Lean Summary

Copyrighted 2005 by Fuss & ONeill, Inc.

Agenda
The Waste Spotters Guide The Lean Production System Supports of the Lean Production System Focused Assessments Manufacturing Assessment
Lean Production System Road Map

The Waste Spotters Guide

Tool used to highlight waste
Use to check your progress
Have others use this in your area

Great tool when starting in a new area Helps us develop eyes for waste

AGHHHH!!!!!!

Transportation
Symptoms
Many conveyors Many busy hand trucks, forklifts, etc Widely spaced equipment Precise stacking and un-stacking

Countermeasures
Analyze process flow:
Can processes be linked or combined?

Inventory
Symptoms
Prescribed storage volume exceeded Material condition deteriorated Old dates on material labels (DUST) Stacks of containers for WIP Sophisticated stores system

Countermeasures
Investigate standards and procedures for:
Stock identification Stock location Replenishment, withdrawal Review basis for batch size Review setup process

Motion
Symptoms
Components, controls, etc. outside easy reach Double handling Layout not standardized Equipment widely spaced Operators bending

Countermeasures
Implement new layout Pay close attention to material presentation

Waiting
Symptoms
Operators idle or at slow pace Operators watching equipment

Countermeasures
Chart standard work Construct allocation, complete man / machine chart Re-balance work Bring in more work or shed work if required
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Over Production
Symptoms
Piles of WIP Target and achievement unclear Standard number of parts unclear Precision stacking on available surfaces

Countermeasures
Query underlying reasons (e.g. payment schemes, material supply, equipment reliability, working pattern, etc) WIP and Mark Out location Condense layout, consider one-piece conveyance Standard expectations how much, where, when

Over Processing
Symptoms
Variation between different operators Variation between standard and actual operation Activity adds no value from customer perspective

Countermeasures
Determine quality standard and how to define and achieve standard operation Train operators Consider why process is being carried out

Defects
Symptoms
Poor material yield Work pieces in scrap bin High inspection effort Difficulty in assembly Rework facility Customer complaints Irregularity of work

Countermeasures
Clearly identify problems, causes, countermeasures Chart progress If supplier involved, give feedback and refuse to accept nonconforming parts Enforce clear objective standards

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Opportunities
Waste Spotter's Checksheet
WHAT Transportation How Much (use data) WHY Possible Paradigms

Inventory

Motion

Waiting

Over Production

Over Processing

Defects

Lean Production System

Provide
Greatest Value Lowest Cost Possible

It how you run your business

Not a program
If it is it fails

Needs to be part of your culture

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House of Lean
Garlock - TCV
Lean Principles
JIT Employees Involvement Continuous Improvement
5-Whys Hanedashi 5-Ss 6 Sigma

Speed To market

Jidoka

TAKT

TPM
Pull

Andon SMED

PokaYoke

Flow

Standard Visual Work Control Right SuperMake it Sizing markets Ugly

Value Stream Mapping

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The Pillars
Just-In-Time Production (J-I-T) J-I-T is a program that embraces single-piece production based on actual customer demand rather than forecast, producing only whats needed when it is needed. Time-Based Competition Compress the time to move product through the plant. The competitive reality is that the business producing the highest quality product at the greatest value in the shortest time sells the most product.
14

The Pillars
Employee Involvement Harnessing the energy and knowledge of everyone who works at your company by:

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Focusing on the situation, not the individual Establishing clear goals Maintaining self confidence and esteem Providing clear feedback Taking initiative to make things better Leading by example Monitoring & recognizing contributions Training people to do their jobs well

Price
Do not mistake the difference between Value and Price. When the consumer acquires a product, it is because it has a special value. If the production cost increases; We increase the price! Dont take this road, it doesnt work. If your price increases without adding value, you loose your Customer. Reduce your costs; in the Profit Equation, it is the only area to maneuver.
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5S Workplace Organization
5S is absolutely fundamental when it comes to lean
Ensures that the workplace is capable of:
visual control, standard work, and Lean Production

