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WORLD CLASS LEAN BUSINESS SELF ASSESSMENT AND ADJUSTMENT MATRIX

World Class Lean Business is a competitive strategy involving continuous improvement of products, processes, and services to enhance quality, reduce cost,
improve productivity, and increase total customer satisfaction (Note: Each company customizes according to their particular busines

MASTER
SET-UP EMPLOYEE GROUP CELL "FOCUS" "PULL" SYSTEM UNIFORM QUALITY @ THE SUPPLIERS CUSTOMER ORGANIZATION PERFORMANCE PROJECT
MAINTENANCE STRATEGIC
REDUCTION INVOLVEMENT TECHNOLOGY FACTORY JIT KANBAN SCHEDULING SOURCE RELATIONS RELATIONS HOUSEKEEPING METRICS MANAGEMENT
PLAN

A B C D E F G H I J K L M N
AN AGGRESSIVE &
PREDICTIVE ALL METRICS FOR
CONTINUING USED IN CONTINUOUS PROVIDE COST HOUSEKEEPING PROJECTS
USED IN USED IN QUALITY MAINTENANCE "LEAN" KEY BUSINESS
EDUCATION CONJUNCTION IMPROVEMENT CONTAINMENT LEAD TIME TO PROGRAM TIED INTO CONTINUOUSLY
FIRST PIECE GOOD CONJUNCTION CONJUNCTION MEASURED IN (SPC) APPLIED TO PRODUCTION PROCESSES
A PROGRAM WITH THE "PULL" PROCESS USED TO HELP TO PREVENT CUSTOMER IS JUST- THE CONTINUOUS REVIEWED FOR
EVERY TIME WITH THE "PULL" WITH "UNIFORM" PARTS/MILLION CHANGE A PART METHODS FULLY INTEGRATED TO
AVAILABLE & IN SYSTEM & GROUP MINIMIZE NON- LARGE PRICE IN-TIME IMPROVEMENT CONTRIBUTION TO
SYSTEM SCHEDULING VERSUS PIECES (6s) BEFORE QUALITY INSTALLED GIVE ONE OVERALL
USE CELL TECHNOLOGY VALUE ADDED INCREASES PROGRAM STRATEGIC PLANS
PROBLEM OCCURS INDICATOR
ACTIVITIE
3 3 3 S 3 3 3 3 3 3 1 2.5 1 2.5
VENDORS HAVE PROJECT
EMPLOYEE CROSS- REDUCED CYCLE UPPER PROCESS
95% OR GREATER ELECTRONIC DELIVERABLES
TRAINING INTEGRATED TIME KNOWN & RESOURCES MATCH MARKETING CUSTOMERS TOTAL PRODUCTIVE MANAGEMENT 20-40% ADDITIONAL CONSTANTLY
RUN EVERY PART VALUE ADDED TIME ACCESS TO LINKED TO
B PROGRAM FEEDER USED WHILE WITH THE DEMAND QUALITY OVER TRANSMIT ORDERS MAINTENANCE SUPPORTS AND SPACE SAVINGS REVIEWED FOR
EVERYDAY IN ALL GROUP INVENTORY LEVELS FINANCIAL
AVAILABLE & IN DEPARTMENTS SCHEDULING THE ON THE COMPANY PRICE ELECTRONICALLY SYSTEM UTILIZED ENFORCES ACHIEVED ADDITION/DELETIO
CELLS OF PARTS THEY REPORTING, WHERE
USE SHOP HOUSEKEEPING N OF KPIs
SUPPLY POSSIBLE
2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 0.75 2 0.75 2
