06.12.2015

Principles Diagnostics

JIT AND CONTINUOUS FLOW

0 – No Evidence
1 – Some Evidence
2 – Can be sutained
3 – Is Best In Class and Sustained
No JIT / No Flow
  • Processes capable of over-production
Loose production control in place
  • Production not related to takt
  • Stockpiles are loosely controlled
  • No pull systems internal or external
JIT principles in placce and controlled by production control
  • Pull systems across all value stream
  • WIP and Finished Products with min – max
  • Discrete parts on kanban and 2 bin
  • One piece Flow wherever possible
JIT driving Improvement
  • Inventory levels under contant review with max levels adjusted regularly
  • Problems in process capability exposed and resolved. Further reductions made
No Voice of the Customer (VOC)
VOC shared
  • Customer requirements understood by all in the value stream
  • Drumbeat for the customer understood but not measured as takt
VOC part of production
  • SLAs understood by production
    • Quality specifications
    • Delivery specifications
    • Cost specifications
  • Takt and OPR used to meet customer demand
VOC driving continuous improvement
  • Teams review pull systems and min max levels to drive opportunities to improve product velocity
No levelled production
Production Scheduling formalised but not driving one piece flow
Level scheduling by production control to support flow and JIT
Level scheduling driving Improvements
  • Batch size reduction
  • Max level reduction

STABILITY

0 – No Evidence
1 – Some Evidence
2 – Can be sutained
3 – Is Best In Class and Sustained
No standardised Work
  • Process performed as operator sees fit-variation in approach
  • No baseline for improvement
  • No ability to measure competency against standard
Standards exist for process
  • vague work sequence
  • Written without input from team members
  • Used for audits and investigations
  • Pockets of Standardised Work
Standardised Work generated by teams
  • Standards agreed and built by teams
  • Standards followed across shifts – no variation
  • Competency is tracked
Standardised Work sustained and Improved
  • Teams use standards as a baseline for CI
  • Teams use standards for PPS
  • Standards followed across shifts – no variation
  • Competency is tracked
No TPM strategy
  • No planned Maintenance
TPM elements exist
  • Planned Maintenance strategy in place
TPM strategy in place
  • Planned maintenance strategy in place
  • Autonomous Maintenance accepted and in trial
  • OEE used on constraints in value streams
  • Good standards in place to support TPM
Full TPM strategy embedded
  • Planned Maintenance
  • Autonomous Maintenance
  • OEE
  • Early Equipment Management
  • Effective Training
No 5S & Workplace Organisation
  • No workplace standards
  • No 5S
5S & Workplace Organisation in Areas
  • Some standards in workshops
  • 5S been deployed but not sustained
5S & Workplace Organisation in a company standard
  • 5S standards in place for all departments
  • Visual control in place
5S and Workplace Organisation used to support waste elimination
  • Standards reviewed and maintained to eliminate waste
  • Anomalies identifiable by anyone in the workplace
No QCO
  • Large batches of product
  • Large stockpiles of WIP and final product
  • No urgency to reduce downtime, changeovers, or shut-downs
  • No KPIs to measure lost time in C/Os
QCO not formalised or standardised
  • Attempts to reduce downtime
  • Downtime measured with KPI
  • Varies by shift or operator
  • Pockets of QCO activities
QCO formalised and teams trained and capable
  • QCO process used by teams to reduce downtime
  • Good standards underpin the C/O
  • KPI shows improvement
QCO used to drive Value Add Improvement and CI
  • Maintenance activities
  • Change Overs
  • Shut-Downs
  • Any significant downtime
  • Feed Early Equipment Management

