Vision: To transform toward lean manufacturing, leadership develops and deploys a vision of a lean production system. Leadership places significant emphasis on developing trust and the right culture in the factory through honest, direct and frequent communications.

1.1  Quality of Production Vision

Site leader has developed a complete understanding and vision of Lean

0 – 2 elements included. (from list below)

3 – 4 elements  included.

5 – 6  elements included.

7  elements included.

All 8 elements included.

Production

Elements of a quality lean vision:

1.       Physical factory organization

2.       Empowered worker teams

3.       Lean inventory

4.       Supplier integration

5.       Lean manufacturing practices.

6.       Continuous process improvement

7.       Work place culture

8.       Stable and capable processes and variation reduction.

1.2  Vision Deployment

Management, white collar workers and touch labor teams have been  educated/trained, understand, and embrace the vision of lean production.

Management has not communicated a vision of lean production.

Less than 10% of management and the work force understand  the vision.

Less than  50% of management and the work force understand the vision.

Less than  70% of management and the work force understand the vision.

More than 71%  of management and the work force understand the vision.

1.3  Work Force as a Business Partner

1.3.1  Gain-sharing

Employees understand the gain sharing system, find it tangible, fair and motivational.

There is no performance based compensation.

A gain-sharing plan rewards salaried employees differently than hourly employees.

One gain-sharing plan for all production people. Workers do not feel compensation is tangible to their individual performance.

One gain-sharing plan dependent on individual product centre performance. Workers understand the system and feel it is tangible.

One gain-sharing plan, dependent on individual product center performance. Workers feel the system works and is motivational.

1.3.2  Job Stability

A Job Stability Policy  is not  guaranteed,  but rather a commitment by the employer to provide alternatives such as training or job placement.

No job stability policy

Policy developed but not fully implemented.

A job stability policy of “no layoffs due to productivity improvements” applied to cells or business units.

A Factory Wide job stability policy of “no layoffs due to productivity improvements”.

A Factory Wide training and job placement program is in place.

1.4 Communication

Management directly and honestly communicates priorities, strategies and status to all levels of the work force. Management acts consistently in accordance with what it says. Management nurtures an open environment based on trust. In fact and appearance, management trusts the work force. Leaders of production have authority to protect production people from external actions that destroy trust.

1.5 Basic Organizational Structure

The concept of a lean production system is used to organize operations and the support required to produce product. The principle is to assure the authority exists with the process owner that allows for integration of the elements of a production system as defined.

1.6 Labor Classification Differences

There is visual evidence of mutual respect and trust at and between all levels in the organization.

1.4  Communication

Management directly and honestly communicates priorities, strategies and status to all levels of the work force.

Limited communication and trust between top management and the work force.

1 element.

2 elements.

3 elements.

4 elements.

Management acts consistently in accordance with what it says.

Elements of communications, actions and trust report:

1. Communications by site leader (Indicators: frequent and direct communications, newsletter, bulletin boards)

2. Management acts consistent with what it says (Indicator: worker survey or newsletter)

3. Management nurtures an open and trusting environment (Indicator: worker survey)

4. Management trusts work force (Indicator: Degree of empowerment)

1.5  Basic Organizational Structure

The concept of a lean production system is used to organize operations and support required to produce product

Organization is process based (traditional functional organization structure).

6 or 7 elements of authority are vested in the product-based organization.

8 or 9 elements of authority are vested in the product-based organization.

10 to 11 elements of authority are vested in the product-based organization.

12 or more elements of authority are vested in the product-based organization.

Elements of production system authority:

1.       Physical factory organization

2.       Personnel assignments

3.       Cellularization

4.       Organization of factory teams

5.       Quality polices and practices

6.       Supplier integration

7.       Inventory policies

8.       Metrics and measurement (including waste)

9.       Reporting lines of support functions

10.    Continuous process improvement approach

11.    Gain sharing policies for workforce

12.    Job stability policies for workforce

13.    Manufacturing practices and processes.

1.6  Differences Between Labor Classifications

There is visual evidence of mutual

Score = zero

Score 1 or 2.