It is performed to improve Safety, Quality, and Productivity

a clean workplace is just a fortunate byproduct

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5S Workplace Organization
Sort - Determine what is needed to support standard work - remove everything else. Set in Order - Label and make tools & parts easy to find arrange them in the sequence of use. Shine - Clean, paint, and inspect the workplace Standardize - Standardize the 1st 3 Ss Write standard work for performing 5-S Sustain - Make it a habit and make it visual
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5S Workplace Organization
5S is about eliminating waste
The fundamental premise of Lean

Implement 5S throughout the facility

Office & shop floor Red tagged items should have a decision date

Use a 5S audit
Measuring is the only way to keep it going

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The 5 Whys
5 Whys - Asking the question why many times to ensure that the root cause problem is accurately identified so that it can be corrected. Process Measures - Process measurements are those that portray achievement in terms of the continuous improvement of process parameters, not just in terms of process results.

Well-made processes yield good results.

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Supports of the Lean Production System

Visual Controls are used to clearly define normal or
desired conditions and to expose abnormal and undesired activities. Visual controls can consist of charts, measurements, diagrams, lights and signs. The LPS goal is to have visual controls on all processes.

Standard Work provides a consistent routine that

ensures quality & safety and is the basis of all continuous improvement activities. Standard work is best written by the people who do the work.
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Supports of the Lean Production System

Takt Time
Takt time is the rate at which the customer buys our product, expressed in minutes or seconds. It is used to determine the proper pace and staffing of a cell and the required output. Takt = Available Production Time / Rate of Customer Demand Example: Customer wants to buy 240 hammers each day

Factory operates 480 minutes a day (actual minutes not adjusted for anything other than breaks) 480 minutes / 240 hammers = 2 minute Takt
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Supports of the Lean Production System

Single Piece Flow - Create processes to build one
piece at a time. LPS goal is to have one piece flow on every process.

Standard WIP - Standard Work in Process. The

minimum number of units required in the process to make it flow and support standard work. It should be clearly & visually marked. Right Sizing - Using only the minimum required size to support standard work for work areas, equipment and containers - prevents waste from entering an area.

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Supports of the Lean Production System

Poka-Yoke - Mistake Proofing. Processes designed so that its impossible to make an error. Use devices such as gauges, gates, deflectors and sensors to prevent processing bad parts or materials. Visual Refill - Using lights, meters, flags or other visual means to signal the need for replenishment of materials, parts or supplies.

24

Supports of the Lean Production System

Setup Reduction - significantly reducing setup times, permitting more frequent setups, which in turn results in smaller batches and increased machine availability.
Rejects the concept that setups should be amortized over large lots of parts Will generate capacity without capital Average kaizen setup reduction event should reduce setup time 50% on the first event.

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Supports of the Lean Production System

Pull Production Produce only when next operation needs product (IPK) and only in the quantity to be shipped. IPK In Process Kanban. Designed to facilitate flow by making sure area has correct amount of work ready to go. Andon - Japanese term for lamp. A bell, light or signal used to draw attention to a nonstandard condition.
26

Supports of the Lean Production System

Supermarkets - A pull production technique. Materials in a supermarket are pulled off the shelves by the customer. This concept allows for a minimum quantity of parts to be stored at the cell and as these parts are consumed, they are replenished from a supermarket.

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Supports of the Lean Production System

Make it Ugly - Make waste visible, then fix it now! Wastes are the elements of a process that do not add value for the customer, but increase cost.

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Supports of the Lean Production System

Multi-Skilled Workers - Workers that are skilled in a variety of tasks. Rigid job descriptions & excessive classifications hinder teamwork & reduce flexibility. DFM/A - Design for Manufacturability & Assembly. Designing products with manufacturing & assembly processes, tools, quality control measures and related equipment in mind.

Goal = Minimum components which are easily manufactured & assembled with no waste.
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Supports of the Lean Production System

Jidoka - Equipment designed to sense & prevent the production of faulty parts. When machinery identifies a bad part it automatically stops the process until the problem is fixed. Automation with the human touch.

