Lean Assessment

Purpose:
To identify and reduce waste while helping move toward a more productive, lean system.

Form Instructions:
Faciltiy Assessment Audit tab:
1) There are 14 summaries highlighting best practice overviews of Lean.
2) Following each of the 14 summaries are a specific group of statements related to the specified lean practice.
3) Pick the best rating 0 - 5 that is a true statement on your current condition.
4) Enter that specific Score Range in the score column.
5) Complete all 14 Lean Practices and ensure all 14 score columns are complete.
6) Come up with an action plan to improve processes further aligning with Lean and improving scoring.

Faciltiy Assessment Graph Tab:

1) On the top of the form complete Supplier name and date the assessment was conducted.
2) The yellow SCORE column will auto populate with the score recorded from the respective lean practice on the Facility A
3) Add comments as needed next to the coresponding Lean Practice scores.
4) Visual Graph will auto populate based on recorded scores.
ed lean practice.

an practice on the Facility Assessment tab.

 Lean operations require a very high level of commitment from the leader

The clock starts ticking when the facility’s key leader actively commits to achieving bottom-line results from Lean. From that point forward, exciting results develop. Before that
point, it’s always a struggle. Strongly encourage facility leaders to take a 3-step approach to their commitment.
First: Clearly articulate a reason for change (if one doesn’t exist, create one by putting the organization into a position from which Lean is the best path out).
Second: Publicly choose Lean as an immediate and long-term overall strategy for the improvement of the facility.
Third: Show active commitment through actions (words are important, but actions really speak to a leader’s level of commitment).

1. Management Support Scoring Range Score

Management is not aware of Lean concepts and has no plan to implement the strategy. No training for most managers. 0

Management is aware of Lean concepts but has not rationalized them for their operation. No evidence of Lean Thinking among
employees or management processes.
1

Management fully understands Lean concepts and has made the decision to implement but has not developed a vision or formal
plan for implementation. Management gives permission but not seen to lead by visible support.
2

Formal plan in place to implement Lean. Implementation team in place and starting to work in specific areas. Some metrics exist.
0.0
Management shows evidence of walking their talk by coaching and supporting.
3

Management fosters a Lean environment. Implementation teams involved throughout the company. A champion has been given
responsibility of overseeing the Lean program. Metrics developed, visible, and include financials.
4

Lean has become the way of doing business. Management strongly supports Lean & Continuous improvement visibly and with
support. Accounting practices support Lean, as do reward and recognition systems.
5

Lean operations demonstrate a high level of commitment to customer and results from all members

Culture Management for Results. Results = ( the way people think ) + ( the way people act )
Lean Operations achieve results. The people who are a part of the organization have clear values and a sense of purpose of the organization. People at all levels in the
organization would say the desired company results are clearly defined and each individual and team is committed to achieve them. There is clear line of sight to the
organization's customers, external and internal. Internally, “Customer” is defined as the next person in the process, and throughout the organization a clear understanding exists
of who is identified as the Customer.
Lean cultures constantly work with Customers to understand their requirements. Customers (internal and external) have been invited to participate in operations as well as
product and service improvement efforts. Feedback is continually sought from customers as a basis for improvement. Enterprise-wide Customer Satisfaction monitoring and
feedback systems provide input into product and service requirements. The entire Supply Chain - from product design, suppliers and manufacturing through field service - is a
process designed for focusing on Customer Satisfaction. Every activity throughout the organization is focused on targeting Customer Satisfaction. Everyone in the business
understands that servicing the Customer is their overriding responsibility.

