Lean Maturity Assessment - Blank Template 10

Lean Maturity
Assessment
1. PARTS
2. PROCESS
3. PLANT
4. PEOPLE
5. PERFORMANCE
Instructions
Lean Maturity Assessment
Element 1
Batch Size
Element 2
Inventory Management
Element 3
Product Flow
Element 4
Work Flow Monitoring
Element 5
Takt Time
Element 6
Pull System
Process
The systems or processes that form an infrastructure that provides stability and
standardisation
Element 1
5S
Element 2
Visual Management
Element 3
TPM
Element 4
Standard Operations
Element 5
Right First Time
Element 6
Line Stop & Call
Element 7
Problem Solving
Element 8
Process Capability
Plant
The combination of a manufacturing system (i.e. machines & lines/cells) designed for flexibility a
Element 1
Man / Machine Separation
Element 2
Cell / Line Layout
Element 3
Process Flow
Element 4
Material Handling
Element 5
Material Storage
Element 6
Product Family
People
The attitudes & behaviours exhibited by the employees of the company and their desire for
change,
Element 1
Management Style
Element 2
Change Readiness
Element 3
Customer Focus
Element 4
Continuous Improvement
Element 5
Engagement
Element 6
Team Roles
Element 7
Skill Building
Performance
Element 1
Policy Deployment
Element 2
KPI Tracking
Element 3
Standardisation
Element 4
Behaviours
Element 5
Real Time Measures

Parts - To produce what is required, when it is needed, in the quantity required
Batch Size Score Inventory Management Score Product Flow Score Work Flow Monitoring Score
Co-ordinated 1x1 production occurs for all

FIFO occurs within lots and no material is Visual indication showing clearly a products
5
Batch size match minimum customer order operations, as well as co-ordinated shutdowns
found outside designated areas. Inventory is position against plan. In case of delay,
size. Stock management part of integrated for planned downtime. Traditional department
stored in non-dedicated, flexible storage recovery action visible and managed by the
optimisation of stock along the supply chain. processes (i.e. fettling) have been “right-
locations. cell team.
sized” throughout the process.
Batch size and reorder frequency determined

FIFO system is “fail-safe” and inventory has Co-ordinated 1x1 production occurs for all Visual indication showing clearly a products
4
by a formal capacity analysis - based on setup
clear locations marked close to the point of operations, as well as co-ordinated shutdowns position against plan. In case of delay,
time. Regular review of parameters to set
use. Inventory min/max levels are clearly for planned downtime. Focus on continuously recovery action visible and managed by
stock levels to achieve required delivery
displayed. improving set-up/changeover efficiency. supervision.
performance.
The majority (>75%) of the processes follow

Formal system to support FIFO is in place, but 1x1 production techniques and only standard
3
by a formal capacity analysis - based on setup Visual indication showing clearly a products
lapses occur due to lack of discipline and/or WIP is present between processes. Mixed-
time. Stock levels scientifically, but position against plan. No visible system to
weak design. Specific areas for inventory are model production is utilised to reduce
infrequently reviewed. No corrective action manage and recover delays.
clearly labelled. inventory levels & changeovers are
after failure.
continuously improved.
Batch size, reorder frequency and lead time

Only isolated areas practice FIFO. Production processes are located in the same
2
based on informal capacity analysis e.g. shop
Designated areas for inventory may exist, but general area & some follow 1X1. Large Adhoc FIFO system applied, reprioritisation of
floor experience. High stock levels set for total
it is not clear because there are no labels and amounts of WIP still separate operations & work performed regularly.
safety. Just in case mentality, high
there is little discipline in place. “batch” production still occurs.
obsolescence.
Maximum batch sizes / reorder frequency set Production processes are isolated “islands”
FIFO is not practised and it is difficult to
1
to optimise utilisation of equipment (based on with large amounts of WIP between
identify locations and levels of inventory (raw, No visible position of products position against
economic batch quantity) Adhoc stock operations (i.e., departmentalised). Products
WIP, F/G). Inventory is located away from the plan, products expedited
management, emergency orders, late move through the production line in large
point of need.
deliveries. batches resulting in long throughput times.
Takt Time Score Pull System Score Score Score
Production is driven completely by “Pull”

Pace of production is established based on signal from downstream processes. Daily
5
the optimal Takt time.Takt time is calculated demands are given to final assembly only and
from live customer demand & used to balance drawn back up the line using a simple signal
work combinations. Each worker/operation is system (i.e., - Kanban card). Withdrawal is
within the optimal Takt time. based on the Kanban cycle. WIP is strictly
limited & system is highly disciplined.
Customer demand is used to determine the Production is driven based on a “Pull” signal
4
optimal Takt time and efforts are made to from downstream processes. Daily demands
balance work combinations accordingly. Each are fulfilled by the final operation. Withdrawal
worker/station operates close to the optimal is based on regular material handling route.
Takt time. WIP is limited & system is disciplined.
Customer demand is used to determine the Partial Kanban system is in place but
3
optimal cycle time, but it may not always be withdrawal is not based on “live” customer
followed. Changes in work combinations are demand & may not be strictly regulated. WIP
typically used to balance. Inefficiency exists levels are not always controlled & the “pull”
in the form of overproduction & low utilisation. discipline is occasionally broken.
Production output at individual stations may

Standard, non-dynamic production cycle time be somewhat limited by “back-up” of WIP from
2 is used to benchmark daily operations. No

real attempt is made to match this to “live”
customer demand.
downstream processes. A capacity limit or
maximum WIP level is in place and usually
followed. Communication between processes
is poor.
Production pace is not planned but assumed

Production flow is completely MRP based with
1
to be a fixed function of the current
no in-line control on operations or production
equipment. Line operates and adds/cuts
pace. Material enters & is pushed
hours or inventory to match customer
downstream on forecast only.
demand.
Parts -(Batch Size)
Description
To Produce What Is Required, When It Is Needed, In The Quantity

Required
Level Definitions:
5- Habit - Exhibits All of the Time for All Cases

4- Commitment - Exhibits Characteristics Most of the Time, Capable/Focused Implementation in Place
3- Understanding - Basic Plans/Systems in Place, Exhibits Some of the Time, Glitches Still Happen
2- Planning - Basic Scope Defined, First Steps Taken, Isolated Implementation
1- Awareness - Little or No Awareness Exists, Just Getting Started
Requirements
Lean Evidence Comments Score
Batch size match minimum customer order
size. Stock management part of integrated
optimisation of stock along the supply chain.
5.

time. Regular review of parameters to set stock
levels to achieve required delivery 4.
performance.

time. Stock levels scientifically, but infrequently
reviewed. No corrective action after failure. 3.
Batch size, reorder frequency and lead time

based on informal capacity analysis e.g. shop
floor experience. High stock levels set for total
safety. Just in case mentality, high 2.
obsolescence.
Maximum batch sizes / reorder frequency set

to optimise utilisation of equipment (based on
economic batch quantity) Adhoc stock
management, emergency orders, late 1.
deliveries.
Actions / Recommendations
Parts -(Inventory Management)
Description
To Produce What Is Required, When It Is Needed, In The Quantity Required
Level Definitions:

