A-dec Supplier Lean Assessment
NOTE: Circle the statement in each category (1-5) that most closely represents your
company’s current situation. The scores will then be recorded on the Lean Assessment
Rating sheet.
I. Leadership
Management participation; Champion; Core Team; Training; Resources (dollars
and personnel); Infrastructure; Investment; Culture.
Management Commitment
1. Management is aware of the Lean movement, is interested, but needs more
information before making a commitment.
2. Management is educated in Lean concepts and has made a decision to adopt
the philosophy but has not set a formal process in place.
3. Management is well versed in Lean, has developed a Lean Core team, and has
assigned a person the responsibility for the Lean conversion. All managers
support the concept of the “Thinking worker”. Lean is funded in the budgeting
process.
4. Management participation is visible. Lean is established as “the way that our
company conducts business”. Customer and Suppliers are invited to
participate in Lean Enterprise efforts.
5. Management operates the entire enterprise based on Lean principles. A World
Class operation where Continuous Improvement (CI) and striving for perfection
in all facets is the norm.
Culture
1. No attempt has been made to address culture. Lack of evidence of change
apparent. “Lean does not apply to our Industry”.
2. The need to address cultural change has been recognized and plans/tactics are
being developed.
3. A cultural change process has begun. Communication forums have been
established. The need to change has been identified and communicated to the
workforce. Floor level “change leaders” have been identified and are being
educated on the need to change and how to effect change.
4. Cultural change mindset is apparent. “What’s In It for Me” (WIIFM) and “Lean
doesn’t apply to our industry”, has been addressed at all levels and is
understood and accepted. Successes are recognized and rewarded
accordingly. Team building is emphasized.
5. A continuous improvement culture exists. Employees recognize CI
opportunities and enact positive change at all levels voluntarily and without
management urging. Employees understand their level of empowerment to
submit suggestions and implement changes.
Adec Inc. 2006
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I. Leadership -continued
Infrastructure
1. No Lean infrastructure.
2. A CI or Lean Strategy is being developed. The need to address infrastructure
is recognized and has been communicated, but infrastructure has not been
planned or implemented.
3. A CI or Lean Strategy is formalized. Infrastructure is in development. Key
personnel are identified, the company-level and process-level Champions have
stepped forward.
4. Infrastructure is in place. Facilitators, team leads, appropriate levels of training,
methods and tools developed.
5. Infrastructure fully developed and actively implementing change.
II. Communication / (Visual Factory)
6S; Value Stream Mapping, Visual Management
Value Stream Mapping
1. No processes have been mapped.
2. Process mapping is accomplished informally and not as a matter of record. Not
used as a CI tool.
3. Process is mapped and defined only after problems arise. Mapping is not used
as a CI method.
4. Teams established to map and improve the processes. Not all value streams
have been mapped. Value stream maps are an integral component of the CI
plan.
5. All processes have been mapped. Value stream maps are used to identify
areas for improvement and are tied to the “Master” CI plan and total supply
chain.
Visual Order (6S Program)
1. No formal 6S activities conducted. Daily end-of-shift cleaning may occur but
difficult for anyone to tell what goes where.
2. Thorough, non-routine cleaning and sorting occurs but not on a formal program
basis. Difficult for visitors to tell what goes where, but workers know.
3. Thorough cleanings are scheduled and performed. Causes of excessive dirt
and contamination are identified and root causes investigated. Safety initiatives
are clearly communicated and practiced.
4. “A place for everything and everything in its place” exists. Daily cleanings are
performed (sort, straighten, shine, safety) with root causes of dirt and
contamination identified and solutions developed. Tools available at point-ofuse (P.O.U.). Management audits occur periodically.
5. 6S is a part of regular duties. The process is documented, solutions to root
causes of dirt and contamination are implemented and verified, and
improvements in execution over the past 12 months are exhibited.
Adec Inc. 2006
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II. Communication / (Visual Factory)- Continued
Visual Control (Progress/Status)
1. No visual controls in place. Supervision cannot tell visually when an
abnormality is occurring.