2. Culture Scoring Range Score

No cultural improvements addressed. Little evidence of a 'no-blame' environment. Low employee involvement. Low management
alignment & visibility. Feeling of 'I'm not sure I'd like to work here' present.
0

There is an awareness of the cultural issues in the organization but no specific plans to improve. Ideas are not brought forward
easily. Managers not trained in diversity, conflict management, or culture issues.
1

Awareness of cultural issues exist and specific plans are in place to improve. Encouragement for a 'no-blame' environment noted.
Limited employee involvement noted or encouraged by management. Some diversity training.
2

0.0
Cultural changes addressed via communication and team meetings. Managers trained in Lean, performance improvement, and
leadership. Management models the way. Employees are engaged and involved.
3

Cultural improvements seen. Successes recognized & rewarded. Some areas embrace continuous improvement. Employees at
ease putting ideas and improvements forward - Often contribute spontaneously.
4

Continuous Improvement is part of the culture. Employee leadership widespread, spontaneous & visibly supported. Empowerment
is given and received. Employees know their contribution & take responsibility with pride.
5

The 5S +1 workplace organization is a prerequisite to Lean improvements and can be implemented quickly and at
almost no cost and include safety.
BASIC 5S: The 5S process creates a cultural foundation on which a defect-free quality system can be built. By focusing first on 5S, basic habits are developed.
The 5S’s are:
Sort Out (get rid of what’s not needed),
Straighten (organize what is needed in the order of the workflow and eliminate potential sources of injury with focus on unsafe acts, conditions and motions),
Scrub (clean up, see and solve) Use cleaning to make sure work areas, tools and equipment are maintained.
Standardize (Establish standards for work areas, materials storage and tool locations. Assign responsibilities for 5S upkeep),
Sustain (Develop self-discipline and ownership of the workers in their own work areas as well as common areas such as storage areas and aisles).

Safety (Make sure safety is accounted for throughout the implementation process).
 3. 5S Scoring Range Score

No formal workplace organization standard (5S) in place. No workplace order can be seen. Area untidy. Materials, parts, and tools
not organized & have multiple locations. End of day shift clean up may occur. High dependence on cleaning staff.
0

Company aware of the 5S principles but no training underway or completed. Non-routine cleaning takes place. Reliance on
cleaning staff. Some areas are neater than others
1

Some 5S training has been done and some areas of the company have done red tagging and are showing signs of order. End of
day cleaning by employees evident in these areas.
2

0.0
Most areas have begun 5S. Materials, parts and tools assigned permanent positions. Cleaning schedules followed. Teams
investigate root causes of disorder. Employees participate, support, understand & do most cleaning.
3

Audit teams periodically asses 5S standards throughout the company. All areas working on the 4th "S" and are standardizing all of
their processes. Evidence of employee pride. Minimal use of cleaning staff.
4

5S +1 safety sustainment clearly part of company culture. Everyone knows the well defined process for analyzing root causes of
contamination. Solutions prioritized and implemented quickly. Employee ownership visible. Almost no cleaning staff. Safety matrix 5
posted with no recordables

Lean operations are continuously driving to optimize their total fulfillment value stream
Lean leaders work to engage all of the functions and suppliers in the fulfillment system to visualize, map and calculate the lowest cost, highest quality value delivery process.
The organization is focused on Lean thinking to significantly improve the order-to-delivery process and the entire Supply Chain. Core value streams are identified and
management ownership is clearly defined. Value Stream Metrics (VSM) are integrated into improvement objectives. All work is based on customer consumption and experience.

4. Value Stream Mapping Scoring Range Score

No processes have been mapped 0

An understanding of VSM is evident. Some attempts have been made to map a simple process 1

A number of people have been trained in VSM. Some processes have been mapped. No improvements have been seen 2

0.0
Most understand the value of VSM. The mapping done has uncovered opportunities for improvement. Action plans have been put 3
in place and responsibilities assigned. Rapid improvement blitzes preceded by VSM.

VSM is done regularly. Trained people mentor, coach, and lead VSM. Mapping has uncovered opportunities for improvement. 4
Action plans have been put in place to improve the process. Alignment with business objectives noted.

Most processes mapped with results of the action plans recorded. VSM is recognized by all employees and management as a 5
valuable tool in the continuous improvement effort. Part of daily thinking & done across company.