Requirements
FIFO occurs within lots and no material is found
outside designated areas. Inventory is stored in
non-dedicated, flexible storage locations.
5.
FIFO system is “fail-safe” and inventory has

clear locations marked close to the point of use.
Inventory min/max levels are clearly displayed.
4.
Formal system to support FIFO is in place, but

lapses occur due to lack of discipline and/or
weak design. Specific areas for inventory are
clearly labelled. 3.
Only isolated areas practice FIFO. Designated

areas for inventory may exist, but it is not clear
because there are no labels and there is little
discipline in place. 2.
FIFO is not practised and it is difficult to identify

locations and levels of inventory (raw, WIP,
F/G). Inventory is located away from the point
of need. 1.
Parts -(Product Flow)
Description

Required
Level Definitions:

Requirements
operations, as well as co-ordinated shutdowns
for planned downtime. Traditional department
processes (i.e. fettling) have been “right-sized” 5.
throughout the process.

operations, as well as co-ordinated shutdowns
for planned downtime. Focus on continuously
improving set-up/changeover efficiency. 4.
The majority (>75%) of the processes follow

1x1 production techniques and std WIP is
present between processes. Mixed-model
production is utilised to reduce inventory levels 3.
& c/o's are continuously improved.
Production processes are located in the same

general area & some follow 1X1. Large
amounts of WIP still separate operations &
“batch” production still occurs. 2.
Processes are isolated “islands” with large

amounts of WIP between operations (i.e.,
departmentalised). Products move through the
production line in large batches resulting in 1.
long throughput times.
Parts -(Work Flow Monitoring)
Description

Required
Level Definitions:

Requirements
Visual indication showing clearly a products
position against plan. In case of delay,
recovery action visible and managed by the
cell team. 5.

position against plan. In case of delay,
recovery action visible and managed by
supervision. 4.

position against plan. No visible system to
manage and recover delays.
3.
Adhoc FIFO system applied, reprioritisation of

work performed regularly.
2.
No visible position of products position against

plan, products expedited .
1.
Parts -(Takt Time)
Description

Required
Level Definitions:

Requirements
Pace of production is established based on the
optimal Takt time.Takt time is calculated from
live customer demand & used to balance work
combinations. Each worker/operation is within 5.
the optimal Takt time.
Customer demand is used to determine the

optimal Takt time and efforts are made to
balance work combinations accordingly. Each
worker/station operates close to the optimal 4.
Takt time.
Customer demand is used to determine the

optimal cycle time, but it may not always be
followed. Changes in work combinations are
typically used to balance. Inefficiency exists in 3.
the form of overproduction & low utilisation.
Standard, non-dynamic production cycle time

is used to benchmark daily operations. No real
attempt is made to match this to “live”
customer demand. 2.
Production pace is not planned but assumed to

be a fixed function of the current equipment.
Line operates and adds/cuts hours or inventory
to match customer demand. 1.
Parts -(Pull System)
Description

Required
Level Definitions:

Requirements
Driven completely by “Pull” signal from
downstream processes. Daily demands are
given to final assy only and drawn back up the
line using a signal system (Kanban card). WIP 5.
is strictly limited & system is highly disciplined.
Production is driven based on a “Pull” signal

from downstream processes. Daily demands
are fulfilled by the final operation. Withdrawal
is based on regular material handling route. 4.
WIP is limited & system is disciplined.
Partial Kanban system is in place but

withdrawal is not based on “live” customer
demand & may not be strictly regulated. WIP
levels are not always controlled & the “pull” 3.
discipline is occasionally broken.
Output at individual stations may be somewhat

limited by “back-up” of WIP from downstream
processes. A capacity limit or maximum WIP
level is in place and usually followed. 2.
Communication between processes is poor.
Production flow is completely MRP based with

no in-line control on operations or production
Pace. Material enters & is pushed
downstream on forecast only. 1.
Process - The systems or processes that form an infrastructure that provides stability and standardisation for the
shop floor. Stopping a manufacturing operation whenever an abnormality occurs, either manually or
automatically, in order to clearly identify problems as soon as they occur.
5S Score Visual Management Score TPM Score Standard Operations Score
PMs are continuously improved through Standardised operating procedures (SOPs) are
Formal 5S improvement activities are planned Wide range of visual management tools are used
5
continuous improvement activities and majority used for training team members and
according to improvement targets and audits are throughout the facility. The status of production
are predictive in nature. Team members are standardised work is used for frequent
performed by management (including plant is transparent to everyone. Inventory levels
involved in maintenance daily and help set improvement activities. Team members assist
manager periodically). (min/max) and locations are clearly marked.
targets for improvement. OEE is known. with developing SOPs and standardised work.
M/c failure rarely impacts production. Majority of

Current production status and impact on
4
Discipline is high on the shop floor and 5S maint activities are planned and a system is in All stations have up-to-date SOPs and
achievement of company targets is clear at all
principles are applied in the non-production areas place to highlight m/c issues, e.g., “tag” system. standardised work clearly posted. Team
times on the shop floor. All Inventory locations
(offices, conference/teams rooms, etc.). All m/c failures have a quick response followed members always follow procedures.
are marked and some levels are specified.
by root-cause problem solving.
All equipment has PM plans with checklists/

Production status is clear at all times on the shop
3
Clean, organised work areas. Locations for tools checkpoints posted. Most PMs are based on SOPs and standardised work have been
floor. All dangerous operations are clearly
and materials are clearly marked and in their time/frequency and team members are developed and some are posted at stations.
marked. Inventory levels are not clearly marked,
place. Scrap/rework clearly separated. responsible for basic activities. Machine uptime Most team members follow procedures.
but locations are designated.
is charted versus established targets.
PM plans in place for some select pieces of

Workplace looks more organised, but it is difficult
2
Some indication of production status on the shop equipment, but majority of maintenance activity is Basic work procedures exist, but are not strictly
to determine what is needed and there are few
floor. Some foot printing evident to show for unplanned downtime. Only maintenance followed and are not easily accessible by team
markings to identify proper locations. In general,
locations for equipment and inventory. technicians work on machines. Little information members.
the cleanliness level is low.
available on downtime/OEE.
1
No workplace organisation on the shop floor. All Frequent machine breakdown with no There are no SOPs. Team members work by
Virtually no examples of visual management
areas are generally disorganised and dirty. It is downtime/OEE information. Machines are dirty instinct. Activities vary between operators and
beyond basic forms, e.g., aisles marked.
not clear what is needed and what is not needed. and there is no PM schedule or checklists. are different from shift to shift.
Right First Time Score Line Stop & Call Score Problem Solving Score Process Capability Score
Visual displays for monitoring processes and fail- There are clear line stop procedures in place and The root-cause and countermeasures of all
As score 4 with all key processes at CPK >2.00
5
safes to automatically stop “out-of-control” the team members are empowered to stop the problems are identified through PDCA. Teams
capability of processes defined, measured and
processes are used throughout the facility to line the instant an abnormality occurs. The quick analyse a wide variety of problems and operators
monitored to plan. Poke yoke devices tested at
immediately make abnormalities “transparent” to response team is required to answer within 5 can lead activities. Employee involvement is high
shift start.
all. minutes. and virtually no problems reoccur.
Team members are empowered to stop the line Teams are formed to identify root-causes for a
Visual displays for monitoring processes and fail-
4
according to established procedures whenever wide range of problems and operators are always
safes to stop “out-of-control” processes are used As score 3 with improvement plans in place for
an abnormality occurs. A quick response team is involved. Solutions for root-causes are identified
in 85% of the factory. Abnormal events are easy key processes at less than CPK 1.33
in place and required to “show up” within 10 through 5 Why analysis resulting in significantly
to see and clearly understood by all.
minutes. fewer reoccurrence.
Teams* are formed to identify root-causes

