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Interpreting the score 

 

The purpose of scoring is to rate the operational unit and the organization objectively in each of the 9 Keys and to gain a better understanding of the complex technical and human factors that may affect performance in each control point. Past efforts should be recognized, but as the word "diagnosis" suggests, the intention of scoring is to point the direction for corrective action and future improvements and, more important, the challenges the organization faces internally and externally. So, it is wise to err on the side of strict application. Diagnosis should lead to a proactive strategic response.

 

Here's a list of elements to consider in conducting a Lean assessment:

· Look for objective evidence of the commitment level from the Leadership (top, middle and lower tiers).

· Lean Management: any evidence of hour by hour charts and is there any escalation process if daily results are not achieved.

· Empowerment: this is a key enabler for kaizen and for Continuous Improvement initiatives, is their any incentive program for employee participation?

· Look for key metrics posted on the shop floor and ask how they relate to the metrics posted at the front office.

· The company has a Continuous Improvement team with dedicated resources?

· What are the Continuous Improvement plans?

· Is there a plan for kaizen events?

· Look for objective evidence that the lean Sigma tools are being used

· Any Andon response process is in place?

· Any evidence of Standard Work Instruction sheets? ,Is the operator performing according to the Std. Work?

· If you see a lot of work-in -process material, ask what the takt time is and what is the cycle time of the station with the material.

· 5’s: how many of the 5's are implemented in a consistent matter across the site? Does the plant have an internal audit process for 5’s?

· TPM: Look for downtime charts, Preventive Maintenance programs, TPM training process for operators and TPM routines from the operators.

· Quality: how many defects per million at the customer? Any poka-yokes are in place?

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Introductory On-Site LEAN ASSESSMENT