Operations can continuously flow when changeover times are minimized or eliminated.

The eventual goal of setup reduction efforts is to be able to schedule any cell in any production sequence without this causing losses in productivity or quality. “Lot-size 1”
focuses us on the long-term goals of setup reduction activities… Creating true one-piece lot size production that is pulled by the customer.

First, it’s important for us to become aware of the lot size that we have chosen (often these choices are accidental – driven by things like the size of a readily available
container). Even in a 1-item flow cell with no piles inside it, we do operate it with some lot size. You can see this when you watch a cell change over from one item type to
another… this usually results in some amount of lost output.

Setup times make the following transition:

change-over in less than 10 minutes (referred to as a “single minute” setup)
change-over in less than 1 takt time (if managed carefully, this results in only 1 piece of lost output)
change-over in less than 1 minute
change-over in less than 1 second (referred to as a “single touch” setup)

In parallel, scheduling intervals make a similar transition:

monthly schedule… to weekly… to twice weekly… to daily… to repeating patterns (mixed model)

Continuously reducing both setup time and scheduled lot sizes results in “lot-size 1” production. Achieving quick change and lot size reduction requires production workers to
understand the importance and impact of changeover time.
 5. Setup Reduction Scoring Range Score

Setup times not measured. No attempt to reduce setup on any piece of equipment or processes (including admin. processes). No 0
appreciation of impact of setup time.

Setup times known and accounted for in scheduling the facility. Little evidence of knowledge of setup time reduction thinking. 1

Some informal setup reduction has been attempted. Limited application in isolated locations. Some training and some awareness 2
of the setup reduction process exists.

0.0
Formal setup reduction program in place. A team has been put together and attempts made to identify and separate internal and 3
external activities. Awareness of the basic process exists.

Formal setup reduction program has realized 50% reduction in some setup times. Most critical pieces of equipment or processes 4
have been visited at least once by the team. Some evidence of setup times being prioritized according to impact on the business

Setup times are less than 10 minutes on all critical pieces of equipment or processes. Approaches to reducing setup times well 5
defined and widely understood.

Total Productive Maintenance (“TPM”)

Equipment that’s available when you need it and that performs as it’s expected to perform.

The success of TPM depends on a partnership between the operators who use the machine and the maintenance people who support the machine.

Operators have four key responsibilities:

- safe, correct operation of the equipment (know how to run it, run it correctly and safely)
- daily cleanup (keep the equipment in a clean and orderly condition)
- daily upkeep (tighten, lube, inspect, etc… appropriate daily upkeep)
- corrective action (identify problems, help get to root causes and take action to resolve and prevent)

Standard PM: Maintenance people have four key responsibilities:

- know the equipment (how does it work, what needs maintenance and upkeep and when)
- perform the scheduled maintenance (establish and follow an appropriate schedule)
- make improvements to the equipment (involve the operator, make the machine better than new)
- corrective action (identify problems, help get to root causes and take action to resolve and prevent)

Use visual management tools to know the answers to these questions at a glance for any machine:
- is the machine available now? is it performing as expected? what’s its downtime history?
- is the operator running the machine safely and correctly?
- have the operator’s daily cleanup and upkeep tasks been completed?
- have the maintenance people completed scheduled maintenance procedures on time?
- has corrective action been taken to address the root causes of the most important problems?
- what improvements have been made to the machine? why?

6. Total Productive Maintenance Scoring Range Score

Maintenance only performed when the machine breaks down. No formal preventive maintenance system in place 0

Preventive maintenance is done on an ad hoc basis by the maintenance personnel or sub-contractors. No equipment history is 1
collected

A formal preventive maintenance system has been implemented. Evidence of the system is visible and easy to understand. 2
Downtime is scheduled. History is kept.