Line Stop - Stopping production to expose waste or process failure. Done to focus immediate attention on the problem so that it is corrected now!
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Supports of the Lean Production System

TPM - Total Productive Maintenance. A process to maximize the productivity of equipment for its entire life. QFD - Quality Function Deployment. A multiskilled team listens carefully to the customers unvarnished expression of their needs and translates those needs into engineering characteristics, competitive assessments, selection of critical / key characteristics, product / process design & follow-up.
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Supports of the Lean Production System

Mixed Modeling - Making several different parts or
products in varying lot sizes so that the plant produces close to the same mix of products that will be sold that day. Build every model every day!

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Supports of the Lean Production System

Supplier Certification - A tool that improves supplier performance by creating partner relationships. Continuous Improvement - This philosophy is founded in the belief that something can always be made better. Implementing the tools of LPS is never ending.

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Supports of the Lean Production System

Kaizen - Kaizen is a Japanese philosophy of action
signifying change for the better. Specifically, Kaizen means to take something apart, think about it, and then to make it new by reconstructing it in a different way. Kaizen = Kai [to take apart and make new] + Zen [to think about so as to help others]
The Lean Production System uses the Kaizen principles to continuously improve. Therefore: Kaizen = Thoughtful Acts of Continuous Improvement!
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Best Practice Sharing Across Facilities Intranet (protected)

Key word search Book of Single Point Lessons or Improvement Ideas

Dont reinvent the wheel

K.I.S.S.
Employee recognition
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Single Point Lesson

Title: Quick Change Tooling

x o o o o x

Basic S kill CounterMeasure Accessibility S afety Mistake Proofing Producti vity

Two widths of material required two different set-ups. Tooling was modified for quick change. The fixture for the wider material stays in the press. When it is time for the more narrow material, a second fixture is dropped in on top of the other fixture and attached with a one touch pin. Wide material fixture Narrow material fixture

Written b y: Marc Haugen Plant Shown :Helleby, England

Drawn Date: 5/17/00 SPS Manager: Da ve B roadhead

Single Point Lesson

Title: Production Boards

x o o o o o

Basic S kill CounterMeasure Accessibility S afety Mistake Proofing Producti vity

Raw Material

Finished Product

Production boards shows each value added step of the process. Production boards are great visual controls, which show how products are manufactured. They can be used to train new employees about how products are produced and to help educate everyone in the plant about the product. These visuals can also be used to point out quality issues.

Written b y: Kirt Tassmer Plant Shown : Puebla

Drawn Date: 10-25-99 SPS Manager: Jorge Anaya

Lean Summary What Questions do you have about what youve heard?

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Manufacturing Assessment

Plant Location ________________ Assessment Date _____________ Lean Consultant _______________ Contact ______________________

Focused Assessment Questions and Observations

Shop observations

Visible signs of who customers are?

Quality levels & production levels posted? Takt time clocks? Visual work instructions? 5-S Rating? Do they post it? Regular cleaning schedule? Aisles clean? People pick up litter? Point of use tooling? Only necessary items present? Set up times posted? Operation sequences posted? Inventory scattered around? Lot sizes? Equipment cleanliness? Chips? Grit? Air Filters?

Focused Assessment Questions and Observations

Questions
1. Employees have a skills matrix, visible, for training purposes? How much training does each employee receive per year? 2. Production supervisors know where their bottlenecks are? Do they know their quality levels? Do they believe in continuous improvement? 3. Do they know what their OEE is? Is there a PM system? Is it being done? Visible? What is the % of planned vs. unplanned maintenance? MTBF? 4. Do they know what their set-up times are? 5. Do they know their customer delivery schedule? Takt time? Are operations below Takt time? 6. Do they know their lot sizes? How do they schedule inventory? Inventory # of turns? 7. What is their on-time delivery? What is the % of suppliers certified? Is incoming material inspected 100%?

Manufacturing - Assessment
LEVEL

Workforce
A Customer focus on Cost, Quality, & Delivery. Employees empowered to make changes. Skills matrix 100% complete, visible & maintained. Training >100 hours /year. Active cross training program.