BUILT IN QUALITY

0 – No Evidence
1 – Some Evidence
2 – Can be sutained
3 – Is Best In Class and Sustained
No Andon / Escalation
  • Product will not stop for poor quality
Informal Andon
  • Operators can stop process however no escalation formalised
Andon used to stop the process
  • Formalised escalation process for the operator
Andon used for Continuous Improvement
  • Andon calls feedback loop to
    • maintain healthy tension
    • problem solve high runners
    • develop people
No Quality Loops
  • No customer protection loop for quality, no inspection
End of Line Inspection
  • Quality is left to the inspector at end of line
Quality Loops in place across production
Quality Loops linked to andon
No error Proofing
Error Proofing in standards
  • Over-inspection built in to procedures
Error Proofing as part of problem solving
  • Eliminates, prevents and detects errors
Error proofing supports Continuous Improvement
  • Feedback to Early Equipment Management and Future Design
No process capability
Process capability in areas
  • Used to resolve customer complaints
  • Used by some areas as an initiative to control product quality
Process capability as Company standard
  • All value streams run within targeted capability
  • Design work in conjunction with production to launch lines with capability
Process Capability supports Continuous Improvement
  • Capability improvement devolved to teams to continuously improve

PROBLEM SOLVING AND CONTINUOUS IMPROVEMENT

0 – No Evidence
1 – Some Evidence
2 – Can be sutained
3 – Is Best In Class and Sustained
1st Line not involved in problem solving
  • No hourly count
  • No data collection
  • No pareto
  • No 3C
  • No PPS
1st Line engaged in 2nd level Problem Solving
  • Hourly count in place
  • Data collection of losses
  • Pareto built by team
  • 3Cs being used by the team with support
1st Line engaged in 2nd Level Problem Solving
  • A3 PPS being used by teams with supervisor and support from BI
  • 50% of problems resolved by 1st Line
  • Ability to escalate
1st Line leading Problem Solving Activities autonomously
  • 3Cs
  • A3 PPS
1st Line not Involved in Continuous Improvement
  • No Innovations raised
  • No CI Strips
  • No breakthrough workshop
1st Line Involved In Continuous Improvement
  • Innovations being raised in Info Centre
  • CI Strips being used by the team with support
1st Line engaged in Continuous Improvement
  • 50% of ideas implemented by the team with support
  • Ability to escalate
1st Line leading Continuous Improvement autonomously
No Value Stream Mapping
  • No Value stream map for the process
  • No Boston Matrix
  • No engagement of staff in improving the process
Value Stream Mapping performed sporadically
  • Done in isolation from business objectives
  • CI/BI event rather than dept or organisation – lack of involvement
Value Stream Mapping Is a company standard
  • Recognised as a method for gauging improvement opportunities across sites and products
Value Stream Mapping performed as regular part of Hoshin
  • Annual re-map of Interim State
  • Boston Matrix
  • Integration of Hoshin aspiration
  • VSM fits with organisation wide Future State
No Plan of Improvement
  • No plan to improve the Value Stream
Isolated Improvement Plan in Place
  • Improvement plan in place but limited to local objectives
  • Relates to CI/BI objectives but not a collective plan for the dept
90 Days Plans in place
  • Improvement tasks are tracked and reported
  • Integration with aspiration and corporate goals
Transparent 90 Days Plan at all levels
  • 90 Days plans tracked and measured across the organisation
  • Hoshin aspiration built in
  • Future State implementation measured
Leadership doing the improvement
  • No coaching of first line
Leadership Support 1st Line
  • Elements of support provided through sponsorship or sporadic coaching
Leadership Engaged in supporting Improvements
  • Leaders are committing more than 20% of their working hours to coaching in problem solving, ensuring standards are sustained, continuous improvement
Leaders are Coaches
  • Leaders are coaching team members and direct reports in PPS and CI
  • 50%+ of time spent coaching in the field

