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.