Supervisors / Managers
Knows & understands bottlenecks (people, parts, equipment, process). Ongoing continuous improvement in those targeted areas. Visibly empowers his / her people. Understands and can teach Continuous Improvement tools.

LEVEL 5

Skills matrix complete and visible. Cross training as needed. Training >75 hours / year / employee. Teaming skills training. Active teams for continuous Improvement. Semi-formal education and training program. Critical skills identified. Training >50 hours/ year/employee. Plan for covering vacation and sick leave. Employee involvement awareness training. Basic skills identified. No cross training program. Training >25 hours / year / employee. Little employee involvement. No employee empowerment visible. No skills identified. No cross training. Training <10 hours / year / employee. No sense of urgency to improve operations. Employee turnover very high.

Knows bottlenecks & performs continuous improvement sporadically. Knows and can teach some C.I. Tools. Knows employee skills and provides training. Knows of Continuous Improvement. Has C.I. Teams run by outside consultants. Beginning to believe in C.I. . Knows skills of employees, but not written down.

Does not visibly believe in C.I.. Knows little of employee skills. Continually playing catch up with parts schedule. Makes all decisions for employees. Does not believe in C.I.. Continually delivering parts late to customer.

Notes:

Manufacturing - Assessment
LEVEL

5-S
All levels of 5-S implemented. Systems in place to maintain >20.0 rating. 5-S practiced daily. Full Visual Controls. Excellent safety rating. Standardization of all tools and gauges.

Visual Controls
Production / Quality & Performance metrics are communicated daily on boards. Information is updated daily. Easily interpreted visuals. Full visual work instructions. Visual controls for abnormalities.

LEVEL 5

Point of use for all daily tools and gages. Improving to >15.0 rating. Organization and Labeling. Some standardization of tools and gauges.

Central communication is established and updated weekly. Explanation required. Some visual controls for abnormalities. Work instructions assisted by drawings.

Work areas and machine are clean and neat. Improving to >10.0 rating. There is minimum organization and storage. Only necessary items are present.
Removal of unnecessary items has been completed. There is a daily cleaning of work area. < 10.0 rating. No system to attack dirt and clutter. No 5-S program. Infrequent cleaning. No organization or standardization. <5.0 5-S rating.

Process improvement and some production info is visual and maintained. Explanation is required to interpret visuals. Work instructions are limited in use of visuals.
Some boards used for communication & process improvements. Production info is updated, but not shared. No visual boards for production metrics or general communications. Info not updated or maintained. Work instructions require frequent interpretation.

Notes:

Manufacturing - Assessment
LEVEL

TPM
TPM process implemented. OEE >85%. Planned Maintenance >90%. Predictive Tools used. Visual boards used for PM schedule. PM schedule on time within 5%. Operator PMs completed 100%. Equipment 100% leak free. OEE >75%. Planned Maintenance >80%. PM schedule on time within 10%. Operator PMs completed >90%. Equipment calibrated 100%. Coolant enhancement program. 50% leak free.

Set-up / Changeover
Zero setup (< 3 min.). All setups are external. Tools / gages in kits and standardized. Practiced and documented setups. Formal reduction program in place. Quick remove / install / align features. Mistake proofing in place.

LEVEL 5

Single minute setup (< 9 min.). Setups done external. Tools / gauges in kits. Documented setups. Formal reduction program. Some standardization.

OEE being performed routinely & >50%. PM schedule established. Operators clean equipment and perform daily checks. PMs comprise 50% of total maintenance work.
TPM training sessions held on routine basis. OEE observations started. Downtime history established. Initial cleaning of equipment. No PMs performed. 90% of maintenance work is on emergency basis. Equipment is run to failure. Operators/Cell leaders have no ownership of equipment. No downtime history.

Setups between 10 & 60 minutes. Some setups done externally. Some tools / gauges in kits. Reduce setups only when a problem. Few standardized tools.
Setups between 60 & 120 minutes. Setups done internally. Some tools / gauges in kits. No formal program for setup reduction. Operator variation exists. Setup > 120 minutes or do not know. All setup is internal. No tool/gauge kits. No setup reduction program or awareness.