2. Some charts and communication posted when available, updated irregularly.
Data is not current or being used to manage the work area.
3. Some visual control techniques utilized. Supervisors can tell when the work
area is not running properly.
4. Real time status of performance is evident. Anyone can tell when an
abnormality occurs. Visual tools such as flow charts, diagrams, and key
indicators are used to make daily work decisions. Feedback mechanisms in
place from downstream and between shifts.
5. Cell organization responds immediately with adequate resources to any visual
control exceptions. Limits are identified to alert workers long before customer
requirements are compromised. Visual controls are clear and can be easily
understood when walking by without breaking stride.
III. Process Focus
Cell Design; flow; Replenishment; Right Sizing; Operator Versatility;
Continuous Flow
1. Typical Job shop layout in place. Large queue times, backlogs, and WIP
inventory. Operators perform the task “his or her own best way”.
2. Some product flow has been analyzed but no flow has been implemented. Takt
time is either unknown or not used. Best method of manufacture is identified
but not standardized.
3. Flow is implemented in some areas but is not continuous. Queues and WIP
buffers still exist. Takt time is not utilized to pace the process. Standard Work
implemented in some areas.
4. Continuous flow utilized in trial areas. In the trial areas production pace is set
to takt time. Standard Work is implemented across many areas.
5. Entire factory organized around continuous flow with no queues (other than
those required by standard WIP calculations). Takt time is known and utilized
to pace production. Standard Work implemented throughout the enterprise.
Cellular Manufacturing
1. A Job shop layout. Machine orientation based on process. Machines arranged by
families of product but not in cellular fashion. Queues and/or large WIP levels exist.
2. Trial cell implemented. Queues within the cell are eliminated and production is
paced to takt time.
3. Trial cell implemented. Multi-skilled workers are placed in the cell. All supporting
functions are within the cell and a team approach is utilized. Multi-machine
workers operating where takt allows.
4. Full cell implementation across the factory. Cells are synchronized to feed next
level cells at the proper time, eliminating WIP between cells. Not arranged by
department or “silos”.
5. Parts start and finish in close proximity. Distances have been reduced by moving
equipment and workstations closer together.
Adec Inc. 2006
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Right-sized Equipment
1. “Monument” operations emphasizing localized units per labor hour.
2. Process-oriented machinery, independently focused on speed and high volume.
Little to no quick-change capability.
3. “Off the shelf” equipment with unused features but emphasizing quick changeover
capability. Hard to move and share between cells.
4. Dedicated to cell. Appropriate size and speed. No pits or platforms. Easily moved.
Machinery “slow enough” to meet takt time.
5. Custom equipment dedicated to cell. No unused features. Appropriate size and
speed. Maintained by operators. Kanban system in place between cells and
monument operations.
Operator Versatility
1. Operators work on one station each day. Different pay rates for different
classifications.
2. Operators work on some, but not all, stations in a cell. Different classifications still
exist. Operators given formal training before doing a job on their own.
3. Operators work on most stations in a cell but not with equal skill. All are classified
the same within the cell. Cross training ~75% complete.
4. Operators work on most stations in a cell with equal skill (ability to meet all quality
and takt time objectives). Cross training 100% complete. All are classified the
same within the cell. A regular operator rotation is established within the cell.
Knowledge of upstream – downstream processes is apparent.
5. Operators work on all stations via a regularly established rotation and with equal
skill. Equal classifications, equal pay rate.
Parts Presentation
1. No system of parts presentation in place. Parts delivered in bulk and must be
sorted through by operator or operator pulls own parts.
2. Parts presented with some organization around order-of-use but the parts are not
identified in a readily visible manner. Common use items stored in bins common to
many work areas. Operators responsible for identifying/selecting the proper items
from these common bins.
3. Parts presented in minimum quantities, visibly identified by part number. Common
stock kept at worker locations point of use (P.O.U.) utilizing some type of bin
system for replenishment.
4. Parts presented organized around color-coding or some other easily
distinguishable method of identification. Bin system in place at operator level for
common use items. The “Water spider” concept understood and utilized. Supplier
delivers to P.O.U. Adjacent Inventory and Super Markets are utilized in the area.
