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Assessments form one of the major tools
that enterprise can use to benchmark their current
practices. An assessment helps identify breakdowns
in business planning, business processes, and
business operations that impact customers by creating
unnecessary costs. Such breakdowns may include
non-value-added steps, unnecessary bureaucracy,
poor communication, process inconsistencies and
process confusion.
These costly problems can only be resolved if
they are objectively identified, clearly defined,
and subsequently quantified and fixed. Teams can
use them to develop implementation plans and to
monitor progress. Gaining the ultimate standard
becomes the goal that the teams target therefore
providing a physical end point to their implementation.
Gaining the top standard can become an event that
can be celebrated within the enterprise.
The Goal of Operational Excellence is - “Getting
the right things to the right place, in the right
quantities, at the right time and at the desired
quality, the first time, while minimizing waste
and being open to embrace change.”
Business
Integration Excellence Assessment –
This assessment benchmarks the 9 aspects as shown
below.
Lean Manufacturing Assessment
The Lean Manufacturing Assessment utilizes a set
of manufacturing principles related to the world-class
Toyota Production System, commonly referred to
as Lean Manufacturing practices. The assessment
is used as a self-evaluation tool for job shops
and small manufacturing companies. It sets the
baseline to perform a Lean Manufacturing gap analysis
by targeting and monitoring areas for improvement.
Small manufacturing facilities that perform non-repetitive
as well as repetitive type work must apply focused
and diligent Lean Manufacturing concepts and tools
to compete globally and to grow. When you compare
your current state to a Lean Manufacturing future
state, everyone in your facility can discern how
Lean Manufacturing principles and tools can get
you where you strive to be. Once a baseline is
set, you can monitor progress.
The assessment is not meant to replace bottom-line
metrics such as work-in-process, inventory turns,
scrap reduction, value-added time, cycle times,
etc. However, it will allow your organization
to use a common visual tool to communicate using
a standard Lean Manufacturing language.
World-class performance can never be achieved
without the inclusion of front office practices.
The assessment includes measures for front office
tools and concept applications.
What is being Measured?
“You can’t manage what you don’t
measure, and you can’t succeed if you don’t
manage,” sums up the necessity to measure
the right things in the right way. Measuring Lean
Manufacturing practices generally means measuring
what others ignore and ignoring what others measure.
For example, it makes no sense for the shop floor
or front office to evaluate Lean Manufacturing
processes using financial measures, such as systems
of variance, ROl, labor reporting and absorption.
Lean Manufacturing measurements
are gathered on the shop floor and in the front
office in real time, so that immediate action
is possible. These measures might include throughput
time; quality measures (DPPMs), machine utilization,
change-over times, days- on-hand, on-time-delivery,
etc. Three categories are used to measure thirteen
building blocks of Lean Manufacturing tools and
concepts.
They include:
Category 1:
People - Continuous lmprovement, Training, Supplier/Customer
Alliances
Category 2: Just-In-Time
- Continuous Flow, Pull Systems, Leveling, Quick
Changeovers
Category
3: Operational Excellence -5S,
Quality Process, Work Cells / Areas as Profit
Centers, Visual Controls, Standard Work, Total
Productive Maintenance
What Can I Expect from
an Assessment?
Four results come from a detailed Lean Manufacturing
assessment.
1. You will gain a clear understanding of what
needs to be improved or corrected.
2. You will gain a snapshot view (baseline) of
current conditions that can be compared and monitored
during the implementation of Lean Manufacturing
practices.
3. You will have the ability to prioritize Lean
Manufacturing issues and provide for a plan on
which to base future resource commitment.
4. You will have a Lean Manufacturing direction
upon which to continually reduce costs.
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