Focus is on preventing errors through fail-safes
Team members can stop the line for quality or utilising the PDCA cycles for major problems
3
versus team members across the shop floor.
safety problems and wait for the supervisor/team only. Increased focus on identifying root causes As score 2 with most key processes at CPK of
The majority of areas have process monitors
leader to respond. Andons are in place to clearly in the production process through the 5 Why >1.33
visually displayed that make it easier to identify
signal the locations of all problems. analysis has resulted in fewer problem
problems.
reoccurrences.
Some fail-safes and process monitors are Limited use of problem solving “tools”, i.e., 5
Team members can notify supervisor/team
2
present, but team members are still expected to Why, by management and/or engineering for
leader of problems, but cannot consciously stop Capability measured on some key processes.
prevent errors. Only a small group of people major problems, but majority of solutions are still
production. There is not an efficient process in Reviewed weekly.
notice problems and understand the status of the “quick fixes” by maintenance leading to repetitive
place for team members to signal a problem.
shop floor. problems.
Majority of problems are only noticed by team

Fail-safes are not used and team members are Team members are not empowered to stop the
1
members and result in quick superficial “fixes” by
expected to identify and prevent errors. It is line and may be discouraged from disrupting
maintenance technicians. Problems constantly Process capability not measured.
difficult to identify problems and abnormal events flow. Line stop authority may reside as high as
reoccur and result in low process efficiency
go largely unnoticed. the plant manager.
(productivity or OEE).
Process -(5S)
Description
Process - The systems or processes that form an infrastructure that provides stability and
standardisation for the shop floor. Stopping a manufacturing operation whenever an abnormality
occurs, either manually or automatically, in order to clearly identify problems as soon as they occur.
Level Definitions:

Requirements
Formal 5S improvement activities are planned
according to improvement targets and audits
are performed by management (including plant
manager periodically). 5.
Discipline is high on the shop floor and 5S

principles are applied in the non-production
areas (offices, conference/teams rooms, etc.).
4.
Clean, organised work areas. Locations for

tools and materials are clearly marked and in
their place. Scrap/rework clearly separated.
3.
Workplace looks more organised, but it is

difficult to determine what is needed and there
are few markings to identify proper locations.
In general, the cleanliness level is low. 2.
No workplace organisation on the shop floor.

All areas are generally disorganised and dirty.
It is not clear what is needed and what is not
needed. 1.
Process -(Visual Management)
Description
Process - The systems or processes that form an infrastructure that provides stability and
standardisation for the shop floor. Stopping a manufacturing operation whenever an abnormality
occurs, either manually or automatically, in order to clearly identify problems as soon as they occur.
Level Definitions:

Requirements
Wide range of visual management tools are
used throughout the facility. The status of
production is transparent to everyone.
Inventory levels (min/max) and locations are 5.
clearly marked.
Current production status and impact on

achievement of company targets is clear at all
times on the shop floor. All Inventory locations
are marked and some levels are specified. 4.
Production status is clear at all times on the

shop floor. All dangerous operations are
clearly marked. Inventory levels are not clearly
marked, but locations are designated. 3.
Some indication of production status on the

shop floor. Some foot printing evident to show
locations for equipment and inventory.
2.
Virtually no examples of visual management

beyond basic forms, e.g., aisles marked.
1.
Process -(TPM) Process
Lean Maturity Assessment Lean Maturi
Description Description
Process - The systems or processes that form an infrastructure that provides stability and Process
standardisation for the shop floor. Stopping a manufacturing operation whenever an abnormality standardisat
occurs, either manually or automatically, in order to clearly identify problems as soon as they occur. occurs, either
Level Definitions: Level Definitio
5- Habit - Exhibits All of the Time for All Cases 5-

4- Commitment - Exhibits Characteristics Most of the Time, Capable/Focused Implementation in Place 4-
3- Understanding - Basic Plans/Systems in Place, Exhibits Some of the Time, Glitches Still Happen 3-
2- Planning - Basic Scope Defined, First Steps Taken, Isolated Implementation 2-
1- Awareness - Little or No Awareness Exists, Just Getting Started 1-
Requirements
PMs are continuously improved through Standardised opera
continuous improvement activities and majority used for training tea
are predictive in nature. Team members are standardised work i
involved in maintenance daily and help set 5. improvement activit
targets for improvement. OEE is known. with developing SO
M/c failure rarely impacts production. Majority All stations have up

of maint activities are planned and a system is standardised work c
in place to highlight m/c issues, e.g., “tag” members always fo
system. All m/c failures have a quick response 4.
followed by root-cause problem solving.
All equipment has PM plans with checklists/ SOPs and standard

checkpoints posted. Most PMs are based on developed and som
time/frequency and team members are Most team member
responsible for basic activities. Machine 3.
uptime is charted versus established targets.
PM plans in place for some select pieces of Basic work procedu

equipment, but majority of maintenance activity followed and are no
is for unplanned downtime. Only maintenance members.
technicians work on machines. Little 2.
information available on downtime/OEE.
Frequent machine breakdown with no There are no SOPs

downtime/OEE information. Machines are dirty instinct. Activities v
and there is no PM schedule or checklists. are different from sh
1.
Actions / Recommendations Actions / Reco

Process -(Standard Operations) Process -(R
ean Maturity Assessment Lean Maturity Ass
escription Description
Process - The systems or processes that form an infrastructure that provides stability and Process - The sy
standardisation for the shop floor. Stopping a manufacturing operation whenever an abnormality standardisation for th
ccurs, either manually or automatically, in order to clearly identify problems as soon as they occur. occurs, either manual
Level Definitions: Level Definitions:
Habit - Exhibits All of the Time for All Cases 5- Habit - Exhibits A
Commitment - Exhibits Characteristics Most of the Time, Capable/Focused Implementation in Place 4- Commitment - Ex
Understanding - Basic Plans/Systems in Place, Exhibits Some of the Time, Glitches Still Happen 3- Understanding - B
Planning - Basic Scope Defined, First Steps Taken, Isolated Implementation 2- Planning
Awareness - Little or No Awareness Exists, Just Getting Started 1- Awareness
Requirements
Lean Evidence Comments Score Lean
Standardised operating procedures (SOPs) are Visual displays for monitoring pr
used for training team members and fail-safes to automatically stop “
standardised work is used for frequent processes are used throughout
mprovement activities. Team members assist 5. immediately make abnormalities
with developing SOPs and standardised work. to all.
All stations have up-to-date SOPs and Visual displays for monitoring pr
standardised work clearly posted. Team fail-safes to stop “out-of-control”
members always follow procedures. used in 85% of the factory. Abn
4. are easy to see and clearly unde
SOPs and standardised work have been Focus is on preventing errors th

developed and some are posted at stations. versus team members across th
Most team members follow procedures. The majority of areas have proc
3. visually displayed that make it e
problems.
Basic work procedures exist, but are not strictly Some fail-safes and process mo
ollowed and are not easily accessible by team present, but team members are
members. to prevent errors. Only a small
2. notice problems and understand
the shop floor.
There are no SOPs. Team members work by Fail-safes are not used and team
nstinct. Activities vary between operators and expected to identify and prevent
are different from shift to shift. difficult to identify problems and
1. events go largely unnoticed.
Actions / Recommendations Actions / Recommendat