0.0
A daily/weekly preventive maintenance schedule is visible. The operators (and office staff) are involved in the process of carrying 3
out basic maintenance functions.

Maintenance personnel & operators work together to identify root causes and develop solutions. Teams formed to improve 4
equipment through redesign & modification. Appropriate maintenance transferred to operators.

Operators and Administrative staff take ownership of the equipment and are trained to carry out daily and weekly maintenance 5
tasks. Maintenance personnel are alerted when major overhaul is required. Maintenance staff coaches and mentors.

Items pulled from the previous operation as it is needed

 7. Pull Systems Scoring Range Score

Production scheduling based on forecasting. No pull systems are being used for administrative processes or supply. 0

Customer demand taken into account when scheduling production. Little knowledge of pull systems. 1

Some form of Kanban used in some areas. Employees understand value of a visual signaling system. A small number are trained 2
in replenishment/pull systems.

Kanban is used to schedule finished goods. Customer demand drives the system. The system is understood and visible to all
0.0
employees. Widespread training of replenishment/pull systems. Some pull systems are being used for administrative processes or 3
supply

Kanban can be seen in most areas, including the office. Continuous improvement of the system is being done. Documentation 4
shows improvements. Prioritized list of replenishment/pull system improvement projects exists.

Customers, suppliers and production are run with Kanban systems. Employees fully understand and utilize it and make adjustments. 5

The goal of high performance operation is having processes linked with minimal WIP or delays in production
Continuous flow processing allows for greater utilization of limited space and tools. The advantages include shorter lead times, minimum or no work-in-progress inventory and
the ease of identifying defects before they get to the customer or are repeated. Operations are continuously flowing when items are pulled from the previous operation as it is
needed. Only products, parts or services that are completed for that process are allowed to move to the next operation.
Value Stream Mapping is a tool used to visually map a product's production path from customer order to customer delivery. The map includes the flow of information and
materials.
The effectiveness of flow is measured in velocity through the operation and the amount of value-added work versus non-value-added time spent on an item.

8. Production/Information Flow Scoring Range Score

No fixed flow for products, materials or information. Large batches and WIP exist. Little flow visible as it is obstructed by clutter and 0
WIP.

Some evidence of product flow. Some analysis has taken place. Manufacturing sequences have been documented and some 1
flowcharting has taken place for administrative processes.

Flow can be seen in some areas. Takt time is known but not utilized to its fullest. Large batches and excessive WIP still exists 2

0.0
Continuous flow can be seen in a product family, material and information flow. Takt time used and reduction in batch sizes and 3
queues are evident.

Most product families and information have been converted to flow. Batch sizes and WIP have been reduced and standard work is 4
implemented and adhered to in most areas

All areas have been converted to flow. Entire production, material and administrative flows have been Value Stream Mapped. Batch 5
sizes and WIP are at minimal levels. Standard work is implemented in all areas

Machines and equipment arranged in close proximity to allow flow

We define a cell as an area in which there is 1-item flow. In most operations, 80% of the flow time doesn’t involve any value-adding from the point of view of the item that is
flowing through the value stream. In most operations, 80% of people’s work time is spent doing non-value adding activities.

Establishing flow cells is the first step in the direction of conquering waste.

The first important and obvious question is: “what’s an item?” The second is: “which items flow into and out of the cell?” Think 80/20 at this point… there will be a temptation to
include expensive and flexible equipment to handle the occasional strange item. Resist this temptation and build a simple cell that can handle the 80% of the item types that are
the “high runners” or "high repeat" operations. In a job shop or custom manufacturing where each item is different, the process commonality is the determinate factor. Deal with
most of the “low runners” separately (usually in a different and more flexible cell).

