PICME Questionnaire
1
Introduction
Contact Name
Job Title
Company Name
Advisor
Date
An Introduction to the questionnaire.
The Process Industry Manufacturing and Continuous Improvement Module has been
developed by PICME, the Process Industries Centre for Manufacturing Excellence, to
enable managers of businesses in the Chemicals, Pharmaceuticals, Rubber and
Plastics Industry to concentrate on quantified customer focused, productivity
improvement.
The Process Industry Manufacturing and Continuous Improvement Module is in two
parts; part 1 The Process Industry Manufacturing Module and part 2 The Process
Industry Continuous Improvement Module.
The 6 key measures in this Process Industry Manufacturing Module have been
specifically chosen to enable businesses in the Process sector to assess their
competitive position and thence quantify and drive forward productivity improvements.
All participants in the Benchmark Index must complete the foundation Benchmark
Index Managed Assessment questionnaire. The Process Industry Manufacturing and
Continuous Improvement Module should be completed in conjunction with the
Benchmark Index Manufacturing Module.
Please complete the following table from which the PICME measures will be calculated.
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PICME Process Industry
Manufacturing Module
Definitions
Please note that ‘Last Year’ refers to the last audited year, or if the organisation is over
9 months into a new financial year it may be appropriate to use this years data with a
full year forecast.
If you are unsure about the information requested, please refer to the definitions as
supplied on the opposite page to the question. Should you need further help, please
contact your PICME advisor.
Describe your main manufacturing process: (tick one only)
■ Batch
PICME Module
1 Total planned shutdown hours per year: records the total hours
of plant capacity that were actually non-productive due to
planned events such as scheduled maintenance, engineering
shutdowns and statutory inspections. It does not include
shutdowns due to lack of orders, materials, manpower or
product changeovers.
2 Total unplanned stoppages hours per year: records the total
hours of plant capacity that were actually non-productive due to
breakdowns, unscheduled maintenance and engineering work
It does not include shutdowns due to lack of orders, materials,
manpower or product changeovers.
3 Days worked per year: records the total number of calendar
days on which some or all of the plant would have been
expected to be productive.
4 Hours worked per day: records the total number of clock hours
during which the plant would have been expected to be
productive. This can be taken as the normal average working
hours per day.
5 Total output quantity per year: (measured in units or tonnes or
litres or £’000) records all product produced during the period.
It will include all product that was made but did not leave the
factory for any reason. Such reasons may include product being
outside specification (e.g. defective) or due to lack of customer
orders.
6 Quantity of defective output per year: (measured in units or
tonnes or litres or £’000) records the total output that did not
meet the required specification when the material reached the
final stage for the first time. Material that has been
successfully reprocessed is included in the quantity of defective
output material.
■ Continuous
PICME Module
7 Quantity of defective product supplied per year: (measured in
units or tonnes or litres or £’000) records the quantity of
product supplied and subsequently rejected by the customer.
8 Process Cpk value: is taken as the value for the process that
represents over two thirds of the output, or where this is not
applicable, the mathematical average of all the values Cpk
established within the operation. If Cpk values are not routinely
recorded then a blank should be entered.
9 Maintenance costs per year: records the costs and includes all
associated materials, services and employee remuneration
expended on maintaining the physical assets in an operational
state. It will include all remedial and preventative work carried
out by employees or by contractors, but exclude the cost of
capital investment.
10 Product lead-time: records the average number of calendar
days taken to produce product from receipt of order to
availability for despatch. Where the lead-time varies during the
year and or from product to product a weighted average time
should be calculated.
11 Plant best daily demonstrated performance: (measured in units
or tonnes or litres or £’000) records the best daily production
rate of good product achieved over a representative period. This
will typically be a one to seven day calendar period. This will
have been achieved without breakdowns or shutdowns.
12 Number of reportable incidents (RIDDOR) per year: records the
total number of incidents as reported under RIDDOR by the
plant to the Health and Safety Executive.
13 Asset replacement cost: records the costs of replacing all the
physical assets with new equivalent assets at today’s value.
Ref. Questions
Unit of
Measure
1 Total planned shutdown hours per year
Hours
2 Total unplanned stoppages hours per year
Hours
3 Days worked per year
Days
4 Hours worked per day
Hours
5 Total output quantity per year
Units, tonnes,
litres, £’000*
6 Quantity of defective output per year
Units, tonnes,
litres, £’000*
7 Quantity of defective product supplied per year
Units, tonnes,
litres, £’000*
8 Process Cpk value
#
9 Maintenance costs per year
£’000
10 Product lead-time
Days
11 Plant best daily demonstrated performance
Units, tonnes,
litres, £’000*
12 Number of reportable incidents (RIDDOR) per year
#
13 Asset replacement cost
£’000
Last Year
* For questions 5, 6, 7 and 11 all the data collected must use the same unit of measure
Comments
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PICME Continuous Improvement
Practices Module
Continuous Improvement
An Introduction
The 6 areas in the Process Industry Manufacturing Practices section have been
specifically chosen to enable businesses to assess their Continuous Improvement
approach.
For the following section, please choose the statement that most closely represents
what happens in your organisation.
You may find it useful to involve several company representatives to score the
questionnaire separately before coming to a consensus.
1 Strategy
1.1 No formal Continuous Improvement strategy
1.2 Some initiatives in progress. Ad hoc planning with limited
contribution to the business strategy.
1.3 Established process in place, with cross-functional
agreement to an annual plan.
1.4 Continuous Improvement used as a strategic tool within
the business planning cycle, with clear process and
systematic application.
2 Communication
2.1 No formal communication of Continuous Improvement
strategy.
2.2 Communication is only to the group undertaking the
Continuous Improvement activity.
2.3 Management organise regular plant briefings to report
and update progress.
2.4 Communication is owned and coordinated across the
plant by work groups.
3 People
3.1 No formal training is provided for the Continuous
Improvement process.
3.2 All employees are given limited formal training in
Continuous Improvement techniques.
3.3 Employees are guided towards suitable training in
improvement techniques through periodic reviews
3.4 Work groups arrange their own coaching in the selection
and application of improvement techniques when
required by their immediate task
4 Resources
4.1 No formal resources are allocated to the Continuous
Improvement process.
4.2 Only limited resources are available but they are not
allocated in accordance with any overall plan.
4.3 Employees are provided with the appropriate resources
to complete the task.
4.4 Employees are able to access a comprehensive
resource centre and self select appropriate resources
for which guidance and support is available.
5 Involvement
5.1 Only management and technical personnel are actively
involved in improvement activities.
5.2 Many people make improvement suggestions from which
management select and implement where appropriate.
5.3 Improvement is management led but most people
are actively involved in developing and implementing
solutions.
5.4 People naturally identify improvement opportunities and
take the initiative to drive these through to beneficial
results.
6 Results
6.1 Continuous improvement benefits are not measured and
any reporting is on an ad hoc basis.
6.2 Results are reported and displayed locally by
management for some improvement activities.
6.3 Performance, targets and benefits are measured,
displayed locally, communicated widely and coordinated
to the annual plan.
6.4 Work groups proactively measure, review and act on
performance to sustain continuous improvement.
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Produced October 2002
Benchmark Index is a Business Link Service