Notes:

Manufacturing - Assessment
LEVEL

Standard Work
All workstations have posted SWCS displaying TAKT, operation sequence and manual / auto time. All operations below TAKT time. Cycle times are within 20% of each other. Zero O.T. Flexible resources for spontaneous bottlenecks. Standard work sheet elements are shown on boards for work area. Forms are understood and used by cell members. Achieve daily schedule with minimal O.T. Majority of operations are within TAKT time. Attacking C/T >T/T. Posted boards showing operation sequence. Not all personnel understand standard work. Bottlenecks are apparent. Alleviate by using buffer. Expedite when critical. Strategic O.T. Identified C/T > T/T operations. Work instructions developed by team. Improvements implemented quickly. Bottlenecks are apparent. C/T > T/T. WIP is excessive. O.T used for maintaining throughput. Expediting. Methods determined by individuals. No consistency. No bottleneck I.D. Expediting is significant. TAKT time not understood.

Inventory
One piece flow. Fully implemented Pull system. Zero buffer stock. < 2 days WIP. 40 turns/year. < 5% square foot inventory space.

LEVEL 5

Lot size < 3. Pull system within selected cells. Strategic buffer stock held at bottlenecks. MRP used for Long Term planning. Schedules adjusted daily. < 1 week WIP. 30 turns / year. 5-10% square foot of inventory space. Lot size < 10. Pull at incoming & outgoing areas. Significant buffer stock at bottlenecks. > 2 weeks WIP. 20 turns / year. 10-15% square foot of inventory space. Lot size > 10. No Pull system. MRP used for scheduling. > 3 weeks WIP. 10 turns / year. 20-30% square foot of inventory space. Batch or large lot sizes (30-50). Push manufacturing. Extra inventory scattered through shop. > 4 weeks WIP. < 5 turns / year. 50-60% inventory space.

Notes:

Manufacturing - Assessment
LEVEL

Quality
DPM < 10. CPK = 1.47. All processes are certified. Real time process control. $0 MRB. Mistake proofing devices at all operations. Op Cert. fully implemented.

Material Management
100% on time delivery. 100% certified suppliers. Dedicated supply management team to work process. Minimum number of material handlers. On time release of material. Sub tier partnerships.

LEVEL 5

DPM < 63. CPK = 1.33. 100% of processes are certified. Real time process data collected at certain operations. $0 MRB. Mistake proofing devices at some operations. Op Cert. training.
DPM < 254. CPK = 1.22. Process studies to identify KIV, KOV, KPV. Basic SPC tools applied to process variables. Minimum $$ MRB. Root cause analysis used to identify defect drivers. DPM < 652. CPK = 1.14. SPC used on product dimensions not process variables. MRB $$ are significant. Mistake proofing awareness. DPM < 2,700. CPK = 1.0. There is significant scrap & rework. No SPC awareness tools. No mistake proofing awareness.

95% on time delivery. 80% of suppliers certified. Some process improvement teams to work supplier issues. On time release of material.

90% on time delivery. Select suppliers certified. Some teams to work supplier process issues. Material release sometimes is late.

< 90% on time delivery. 100% of incoming material inspected. No process team to work with suppliers. Lots of material handlers & expediters.

< 80% on time delivery. 100% of incoming material inspected. Fire fighting of material management issues. No supplier consolidation.

Notes:

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Lean Production System Road Map

Mfg.
Flow Operator Flexibility Supplier Management Standard Work

Flow Manufacturing Perfect Plant

Here, Global

Inventory

People Production
Planning Training

TPM OEE Value Stream Mapping

Quality

Work Force Poke Flexibility Yoke Set-Up Quality Kaizen Times Awareness 5-S Visual Controls

Manufacturing - Assessment
LEVEL

1. Value Stream Mapping

All current and future value stream maps are complete, and value stream implementation plans are being followed for all product families.

2. 5-S
All levels of 5-S implemented. Systems in place to maintain >20.0 rating. 5-S practiced daily. Full Visual Controls. Excellent safety rating. Standardization of all tools and gauges.

