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departmental A3s supporting the plant completed in accordance with company guidelines.
There is an overall plant A3 that supports company strategic plan with sub or departmental A3s
supporting the plant but they have substantial defects in the format or not current
There is an overall plant A3 but there are no sub or departmental A3s
Kanban and other visual indicators clearly convey withdrawal and material production
requirements for all applicable areas throughout the entire plant.
INFORMATION FLOW
There is frequent scheduled conveyance of raw materials and finished goods on a standard
route to all areas. Small quantities are moved (<= 1 hour).
Relatively large quantities of raw materials and finished goods are conveyed on a standard
route. Usually >=4 hours worth of materials and it is delivered at least once per shift.
HNDLG
There is not a standard route but there are fixed locations for pick up or drop off without a stated
frequency. Usually >=4 hours worth of materials.
There is a visual method that makes it clear what or when to move product from
warehouse/stockroom to production that does not require management intervention.
Product arrives from supplier in POU packaging. There is an active program to use returnable
packaging for incoming material and finished goods.
Layout of shop floor supports movement of people to different positions with no or very little
waste. U shaped cells are used wherever possible.
Ergonomic design of workstations eliminates strenuous and wasted operator movement
Layout promotes 1x1 (continuous) flow
LAYOUT
Production flows but displays a relatively large quantity of WIP (>4 hours)
Separate departments or buildings for like operations rather than integration of operations into
cells.
Machine layout is optimized but not necessarily a part of the overall process flow
Minimal conveyance distances for components. Fork lift use is minimized.
Total Productive Maintenance and predictive maintenance are used throughout the organization
EQUIPMENT RELIABILITY
Extensive use of Poke Yoke devices and Built-in-Quality prevents all defects
Inspection criteria is clear and the method is built into the employees job though Built-In-Quality
QUALITY
There is a system in place to develop and maintain standardized work and it is updated based
on kaizens, takt time changes and line rebalancing. All workstations have standardized work.
STANDARDIZED WO
Standardized work is completed for at least 50% of all work stations.
Some standards at the work station but most are difficult to understand and/or out of sight
Standardized work is not present at the work station, it is out of date, or there is strong
evidence that it is not followed.
WIP between work stations is clearly identified on standardized work or quantity is limited to
expected amount
Problems and abnormalities are easy to see by visual management tools and worksite
arrangement throughout all departments including the office
Visual management tools are designed to monitor all critical process elements (ahead/behind
VISUAL CONTROL
Progress control boards are used to monitor production. Problems are identified on the board.
Visual Management boards are maintained by shop floor employees with follow up on problems
by management.
Only severe problems are recorded and reacted to.
Boards are updated hourly.
Problem visibility is based on missed customer commitments.
There is a reliable supply of raw materials (no down time on shop floor caused by a lack of
materials from suppliers)
SUPPLY CHAIN MANAGEMENT
The largest suppliers have ongoing actions to reduce lead times and inventory.
Smaller suppliers occasionally cause issues in achieving on time delivery of products to internal
or external customers but large suppliers are maintaining 98%+ on time delivery
Supply chain partnerships are being implemented. Performance is monitored but expediting or
material is still fairly common.
Supplier scorecard is maintained based on quality, lead time, delivery, 'perfect order' and is
shared at least once per quarter with the supplier to enhance their performance. Specific action
items with a timeline are developed for the supplier to improve their performance.
Supply chain is loosely controlled, Expediting of material is the most common countermeasure
with little root cause problem solving to improve the performance of suppliers.
Suppliers have relatively long lead times resulting in high inventories of materials.
Suppliers are threatened with loss of business as a means of improving their performance.
(PCSAM, 8D, DMAIC) is used for problem solving at the lowest level in the Help Chain.
Metrics and visual controls are in place with problem solving taking place at the management
level.
High level metrics are in place and information is reviewed weekly but not used for problem
solving
Problem solving is often limited to crisis management and restoring product flow. Supervisors
spend much of their time 'firefighting'.
There are cross-functional teams assigned for problem solving on a regular basis where
meeting minutes are maintained and progress is regularly reviewed by upper management.
http://www.4shared.com/folder/slv_2ul_/005/Umum.html?detailView=false&sortAsc=true&sortsMode=NAME
2/8/2017
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ode=NAME
Current Evaluation
Improve
Actual Goal ment
Plant 0 Scores Scores % to Goal needed
Management Commitment &
1
Involvement 0 2.5 0.0% 2.5
2 Policy Deployment 0 2.5 0.0% 2.5
Employee Involvement /
3
Participation 0 2.5 0.0% 2.5
4 Scheduling 0 2.5 0.0% 2.5
5 Information Flow 0 2.5 0.0% 2.5
Material Handling &
6
Warehouse Management 0 2.5 0.0% 2.5
7 Layout & Production Flow 0 2.5 0.0% 2.5
8 Inventory Management 0 2.5 0.0% 2.5
9 Manpower Planning 0 2.5 0.0% 2.5
10 Equipment Reliability 0 2.5 0.0% 2.5
11 Quality 0 2.5 0.0% 2.5
12 Standardized Work 0 2.5 0.0% 2.5
13 Visual Control 0 2.5 0.0% 2.5
Totals Actual
Scores
Goal
Scores
% to Goal
Improve
ment
needed
Manage Employe Mat'l
ment Policy e Handling Inventory Manpowe
Commitm deployme Involvem Schedulin Informati & Plant
W/H Lean Evaluation
Manage r Chart
ent nt ent g on Flow Mgmt Layout ment Planning
Gold 5 5 5 5 5 5 5 5 5
Silver 4 4 4 4 4 4 4 4 4
Bronze 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5
Challenger 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5
Current 0 0 0 0 0 0 0 0 0
Management
Policy Commitment
5S deployment
Problem Solving Employee Invo
5
Supply Chain Management
Scheduling
Visual Control Information
0 Flow
Stanardized Work Mat'l Handlin
Quality Layout
Equipment Reliability
Inventory
Manpower Planning Manage
Commitment
deployment
Employee Involvement
5
Scheduling
0
nformation Flow
Mat'l Handling & W/H Mgmt
Layout
ability
Inventory
Planning Management