5. Parts presented around order-of-use and color coded, etc. Templates or shadow
board kits used for common use items, preventing pulling of wrong parts.
Adec Inc. 2006
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IV. Pull / Replenishment Systems
Set up reduction; Takt Time; Line Balancing; Inventory Levels (WIP, FGI, Raw
materials); Cost Control; Pull systems – Kan Ban; Batch Size; Administrative;
Lead Time reduction; Throughput.
Inventory Levels
1. Mass production philosophy. Items are produced to forecasted demand and
stocked until sold.
2. Production based on sold units or EOQ, but all production occurs within the
same time interval regardless of contract length and is then stocked until
delivery date. Extra inventory of components are carried due to known
fallout rate and fluctuating demand.
3. Production based on sold units but all production occurs on a periodic basis
rather than Customer demand. Excess component inventory is carried to
take advantage of leveraged buys. Inventory turns are measured and
improving.
4. Production based on sold units but all production performed on a timedefined basis approaching actual customer deliveries or demand.
Components are ordered as needed to support production.
5. All production is performed based on customer demand. Components are
purchased based on JIT philosophy.
Pull Systems
1. Production schedule not related to customer demand [Push]. Build primarily
to forecast.
2. Production schedule fluctuates with customer demand.
3. Kanban* used to assist production scheduling. Kanban analysis practiced
for repetitive items.
4. Kanban* used to schedule finished goods.
5. Kanban* used to schedule finished goods and order from all suppliers.
*KanBan: A signal for replenishment via a card or a fixed quantity container to be filled
Single-Piece Flow/Small Lot Size
1. Manufacturing in large batches. No standard WIP or takt calculations. Long
changeover times.
2. Smaller batch sizes are implemented. No standard WIP or takt calculations.
Jidoka not utilized. Set-up reduction efforts not in place.
3. Small lot sizing utilized. Standard WIP is known and takt time controls the
process rhythm. No stockpile of parts between operations other than
standard WIP. A Set-up reduction program is established.
4. Batch sizes are approaching one. Production is cellular in arrangement and
paced to takt. Standard WIP is known and used to control flow. Jidoka is
operational and kanbans are utilized. Set-ups are approaching SMED.
5. One-piece flow is established via kanban and takt time. Jidoka is
established. Changeovers occur within minutes.
Adec Inc. 2006
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IV. Pull / Replenishment Systems- continued
Set-up Reduction
1. Set-up times are not measured. Internal and external set-up is not
separated.
2. Set-up time consistently measured. Some internal and external separation
is occurring.
3. Set-up reduction program established. Internal and external set-up is
occurring as a rule. Bottlenecks identified and being addressed.
4. Set-up times are given a high degree of focus and are <10 minutes.
5. Changeover is accomplished within one cycle time.
V. Process Control
6S; Standard Work (cycle time); Quality at the Source; TPM; Poke Yoke; Root
Cause Analysis; 6 Sigma;
Mistake Proofing/Zero Defect Control
1. No Poka Yoke* or zero defect processes implemented.
2. Some training and awareness in Poka Yoke*.
3. Some equipment has Poka Yoke* devices installed with operators trained
on functionality and corrective action.
4. Some Poka Yoke* devices installed and charted/verified with defined
improvement targets. Stop process for out-of-control conditions on
equipment implemented.
5. Poka Yoke* devices are widespread, installed and charted/verified with
defined improvement targets. Operator has authorization to stop process
for out of control conditions. Implemented with devices through equipment
control to insure in-spec production.
* Poke Yoke : Mistake proofing
Inspection at the Source
1. Out of station inspection is the norm.
2. Some self-verification occurring at specific steps but is later verified by
inspectors.
3. Certified operator or similar program in place on a limited basis with some
Self-verification.
4. Self-verification occurring in at least 50% of operations. Quality documents
are current and available at P.O.U.
5. 100% self-verification at applicable processes. Exceptions may be required
ATP testing, vibration testing, environmental testing, etc.
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Root Cause Analysis / The “5 Whys”?