After answering these questions, establish a 1-item flow layout… one that really has 1-by-1 flow with no piles and no stops. Keep these cell-design tips in mind:

think about capacity… choose equipment based on a minimum takt time for maximum capacity
keep the cell layout tight… if you don’t leave room for extra work-in-process, it won’t accumulate
use right-sized equipment… if you don’t try to do too much variety or volume, the equipment is simple
keep the people on the inside… enable flexible staffing levels depending on takt time, no bird-cages
supply the cell from the outside… plan to have material and supplies replenished by an external person

Remember that when you condense flow into 1-item flow cells you will uncover many problems you always had but that were masked from view by inventory piles.
Take permanent corrective action quickly.

9. Plant / Facility Layout Scoring Range Score

Plant/facility has traditional layout (process villages) with like processes & equipment making up departments e.g. Assembly; 0
Consolidation, Machine Shop; Shipping etc. No evidence of layout associated with market demand or concern for efficiency.

Some machinery/operations arranged by product/service families. Large queues of WIP exist. No coordination of customer/supplier 1
exists. Few visual indicators in the facility. Waiting occurs. Walking distances to job steps are long.

Some cellular thinking (grouping of processes) seen. Some machines/processes arranged to satisfy product/service development 2
flow. Excessive WIP, parts, and waste exists in the cell. Some evidence of sequencing to speed throughput to shipping.

0.0
Cellular processing evident in plant/facility. Queues of materials, parts, and process steps in the cell minimized and documented. 2
Cross training of workers has begun. Spaghetti diagrams, VSM tools etc. exist. Desire to reduce space.

Workers within the cell have been cross trained. Some support and administrative staff have been assigned to the cell. WIP
minimized using Takt time calculations where appropriate. Changes taken with consideration for impact on customers. Most flow 3
through facility is visible, logical and visually signed

Output synchronized between cells. Pull systems exist. WIP & parts minimized. Emphasis on making facility more responsive to
customers. Layout impact considered in bidding of major contracts. Flexibility everywhere. Admin and support staff are assigned to 5
the cell.

Standard work is the key to improving work processes.

Standard work is a management system for flow cells. The more you analyze the work process, the better you will be able to improve it. Standard work helps managers achieve
breakthrough levels of productivity and is a foundation for all cell-level improvement.

In order for standard work to be established, there must first be standard flow. Establish a flow layout and establish standard flow first. The ideal flow is one item flow but can
start with defined lot sizes that are continuously being reduced as improvements are made. “Takt time output” means actually achieving the takt time hour after hour, day after
day. Establishing standard work doesn’t mean that the Takt time is consistently met at this time. In fact, the time immediately after standard work has been created or updated is
a time that’s rich with opportunities to either make excuses or solve problems. The level of attention and focus on corrective action at this point often determines whether or not
standard work helps teams achieve new levels of productivity.

The production control board is a critical visual management tool that helps teams achieve Takt time.
This board should have current targets of output for the cell that are consistent with the cell’s current daily Takt time.
(In cells with very high variety consider using an arbitrary unit of production output like “carrots”, and assigning each item a certain
number of “carrots” based on some combination of data and experience-based estimates… this won’t be perfect but can help during
the transition from batch to lot-size 1 production)

10. Standard Work Scoring Range Score

No standard work procedures exist. No understanding of the connection between continuous improvement and work standards. 0

Some standard work procedures exist to show how the product is made, materials flow and administrative processes function, but 1
are not current nor displayed in work areas. Thinking of internal customers beginning.

Standard work procedures exist to show how the product is made, products flow and administrative processes function. Some
procedures evident in work area and readily accessible. Preventive maintenance, setup, quality, reporting, etc. standards are not 2
used.
0.0
 0.0
Standard product work procedures are current and posted in the appropriate areas for maximum availability. Evidence of other 3
standard work procedures can be seen.

All standard work procedures can be seen in most areas and are readily available. Process owners know the what, when, where, 4
why and how of their areas. Ownership taken to use standards and keep them current.

All standard work procedures seen in all areas. Employees have quick and free access. CI to operations reflected in procedures. 5
Standard work recognized in everything that the company does but made easy to change fast.

