Date TRADITIONAL BEGINNING LEAN

Beginning Current
Factor Result Result 1 5
Safety Unsafe, many hazards; policies lo Moderately safe; few hazards; po
Lighting, brightness Poorly lit, dingy, looks like a cav Moderately lit; some fresh paintin
Cleanliness Very dirty; floors not clean; dust/ Generally clean, but not immacula
Order Very cluttered; lots of junk in ais Generally uncluttered; limited ju
Continuous Flow Manufacturing Disjointed operations; colonies of Some processes in continuous fl
Pull scheduling No pull scheduling; heavy MRP II uSome use of pull scheduling via Ka
Quick line changeover; quick machine set up Long hours Some short changeovers (minutes
Preventative maintenance (PM) None fix it when it breaks Some implementation of PM
Six Sigma targets are part of design progress No Partial use of design and process
Equipment designed to detect defects and stop production None Some machines have self stop cap
Operator authority to stop production for quality defect None Operators have authority, but use i
Mistake proofing to prevent defects None Partial implementation for critical
First in first out inventory control None Partial
Closed Loop quality problem resolution None Some quality problems logged, par
Root cause problem solving Rare-fixing quality problems not a Sporadic much problem solving st
Use of statistical process control (SPC) None Approx. 50% of key processes cont
Standardised work No work standards or instructions; Approx.
s 50% implementation of sta
Autocratic vs participative management Autocratic Theory X managementMixed autocratic and participativ
Levels of hierarchy Highly layered and hierarchical ( In between
Self directed work teams None Some implementation of self dire
Team empowerment None Some, but largely in name only
Visual performance charts None; management by computer; ke Some use of visual display techni
Warehouse Inventory control (Kanban) Inventory in random access wareApprox. 50% Implementation of v
Shop floor WIP Inventory control (Kanban) Minimal visual control; inventory Approx. 50% implementation of sho
Continuous process Lots of concrete heads, if it aint b Product focus, change encourage
Voice of the customer Designs based on engineering capa Competitive benchmarking, clear
Lean thinking applied to whole company Only maufacturing is trained, pap Paperwork in and out of factory
Quantitative measures allocations based on direct labour Many results posted, cycle time
Search of non value added activities Mistakes identified and fixed downFew transports of parts and tools;
Workplace orderly and imaculately clean 0 0
Product built "Just in time" to customer demand 0 0
6 Sigma built into product and process 0 0
Company operates with empowered team 0 0
Visual management systems 0 0
Relentless pursuit of perfection 0 0

Enter your scores into colums B and C and the charts will be automatically generated.
Lean Enterprise Inc.
P.O Box 35704
Canton Ohio 44735
Phone: 330-284-1512 email: info@leanvalue.com
www.leanvalue.com
 WORLD CLASS

10
Very safe; no hazards; rigid adher *
Brightly lit like daylight; freshly p *
Immaculately clean; no dust/oil on *
Only critical items on shop floor; *
High degree of continuous flow; s *
Full Kan ban pull scheduling from *
Assembly line changeover in one t*
Full implementation of Total Pre *
Full use of design and process FME *
All machines stop automatically w *
Operators have authority and respons *
Full implementation on all critical *
Rigidly adhered to; easy to use (eg*
All quality problems logged, paret *
Rigorous use of 5 Whys key pers*
All processes controlled to 6 sigm *
Work methods fully standardised a*
Participative management style wi*
Flat organisation; 1-2 mgmt. laye *
High implementation of self direc *
High degree of team empowerment*
Clear visual display of company p *
Inventory in fixed locations with c *
Clear fixed location identificatio *
Just do it attitude; strong change *
Customer needs define value *
Kaizen is way of life for the who *
ABC costing; perfection is the sta *
No backflows or rework operations*
 Lean Overview

Workplace orderly and imaculately clean

10

Relentless pursuit of perfection Product built "Just in time" to customer demand

5

Visual management systems 6 Sigma built into product and process

Company operates with empowered team

Beginning Result Current Result

 29 Point Lean Assessment

Search Safety
of non value
Lighting,
added
brightness
activities
Quantitative measures Cleanliness
Lean thinking applied to whole company Order
Voice of the customer Continuous Flow Manufacturing
Continuous process Pull scheduling

Shop floor WIP Inventory control (Kanban) Quick line changeover; quick machine set up
Warehouse Inventory control (Kanban) Preventative maintenance (PM)
Visual performance charts Six Sigma targets are part of design progress
Team empowerment Equipment designed to detect defects and stop production
Self directed work teams Operator authority to stop production for quality defect
Levels of hierarchy Mistake proofing to prevent defects
Autocratic vs participative management First in first out inventory control
Use ofClosed
Standardised
Root Loop
statistical
cause quality
work
process
problemproblem
control
solving
(SPC)resolution

Beginning Result Current Result