LEAN DIAGNOSTIC TOOL

Score each question below using the KEY on the right. Then review your score and
rating in the Tab named Score.

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LEAN DIAGNOSTIC TOOL - EVALUATE YOUR COMPANY'S ADOPTION OF LEAN PERFORMANCE

Score each question below using the KEY on the right. Then review your score and
rating in the Tab named Score.

KEY
Not found anywhere (0%)
Found in some areas (25%)
Commonly found but not in majority (50%)
Very typical, some exceptions (75%)
Found everywhere, no exceptions (100%)

Part 1 - Leadership
The organisations vision / mission / goals are clearly written down, the objectives are measurable and are understood at all levels in the organisation.
Employees are able to accurately describe the organisations objectives and how their job contributes to the achievements of those objectives.
Achievement of the organisations goals are linked to the implementation of lean tools and techniques (perhaps under the banner of 6 sigma, Kaizen, continuous
improvement, quality circles or other structured approaches).
Directors, Managers and Team leaders have a thorough understanding of lean tools and techniques and how to implement lean.
A non-blaming, fact-based, process driven atmosphere exists throughout the organisation.
The roles, responsibilities and accountabilities of team leaders, supervisors and managers are clearly set out and published.
Promotions, pay and rewards are decided in a fair and structured way, where everyone knows how his team leader or manager rates performance.

Part 2 - Customer focus

The proportion of business delivered to each end customer is known at all levels in the organisation.
The organisations quality and delivery performance with its end customers is known at all levels in the organisation.
Sales and marketing and customers regularly visit the shop floor.
The actions being taken to improve quality performance with customers are well documented and understood at all levels in the organisation.
There is an expectation and focus at all levels that the organisation will achieve 100% delivery schedule achievement to customer demand.
Supplier performance in terms of quality and delivery are acceptable and comparable to our quality and delivery performance with our customers.
Suppliers are made aware of the end customers specifications and delivery requirements and, where appropriate, contracts reflect a joint commitment to these targets.

Part 3 - Empowerment
The Standard operations procedures have been developed by the team leaders and operators with input from support staff.
Flexible employment policies are in place that enable lean implementation to take place. People are multi-process capable and are able to do the work at each station in a
production cell or each job in a team.
Team authority and accountability is clearly defined and not superceded by senior management.
Training is offered to all employees including coaching in the use of tools and techniques. Training records are kept and training effectiveness is reviewed and regularly
updated.
Everyone in the organisation is encouraged to be actively involved in continuous improvement teams to identify and eliminate waste.
There are regular formal gatherings (such as quality circles) when improvements are proposed, discussed and progressed.
Authority for expenditure on process improvements is delegated to teams.

Part 4 - Communications
External and internal business performance data is readily available to all employees.
Process performance data is collected and displayed at source by the individuals most closely associated with that part of the process.
Display boards containing job training, safety, standard operation details, production data, quality problem and countermeasure information are visible throughout the plan.
All employees understand the displayed information in their area and are comfortable explaining it to visitors.
There are periodic communication sessions carried out by senior management that are then cascaded down through the organisation.
Senior managers receive regular feedback from individuals throughout the organisation regarding changes and improvements identified and actioned.
360 degree feedback is used to improve inter-personal relationships.

Part 5 - Core processes

The Value Stream is fully mapped and products are segregated into family streams.
The Value Stream is regularly reviewed to identify improvements and instigate action plans to reduce lead time and speed up information flows.
Standard operations exist for all manufacturing operations and also exist for production support activities such as line feeding, changeovers, quality checks, maintenance,
etc.
Workplace organisation is evident by only essential items being available in the workplace. All equipment, work stations and material holding areas are organised and clearly
marked and free from debris (5S approach).
Defect items are immediately detected when they occur and remedial action, using problem solving techniques, is instigated. Poor quality parts never move downstream to
subsequent processes.
The 5S condition is supported by the use of checklist and audit process through the line management structure, and the 5S condition is evident in production, support and
office areas.
It is easy for as stranger to identify work content, material flow and current performance for any work area.

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Part 6 - Plant & equipment

Layouts and cells have been implemented on the shop floor to support a team-working environment and enable continuous (ideally one-piece) flow of material through
production.
Part travel distances have been analysed and reduced by moving equipment and work stations closer together and work station layout has been changed to improve
operator ergonomics.
Error-proofing devices and methods have been implemented or are being developed to eliminate the top production defects for each work area.
Processes are equipped with audible/visual signals/call lights that are machine or operative-actuated to call for assistance when a problem is encountered.
There is a process for monitoring changeover/set up times with a view to identifying improvement opportunities using set up time reduction methodology.
When new equipment is purchased or existing equipment replaced we generally upgrade our capabilities at the same time.
Preventative maintenance activity lists are defined for both maintenance production employees and are tracked over time.