METRICS RELATED LINKAGE BETWEEN
MINIMAL AMOUNT DISCIPLINE OF STATISTICAL FRONT OFFICE
CUSTOMER ORDERS SUB-PLANTS DIRECTLY TO OBJECTIVES &
ACTIVELY SUPPORT OF WORK IN "PULL" SYSTEM PROCESS CONTROL FORMALIZED AREAS ARE HELD
ALL MACHINE OUTPUT MEETS WORK IN PROCESS REDUCED VENDOR PACKAGED IN FUNCTIONING AS FINANCIAL PLANNED ROI
SMALL GROUP PROCESS "LESS USED AND (SPC) IS USED TO MAINTENANCE ACCOUNTABLE TO
C SETUPS IN SINGLE "EXACT CUSTOMER & CYCLE TIME BASE BY 50% OVER CONTAINERS FULLY REPORTING & MAINTAINED UNTIL
IMPROVEMENT THAN 2 DAYS." REINFORCED BY IDENTIFY OUT-OF- SYSTEM MANAGING HOUSEKEEPING
MINUTES (SMED) DEMAND" REDUCED BY 90% THE LAST 5 YEARS READY FOR AUTONOMOUS INTEGRATED TO OBJECTIVE/ROI
ACTIVITIES CYCLE TIME UPPER TOLERANCE COST ISSUES AS WELL AS
IMMEDIATE USE BUSINESS UNITS STRATEGIC REACHED OR
GREATLY REDUCED MANAGEMENT OPERATIONS SHOP FLOOR
PLANNING EXCEEDED
2 2 2 1.5 2 2.25 2.5 2.5 2.5 2 0.75 1.5 0.75 2
CYCLE TIMES &
MAJOR
SETUPS ARE EMPLOYEES PRODUCTION CREW SIZES CUSTOMER'S
NO WORK-IN- FORMAL INCOMING HOUSEKEEPING AND REDUCTIONS IN KPIs INTEGRATED
PLANNED FOR & NO AUTHORIZED TO BUILD TO "EXACT CONTROL COMPUTED TO TRANSMIT VENDOR QUALITY MACHINES ALWAYS EVA USED TO
PROCESS - & IN-PROCESS RELATED FACTORS MATERIAL WITH
D SCRAP STOP PRODUCTION CUSTOMER MANAGES THE ALLOCATE ORDERS PARAMETERS READY FOR DETERMINE GO/NO-
ELIMINATION OF INSPECTION EVALUATED AND HANDLING AND PERFORMANCE
ALLOWANCES IF A QUALITY DEMAND" "PULL" SYSTEM RESOURCES ELECTRONICALLY KNOWN AND MET PRODUCTION GO FOR PROJECTS
QUEUES ELIMINATED POSTED MOVEMENT APPRAISAL SYSTEM
BUILT-IN PROBLEM EXISTS BETWEEN CELLS PROPERLY TO MEET CONSISTENTLY
EVIDENT
TAKT TIME
1.5 1.5 1.5 1.5 1.5 2 2 2 2 2 0.75 1 0.75 1.5
CONTINUOUS
STANDARDIZED PRODUCTIVITY AND PREVENTATIVE
METRICS REVIEW OF
TOOLS & FIXTURES WORKERS WORK BALANCED QUALITY MACHINE CENTERS MOVING FROM MAINTENANCE BY
A "ZERO DEFECT" UTILIZE VENDOR HOUSEKEEPING ACTIVITY BASED ANALYZED TO PROJECTS FOR
USED. I.e. FIX ENCOURAGED TO AND SIMPLIFIED TO MAXIMIZED - CAN PERFORM SYNCHRONIZED MAKE-TO-STOCK TO MACHINE
E POLICY IN PLACE CERTIFICATION PROGRAM AUDITED COSTING PILOT IN IDENTIFY VALUE-ADDED vs.
STOPS, PRESET MAKE DECISIONS MINIMIZE WASTED IMPROVEMENT SETUPS IN SINGLE DEMANDS MAKE-TO-ORDER SCHEDULED BY THE