LEVEL 5

Current and Future state maps and implementation plans are complete for top 90% of SKUs.

Point of use for all daily tools and gages. Improving to >16.0 5-S rating. Organization and Labeling. Some standardization of tools and gauges.
Work areas and machine are clean and neat. Improving to >12.0 5-S rating. There is minimum organization and storage. Only necessary items are present. Removal of unnecessary items has been completed. There is a daily cleaning of work area. < 8.0 5-Srating. Beginning stage of 5-S implementation. >3.0 5-S rating. No system to attack dirt and clutter. No 5-S program. Infrequent cleaning. No organization or standardization. <3.0 5-S rating.

Current and Future state maps and implementation plans are complete for top 75% of SKUs.

Current and Future state maps and implementation plans are complete for top 50% of SKUs. Current State and Future State maps and an implementation plan are complete for one manufacturing family. Manufacturing families are defined for the plant using process mapping or other similar techniques. No value stream mapping has occurred.

Notes:

Manufacturing - Assessment
LEVEL

3. Visual Controls
Production / quality & performance metrics are communicated daily on boards. Information is updated hourly. Easy to understand visuals. Management reviews take place at the cell. Visual controls for abnormalities (Andons) are used. Visual work instructions are in all major production cells.

4. Workforce Flexibility
A Customer focus on cost, quality, and delivery. Employees empowered to make changes. Skills matrix 100% complete, visible & maintained. Training >100 hours /year. 100% of employees cross trained. Skills matrix complete and visible. Team skills training. Active teams for continuous Improvement. >75% employees cross trained in cells.

LEVEL

Boards are up at all major production cells and production information is updated.

Semi-formal education and training program. Critical skills identified. Employee involvement awareness training. >50% cross trained in cells.

Some boards used for communication and process improvements. Information is up to date. Some visual boards for production metrics and general communications are on plant floor. No visual boards for production metrics or general communications.

Informal training program. >25% cross trained in cells Basic skills identified. No cross training program. Little employee involvement.

No employee empowerment visible. No skills identified. No cross training. No sense of urgency to improve operations. Employee turnover high.

Notes:

Manufacturing - Assessment
LEVEL

5. Training
>80 hours/year training per employee

6. Production Planning
One piece or set planning to demand

LEVEL

4
>60 hours/year training per employee Hourly Planning to demand

>40 hours/year training per employee

Daily Planning to demand

>20 hours/year training per employee

Weekly Planning to demand

>10 hours/year training per employee

Bi-weekly Planning

<10 hours/year training per employee

Monthly Planning

Notes:

Manufacturing - Assessment
LEVEL

7. Supplier Management
100% supplier on time delivery. 100% certified suppliers. Dedicated supply-mgmt. team to work process. Minimum material handlers. JIT release of material. Sub tier partnerships in place. >95% supplier on time delivery. 80% of suppliers certified. Some process improvement teams to work supplier issues. JIT release of material beginning. > 90% supplier on time delivery. Select suppliers certified. Some teams to work supplier process issues. > 80% supplier on time delivery. Specific incoming material inspected based on supplier performance. Supplier measurement system in place. > 70% supplier on time delivery. Random incoming material inspected. No process team to work with suppliers. No measurement system. < 70% supplier on time delivery. Random incoming material inspection. No supplier consolidation.

8. Operator Flexibility
Only one operator performing multiple processes to complete a product running at TT.

LEVEL

Minimize the number of operators in all cells to maximize productivity in the cell at TT.

Advanced operator saving. > 50% of processes have one man running multiple operations.

Operator saving begins as operators start to run more than one machine. >25% of processes have one man running multiple operations.

Combine machine and hand motions (operators perform tasks while the machine is running) but still have one man to one operation.

Mix machine and hand motion. Operators watch the machine run. All operations have one man to one operation.

Notes:

Manufacturing - Assessment
LEVEL

9. Quality of Human Motion

Continuous motion, one operator in a Chaku Chaku cell that has no wait time - operator moves as if in a dance (Tai Chi like movements). All plant employees perform jobs with no wasted movement.