cess -(Right First Time) Process -(Line
Maturity Assessment Lean Maturity Assessm
Description
ocess - The systems or processes that form an infrastructure that provides stability and Process - The systems
ardisation for the shop floor. Stopping a manufacturing operation whenever an abnormality standardisation for the sho
either manually or automatically, in order to clearly identify problems as soon as they occur. occurs, either manually or au
efinitions: Level Definitions:
Habit - Exhibits All of the Time for All Cases 5- Habit - Exhibits All of the
Commitment - Exhibits Characteristics Most of the Time, Capable/Focused Implementation in Place 4- Commitment - Exhibits Ch
Understanding - Basic Plans/Systems in Place, Exhibits Some of the Time, Glitches Still Happen 3- Understanding - Basic Pla
Planning - Basic Scope Defined, First Steps Taken, Isolated Implementation 2- Planning - Basic Scope D
Awareness - Little or No Awareness Exists, Just Getting Started 1- Awareness - Little or No A
Requirements
plays for monitoring processes and There are clear line stop procedures in pla
o automatically stop “out-of-control” and the team members are empowered to
are used throughout the facility to the line the instant an abnormality occurs.
ly make abnormalities “transparent” 5. quick response team is required to answe
within 5 minutes.
plays for monitoring processes and Team members are empowered to stop th
o stop “out-of-control” processes are line according to established procedures
% of the factory. Abnormal events whenever an abnormality occurs. A quick
o see and clearly understood by all. 4. response team is in place and required to
“show up” within 10 minutes.
n preventing errors through fail-safes Team members can stop the line for quali
m members across the shop floor. safety problems and wait for the
ty of areas have process monitors supervisor/team leader to respond. Ando
splayed that make it easier to identify 3. are in place to clearly signal the locations
problems.
safes and process monitors are Team members can notify supervisor/team
ut team members are still expected leader of problems, but cannot conscious
errors. Only a small group of people stop production. There is not an efficient
blems and understand the status of 2. process in place for team members to sig
oor. problem.
are not used and team members are Team members are not empowered to sto
o identify and prevent errors. It is line and may be discouraged from disrupt
dentify problems and abnormal flow. Line stop authority may reside as hi
largely unnoticed. 1. the plant manager.
/ Recommendations Actions / Recommendations

s -(Line Stop & Call) Process -(Problem
ty Assessment Lean Maturity Assessment
Description
- The systems or processes that form an infrastructure that provides stability and Process - The systems or pro
ion for the shop floor. Stopping a manufacturing operation whenever an abnormality standardisation for the shop floor
manually or automatically, in order to clearly identify problems as soon as they occur. occurs, either manually or automat
Level Definitions:
Exhibits All of the Time for All Cases 5- Habit - Exhibits All of the Time fo
ment - Exhibits Characteristics Most of the Time, Capable/Focused Implementation in Place 4- Commitment - Exhibits Character
anding - Basic Plans/Systems in Place, Exhibits Some of the Time, Glitches Still Happen 3- Understanding - Basic Plans/Sys
g - Basic Scope Defined, First Steps Taken, Isolated Implementation 2- Planning - Basic Scope Defined,
ess - Little or No Awareness Exists, Just Getting Started 1- Awareness - Little or No Awarene
Requirements
stop procedures in place The root-cause and countermeasures of all
ers are empowered to stop problems are identified through PDCA. Teams
n abnormality occurs. The analyse a wide variety of problems and
m is required to answer 5. operators can lead activities. Employee
involvement is high and virtually no problems
reoccur.
empowered to stop the Teams are formed to identify root-causes for a

ablished procedures wide range of problems and operators are
mality occurs. A quick always involved. Solutions for root-causes are
place and required to 4. identified through 5 Why analysis resulting in
minutes. significantly fewer reoccurrence.
stop the line for quality or Teams* are formed to identify root-causes
wait for the utilising the PDCA cycles for major problems
der to respond. Andons only. Increased focus on identifying root
y signal the locations of all 3. causes in the production process through the 5
Why analysis has resulted in fewer problem
reoccurrences.
notify supervisor/team Limited use of problem solving “tools”, i.e., 5

but cannot consciously Why, by management and/or engineering for
ere is not an efficient major problems, but majority of solutions are
team members to signal a 2. still “quick fixes” by maintenance leading to
repetitive problems.
not empowered to stop the Majority of problems are only noticed by team
couraged from disrupting members and result in quick superficial “fixes”
ority may reside as high as by maintenance technicians. Problems
1. constantly reoccur and result in low process
efficiency (productivity or OEE).
mmendations Actions / Recommendations

Problem Solving) Process -(Process Ca
sessment Lean Maturity Assessment
Description
systems or processes that form an infrastructure that provides stability and Process - The systems or processes
the shop floor. Stopping a manufacturing operation whenever an abnormality standardisation for the shop floor. Stopp
ally or automatically, in order to clearly identify problems as soon as they occur. occurs, either manually or automatically,
Level Definitions:
All of the Time for All Cases 5- Habit - Exhibits All of the Time for All Cas
Exhibits Characteristics Most of the Time, Capable/Focused Implementation in Place 4- Commitment - Exhibits Characteristics M
Basic Plans/Systems in Place, Exhibits Some of the Time, Glitches Still Happen 3- Understanding - Basic Plans/Systems in
c Scope Defined, First Steps Taken, Isolated Implementation 2- Planning - Basic Scope Defined, First Ste
le or No Awareness Exists, Just Getting Started 1- Awareness - Little or No Awareness Exis
Requirements R
Evidence Comments Score Lean
easures of all As score 4 with all key processes at CPK
h PDCA. Teams >2.00 capability of processes defined,
lems and measured and monitored to plan. Poke yoke
Employee 5. devices tested at shift start.
lly no problems
oot-causes for a As score 3 with improvement plans in place for

perators are key processes at less than CPK 1.33
r root-causes are
ysis resulting in 4.
ce.
root-causes As score 2 with most key processes at CPK of

major problems >1.33
tifying root
ess through the 5 3.
ewer problem
g “tools”, i.e., 5 Capability measured on some key processes.

engineering for Reviewed weekly.
of solutions are
nce leading to 2.
noticed by team Process capability not measured.

uperficial “fixes”
Problems
n low process 1.
E).
ations Actions / Recommendations

cess Capability)
ment
s or processes that form an infrastructure that provides stability and

op floor. Stopping a manufacturing operation whenever an abnormality
automatically, in order to clearly identify problems as soon as they occur.
e Time for All Cases

Characteristics Most of the Time, Capable/Focused Implementation in Place
Plans/Systems in Place, Exhibits Some of the Time, Glitches Still Happen
Defined, First Steps Taken, Isolated Implementation
o Awareness Exists, Just Getting Started
Requirements
Evidence Comments Score
5.
4.
3.
2.
1.
Plant - The combination of a manufacturing system (i.e. machines & lines/cells) designed for flexibility and a highly
cross trained workforce in an environment that supports a successful deployment of labour.
Man / Machine Separation Score Cell/Line Layout Score Process Flow Score Material Handling Score
Efficient and flexible material handling. Materials