AND ADHERED TO PROGRAM, I.e. ISO ROUTINELY PLACE OPPORTUNITIES RESOURCES vs.
TOOLING, QTR. (EMPOWERMENT) MOTION FROM BASE MINUTES PRACTICE PRODUCTION
FOR IMPROVEMENT OTHER WORK
TURN BOLTS, ETC. GREATER THAN 25% CONTROL DEPT.
IDENTIFIED
1 1.5 1 1 1.5 1.75 2 2 2 2 0.75 0.75 0.75 1.5
PROCESS DISCIPLINED USE OF MAJOR
WHEELS AND FLOOR LAYOUT SIMPLIFIED TO A 95% OR HIGHER ALL STAGING AREAS REDUCTIONS IN LACK OF SKILL
STAFF, SUPPORT BUILD TO "EXACT REWORK & VENDORS MARKET DATA SHARED WITH
ROLLERS USED TO EQUIPMENT PRE- MINIMIZES WASTED ALLOW FOR EASY ON-TIME RESPONSE FOR TOOLS, MATERIAL SETS IDENTIFIED &
F GROUPS CLOSE TO CUSTOMER PARTIAL BUILDS SCHEDULE FOR DEDICATED PLANT ALL EMPLOYEES @
MOVE FIXTURES & SET MOTION & TRAVEL APPLICATION OF TO ALL WORK EQUIPMENT, HANDLING AND PLAN TO IMPROVE
OR ON SHOP FLOOR DEMAND" ELIMINATED DAILY DELIVERIES CAPACITY SUMMARY LEVEL
EQUIPMENT TIME "PULL" SYSTEM, I.e. ORDERS MATERIAL & MOVEMENT IMPLEMENTED
TRIGGER CARDS FIXTURES EVIDENT
1 1.5 1 1 1 1.5 1.5 2 1.5 1 0.75 0.75 0.5 1.25
ALL MAINTENANCE BROOMS, DUST PANS CAPACITY
SETUP REDUCTION OPERATOR HOURLY TARGETS STANDARD LOT WORKFORCE & WORK ORDERS ARE & OTHER RESOURCE
MIX MODEL PROVIDE FREE ON-TIME DELIVERY PROCESS BASED WORKERS USE
PROGRESS FLEXIBLE CAPABLE OF DOING ESTABLISHED, SIZES USED SUPERVISION HAVE PHASED, HOUSEKEEPING ANALYSIS &
G SCHEDULING TECHNICAL IS 95% OR GREATER ORGANIZATION METRICS IN
MONITORED & WORKFORCE ENTIRE PROCESS VISIBLE & (CONTAINER A "STOP & FIX NOW" ESTIMATED & TOOLS EASILY RESOURCE
ENFORCED ASSISTANCE "CONSISTENTLY" DEFINED DECISION MAKING
TRACKED WITHIN CELL MONITORED QUANTITY) MENTALITY SCHEDULED FOR ACCESSIBLE TO THE PRIORITIZATION
COMPLETION EMPLOYEES ROUTINE
0.5 1 1 1 1 1.25 1 1 1.5 0.75 0.75 0.75 0.5 1
USED IN QUALITY CONSTANT
INTERNAL VS. PROBLEMS "A" (STAR) OPTIMAL FACILITY KPI'S TRACKED AT INDIVIDUALS MADE
CONJUNCTION TARGETS/SPECIFICA REFUSE TO ACCEPT EMPLOYEE CONSTANT
EXTERNAL RESOLVED WITHIN PRODUCTS FAMILY MATERIAL PROVIDE FREE PLAN DEVELOPED CORRECT RESPONSIBLE &
PRODUCE ONE @ A WITH THE MRP TIONS EARLY DELIVERIES PARTICIPATION IN EMPLOYEE
H ACTIVITIES KNOWN A SHORT PERIOD OF KNOWN & HANDLING - CARTS TECHNICAL & SUB-PLANT FREQUENCY FOR ACCOUNTABLE FOR
TIME SYSTEM WHICH IS ESTABLISHED, OR DEFECTED PRODUCTIVE PARTICIPATION IN
