Date

Factor
Safety
Lighting, brightness
Cleanliness
Order
Continuous Flow Manufacturing
Pull scheduling
Quick line changeover; quick machine set up
Preventative maintenance (PM)
Six Sigma targets are part of design progress
Equipment designed to detect defects and stop production
Operator authority to stop production for quality defect
Mistake proofing to prevent defects
First in first out inventory control
Closed Loop quality problem resolution
Root cause problem solving
Use of statistical process control (SPC)
Standardised work
Autocratic vs participative management
Levels of hierarchy
Self directed work teams
Team empowerment
Visual performance charts
Warehouse Inventory control (Kanban)
Shop floor WIP Inventory control (Kanban)
Continuous process
Voice of the customer
Lean thinking applied to whole company
Quantitative measures
Search of non value added activities
Workplace orderly and imaculately clean
Product built "Just in time" to customer demand

Beginning
Result

Current
Result

TRADITIONAL

BEGINNING LEAN

Unsafe, many hazards; policies lo Moderately safe; few hazards; po

Poorly lit, dingy, looks like a cave Moderately lit; some fresh painting
Very dirty; floors not clean; dust/o Generally clean, but not immacula
Very cluttered; lots of junk in aisl Generally uncluttered; limited jun
Disjointed operations; colonies of Some processes in continuous flo
No pull scheduling; heavy MRP II uSome use of pull scheduling via Ka
Long hours
Some short changeovers (minutes
None fix it when it breaks
Some implementation of PM
No
Partial use of design and process
None
Some machines have self stop capa
None
Operators have authority, but use i
None
Partial implementation for critical
None
Partial
None
Some quality problems logged, pare
Rare-fixing quality problems not a S
p poradic much problem solving st
None
Approx. 50% of key processes cont
No work standards or instructions; Approx.
s
50% implementation of sta
Autocratic Theory X managementMixed autocratic and participativ
Highly layered and hierarchical ( In between
None
Some implementation of self direc
None
Some, but largely in name only
None; management by computer; Some
ke
use of visual display techni
Inventory in random access wareh
Approx. 50% Implementation of vi
Minimal visual control; inventory Approx. 50% implementation of sho
Lots of concrete heads, if it aint brProduct focus, change encourage
Designs based on engineering capa
Competitive benchmarking, clear
Only maufacturing is trained, pap Paperwork in and out of factory f
allocations based on direct labour Many results posted, cycle time
Mistakes identified and fixed downFew transports of parts and tools;
0
0

0
0

6 Sigma built into product and process

Company operates with empowered team
Visual management systems
Relentless pursuit of perfection

0
0
0
0

0
0
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; sm*
Full Kan ban pull scheduling from *
Assembly line changeover in one t*
Full implementation of Total Prev *
Full use of design and process FME
*
All machines stop automatically w *
Operators have authority and responsi
*
Full implementation on all critical *
Rigidly adhered to; easy to use (eg*
All quality problems logged, pareto*
Rigorous use of 5 Whys key pers*
All processes controlled to 6 sigma*
Work methods fully standardised an
*
Participative management style wit*
Flat organisation; 1-2 mgmt. laye *
High implementation of self direct *
High degree of team empowerment
*
Clear visual display of company pe*
Inventory in fixed locations with cl *
Clear fixed location identification *
Just do it attitude; strong change *
Customer needs define value
*
Kaizen is way of life for the whol *
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

Safety
Point
Lean
Assessment
Search29
of non
value added
activities
Lighting,
brightness
Quantitative measures
Cleanliness
10
Lean thinking applied to whole company
Order
9
8

Voice of the customer

Continuous Flow Manufacturing

7
6

Continuous process

Pull scheduling

5
4
Shop floor WIP Inventory control (Kanban)

Quick line changeover; quick machine set up

3
2
1

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

Standardised workClosed Loop quality problem resolution

Use of statisticalRoot
process
causecontrol
problem
(SPC)
solving

Beginning Result

Current Result