Motion economy is maximised by minimising walk
5
The machine design allows the team member to Product flow is very simple and visible. Close to movements are synchronised with production
patterns and material conveyance, resulting in
load only, i.e., “auto-unload” machines in quick 100% autonomy is achieved and where non exists cycles. Makes use of appropriate techniques (e.g.
minimal amounts of floor space required for
and easy movements. is well synchronised with outside operations. 'waterspiders' and 'supermarkets') Integrated with
production.
production team.
Efficient and flexible to ensure delays and material
4
Layout provides ultimate flexibility in staffing team Layout is aligned to process sequence, flow is
The machine controls are designed for efficiency, starvation do not occur. Some synchronisation
members and virtually no WIP is present due to clearly visible and breaks in flow only where
e.g., “1 touch” start or auto-stop. with production cycles occur, but largely operates
strict 1x1 production. resource availability dictates sharing or out of cell
independently from the production team.
Built in quality devices are incorporated into the Processes are linked, resulting in increased Layout has some alignment to process sequence,
3 design of the machine to ensure quality, allowing 1

team member to run several machines of 1 or
more types.
flexibility (operators can run more than 1 station)
and communication WIP levels are still higher than
required.
but the flow is not always obvious and many
breaks occur for shared resources and out of cell
operations.
Efficient material handling does not disrupt
production.
2
1 team member may run more than 1 machine Individual stations are separated by large amounts Material handling methods focus on efficiency.
(typically the same type), but it is still necessary to of uncontrolled WIP and it is difficult for operators Functional layout with some distances reduced. Lack of integration leads to frequent interruption to
monitor the process to prevent errors. to move from station-to-station or communicate. production.
Machines are designed without built in quality Material Handling largely reactive with no planned
1
Every station in the process is an isolated “island”, All layout is functionally aligned. Product routings
devices and every machine must have 1 team routes. No integration with production cycles.
making it impossible for team members to move are complex with many back flows and out of cell
member assigned to monitor the process to Production frequently interrupted to move
from 1 station to the next or to communicate. operations.
ensure a quality part material.
Material Storage Score Product Family Score Score Score
Products are grouped according to route and
5
sequence. Process routes and sequences have
As score 4, with approach standardised within
been re-engineered to ensure a high degree of fit.
area, so uninitiated can use system easily.
Poor fit parts are excluded or treated so as not to
disrupt the core processes.
Product family groups have been identified and

There is effective visual control materials, tooling
4
the majority of parts fit well. Limited process re-
and consumables that answers each of Location,
engineering has taken place to aid fit. Some parts
Amount Replenishment and Sequence. Evidence
remain that do not fit the family well and cause
of it being used correctly in all areas.
disruption.
There is visual control materials, tooling and
3
A few loosely defined product family groups exist
consumables that answers each of Location,
based on either intuitive grouping or equipment
Amount Replenishment and Sequence. Use is
and processes needed.
effective in some areas.
2 There is some indication of location for all

materials, tooling and consumables.
Parts are grouped according to different
technologies employed.
All unnecessary items removed from the work
1 area. Work place is clean and tidy. However, there

is no indication of where material, consumables or
tools should be stored.
No product families defined.
Plant -(Man / Machine Separation)
Description
Plant - The combination of a manufacturing system (i.e. machines & lines/cells)

designed for flexibility and a highly cross trained workforce in an environment that
supports a successful deployment of labour.
Level Definitions:

Requirements
The machine design allows the team member
to load only, i.e., “auto-unload” machines in
quick and easy movements.
5.
The machine controls are designed for

efficiency, e.g., “1 touch” start or auto-stop.
4.
Built in quality devices are incorporated into the

design of the machine to ensure quality,
allowing 1 team member to run several
machines of 1 or more types. 3.
1 team member may run more than 1 machine

(typically the same type), but it is still
necessary to monitor the process to prevent
errors. 2.
Machines are designed without built in quality

devices and every machine must have 1 team
member assigned to monitor the process to
ensure a quality part 1.
Plant -(Cell / Line Layout) Plant -(
Plant - The combination of a manufacturing system (i.e. machines & lines/cells) Plant - Th
designed for flexibility and a highly cross trained workforce in an environment that designed f

Requirements
Motion economy is maximised by minimising Product flow is very
walk patterns and material conveyance, to 100% autonomy
resulting in minimal amounts of floor space exists is well synchr
required for production. 5. operations.
Layout provides ultimate flexibility in staffing Layout is aligned to

team members and virtually no WIP is present clearly visible and b
due to strict 1x1 production. resource availability
4. cell
Processes are linked, resulting in increased Layout has some al

flexibility (operators can run more than 1 sequence, but the fl
station) and communication WIP levels are still and many breaks oc
higher than required. 3. and out of cell opera
Individual stations are separated by large Functional layout wi

amounts of uncontrolled WIP and it is difficult reduced.
for operators to move from station-to-station or
communicate. 2.
Every station in the process is an isolated All layout is function

“island”, making it impossible for team routings are comple
members to move from 1 station to the next or and out of cell opera
to communicate. 1.

Plant -(Process Flow) Plant -(Mate
Plant - The combination of a manufacturing system (i.e. machines & lines/cells) Plant - The com
designed for flexibility and a highly cross trained workforce in an environment that designed for flexi
Requirements
Product flow is very simple and visible. Close Efficient and flexible material ha
o 100% autonomy is achieved and where non Materials movements are synch
exists is well synchronised with outside production cycles. Makes use o
operations. 5. techniques (e.g. 'waterspiders' a
'supermarkets') Integrated with p
team.
Layout is aligned to process sequence, flow is Efficient and flexible to ensure d

clearly visible and breaks in flow only where material starvation do not occur
esource availability dictates sharing or out of synchronisation with production
cell 4. but largely operates independen
production team.
Layout has some alignment to process Efficient material handling does

sequence, but the flow is not always obvious production.
and many breaks occur for shared resources
and out of cell operations. 3.
Functional layout with some distances Material handling methods focus

educed. Lack of integration leads to freq
interruption to production.
2.
All layout is functionally aligned. Product Material Handling largely reactiv

outings are complex with many back flows planned routes. No integration w
and out of cell operations. cycles. Production frequently int
1. move material.

nt -(Material Handling) Plant -(Materia
Description
nt - The combination of a manufacturing system (i.e. machines & lines/cells) Plant - The combinati
gned for flexibility and a highly cross trained workforce in an environment that designed for flexibility
supports a successful deployment of labour. sup
Commitment - Exhibits Characteristics Most of the Time, Capable/Focused Implementation in Place 4- Commitment - Exhibits C
Understanding - Basic Plans/Systems in Place, Exhibits Some of the Time, Glitches Still Happen 3- Understanding - Basic Pl
Requirements
nd flexible material handling. As score 4, with approach standardised w
movements are synchronised with area, so uninitiated can use system easily
cycles. Makes use of appropriate
s (e.g. 'waterspiders' and 5.
kets') Integrated with production
nd flexible to ensure delays and There is effective visual control materials,

arvation do not occur. Some tooling and consumables that answers ea
sation with production cycles occur, Location, Amount Replenishment and
operates independently from the 4. Sequence. Evidence of it being used corr
team. in all areas.
aterial handling does not disrupt There is visual control materials, tooling a
. consumables that answers each of Locat
Amount Replenishment and Sequence. U
3. effective in some areas.
andling methods focus on efficiency. There is some indication of location for al

egration leads to frequent materials, tooling and consumables.
n to production.
2.
andling largely reactive with no All unnecessary items removed from the
utes. No integration with production area. Work place is clean and tidy. Howe
oduction frequently interrupted to there is no indication of where material,
erial. 1. consumables or tools should be stored.

