Test your score on these ten points by answering True or False to each.

The Visual Environment

  • Clear visual controls for process flow, problem identification, resource deployment, and inventory; are in use. Any associate can visually confirm performance to target.
  • All process workflow’s are connected and performance and status information is visually conveyed with boards, lights, or audibly. Changes in status are responded to smoothly.
  • All processes are controlled by pull methods and work initiates only with authorization.
  • 5s is completed throughout the facility and the approach is standardized at all levels.

Cultural Behaviors

  • “Takt” is the basis for all resource allocation and process activity with all work initiated at the process “pacemaker.”
  • Problems are identified and resolved by associates and group leaders without affecting process flow. Long term corrective actions are completed and implemented by associates.
  • Key performance metrics serve as the initiators for many activities and lower level metrics guide work at the department level. All metrics are publicly linked to the overall strategy.
  • Skills development is led by management, group leaders and key associates with increasing emphasis on abnormality response (Jidoka) and preventive techniques.

Lean Tools Usage

  • Primary Lean tools (pull/kanban, 5s, andon visuals, error proofing, standard work, as well as basic error proofing and setup reduction) are fully deployed and implemented.
  • Advanced Lean tools (Total Productive Maintenance, Autonomation, advanced Error Proofing and Setup Reduction), are fully deployed with varying levels of implementation.

Lean Excellence Assessment – Skilled Implementers Level 4

Test your score on these ten points by answering True or False to each.
The Visual Environment

Clear visual controls for process flow, problem identification, resource deployment, and inventory; are in use. Any associate can visually confirm performance to target.

All process workflow’s are connected and performance and status information is visually conveyed with boards, lights, or audibly. Changes in status are responded to smoothly.

All processes are controlled by pull methods and work initiates only with authorization.

5s is completed throughout the facility and the approach is standardized at all levels.

Cultural Behaviors

“Takt” is the basis for all resource allocation and process activity with all work initiated at the process “pacemaker.”

Problems are identified and resolved by associates and group leaders without affecting process flow. Long term corrective actions are completed and implemented by associates.

Key performance metrics serve as the initiators for many activities and lower level metrics guide work at the department level. All metrics are publicly linked to the overall strategy.

Skills development is led by management, group leaders and key associates with increasing emphasis on abnormality response (Jidoka) and preventive techniques.

Lean Tools Usage

Primary Lean tools (pull/kanban, 5s, andon visuals, error proofing, standard work, as well as basic error proofing and setup reduction) are fully deployed and implemented.

Advanced Lean tools (Total Productive Maintenance, Autonomation, advanced Error Proofing and Setup Reduction), are fully deployed with varying levels of implementation.

In a level 4 environment, the basic Lean tools have established a solid basis of improvement to be leveraged by the advanced tools. The use of Standard Work, Process Error Proofing and Visuals simplifies and accelerates skills deployment enabling greater engagement (mentoring, teaching, and tools ownership). All visuals are effective enough for normal/abnormal to be understood by any associate. Performance to objectives is at benchmark levels in many areas.

If you answered “True” to most of these questions, you’ve correctly assessed your organization at the “4” level. To refine your Lean deployment priorities and progress toward “World Class” results – just watch our LEAP Video.