10. Kaizen
Spontaneous kaizen.

LEVEL

Chaku Chaku (loading/loading line). > 80% of all processes with automatic unload. Operators perform jobs with no wasted movement.
Mix of Chaku Nagu (line where operators do load / unload) and Chaku Chaku (loading / loading line). > 60% of all processes with automatic unload. Operators perform jobs with little wasted movement. Chaku Nagu (line where operators do load / unload). > 40% of all processes with automatic unload. Majority of equipment automatically returns to starting position. Operators perform jobs with some wasted movement. Separating work between human & machine. > 20% of all processes with automatic unload. Beginning to reduce wasted movements of operators. Auto processing (creating released hands). < 20% of all processes with automatic unload. No work done to reduce wasted movements of operators.

Every department does kaizen every day.

4
Kaizens once a week (without consultants).

Kaizens once a month (with or without consultants).

Kaizen pushed by corporate or only with consultants or had >1 kaizen event within past 6 months. No kaizen event within past 6 months.

Notes:

Manufacturing - Assessment
LEVEL

11. Takt Time Production

All production is performed within TAKT time using one operator in the cell. TT known and posted in all production areas.

12. Standard Work

All workstations have posted SWS and SWCS displaying TAKT, operation sequence and manual / auto time and std WIP.

LEVEL

Production consistently meets TAKT time. TT known and posted in > 90% of production areas.

Standard work sheet elements are shown on boards in all major production areas. Forms are understood & used by cell members. Posted boards showing operation sequence in all major production areas. Improvements are implemented quickly in all major production areas. Not all personnel understand standard work. Work instructions developed by work team in all major production areas.

Production is consistently below TAKT time. TT known and posted in > 75% of production areas.

TAKT time known, but production Cycle times regularly exceed TAKT time. TT known and posted in > 50% of production areas.

TAKT time known, but production Cycle times regularly exceed TAKT time. TT known and posted in > 25% of production areas. TT known and posted in < 25% of production areas.

Some work instructions exist, but they may not be located at actual operation.

Methods determined by individuals. No documented work instructions.

Notes:

Manufacturing - Assessment
LEVEL

13. Manufacturing Flow

One stroke / open room flow line.

14. Visual Pull - Kanban

Kaizen the Kanban. All items that can not be flowed are on kanban.

LEVEL

Production Flow Line (cells) completing work for all product lines.

Kanbans up to date, cards legible (if applicable), audited (and resized if needed) regularly, no obsolete parts and there is a clear signal method. > 75% of items on kanban.
7 rules of Kanban followed. > 50% of items on kanban.

Some production flow lines (cells) completing work (for > 50% of product lines).

Some production flow lines (cells) completing work (for > 25% of product lines). Isolated Islands - Some flow randomly distributed in the shop.

Kanban on each container of product. > 25% of items on kanban.

In early stages of Kanban. < 25% of items (by unit volume) on kanban.

No flow. Production separated by isolated job shops.

No Kanban. No Pull.

Notes:

Manufacturing - Assessment
LEVEL 5

15. Material Presentation and Handling

One piece (set or kit) pull of components. One Hour or less of components stored at the cell/line. Replenish what is used within the hour.

16. Inventory
Days Supply of Inventory (DSI) < 5

LEVEL

Days Supply of Inventory (DSI) < 15

4
One Day or less of components stored at the cell/line. Replenish what is used each day. Std work for material handling in place

Days Supply of Inventory (DSI) <25

One Week or less of components stored at the cell/line. Transportation initiated by downstream process in weekly pulls

Days Supply of Inventory (DSI) <35

Two Weeks or less of components stored at the cell/line. Transportation initiated by downstream process in bi-weekly pulls. Two Weeks or more of components stored on the cell/line, pushed by upstream process.

Days Supply of Inventory (DSI) <75

Days Supply of Inventory (DSI) >75

Notes:

Manufacturing - Assessment
LEVEL

17. TPM
Predictive Tools used. Visual boards used for PM schedule. PM schedule on time within 5%. Operator PMs completed 100%. Equipment 100% leak free. PM schedule on time within 10%. Operator PMs completed > 90%. Equipment calibrated 100%. Equipment 75% leak free.