Material Storage) Plant -(Product Fa
Description
he combination of a manufacturing system (i.e. machines & lines/cells) Plant - The combination of
or flexibility and a highly cross trained workforce in an environment that designed for flexibility and a
supports a successful deployment of labour. supports
Level Definitions:
Requirements
roach standardised within Products are grouped according to route and
can use system easily. sequence. Process routes and sequences
have been re-engineered to ensure a high
5. degree of fit. Poor fit parts are excluded or
treated so as not to disrupt the core processes.
sual control materials, Product family groups have been identified and
ables that answers each of the majority of parts fit well. Limited process re-
eplenishment and engineering has taken place to aid fit. Some
e of it being used correctly 4. parts remain that do not fit the family well and
cause disruption.
ol materials, tooling and A few loosely defined product family groups

nswers each of Location, exist based on either intuitive grouping or
ent and Sequence. Use is equipment and processes needed.
eas. 3.
ation of location for all Parts are grouped according to different

d consumables. technologies employed.
2.
ms removed from the work No product families defined.

clean and tidy. However,
n of where material,
s should be stored. 1.

duct Family)
sessment
mbination of a manufacturing system (i.e. machines & lines/cells)

xibility and a highly cross trained workforce in an environment that
All of the Time for All Cases

Exhibits Characteristics Most of the Time, Capable/Focused Implementation in Place
Basic Plans/Systems in Place, Exhibits Some of the Time, Glitches Still Happen
c Scope Defined, First Steps Taken, Isolated Implementation
le or No Awareness Exists, Just Getting Started
Requirements
Evidence Comments Score
ng to route and
d sequences
nsure a high
excluded or 5.
e core processes.
een identified and

mited process re-
o aid fit. Some
family well and 4.
family groups
grouping or
eded.
3.
o different
2.
1.
ations
People - The attitudes & behaviours exhibited by the employees of the company and their desire for change,
Management Style Score Change Readiness Score Customer Focus Score Continuous Improvement Score
All levels of Management and support are aligned Value stream Mapping has been conducted for all
to a dedicated Value Stream. Focus is on the areas and is the key driver for improvements. The
All levels of management understand current The entire organisation is “open-minded” and
5
customer-supplier relationship throughout the PDCA cycle is used to develop & maintain plans.
conditions on the shop floor. There is a formal ready for change. Everyone realises that the
value stream and ultimately to the final customer. There is a program for CI training/rotation in the CI
system for providing fact-based reviews and organisation must constantly strive for
The value stream team is visible and actively department & team members lead activities.
coaching to employees. improvement in order to be competitive.
supports the value adding operation to solve Greater than 80% of the employees have been a
customer issues. member of an improvement team.
A significant part of the mgt structure is aligned to

a dedicated value stream, though some reporting
Management approach to problem solving is occurs across value streams or by function. Value stream mapping has been used to develop a
4
Most of middle management understands the
proactive. “Go and see” is practised everyday. Customer-supplier relationships are defined; structured CI plan (including targets) with a CI office
need to change and will support new ideas
Management has a strong desire to listen to team active support for the value adding operation to support activities. CI activities are visibly
100%.
members and support with action happens most of the time. Customer issues are documented on the shop floor.
visible, known and communicated to those
concerned.
Value Streams are recognised though a high

Management works on known problems by Upper management realises the need for change
3
proportion of the supporting mgt structure is CI activities occur, but they are random and not tied
investigating root-cause utilising the “Go and see” and is open to new ideas. They are prepared to
functionally aligned. Customer-supplier into an overall program. Full-time resources are
approach. Most employees receive specific provide 100% support going forward and exhibit
relationships are not clear. Most customer issues dedicated to improvements.
feedback on performance. a “whatever it takes attitude”.
are communicated to those concerned.
A few areas within a value streams are

recognised, with a dedicated local mgt team.
An employee suggestion program is the primary
2
The majority of shop floor employees and front- The larger value stream is not recognised nor is
Problems are communicated to management, but source of CI and there is little/ slow action taken on
line supervision recognises the need for change the middle/senior management team organised in
response is slow and the status always unclear. submitted suggestions. Still no systematic
and are “open-minded”. value streams making customer recognition
improvement process.
difficult. Customers issues feedback to the
relevant area.
Little or no customer recognition, physical layout

There are no improvement activities involving team
Management unaware of conditions on the shop Entire organisation is “closed-minded”. and management structure supports process
1
members and there is no formal improvement
floor, only team members and supervisors know Pervasive attitude of “this is how we have always islands which have little accountability to
organisation. Upper management/engineering
real problems. Shop floor performance based on done things” and “we have already tried those customer. Customer issues not dealt with
focus is on large-scale innovations and technology
financial reports only. things”. separately to the manufacturing process. Little
solutions.
feedback or visibility of customer issues.
Engagement Score Team Roles Score Skill Building Score Score
As score 4, plus All operating stations can show

evidence that the questions What do I need to Advanced knowledge training occurs and is
5
Team roles are clearly defined and include
know and What do I need to share have been linked to advancement opportunities. A “pre-hire”
leadership and an appropriate range of indirect
effectively addressed. All work activity (product training program exists to certify potential
activities.
flow, Asset Care, Quality, ,etc.) is visually employees.
sustained.
Qualification boards are shown in all areas and a
4
As score 3, plus operators have been involved in
Individuals skills and capabilities are identified structured training program is used to develop
workstation design. Cell Team manages most
and clearly matched to team roles skills based on specific company/ employee
activity through visual management.
needs. Dedicated time is reserved for training.
Operators have recognised duties in 5S plus are There is a formal process for cross training team
3 involved in audit. OR Cell teams have been

involved in visual organisation of workplace
through events (5S), sustainment limited
Team members have well-defined roles and
share a common purpose.
members* and most of the training is driven by
continuous improvement needs. Skill levels are
tracked and clearly posted in most areas.
2
Operators have limited duty to keep area clean Most operators know more than 1 job, but there
The team is a collection of functional experts, the
OR Cell teams recognise value of visual controls, is still no formal cross-training process. Most
senior person is the team leader
some controls exist on Cell Boards. training is limited to basic job skills only.
Operators are not cross-trained and most
1 Operators / Teams are uninvolved in 5s / Visual

Management activity
Teams formed on basis of task expertise
workers can only do 1 job. There is no formal
process for qualifying operators and all training is
“hands-on”.
People -(Management Style)
Description
People
Level Definitions:
Requirements
All levels of management understand current
conditions on the shop floor. There is a formal
system for providing fact-based reviews and
coaching to employees.
5.
Management approach to problem solving is

proactive. “Go and see” is practised everyday.
Management has a strong desire to listen to
team members and support with action
4.
Management works on known problems by

investigating root-cause utilising the “Go and
see” approach. Most employees receive
specific feedback on performance. 3.
Problems are communicated to management,

but response is slow and the status always
unclear.
2.
Management unaware of conditions on the

shop floor, only team members and
supervisors know real problems. Shop floor
performance based on financial reports only.
1.
People -(Change Readiness)
Description
People - The attitudes & behaviours exhibited by the employees of the company and their desire for
change,
Level Definitions:
Requirements
The entire organisation is “open-minded” and
ready for change. Everyone realises that the
organisation must constantly strive for
improvement in order to be competitive.
5.
Most of middle management understands the

need to change and will support new ideas
100%.
4.
Upper management realises the need for

change and is open to new ideas. They are
prepared to provide 100% support going forward
and exhibit a “whatever it takes attitude”. 3.
The majority of shop floor employees and front-

line supervision recognises the need for change
and are “open-minded”.
2.
Entire organisation is “closed-minded”.