Lean Operations have razor sharp clarity on the value creating process.
A Lean Management System creates a work environment for improving Products and services, work processes and learning processes to develop maximum value creation.
This would include the ability to deal with new and unexpected challenges or opportunities when they occur. The value of product development is in creating usable knowledge
and profitable operational value streams. Lean product and process development aligns learning efforts with the customer through organization structure, manufacturing
systems, and suppliers.

11. Lean Product and Process Design Scoring Range Score

Operational issues are considered late in the product and process design process. There is little awareness of Lean Product and 0
Process Design methodology.

There is an awareness that product and process design has an impact on operations. Some of the key development staff have 1
been trained in Lean Product and Process Design (LPPD). Some initial analysis has been undertaken.

All key development and support staff have been trained in LPPD. A LPPD pilot has begun with some cross-functional involvement.
Operational issues are now being considered in the design process. There is some consideration given to the impact of the project 2
on operations earlier in the process.

A number of key projects are now utilizing an improved Lean design process. There is a greater involvement by cross functional 0.0
teams. Operational impact is now being considered as early as possible in the design process. Additional tools such as design for 3
manufacturing (DFM), Design for Assembly (DFA), Design for Operations (DFO) and Quality Functional Deployment QFD are being
evaluated

Lean Product and Process Design has been adopted and implemented by the key development and support staff. DFM, DFA, DFO 4
and QFD tools are being utilized when possible. Internal and external customer impact are being considered for all projects.

All stake holders are considered in the product and process design cycle. DFA / DFM / QFD / DFO tools are utilized for all key 5
projects. Internal and External Customer / Partner success and 'value add' are key drivers in product and process design.

ACCOUNTING, CONTROL AND MEASUREMENTS STRONGLY INFLUENCE LEAN

The purpose of Lean Accounting is to support the Lean enterprise as a business strategy. It seeks to move from traditional cost accounting to a system that measures and
motivates good business practices in the Lean enterprise. Lean practitioners think of accounting in cash terms. Lean is against creating data and reports for their own sake. That
would be considered another form of waste. In general, Lean advocates the use of enterprise software and any general-purpose automation tools to support and measure how
well a value stream is working, i.e. creating value. Lean accounting attempts to find measures that predict success. Standard cost accounting measures results after the fact.

12. Accounting Support for Lean Scoring Range Score

Accounting system provides basic financial data based on cost accounting and batch production methodology. There is little 0
awareness of accountings role in support Lean initiatives.

There is an awareness that accounting has a role in supporting Lean initiatives. Some of the accounting and support staff has been 1
trained in Lean Accounting methods and some initial analysis has been undertaken.

All of the key accounting and support staff have been trained in Lean Accounting Methods. A pilot project has begun in a value 2
stream or cell utilizing Lean financial measurements. Accounting has begun to target the elimination of waste in its own processes.

A number of key value streams or cells are using Lean performance measurements. Decisions regarding Lean initiatives are
0.0
beginning to use Lean financial data. Accounting has value stream mapped most of its own processes. Some initial investigation 3
has begun to review current standard costing methods

All key value streams and cells are using Lean performance measurements. All key decisions regarding Lean initiatives are based 4
on Lean financial data. Standard costing methods are being reviewed and eliminated where possible.

Accounting system provides financial data based on measurements at the value stream and cell activity level and provide support 5
for Lean initiatives. The need for traditional accounting and control transactions have been eliminated.

Supply Chain
Supplier and Customer Alliances are vital to help identify and reduce waste in business operations. Value delivery is the responsibility of the business, and the customer
priorities are what defines the value that flows through the supply chain. Suppliers clearly understand how their product or service will be used. The organization has significantly
reduced multiple sources of supply and made suppliers working partners. Key suppliers actively and routinely assist with product design and improvement. Suppliers are advised
of specific quality requirements with their performance measured and reported back to them. The organization routinely works with suppliers to obtain defect-free material and
subsequently eliminate incoming inspection.