1. Root cause analysis not performed. Company fixes the symptoms and not
the cause.
2. Rudimentary root cause analysis performed at the first level (first detectable
fix).
3. Advanced root cause analysis performed on recurring issues. The “5 Whys”
technique is used only on issues defined as systemic. “One-time” or nonrecurring problems are not investigated.
4. Root cause analysis performed on every issue to at least the first level. The
“5 Whys” used on any repetitive issue (3 or more occurrences).
5. Complete root cause analysis, including “5 Whys”, performed on all
abnormalities.
Total Productive Maintenance (TPM)
1. Maintenance performed when equipment/machinery breaks down.
2. Maintenance performed by maintenance personnel at regular predetermined intervals. All relevant maintenance history collected for future
use.
3. Preventive maintenance system implemented with operator involvement.
All breakdowns are posted and root cause of problem identified and posted.
Cleaning and inspection for abnormalities done on a scheduled basis.
4. Daily/weekly Preventive Maintenance performed by operators. Status is
posted along with solutions to breakdowns. Operators involved with design
review and actual implementation of corrective actions. Many equipment
modifications have been made to improve equipment reliability and
maintainability. Overall Equipment Efficiency (OEE) is defined and visible.
5. Status prompts operator to automatically perform maintenance.
Maintenance personnel and operator involved with new equipment design
review and selection to facilitate TPM. Operators take ownership of their
equipment, performing at least 50% of maintenance task. Maintenance
“specialists” get involved only on complex and major maintenance work.
TPM charts are created prior to new equipment arrival.
Standard Work Defined
1. Some documented procedures, remainder by tribal knowledge, and a Frank
Sinatra (“I’ll do it my way”) mentality exists.
2. All procedures documented. Some Standard Work implemented.
3. All procedures/forms documented and posted. Standard work established
in most areas. Cross training is occurring.
4. Product flow exactly matches all documented/posted procedures/forms.
Standard routing is achieved. Standard work is the norm. Cross training is
the norm.
5. All quality samples documented/posted in proper locations throughout
factory. Process exactly matches product flow, standard WIP and
documented/posted procedures/forms. Standard work combination sheets
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posted for each operator. Standard work layout posted. Standard work is
fully established.
VI. Continuous Improvement (Culture)
Kaizen; Performance Measures; Employee involvement; Lean Objectives and
Goals; Incentives, rewards and recognition
Kaizen
1. Concept of change and improvement is not embraced.
2. Change is usually performed through radical transformation, such as
reengineering. If/when a kaizen is conducted, only management or
supervision is involved.
3. Some Kaizen activity performed. Kaizen is not yet recognized as a
significant CI tool. Area workers are a part of the Kaizen events and
routinely recommend process improvements.
4. Kaizen is ingrained and is the CI tool of choice. Kaizen is performed on
problem areas, including administrative areas. Workers from outside the
area are included in Kaizen events, and may include suppliers and
customers when appropriate.
5. Kaizen events are performed routinely as part of a CI plan. Kaizen events
are performed throughout the enterprise and are not necessarily “problemarea” driven. Successes are recognized and expanded to throughout the
facility. Kaizen is part of employee mentality.
Performance Measurements
1. Neither goals nor performance results are published at floor level.
2. Goals and performance measurements are available for all employees but
are not usable for floor level evaluation and improvement. Goals are
established at the company level but not yet identified at the lower levels.
3. Current Goals and performance results are published and posted for all
employees to see. Departmental level goals and performance results are
tracked and published. Inventory turns, on-time delivery and quality
performance are monitored and measured.
4. Goals and performance measures are presented at the factory, department,
and individual level. Measurements are used to identify areas for
improvement. Regular review of performance to goals is established at
departmental level.
5. Goals and performance measurements, while driven by company level
goals, are work area specific, visibly posted, and are used to constantly
improve the processes. Regular reviews of performance to goals are
established at the lowest levels. Rewards and compensation are tied to
performance measures.
Note: Transfer the scores by category to Score Sheet to create a TOTAL SCORE
and Average. A-dec will coordinate a session to complete a review of the data.
Adec Inc. 2006
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