Plant 2/8/2017

PLANT EVALUATION QUESTIONNAIRE

YES
A Help Chain is posted on the shop floor that defines specific personnel for horizontal and
MANAGEMENT COMMITMENT

vertical problem solving with allotted time

All levels of management defined on the help chain respond to calls for help in the time
required.
ANSWER YES TO ONLY 1 OF THE 4 HIGHLIGHTED ITEMS
Plant Manager performs daily management shop floor visits once per day. Shop floor
supervision for the area (Manager to Team Leader) participates in each visit.
Plant Manager performs daily management shop floor visits only four times per week. Shop
floor supervision participates in each visit.
Plant Manager performs daily management shop floor visits only three times per week. Shop
floor supervision for the area participates in each visit.
Plant Manager performs daily management shop floor visits less than 3 times per week. Some
of the shop floor supervision participates.

ANSWER YES TO ONLY 1 OF THE 3 HIGHLIGHTED ITEMS

There is an overall plant A3 that supports company strategic plan with current sub or
POLICY DEPLOYMENT

departmental A3s supporting the plant completed in accordance with company guidelines.
There is an overall plant A3 that supports company strategic plan with sub or departmental A3s
supporting the plant but they have substantial defects in the format or not current
There is an overall plant A3 but there are no sub or departmental A3s

ANSWER YES TO ONLY 1 OF THE 2 HIGHLIGHTED ITEMS

A3s are posted on the floor and are a dynamic document used for building consensus and
keeping team focus.
A3s are posted on the shop floor but are not used as a tool to focus the team on the business
objectives.

ANSWER YES TO ONLY 1 OF THE 5 HIGHLIGHTED ITEMS

Continuous improvement activities are suggested and lead by shop floor employees.
Management plays a strong supporting role.
INVOLVEMENT
EMPLOYEE

The majority of employees volunteer for documented continuous improvement activities

including implementation on a daily basis or offer continuous improvement suggestions without
being asked.
Employees participate in continuous improvement including implementation only when asked by
management and offer their opinions only when asked.
Formal channels exist for employee input but participation is limited to discussing plans and
asking for input with little implementation from employees.
Employees are not asked for input on continuous improvement activities.

ANSWER YES TO ONLY 1 OF THE 3 HIGHLIGHTED ITEMS

Customer demand information is received and scheduled daily. Level loaded schedule (by
volume and type) is produced.
Customer demand information is received weekly and scheduled weekly. Level loaded
SCHEDULING

schedule (by volume and type) is produced.

Customer demand information is received at random intervals and is scheduled randomly
without regard to level loading.
Production of infrequent abnormal demand is covered by overtime not a change to the level
loaded schedule.
 SCHED
Schedules directly reflect demand variation but are communicated to the shop at least a week
prior to implementation.
Schedules are based on Economic or Shop Order Quantities

Kanban and other visual indicators clearly convey withdrawal and material production
requirements for all applicable areas throughout the entire plant.
INFORMATION FLOW

Coordination between processes is dependent on verbal instructions for withdrawal and

production requirements
Information is synchronized so various components arrive at assembly without causing > 4
hours worth of WIP
High level of shop floor management intervention is required to communicate schedule,
changeover and other requirements
Material handling system links processes and transfers information
Replenishment from suppliers is in Economic or Shop Order Quantities based on a forecast
There is at least daily replenishment from largest suppliers that is based on use.

ANSWER YES TO ONLY 1 OF THE 3 HIGHLIGHTED ITEMS

WHSE MGT & MATERIAL

There is frequent scheduled conveyance of raw materials and finished goods on a standard
route to all areas. Small quantities are moved (<= 1 hour).
Relatively large quantities of raw materials and finished goods are conveyed on a standard
route. Usually >=4 hours worth of materials and it is delivered at least once per shift.
HNDLG

There is not a standard route but there are fixed locations for pick up or drop off without a stated
frequency. Usually >=4 hours worth of materials.
There is a visual method that makes it clear what or when to move product from
warehouse/stockroom to production that does not require management intervention.
Product arrives from supplier in POU packaging. There is an active program to use returnable
packaging for incoming material and finished goods.

