Lean Audit Management
Lean Audit Management
Lean Audit Management
Global
Assessor 3 Quality #DIV/0! Results #DIV/0!
Assessor 4 Workplace #DIV/0! Process #DIV/0!
Cell #DIV/0! Tools #DIV/0!
Date 3 Production
Management #DIV/0! People #DIV/0!
#DIV/0!
#DIV/0!
Results #DIV/0!
Master plan #DIV/0! Process #DIV/0! Pr #DIV/0!
Conclusions
Workgroup #DIV/0! Tools #DIV/0! To #DIV/0!
4 Improvment
Follow up #DIV/0! People #DIV/0!
#DIV/0!
Pe #DIV/0!
Strengths Results #DIV/0! Re #DIV/0!
9.0
1. Planning - Long term
8.0
1. Planning - Short term
7.0
1. Planning - Launching
6.0
2. Supply chain - Inventory 5.0
Weaknesses 2. Supply chain - Flow 4.0
2. Supply chain - Purchase 3.0
2. Supply chain - Quality 2.0
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Conclusion 3. Production - Management
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4. Improvment - Master plan
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4. Improvment - Workgroup
4. Improvment - Follow up Process Tools
0.0 0.5 1.0 1.5 2.0 2.5 People Results
1.Planning Lean maturity assesment
* Scores : 0 : nothing, 1 : basics, 2 : good, 3 : best in class, NA : not applicable
1 Processus An S&OP (Sales & Operations Planning) is applied at least every trimester Doing by the Global S&OP Team 3
The business forecast are documented to an horizon of 1 to 3 years, including
2 Processus
new products, customers, market, changes, evolutions
lack of information (doing by the Global S&OP Team) NA
Work with an extraction of a software of the Global Use a common ERP between S&OP team and the
3 Tools An S&OP software is used, with interface link to ERP
S&OP Team plant. 1
Meeting once a month with the Global S&OP Team.
4 Tools A meeting is scheduled and realised every 3 month at least for S&OP review
This software is update once a week. 3
Long term
An action plan is controlled to anticipate the major changes identified during
5 Tools
S&OP
lack of information (doing by the Global S&OP Team) NA
The S&OP review is managed with, at least, commercial, supply chain and
6 People
production managers
Know the frequency but not the team. NA
Good results in : Long term workload (sufficient regarding what the company
7 Results
could expect) 2
The objective are clearly defined and communicated ; They are update and
8
reach.
OTD : communicated but not reach. Improve the changeover precessus. 1
Meeting each Friday with the production manager
9 Processus The MPS (Master Production Schedule) is done every week and technical department to plan the 2 next weeks.
Updating every morning.
3
The MPS includes load and capacities of all processes, HR, inventories, material
10 Processus
availability 2
11 Processus The takttime is identified for every product families and controlled Realized with the cycle time. NA
Deploy SAP on the production lines in order to follow
12 Tools An adequate ERP is implemented and up to date
the production order and to facilitate the data entry. 1
1 Processus Inventories are controlled, all containers in racks, clean and ordered
2 Processus Every container, bag, box is labelled and identified with bar codes or equivalent
Bar codes mobile trackers are used to record every inventory movements and
Inventory 3 Tools
informations are sent automatically to ERP
Good results in : stock cover, stock costs, missing parts, inventory mistakes, inventories
5 Results
management efficiency
7 Processus Flows are simple, logic and don't cross each other, a spaghetti diagram exists
Flow 9 Tools The right means of transport are used at the right places
All people in charge of flows and inventories are equiped with mobile devices with
10 Tools
barcode reader
17 People The communication between Supply Chain department and purchase is efficient
Good results in : Adequacy of suppliers panel, part missing rate, Suppliers On Time
18 Results
Delivery (OTD)
A Supplier Quality Insurance process is managed in order to anticipate and drasticly
19 Processus
reduce non conformtities
Suppliers provides FMEA studies, control plans, initial samples checking reports
20 Tools
systematically
Quality 21 Tools Supplier processes are audited (self or customer audit) on regular basis
The quality department for suppliers control is correctly staffed with trained people
22 People
trained to Quality Insurance and Quality tools
Good results in : Supplier On Quality Delivery (OQD) with ppm unit, arranty return rate,
23 Results
Qualiy Assurance level
A formal system clearly outlines the limits within which employees can act on their own, an andon system
4 Processus
is implemented
Workplace
A workplace audit is done at least one a week on each workplaces to check the respect of standards of
5 Tools
production, quality, safety, 5S ...
8 Results Good results in : OEE, scrap, First Pass Yield (FPY), workplace audit
The flows are oriented and pulled, the WIP (Work in Progress) are optimized, processes implemented in
9 Processus
cells
10 Processus A VSM analysis is done for each product family of the plant, a spaghetti diagram also
A performance board is implanted in the cell with all informations usefull for the team, indicators, action
11 Tools
plans, communication, QRQC
An improvment propositions system is implemented, managed, promoted, people are congratuled for their
13 Tools
involvment
The 5' meeting occurs avery day with a challenge of operators on performance, ascending and
15 People
descending informations, QRQC
16 People The QRQC board is up to date, a QRQC meeting is done every day with technicians and superviser
A skill matrix exists with backup of ressources for each relevant workplaces, versatility inducement and
17 People
anticipation of needs
18 People People are trained initially and regularely to lean, continuous improvment and tools
Good results in : Lead time, QRQC action plan achievment, OEE, scrap, First Pass Yield (FPY), rework,
19 Results
safety, improve propositions per employee per year
A general participative management permit a good communication between all levels of organization,
20 Processus
bottom ideas are operated
Visual management boards are implemented on each zones, central and local, a specific central room
21 Tools
concentrate indicators (obeya)
Manageme Personal improvment interviews are done at least once a year with every employees, actions are taken for
23 People
nt evolution of people
24 People An understanding by employees of the strategic goals and objectives and their ability to affect those goals
25 People Exemplary involvement of all the organization’s leaders in a systematic approach to eliminating waste
2 Processus The ressources usefull for the CI (Continuous Improvment) project are identified and available
3 Tool The right analyse tool is used (VSM, TOC, WCM, TPM, 6 SIGMA)
4 Tool A continuous improvment planning is up to date for the next year or more
Master plan
5 People A lean or CI manager is fully trained to manage the CI project
7 People CI targets are fixed, communicated and cascaded by the company management
8 Results Good results in : Number of pilots per tool, people involved in the CI project
9 Processus The relevant workgroups are launched and closed by the executive commitee
10 Processus A roadmap is formalized for each workgroup with goal, targets, team, ressources, empowerment, planning
14 Tools PSM relevant workgroups are done and/or in progress (problem solving methods with 8D, A3, 5 why)
Workgroup
15 Tools 6 sigma relevant workgroups are done and/or in progress
19 People Workgroup pilots are trained to manage teams and to apply tools and methods, the workforce is sufficient
20 Results Good results in : Workgroup planning respect, workgroup action plan late ratio, workgroup KPIs
22 Tools Templates available and used to control and follow up the workgroups
Follow up
23 People CI comitee officially congratules the teams at the end of the workgroups
24 Results Good results in : CI planning respect, global action plan late ratio