POLICY DEPLOYMENT

0 – No Evidence
1 – Some Evidence
2 – Can be sutained
3 – Is Best In Class and Sustained
No vision for the organisation
VIsion is available
  • Document for management team
  • Can be found posted in communication areas / portal / newsletters
Vision can be acted upon
  • Individuals can understand what needs to be done and their contribution
Vision is deployed and catch-balled
  • Vision can be measured in action
  • Input from levels to the plan is common practice
No prioritisation or objectives in place
Objectives are cascaded from the Senior Leadership Team to sites and managers
  • Managers measured on delivery of objectives
Policy is deployed with annual objectives to meet the strategic plan
  • X tables or similar mechanism in place to lock in deliverables
  • Any member of staff can see their input to meeting the deliverables
Policy is deployed and catch-balled
  • All sites have been involved in devising the implementation
  • Resource commitments clear
  • Roles clear
No 90 Day plans
Plan of implementation available
  • Gantt chart for delivery in isolation
  • Plans reach GM or manager level
90 Days plans used by Superintendent Level to Board
  • Synchronised 90 Day Plans in place
  • Measured for status at all levels
90 Day Plans used by all
  • Level 1s using 2 week window plans
  • Level 2-6 using 90 Day Plans
  • 2-5 Year Plan driving objectives and delivery
  • PDCA review of 90 Days at macro level
No Information Centres
Information centres in place but not aligned
  • KPIs in place for process
  • Local Issues tracked
  • 3Cs in use
Information Centres in place and aligned
  • Policy Deployment section with 90 Day Plan beign tracked
  • KPIs in place for process
  • 3Cs in use
  • CI Strips in use
Information Centres driving performance

As box 2 and includes:

  • Leaders driving PDCA every 90 Days to improve and review deployment
  • Capturing long term 3Cs
  • Incorporating VSM

FUTURE DESIGN

0 – No Evidence
1 – Some Evidence
2 – Can be sutained
3 – Is Best In Class and Sustained
No FMEA
  • No process to capture risks to process and customer using FMEA
FMEA process used in areas but not seen as company standard
  • FMEAs used in areas but not a formal process for the company
FMEAs in place for all Value Streams
  • Design FMEAs
  • Process FMEAs
  • High RPNs identified and mitigated
  • Good standardised Work in place to support FMEAs
FMEAs used for Continuous Improvement
  • Design and Process FMEAs used regularly by teams to tackle high RPNs and courses of action for improvement
No NPI / DFSS
  • Copy, paste of production processes
  • Operating cost with DFSS not factored – project implementation cost main driver
  • VOC not factored
  • Process capability not factored
No formal, gated approach
  • OEM discussions led predominantly on price but evidence of production requirements factored in
  • Projects factor in production feedback
NPI / DFSS company standard
  • All projects follow NPI/DFSS process
NPI / DFSS used for Continuous Improvement
  • Feedback loops to OEMs for improvement in future asset acquisitions
  • Early Equipment management formalised with NPI
No modular design
  • Design of process or equipment does not factor in maintenance or process/manufacturing requirements
Intentionally Blank
Modular Design company standard
  • All future investments in assets factor for:
    • Ease of maintenance
    • Ease of production
    • Ease of mobility
Modular Design for Continuous Improvement
  • Feedback loops to OEMs for improvement in future asset acquisitions
  • Early Equipment Management

ROADMAP SUMMARY

Principle
Element
0 – No Evidence
1 – Some Evidence
2 – Can be sutained
3 – Is Best In Class and Sustained
JIT / Flow JIT / Flow        
Voice of the customer        
Levelled Production        
Stability Standardised Work        
TPM        
5S        
QCO        
Build In Quality Andon        
Quality Loops        
Error Proofing        
Process Capability        
Problem Solving & Continuous Improvement Problem Solving        
Continuous Improvement        
Value Stream Mapping        
Plan of Improvement        
Leaders as Coaches        
Policy Deployment Vision        
Catch-ball and objectives        
90 Day Plans        
Information Centres        
Future Design FMEA        
NPI/DFSS        
Modular Design        

NARRATIVE

Narrative
Status
JIT / Flow
JIT / Flow
 
Voice of the customer
 
Levelled Production
 
Stability
Standardised Work
 
TPM
 
5S
 
QCO
 
Build In Quality
Andon
 
Quality Loops
 
Error Proofing
 
Process Capability
 
Problem Solving & Continuous Improvement
Problem Solving
 
Continuous Improvement
 
Valueb Stream Mapping
 
Plan of Improvement
 
Leaders as Coaches
 
Policy Deployment
Vision
 
Catch-ball and objectives
 
90 Day Plans
 
Information Centres
 
Future Design
FMEA
 
NPI/DFSS
 
Modular Design