stage)
35
Have you developed a systematic and role-specic lean training program for your plant?
37
If yes: To what extend have you implemented the lean training program?
(percentage of all employees that have passed this program)
38
How many Lean-experts that are released from other duties (FTE) do you have per 100 employees?
YES
NO
COMPLETELY
EXTENSIVELY
39
In-house consulting
Lean trainer
Project leaders of Lean projects
40
What kind of additional functions have you dened within your work organization?
Hancho function (supporting employee at the team leader-level: Problem solving, compliance with
standards, first management level on site)
Separation of production and logistic activities (Dandori employee, detailed logistics, )
HALFWAY
NOT
Lean-elements are the base of operating and continuously improving a Lean company.
PILOT
IMPLEMENTED
Disseminators (Specific selected employees that get trained concerning Lean topics and actively
transmit their knowledge within their areas)
To what extent have you sustainably implemented the following Lean production practices at your plant?
41
5S
(Sort, set in order, shine, standardize, sustain)
42
43
44
Flow production
Work cells sequenced to match the flow of materials, optimized paths,
synchronized and concatenated processes
45
46
Kaizen- / CIP-Workshops
Continuous improvement workshops with the employees who take part
in the process
47
Supplier development
Proactively develop the supplier to extensively integrate material and
information flows
48
49
Level production
Levelled job orders in order to produce for a defined period a constant number of
products in defined intervals
50
Poka Yoke
Employ a specially designed material or manufacturing process to prevent
errors; failure-safe processes, test mediums and equipment
51
Q-Tools
QFD, FMEA, 6-Sigma, 8D-Reports, A3-problem-solving process, etc.
52
Fast-response systems
Standardized event- and time-driven escalation routines that provide the
necessary resources in the event of problems; e.g. pull cord
53
Fast setup
Fast tooling to flexibly respond to customer requirements; goal:
reducing stock and increasing flexibility
54
Standardized workows
Clearly visualize workflows, defined operator cycles dependent on the
customer tact time; Goal: process reliability and efficient employee deployment
55
Standardized KPIs
Key figures that represent the necessary efficiency ratios (OEE, workforce productivity, complaint files) at production group level and are aggregated
to area codes
2015 Agamus Consult - All rights reserved
56
57
58
Visual management
Visual indications of standards of material and information flow, to detect deviations
and introduce counter action immediately
59
60
Shopoormanagement
Management on the shopfloor, standardized routines applicable to operators
and management
G. Lean in the supply chain
Only a holistic analysis of the value chain can lead to success.
YES
NO
61
What is the proportion of material cost in relation to the total turnover? (Raw materials and purchased parts)
62
In what kind of delivery are these materials been supplied? (Please specify each as a percentage by value of goods)
63
Batch
Just-In-Time (JIT)
Just-In-Sequence (JIS)
At what level is your stock being located? (Please specify each as a percentage by value of goods)
Raw material
Work in progress
Semi-finished products
Finished products
64
65
To what extent do you analyse the value streams between your company and the supplier?
(Only one answer, please)
For less than 25 % of the purchasing volume
Between 25 % and 50 % of the purchasing volume
For more than 50% of the purchasing volume
We do not analyse value streams in respect of suppliers.
66
What reaction time (days) do you need to increase your production by 20% stable?
days
What will be the first limiting resource? (People, machine/equipment, material, tool)?:
67
days
68
days
69
How do you increase your planning reliability to improve stability in call offs?
70
71
How many days supply (own + consigned) of nished goods do you maintain on average?
72
How many days supply (own + consigned) of raw materials do you maintain on average?
73
YES
NO
74
What is your plants service level (on time in full deliveries) from your customers perspective?
(Order placement date, delivery date)
75
What is your suppliers customer service level from your plants perspective?
(Order placement date, delivery date)
76
What is the average overall equipment effectiveness (OEE) as a percentage of total production
time at bottleneck processes/machines?
77
What is your direct customer complains rate? (Product and logistics defects only)
PPM
IMPROVEMENT
IN THE NEXT
2 YEARS
Productivity
Cost reduction
Internal PPM
Suppliers PPM
PPM to customers
Lead time
Inventory
OEE
Reaction speed
Flexibility
COMPLETELY
COMPLETEL
To what extent do you agree on the following statements due to your previous
Lean-experience?
MOSTLY
81
MOSTLY
How many suggestions for improvement are submitted per employee per year?
RATHER NOT
80
%-points
RATHER NOT
NOT AT ALL
79
NOT AT ALL
78
What relative percentage of improvement did you achieve by your Lean activities in
the last two years respectively what do you plan to achieve in the next two years?
In terms of:
Lean in industrial engineering: To what extent do you agree on the following statements?
82
Industrialization projects are focused on a target value stream design, target layout
and target KPIs. The remaining gaps between VSM and VSD are checked systematically and existing gaps are reduced by CIP-activities.
83
There are scheduled meetings, where employees from the departments production,
logistics, quality, purchasing, cost engineering and sales coordinate their activities
regularly.
84
Suppliers are regarded as an integral part of the value chain and therefore
systematically integrated into the industrialization process.
85
We have defined the core- and key competencies of our plant and we expand them
systematically. This is also a criteria for make-or-buy decisions.
86
87
The guidelines defined by the value stream design are systematically implemented
during the process-, production- and logistics planning.
88
There are defined standards for operating equipment, facilities, machines, tools,
components and parts that are used in SOPs.
90
91
All cost centres agreed on efficiency goals, which leads to a reduction of overhead costs.
92
93
All indirect cost centres of our plant are regularly evaluated by a standardized maturity
assessment model for Lean administration.
94
The processes in our indirect areas are standardized and applied by our employees.
95
Lean in the indirect departments: To what extent do you agree on the following statements?
Formular senden
COMPLETELY
MOSTLY
RATHER NOT
NOT AT ALL
89
The winners of the benchmark study 'Automotive Lean Production' - Award & Study Awards 2014 presented by AUTOMOBIL
PRODUKTION and Agamus Consult (from left to right):
Dr. Werner Geiger, Agamus Consult GmbH
Michael Timmermann, Schmitz Cargobull AG
Jan-Peter Bertsche, Volkswagen Nutzfahrzeuge
Enno Scharphuis, Tecnologie Diesel e Sistemi Frenanti S.p.A.
Paul Schneider, Continental Teves AG & Co. oHG
Hermann Bohrer, BMW Group
Bettina Mayer, AUTOMOBIL PRODUKTION
Picture: SEAT
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