Pervasive attitude of “this is how we have
always done things” and “we have already tried
those things”.
1.
People -(Customer Focus)
Description
change,
Level Definitions:
Requirements
All levels of Management and support are
aligned to a dedicated Value Stream. Focus is
on the customer-supplier relationship
throughout the value stream and ultimately to
the final customer. The value stream team is
visible and actively supports the value adding
5.
operation to solve customer issues.
A significant part of the mgt structure is aligned

to a dedicated value stream, though some
reporting occurs across value streams or by
function. Customer-supplier relationships are
defined; active support for the value adding
operation happens most of the time. Customer 4.
issues are visible, known and communicated to
those concerned.
Value Streams are recognised though a high

proportion of the supporting mgt structure is
functionally aligned. Customer-supplier
relationships are not clear. Most customer 3.
issues are communicated to those concerned.
A few areas within a value streams are

recognised, with a dedicated local mgt team.
The larger value stream is not recognised nor
is the middle/senior management team
organised in value streams making customer
recognition difficult. Customers issues
2.
feedback to the relevant area.
Little or no customer recognition, physical

layout and management structure supports
process islands which have little accountability
to customer. Customer issues not dealt with
separately to the manufacturing process. Little 1.
feedback or visibility of customer issues.
People -(Continuous Improvement)
Description
change,
Level Definitions:
Requirements
Value stream Mapping has been conducted for
all areas and is the key driver for
improvements. The PDCA cycle is used to
develop & maintain plans. There is a program
for CI training/rotation in the CI department &
team members lead activities. Greater than
5.
80% of the employees have been a member of
an improvement team.
Value stream mapping has been used to

develop a structured CI plan (including
targets) with a CI office to support activities. CI
activities are visibly documented on the shop
floor.
4.
CI activities occur, but they are random and not

tied into an overall program. Full-time
resources are dedicated to improvements.
3.
An employee suggestion program is the

primary source of CI and there is little/ slow
action taken on submitted suggestions. Still no
systematic improvement process.
2.
There are no improvement activities involving

team members and there is no formal
improvement organisation. Upper
management/engineering focus is on large-
scale innovations and technology solutions. 1.
People -(Engagement)
Description
change,
Level Definitions:
Requirements
As score 4, plus All operating stations can
show evidence that the questions What do I
need to know and What do I need to share
have been effectively addressed. All work
activity (product flow, Asset Care,
Quality, ,etc.) is visually sustained.
5.
As score 3, plus operators have been involved

in workstation design. Cell Team manages
most activity through visual management.
4.
Operators have recognised duties in 5S plus

are involved in audit. OR Cell teams have
been involved in visual organisation of
workplace through events (5S), sustainment 3.
limited
Operators have limited duty to keep area clean

OR Cell teams recognise value of visual
controls, some controls exist on Cell Boards.
2.
Operators / Teams are uninvolved in 5s /

Visual Management activity
1.
People -(Team Roles)
Description
change,
Level Definitions:
Requirements
Team roles are clearly defined and include
leadership and an appropriate range of indirect
activities.
5.
Individuals skills and capabilities are identified

and clearly matched to team roles
4.
Team members have well-defined roles and

share a common purpose.
3.
The team is a collection of functional experts,

the senior person is the team leader
2.
Teams formed on basis of task expertise
1.
People -(Skill Building)
Description
change,
Level Definitions:
Requirements
Advanced knowledge training occurs and is
linked to advancement opportunities. A “pre-
hire” training program exists to certify potential
employees.
5.
Qualification boards are shown in all areas and

a structured training program is used to
develop skills based on specific company/
employee needs. Dedicated time is reserved
for training.
4.
There is a formal process for cross training

team members* and most of the training is
driven by continuous improvement needs. Skill
levels are tracked and clearly posted in most 3.
areas.
Most operators know more than 1 job, but

there is still no formal cross-training process.
Most training is limited to basic job skills only.
2.
Operators are not cross-trained and most

workers can only do 1 job. There is no formal
process for qualifying operators and all training
is “hands-on”.
1.
Performance- The delivery against Business objectives
Policy Deployment Score KPI Tracking Score Standardisation Score Behaviours Score
There is a company wide vision for the future, a

site strategy for implementing this vision and the
As score 4, with plans showing evidence of
business plan; these are well known by all Display boards have std measures std layouts
5
resource planning, multifunctional teams and As score 4, but with hands on ownership and
employees and are visible for all. All value and use all relevant company templates. No
departments present on board. Board shows all involvement in actions demonstrated by area
streams and disciplines were involved in creating boards relating to other cell level measures in
improvement activity for area consolidated leadership team
the plans and are actively achieving milestones area.
against key metrics.
for completion. Business plans and vision are
aligned.
Vertical & horizontal alignment with the business
4
Display boards generally as std with small
plan exists throughout the organisation. “3 Level” As score 3, but with individual responsibility and As score 3, but with formalised leadership
inconsistencies in format. Measures and layout
meetings are conducted to ensure alignment with timescales for plan. reviews as well as informal.
are as std.
goals.
A clear business plan is in place & specific

metrics to support all goals/objectives have been
3
Targets and Plans visible. Improvement profile Standard display board used. Other boards Cell and plant boards relate. Measures up to
developed and cascaded to the shop floor.
shows stepped improvement. Detail exists about relating to other measures in area. Display date. Leadership review on informal basis during
Formal review system has been established for
specific actions in plan boards have non-std measures or layouts walk round
identified metrics, e.g., daily/weekly/monthly
meetings.
Performance management system for employees
2
Process performance targets visible. Plan of Performance Targets displayed on non-standard Measures up to date. Team regularly reviews
is in place (identifies goals/objectives, lists
achievement visible. Plan is represented by display boards. Separate boards for separate board. Difficulty relating cell boards to plant
activities & establishes metrics) but it lacks the
straight line. Lack of ability to find detail of plan measures displayed in area. boards
“tie-in” of an integrated business plan.
Little or no connection between company goals &
1
No performance targets, relating to process
shop floor activities. Employees do not Performance Targets not visually displayed in Measures not up to date on boards. No meetings
performance visible in area. Performance targets
understand how they can support the company area. at board. No informal review by management
visible but no plan visible
objectives.
Dynamic Measures Score Score Score Score
5
As score 4, but with data from dynamic measures
visible on board and reviewed as part of formal
reviews where relevant
4 As score 3, but with clear indication on board of

where relevant dynamic measures exist
3 Measures in area (OEE. / throughput etc) can be

linked to key issues on board
2 Cannot link measures on board to dynamic

measures in area.
1 No evidence of dynamic measures being used in

area
Performance -(Policy Deployment)
Description
Level Definitions:
Requirements Evidence & Comments Score
There is a company wide vision for the future,

a site strategy for implementing this vision and
the business plan; these are well known by all
employees and are visible for all. All value
streams and disciplines were involved in
creating the plans and are actively achieving 5.
milestones for completion. Business plans and
vision are aligned.
Vertical & horizontal alignment with the

business plan exists throughout the
organisation. “3 Level” meetings are
conducted to ensure alignment with goals.
4.
A clear business plan is in place & specific

metrics to support all goals/objectives have
been developed and cascaded to the shop
floor. Formal review system has been
established for identified metrics, e.g.,
daily/weekly/monthly meetings. 3.
Performance management system for

employees is in place (identifies
goals/objectives, lists activities & establishes
metrics) but it lacks the “tie-in” of an integrated
business plan. 2.
Little or no connection between company goals