Score = 3 or 4.

Score = 5  or 6.

Score = 7.

respect and trust at and between all levels in the organization.

Scoring - one point each for:

1.       Office amenities as needed, rather than as status.

2.       Assigned parking as needed, rather than as status.

3.       Common eating facilities

4.       Common dress code or dress expectations

5.       Common benefit system

6.       All compensation systems the same the entire work force.

7.       Training & educational opportunities available to all.

2. Factory Organization

The physical organization and layout of the factory should support the concept of a “lean“ factory organization. A cell concept should be used to organize production. Cells are ideally organized by product. Fabrication operations are organized into cells based on group technology or parts families concepts. All personnel, equipment, material, processes & resources required for every cell’s production are part of the cell. Sometimes, cells are grouped into business units to which the needed support resources and people needed for production are assigned for efficiency. Cells or business units operate as “factories in a factory.” Cells are arranged for efficient flow of products and work-in-process. Production flow, status and problems should be clear and apparent to the casual observer. Manufacturing operations within cells have been optimized to minimize wasted time and effort. Cell design puts material, tools, and equipment for the comfort and ease of use by the cell’s operators. Each cell has good physical facilities for communications, e.g., meeting areas and communications boards.

2.1 Factory Organization

The factory is ideally organized into cells by product. Fabrication operations may be based on group technology or parts family concepts. Business Units are used  to organize cells  when it is most efficient  to share resources between co-located  or common cells.

2.2 Flow Between Cells

Each cell has clear, visible work flow, and input & output areas within cells. Cells should have efficient and clear hand off from one cell to another. Feeder cells are located close to consumer cells minimizing product travel distances.

2.3 Internal Cell Optimization

Internal cell layout provides efficient flow with short flow distances and processes at point of use.  Manufacturing operations within the cell have been optimized to minimize wasted time and effort. Cell design places material, tools, and equipment for the comfort and ease of use by cell operators. Ineffective, obsolete, or unreliable equipment has been replaced.  Material or work- in-process does not leave cell for any processing except, possibly for environmentally sensitive processes.

2.4  Physical Resources

All assets required to produce the product are controlled by the cell/business unit.  All equipment, material, processes, and other resources required for every cell’s production and day to day activities are part of the cell/business unit,  including the co-location of support personnel.

Vision: The physical organization and layout of the factory should support the concept of a “lean“ factory organization. Production flow, status and problems should be clear and apparent to the casual observer. Manufacturing operations within cells have been optimized to minimize wasted time and effort.

2.1  Factory Organization

The factory is ideally organized into cells by product. Fabrication operations may be based on group technology or parts family concepts.

Less than 25% of factory  organized product.

25 - 49% of factory.

50 - 74% of factory.

75 - 89% of factory.

Over 90% of factory.

2.2  Flow Between Product Cells

Each cell has clear, visible work flow, and input & output areas within cells.

Less than 25% of factory has clear & well defined input/output areas.

25 - 49% of factory.

50 - 74% of factory.

75 - 89% of factory.

Over 90% of factory.

2.3  Internal Cell Optimization

Manufacturing operations within the cell have been optimized to minimize wasted time and effort.

Less than 25% of factory has been optimized.

25 - 49% of factory.

50 - 74% of factory.

75 - 89% of factory.

Over 90% of factory.

2.4  Physical Resources

All assets required to produce the product are controlled by the cell/business unit.

Less than 25% of assets required to produce the product are controlled with in the cell or applicable business unit.

25 - 49% of assets.

50 - 74% of assets.

75 - 89% of assets.

Over 90% of assets.

2.5  Production Status / Communications

2.5.1 External Communication of Production Status

Production flow, status, and problems are clear and apparent to the casual observer.

Less than 25% of factory has  clear production flow, status, and problem visibility.

25 - 49% of factory.

50 - 74% of factory.

75 - 89% of factory.

Over 90% of factory.

2.5.2 Internal Communication of Production Status

Data for cell operations is available for all team members. Each cell and business unit has good physical facilities for communications (meeting areas, boards, etc.).