AND CLEARLY TIME OF BEING DEDICATED TO A WITH WHEELS ASSISTANCE STRUCTURES INDIVIDUAL & ACHIEVING
DRIVEN BY VISIBLE & PARTS MAINTENANCE HOUSEKEEPING
ADHERED TO IDENTIFIED SINGLE FAMILY IDENTIFIED TEAM TARGETS
ACCURATE BILLS MONITORED PROGRAM
0.5 0.5 0.5 0.75 0.5 0.75 0.75 1 0.75 0.75 0.75 0.75 0.5 0.75
USED IN MILESTONES,
USED IN QUALITY FORMALIZED ALL PINCH POINTS &
REJECT "ECONOMIC CONJUNCTION STAGING AREAS SPECIFY RESPONSIVENESS TIMELINES &
PROVIDE A CONJUNCTION PROBLEMS PREVENTATIVE RELATED SAFETY COST/BENEFIT GOALS SET,
ORDER QUANTITY" "U" SHAPED WITH AN FOR ALL WORK REQUIREMENTS TO CUSTOMER IS BUDGETS ARE
I POSITIVE WORK WITH GROUP CELL, IDENTIFIED AND MAINTENANCE ISSUES CLEARLY ANALYSIS COMMUNICATED &
FORMULA - SMALL CONFIGURATION AGGRESSIVE SETUP CENTERS CLEARLY CLEARLY FOR PRIMARY AGREED,
ENVIRONMENT "FOCUS" FACTORY & CORRECTED SYSTEM ADHERED VISIBLE & FREE OF DEVELOPED REPORTED AGAINST
LOT PRODUCTION REDUCTION IDENTIFIED & USED QUALITY @ SOURCE OBJECTIVE COMMUNICATED &
"PULL" SYSTEMS IMMEDIATELY TO DEBRIS
PROGRAM REPORTED AGAINST
0.5 0.5 0.5 0.5 0.5 0.75 0.5 0.5 0.75 0.75 0.25 0.75 0.5 0.75
A MAINTENANCE GOOD PROJECT
"UNIFORM" KEY PERFORMANCE
SETUP REDUCTION GROUP CELL COMPANY UTILIZES "PULL" SYSTEM VIEW QUALITY AS LONG-TERM ON-TIME DELIVERY WORK ORDER HOUSEKEEPING MIGRATION PLAN OBJECTIVES &
SAFETY THE SCHEDULING INDICATORS (KPI)
J PROGRAMS BEING TECHNOLOGY FOCUS FACTORY TECHNIQUE BEING EVERYONE'S PURCHASE ORDERS PERFORMANCE SYSTEM IN PLACE & DEMONSTRATED IN DEVELOPED & TIME DELIVERABLES ARE
PRIMARY CONCERN TECHNIQUE BEING DEFINED &
USED BEING USED CONCEPTS USED BUSINESS USED MONITORED BEING USED OFFICE, ON SHOP PHASED AGREED &
USED COMMUNICATED
PROPERLY FLOOR & IN YARD COMMUNICATED
0.5 0.25 0.5 0.25 0.25 0.75 0.5 0.5 0.5 0.5 0.25 0.5 0.25 0.5

THE TIME FRAME TO OBTAIN WORLD CLASS LEVEL IS: DETERMINE THE "AS IS" STATE AND ITS INDEX NUMBER, SUBTRACT FROM THE "TO BE" STATE INDEX
NUMBER, AND THEN MULTIPLY THE RESULTANT BY 12 MONTHS. THIS CHART HAS BEEN FURTHER DEVELOPED BY NELSON O. WAX CMC, 1997.

For this project, it would take about 9 months


to go from level J to level A in the operational
category of Performance Metrics and Project
Management would be 24 mos. (based on 1 PP):
Calculation: 1 - .25 = .75 times 12 = 9 months.
Calculation: 2.5 - .5 = 2 times 12 = 24 months.

4/29/2008 WCLMSAAM.xls