13. Supply Chain Scoring Range Score

Supply Decisions are made on price only. Demand is communicated to suppliers primarily by purchase order. Material flow is not 0
considered in supply chain planning. Suppliers metrics are not utilized

Knowledge of pull systems, but demand decisions are made primarily from forecast. Some supplier metrics are known but are not 1
communicated to supplier. Additional costs are gathered but supply decisions are primarily by price.

Some pull systems in place for suppliers. Metrics are communicated to a number of suppliers. Costs are known and being utilized 2
for some supply decisions.

0.0
Pull systems exist for key suppliers and customers. Metrics and scorecards are utilized for key suppliers. Costs are utilized for 3
supply decisions.

Pull systems are utilized for 50% of external demand. Metrics are being used for CI projects with suppliers. Supplier Certification
exists. Material flow improvement projects are underway. Most supply costs are understood and being utilized for team based 4
supply decisions.

Team based Supply Decisions are made on total cost of purchasing. Demand is communicated to external partners primarily
through pull systems based on customer demand. Material flow from supplier to customer has been maximized. Metrics and 360 5
degree certification are used as a tool for CI. Suppliers are utilized for CI projects

Lean Operations have a defined process for continuously improving how work is being done.

Providing people the tools and opportunity to contribute ideas and make improvements on a regular basis is critical for a lean operation. It is the process of continuous
improvement that eliminates waste and allows companies to compete effectively on a local and/or global basis.

14. Continuous Improvement Scoring Range Score

No formalized improvement methods exist. No evidence of employees, or managers concerned about continuous improvement. 0

Improvements reactive - usually come from management/engineering/supervision or when a customer complaint is received. Some 1
training started in problem-solving.

Some improvement methodology evident. Teams sometimes used to develop solutions and use similar methods. CI and problem- 2
solving training supported by management and processes used by management. Operators check their own work.

0.0
A consistent method used to improve processes. Formal problem solving methods used. Normally CI is reactive but some 3
proactively is seen. Process owners are involved in the improvement efforts. Results are documented and displayed.

Cont. Improve. through teams used to advance company. All workers in an area trained in C.I. Tools & use. Open documentation & 4
dashboard indicators used to track improvements. Mistake proofing broadly used. Improvements tied to dollar savings.

Methods such as PDCA are known by all employees. Outside eyes used to bring an outside perspective to C.I. Process & uncover 5
waste. C.I. part of the company's culture. CI used to improve relationships as well.
Supplier:

Date: Facility Lean Assessment

Auditor:
Lean Practices Score Comments (Score 0 no lean activity to 5 world class)
Leadership 0.0
Culture 0.0
5S 0.0
Value Stream 0.0
Changeover 0.0
TPM 0.0
Pull 0.0
Flow 0.0
Cells 0.0
Standard work 0.0
Design 0.0
Accounting 0.0
Supply Chain 0.0
Improvement 0.0
Customer
Leadership Priorities
Improvement Culture
5
Value Creation
Supply Chain 5S

Accounting Value Stream

Design Changeover

Standard work TPM

Cells Pull
Flow
 CREATION TECHNOLOGIES – Standa

Lean Master Checklist

Ken Wya tt
Dire ctor Commodity Ma nagement
I approved this document
2020-02-12 07:50 AM -07:00

HISTORY OF CHANGES

Author /
Revision
Revised by

0 John Gaspari

1 John Gaspari
 CREATION TECHNOLOGIES – Standard Form

Lean Master Checklist

Wya tt
ctor Commodity Manage me nt
proved this document
0-02-12 07:50 AM -07:00

Details of the changes, section number changed and summary of the changes

Initial release of the document into Document Bank.

Changed logo
Document # Rev0

C-0002596 N/A

Effective Date
(YYYY-MM-DD)

2020-02-12

9/10/2020