18. Up Time Measurement

OEE > 85%.

LEVEL

OEE > 75%.

OEE > 60%.

PM schedule established and on time within 20%. Operator PMs completed > 75%. Equipment 50% leak free. OEE measurements being performed regularly. OEE > 50%.

Operators clean equipment & perform daily checks at all major equipment. PMs comprise > 50% of total maintenance work. TPM training sessions held on routine basis. Down time history established. Initial cleaning of equipment at selected equipment. Equipment is run to failure. Operators / Cell leaders have no ownership of equipment. No downtime history.

OEE observations started. OEE < 50%.

No OEE measures.

Notes:

Manufacturing - Assessment
LEVEL

19. Equipment Flexibility

One process - one machine, variable speed. Machine speed can be adjusted to meet TT. One line / cell per product family with excellent flow. One to one relationship between processes & machines - fixed speed (one process - one machine). All lines / cells enable good flow. Equipment enables process flow. Ideally, design the line speed first, then select the suitable equipment. A majority of lines / cells enable good flow.

20. Set-Up
Zero setup (< 100 sec. average). Practiced & documented setups. Quick remove / install / align features. Mistake proofing in place. SMED (< 9min. average). Set-ups done external. Tools / gauges in kits and standardized. Documented set-ups. Formal reduction program active. Some standardization. Set-ups < 30 minute average. Mixture of internal and external. Some tools / gauges in kits. In the process of implementing set-up reduction program with set-up times posted by each machine (where applicable). Set-ups < 60 minute average. Some set-ups done externally. Some tools / gauges in kits. In early stage of developing a setup reduction program. Documenting setup times. Set-up < 120 minute average. Majority of set-up is internal. Little tool / gauge kitting. No set-up reduction program. Some set-up awareness. Set-up > 120 minute average or do not know. All set-up is internal. No tool / gauge kitting. No set-up reduction program or awareness.

LEVEL

The BS&C equipment is modified - within reason - to create as flexible a line as possible. Some lines / cells allow for increased flow.
Using BS&C equipment, but line is created around equipment. Lines / cells allow for minimal flow. Battle Ship & Cannon (BS&C) - big capacity high-speed machines unrelated to TAKT & Demand; Using large machine for small products, sophisticated computers / robots for simple products (overkill).

Notes:

Manufacturing - Assessment
LEVEL

21. Quality Awareness

Quality is built into the organization at all levels. Quality levels are understood, documented, posted, and meet six-sigma levels.

22. Poka Yoke

Automatic prevention of defects in all major processes. Line stop at fixed position (where applicable).

LEVEL

Quality requirements are clearly understood and posted in all appropriate work areas. Inspection, sorting, and correction are replaced by a high amount of prevention and/ or design for manufacturability.
Quality requirements are clear, and some operators are performing inspection activities. Quality requirements are posted in most work areas. Quality requirements are clear and understood. Quality or Inspection Department is responsible for checking product. Quality is inspected in; sorting is evident. Quality awareness efforts started. Some quality requirements are known, but are not used nor maintained. No quality focus. Quality levels and requirements are not known.

Automatic detection of defects within processes and stopping those processes at all major operations.

Automatic inspection - detect and throw out bad parts - at all major processes. Bad parts do not get to next station.

Gauge inspection at critical processes. Beginning to use mistake proofing devices.

Final inspection required and performed at critical processes - check & sort.

No in-process or final quality inspection, no preventive action, no mistake proofing devices.

Notes:

Material Presentation & Handling Inventory TPM OEE

Visual Pull Kanban Mfg. Flow

Score = 33

Standard Work Takt Time Production

Equipment Flexibility

Quality of Human Motion

Perfect Plant
Quality Awareness

Operator 0 Flexibility Supplier Mgt

Poke Yoke

Production Planning Training Work Force Flexibility Date: Whenever

Plant Location: Here