Part 7 - Supporting processes

Sales, technical sales and applications engineering deliver clear unambiguous customer requirements on every order.
Sales, technical sales and applications engineering deliver clear unambiguous technical and quality requirements on every new / change order.
Sales and marketing and commercial commit the organisation to achievable lead times and delivery promises, based on a full understanding of process capacity, and
material/parts availability.
Manufacturing/production/industrial engineering provide the necessary layouts, process specifications, routes, programs, jigs/fixtures and tooling to allow work to be started
on schedule.
Full details on quality conformance requirements and procedures are provided and all necessary training/accreditation is completed before work is scheduled to start.
The master schedule and production schedules/work-to lists are prepared in conjunction with production, maintenance and procurement to ensure optimum flow and line
balance (or capacity optimisation).
New products are introduced on time and ready for production as frozen designs.

Part 8 - Supporting infrastructure

Finance provides requested financial information to operating teams. All products have costed bills of materials.
All the financial and performance information is available on line and team leaders and operatives have access to computer terminals as close to the work place as is
practicable.
The performance measurements generated from the organisations computer systems match those used on the shop floor and in offices.
HR/personnel data and one-to-one support on personnel issues is readily available to all employees.
The facilities (buildings, site services, parking etc.) are managed to support the production operations and improve customer service.
We consistently benchmark internal capabilities and reassess our make versus buy policy in non-core processes in order to reduce costs.
Senior Managers are regularly seen on the shop floor discussing current issues and improvement programmes with production teams.

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SCORE
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LEAN DIAGNOSTIC TOOL - YOUR COMPANY'S LEAN PERFORMANCE SCORE

LEAN DIAGNOSTIC SCORE

Leadership
Supporting infrastructure

100% Customer focus

50%

Supporting processes

0% Empowerment

Plant and equipment

Communications
Core processes

TOTAL
SCORE

%
SCORE

0
0
0
0
0
0
0
0

0%
0%
0%
0%
0%
0%
0%
0%

Leadership
Customer focus
Empowerment
Communications
Core processes
Plant and equipment
Supporting processes
Supporting infrastructure

0-20% is very low and would be a concern. You should focus on the area of concern to improve your score.
20-40% is low and needs attention. Understand the requirements of the question and put remedial actions in place.
40-60% is typical but by no means good enough to be a Lean organisation.
60-80% is good. You are well on your way to being Lean in this category.
80-100% is excellent with 90%+ being world class. Don't rest now - continuous improvement is the name of the game!

Leadership is essential, for both growing the company and maintaining the synergy between actual results and anticipated. It is essential that in order for your lean drive to become an active part of the
companys culture, leaders from operational through to senior are driving the company and actively leading the lean journey.

Customer Focus should be a primary driver for all business. Lean is primarily focused at creating and delivering value in the customers eyes, and it is essential to understand what the customer does indeed
perceive as being of true value when your company produces its products and services.

Empowerment of your staff acts as a core mechanism for developing cultural change and increasing levels of morale, which ultimately reflect in individual work ethic and general performance levels amongst
staff. It is important to utilise the workforce effectively through simple tools as job enrichment, delegation, regular meetings and giving teams the ability to try new ideas without reprimand.

Communications and the companys associated policies should be viewed to effectively create cross functional knowledge sharing from process performance, business performance, including customer
requirements.

Core processes are a fundamental aspect to producing effective products and services. Understanding the value stream, using standard operations and effective workplace organisation are just some pointers
for which to hone in on, and will help develop robust processes to increase effectiveness and efficiency. The key here is to create an effective workplace, which is clean, through 5s and then develop efficient
processes to drive out further waste.

Plant and equipment is vital In order to improve your competitive advantage through Lean, your plant and equipment must be continuously maintained and there is equally an optimum layout, for which to
improve efficiency and reduce wasteful activities. Such areas as; Poke Yoke (error proofing), cellular teams, optimum workflow and effective maintenance is regularly maintained to support you improvement
activities.

Supporting processes. It is probably clear to see through such examples as ambiguous customer requirement specifications from sales or engineering, unrealistic lead time and delivery promises and
disjointed production scheduling. A companys supporting processes stem from its supporting functions, like sales, marketing, IT, Engineering and so on. It is vital that regular communication is conducted cross
functionally, and that all supporting areas are aligned universally to production and associated restraints. If successfully implemented, the company should produce far less defects, increase flexibility to demand
and also improve on its bottom line. It is recommended that a plan is generated to improve the processes, which support the manufacturing function.

Supporting infrastructure should allow production to perform to near capacity, smoothly and efficiently. Information and supporting elements should be aligned to assist production effectively. Performance
and financial information should be shared across the firm. Personnel data should be available to employees and internal capabilities and competencies should be regularly monitored. If the infrastructure is in
place, the company can develop its competitive advantage through its core competencies and really drive forward to enhance its operations.

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