& shop floor activities. Employees do not
understand how they can support the company
objectives.
1.
Performance -(KPI Tracking) Perform

Requirements Evidence & Comments Score Requirements
As score 4, with plans showing evidence of Display boards have

resource planning, multifunctional teams and and use all relevant
departments present on board. Board shows boards relating to ot
all improvement activity for area consolidated area.
against key metrics.
5.
As score 3, but with individual responsibility Display boards gene

and timescales for plan. inconsistencies in fo
are as std.
4.
Targets and Plans visible. Improvement profile Standard display bo

shows stepped improvement. Detail exists relating to other me
about specific actions in plan boards have non-std
3.
Process performance targets visible. Plan of Performance Targe

achievement visible. Plan is represented by standard display bo
straight line. Lack of ability to find detail of plan separate measures
2.
No performance targets, relating to process Performance Targe

performance visible in area. Performance area.
targets visible but no plan visible
1.

Performance -(Standardisation) Performanc

Requirements Evidence & Comments Score Requirements
Display boards have std measures std layouts As score 4, but with hands on o
and use all relevant company templates. No involvement in actions demonst
boards relating to other cell level measures in leadership team
area.
5.
Display boards generally as std with small As score 3, but with formalised l
nconsistencies in format. Measures and layout reviews as well as informal.
are as std.
4.
Standard display board used. Other boards Cell and plant boards relate. Me
elating to other measures in area. Display date. Leadership review on infor
boards have non-std measures or layouts during walk round
3.
Performance Targets displayed on non- Measures up to date. Team reg

standard display boards. Separate boards for board. Difficulty relating cell boa
separate measures displayed in area. boards
2.
Performance Targets not visually displayed in Measures not up to date on boa

area. meetings at board. No informal
management
1.

ormance -(Behaviours) Performance -(
Description
Performance- The delivery against Business objectives Perfor

Commitment - Exhibits Characteristics Most of the Time, Capable/Focused Implementation in Place 4- Commitment - Exhibits Ch
Understanding - Basic Plans/Systems in Place, Exhibits Some of the Time, Glitches Still Happen 3- Understanding - Basic Pla
ments Evidence & Comments Score Requirements
, but with hands on ownership and As score 4, but with data from dynamic
nt in actions demonstrated by area measures visible on board and reviewed a
team part of formal reviews where relevant
5.
, but with formalised leadership As score 3, but with clear indication on bo

well as informal. of where relevant dynamic measures exis
4.
ant boards relate. Measures up to Measures in area (OEE. / throughput etc)

ership review on informal basis be linked to key issues on board
k round
3.
up to date. Team regularly reviews Cannot link measures on board to dynam

iculty relating cell boards to plant measures in area.
2.
not up to date on boards. No No evidence of dynamic measures being

at board. No informal review by in area
ent
1.

mance -(Dynamic Measures) Performance -()
Description
Level Definitions:
Evidence & Comments Score Requirements
data from dynamic Team roles are clearly defined and include leade
board and reviewed as an appropriate range of indirect activities.
s where relevant
5.
clear indication on board Individuals skills and capabilities are identified a

namic measures exist matched to team roles
4.
OEE. / throughput etc) can Team members have well-defined roles and sha
es on board common purpose.
3.
es on board to dynamic The team is a collection of functional experts, th

person is the team leader
2.
amic measures being used Teams formed on basis of task expertise
1.

nce -()
ssessment
Performance
All of the Time for All Cases

Exhibits Characteristics Most of the Time, Capable/Focused Implementation in Place
- Basic Plans/Systems in Place, Exhibits Some of the Time, Glitches Still Happen
c Scope Defined, First Steps Taken, Isolated Implementation
ttle or No Awareness Exists, Just Getting Started
Evidence & Comments Score
fined and include leadership and

ndirect activities.
5.
abilities are identified and clearly
4.
l-defined roles and share a
3.
f functional experts, the senior
2.
of task expertise
1.
endations
Previous Score
Current Score
12-Month Target
Dynamic Batch Size

Measures Inventory
Behaviours productManagement
flow
Standardisation Work Flow Monitoring
Target Tracking Takt Time
Policy Deployment Pull System
4
Skill Building 5S
Team Roles 2 Visual Management
Engagement 0 TPM
Continuous Improvement Standard Operations
Customer Focus Right First Time
Change Readiness Line Stop Call (Andon)
Management Style Problem Solving
Product Family Process Capability
Material Storage
Material Handling Man/Machine
Cell/Line Layout Separation
Product Flow

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Lean Maturity

Work Flow Monitoring

Right First Time

Line Stop & Call

Man / Machine Separation

Cell / Line Layout

Real Time Measures

Parts - To produce what is required, when it is needed, in the quantity required

Co-ordinated 1x1 production occurs for all

Batch size and reorder frequency determined

The majority (>75%) of the processes follow

Batch size, reorder frequency and lead time

Takt Time Score Pull System Score Score Score

Production is driven completely by “Pull”

Production output at individual stations may

2 is used to benchmark daily operations. No

Production pace is not planned but assumed

To Produce What Is Required, When It Is Needed, In The Quantity

5- Habit - Exhibits All of the Time for All Cases

Batch size and reorder frequency determined

Batch size and reorder frequency determined

Batch size, reorder frequency and lead time

Maximum batch sizes / reorder frequency set

To Produce What Is Required, When It Is Needed, In The Quantity Required

5- Habit - Exhibits All of the Time for All Cases

FIFO system is “fail-safe” and inventory has

Formal system to support FIFO is in place, but

Only isolated areas practice FIFO. Designated

FIFO is not practised and it is difficult to identify

To Produce What Is Required, When It Is Needed, In The Quantity

5- Habit - Exhibits All of the Time for All Cases

Co-ordinated 1x1 production occurs for all

The majority (>75%) of the processes follow

Production processes are located in the same

Processes are isolated “islands” with large

To Produce What Is Required, When It Is Needed, In The Quantity

5- Habit - Exhibits All of the Time for All Cases

Visual indication showing clearly a products

Visual indication showing clearly a products

Adhoc FIFO system applied, reprioritisation of

No visible position of products position against

To Produce What Is Required, When It Is Needed, In The Quantity

5- Habit - Exhibits All of the Time for All Cases

Customer demand is used to determine the

Customer demand is used to determine the

Standard, non-dynamic production cycle time

Production pace is not planned but assumed to

To Produce What Is Required, When It Is Needed, In The Quantity

5- Habit - Exhibits All of the Time for All Cases

Production is driven based on a “Pull” signal

Partial Kanban system is in place but

Output at individual stations may be somewhat

Production flow is completely MRP based with

5S Score Visual Management Score TPM Score Standard Operations Score

M/c failure rarely impacts production. Majority of

All equipment has PM plans with checklists/

PM plans in place for some select pieces of

Teams* are formed to identify root-causes

Majority of problems are only noticed by team

5- Habit - Exhibits All of the Time for All Cases

Discipline is high on the shop floor and 5S

Clean, organised work areas. Locations for

Workplace looks more organised, but it is

No workplace organisation on the shop floor.