Layout of shop floor supports movement of people to different positions with no or very little
waste. U shaped cells are used wherever possible.
Ergonomic design of workstations eliminates strenuous and wasted operator movement
Layout promotes 1x1 (continuous) flow
LAYOUT

Production flows but displays a relatively large quantity of WIP (>4 hours)
Separate departments or buildings for like operations rather than integration of operations into
cells.
Machine layout is optimized but not necessarily a part of the overall process flow
Minimal conveyance distances for components. Fork lift use is minimized.

Inventory is current (no obsolescence).

Inventory is controlled at the part number level and abnormalities are easily identified and
MANAGEMENT

countermeasures are developed

INVENTORY

ANSWER YES TO ONLY 1 OF THE 2 HIGHLIGHTED ITEMS

Inventory turns are higher than previous year (YOY improvement)
Inventory turns improved quarter over quarter for the last four quarters
MANAGEM
INVENTO
There is a low inventory level based on capability that absorbs changes in the customer order or
production volume
FIFO is used extensively

ANSWER YES TO ONLY 1 OF THE 3 HIGHLIGHTED ITEMS

Each day in every work area, the daily workload is used to determine the number of people and
manhours required and only the minimum necessary manhours are assigned.
Manpower requirements are changed only for significant daily or weekly fluctuations.
MANPOWER PLANNING

Manpower requirements are changed only monthly .

Precise manpower planning allows management to see ahead or behind conditions immediately
and is posted on the boards on the shop floor
Other work or improvement activities are assigned to people who have insufficient daily
workload
Planned work is generally completed on high workload days and problems are hidden by
overcapacity on average or low workload days.
There are a fixed number of operators assigned to each work area with the operator setting the
pace and method to do the job.
Multi-skilled operators allow flexibility of the workforce
Most operators are comfortable within their own jobs and training for new jobs is difficult
Overtime is used extensively to recover from demand fluctuations and manpower shortages

Total Productive Maintenance and predictive maintenance are used throughout the organization
EQUIPMENT RELIABILITY

for all equipment

Predictive Maintenance is used on all critical pieces of equipment
MTTR and MTBF are measured for all critical pieces of equipment and are used to assist in
determining maintenance requirements.
Operator performs preventive maintenance, cleans, and inspects their own equipment
according to a checklist.
Maintenance department is responsible for inspecting, lubricating, and preventive maintenance
of equipment
Overall Equipment Effectiveness is measured for all critical pieces of equipment on a continuing
basis.

Extensive use of Poke Yoke devices and Built-in-Quality prevents all defects
Inspection criteria is clear and the method is built into the employees job though Built-In-Quality
QUALITY

techniques. Repairs are completed immediately on the line.

Inspection criteria is clear, repairs are done off line.
There is a high level of inspection used to assure defect containment.
Operators always stop the line when a defect occurs
Inspections performed by the next operation in the line discover defects

ANSWER YES TO ONLY 1 OF THE 4 HIGHLIGHTED ITEMS

STANDARDIZED WORK

There is a system in place to develop and maintain standardized work and it is updated based
on kaizens, takt time changes and line rebalancing. All workstations have standardized work.
STANDARDIZED WO
Standardized work is completed for at least 50% of all work stations.
Some standards at the work station but most are difficult to understand and/or out of sight
Standardized work is not present at the work station, it is out of date, or there is strong
evidence that it is not followed.
WIP between work stations is clearly identified on standardized work or quantity is limited to
expected amount

Problems and abnormalities are easy to see by visual management tools and worksite
arrangement throughout all departments including the office
Visual management tools are designed to monitor all critical process elements (ahead/behind
VISUAL CONTROL

production schedule, quality problems, rejects, changeover time)

Andons or other methods are used frequently by employees to quickly notify supervisors of
problems.

Progress control boards are used to monitor production. Problems are identified on the board.
Visual Management boards are maintained by shop floor employees with follow up on problems
by management.
Only severe problems are recorded and reacted to.
Boards are updated hourly.
Problem visibility is based on missed customer commitments.

There is a reliable supply of raw materials (no down time on shop floor caused by a lack of
materials from suppliers)
SUPPLY CHAIN MANAGEMENT

The largest suppliers have ongoing actions to reduce lead times and inventory.
Smaller suppliers occasionally cause issues in achieving on time delivery of products to internal
or external customers but large suppliers are maintaining 98%+ on time delivery
Supply chain partnerships are being implemented. Performance is monitored but expediting or
material is still fairly common.
Supplier scorecard is maintained based on quality, lead time, delivery, 'perfect order' and is
shared at least once per quarter with the supplier to enhance their performance. Specific action
items with a timeline are developed for the supplier to improve their performance.

Supply chain is loosely controlled, Expediting of material is the most common countermeasure
with little root cause problem solving to improve the performance of suppliers.
Suppliers have relatively long lead times resulting in high inventories of materials.
Suppliers are threatened with loss of business as a means of improving their performance.

ANSWER YES TO ONLY 1 OF THE 4 HIGHLIGHTED ITEMS

Metrics, boards and visual controls highlight problems plant wide and scientific method
PROBLEM SOLVING

(PCSAM, 8D, DMAIC) is used for problem solving at the lowest level in the Help Chain.
Metrics and visual controls are in place with problem solving taking place at the management
level.
High level metrics are in place and information is reviewed weekly but not used for problem
solving
Problem solving is often limited to crisis management and restoring product flow. Supervisors
spend much of their time 'firefighting'.
There are cross-functional teams assigned for problem solving on a regular basis where
meeting minutes are maintained and progress is regularly reviewed by upper management.

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2/8/2017

NO
ode=NAME
 Current Evaluation
Improve
Actual Goal ment
Plant 0 Scores Scores % to Goal needed
Management Commitment &
1
Involvement 0 2.5 0.0% 2.5
2 Policy Deployment 0 2.5 0.0% 2.5
Employee Involvement /
3
Participation 0 2.5 0.0% 2.5
4 Scheduling 0 2.5 0.0% 2.5
5 Information Flow 0 2.5 0.0% 2.5
Material Handling &
6
Warehouse Management 0 2.5 0.0% 2.5
7 Layout & Production Flow 0 2.5 0.0% 2.5
8 Inventory Management 0 2.5 0.0% 2.5
9 Manpower Planning 0 2.5 0.0% 2.5
10 Equipment Reliability 0 2.5 0.0% 2.5
11 Quality 0 2.5 0.0% 2.5
12 Standardized Work 0 2.5 0.0% 2.5
13 Visual Control 0 2.5 0.0% 2.5

14 Supply Chain Management 0 2.5 0.0% 2.5

15 Problem Solving 0 2.5 0.0% 2.5
16 5S 2.5 0.0% 2.5
0 40 0.0% 40.0

Totals Actual
Scores
Goal
Scores
% to Goal
Improve
ment
needed
 Manage Employe Mat'l
ment Policy e Handling Inventory Manpowe
Commitm deployme Involvem Schedulin Informati & Plant
W/H Lean Evaluation
Manage r Chart
ent nt ent g on Flow Mgmt Layout ment Planning
Gold 5 5 5 5 5 5 5 5 5
Silver 4 4 4 4 4 4 4 4 4
Bronze 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5
Challenger 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5
Current 0 0 0 0 0 0 0 0 0

Management
Policy Commitment
5S deployment
Problem Solving Employee Invo
5
Supply Chain Management
Scheduling
Visual Control Information
0 Flow
Stanardized Work Mat'l Handlin
Quality Layout
Equipment Reliability
Inventory
Manpower Planning Manage

Current Challenger Bronze Silver Go

 Supply
Equipme Chain
ation Chartnt Stanardiz Visual Manage Problem
Reliability Quality ed Work Control ment Solving 5S
5 5 5 5 5 5 5
4 4 4 4 4 4 4
2.5 2.5 2.5 2.5 2.5 2.5 2.5
1.5 1.5 1.5 1.5 1.5 1.5 1.5
0 0 0 0 0 0 0

Commitment
deployment
Employee Involvement
5
Scheduling
0
nformation Flow
Mat'l Handling & W/H Mgmt
Layout
ability
Inventory
Planning Management

onze Silver Gold