Lean Organizational Assesment That Is in Dvelopment - 1
Lean Organizational Assesment That Is in Dvelopment - 1
Lean Organizational Assesment That Is in Dvelopment - 1
Element of Rays
Tool That Could Be
Ray Interpatation of Jeromes Excel Tabs that Can be Used Integrated into
Jerome Verbiage Verbiage to Supplement Jeromes Tool Jerome Tool
Inventory
Management Material Control
Computerized Maintenance
CMMS System
Coordination and
Communication Team Meeting
Receiving Inspection-Quality
Incoming Quality Management System.
Manufacturing
Engineering
Perfromance Process Engineering Support
Abornormality
Detection Error Proofing Error Proofing
Autonomation
Man/Machine Light or andon identification
Seperation of problems in a plant.
Quality Control
Management Inspection
SPC
Tools Unique to Ray's
assesment Voice of Customer
Motivational Assesment
Measurement System
Human Resources
Leadership
People
IT System
Benchmarking
Volume
Product Mix
SCM Modules
Product Planning
Sequence
Enviromental
Lean Layout
Data Management
Effectiveness
Capacity
R & M Capability
Metrics
Internal Logisitics
Program Management
External Logisitics
Rays Assumed Definition of Jerome's Verbiage
Has the facility deployed the Red Tag process to the plant floor for all
production processes in the plant, as well as support activities (e.g. -
Maintenance,
Red Tag processReceiving, Shipping,
implemented Measurement Labs, including:
plant-wide.
5
Records of all red tagged items exsit for each work group area.
4
Red Tag procedure and spare tages posted in holding area for each work group
3
Individual or centralized Red Tag Holding areaa are identified for each Work Group
2 and clearly labeled.
Red Tag process not implmented in the facility
1
Has the facility defined and documented the criteria for clearly distinguishing
between what is needed and to be kept, and what is unneeded and to be
discarded,
Production /including the following
Industrial Material categories:
Parts and Inventory
5
Floor and shelving space
4
Equipment and Machinery
3
Non productive manufacturing supplies require to run the process
2
No criteria set
1
Has the facility defined and documented roles and responsibilities for
operators, area supervision, Work Group Leaders, management, etc. pertaining
to implementation
Holding and
areas cleared onmaintenance
regular basis of the Red Tag process?
plant-wide.
5
Implemented in greater than 75% of the plant.
4
Where deployed, there is evidence that the Red Tag holding areas are cleared on a
3 regular and timely basis
Implemented in greater than 25%, but less than or equal to 50% of the plant.
2
Not Done
1
Do the Work Groups practice the policy of "A Place For Everything, And
Everything In Its Place," in production areas as well a support activities (e.g.
Maintenance, Plant Floor Offices, Receiving, Shipping, Measurement Labs),
Workstations labeled
5 including:
Equipment / machines labeled
5
Direction of process flow labeled
5
Lineside part locations labeled
4
Work-in-Process (WIP) / finished goods locations labeled
4
Scrap / rejects / defective parts locations labeled
4
Storage locations (e.g. tools, cleaning supplies) labeled
4
Locations for gages, tooling, fixtures, dies labeled
4
Piping color-coded for fluid type and direction of flow labeled
3
Rotation direction on motors and equipment labeled
3
Lubrication points identified and labeled per relevant equipment supplier standard
3
Tool carts organized and labeled
3
All hazardous materials used, manufactured, stored, dispensed, or transported are
2 properly labeled
Error Proofing and Quick Changeover applications labeled
2
Minimum / maximum levels for lineside inventory identified
2
Minimum / maximum levels for tooling, gages, and nonproduction inventory identified
2
Divider lines on floor clearly distinguish walking areas and aisle locations from
1 production areas
Divider lines on floor clearly identify designated storage locations for production
1 materials and equipment
Divider Lines on floor clearly identify location of non-production materials and
1 equipment (e.g. display boards, plant floor desks, shelves, cabinets, work tables, etc.)
Do the Work Groups continuously maintain and adhere to the Stabilization
techniques established for their work area?
Stabilization principles regularly followed on an ongoing basis plant-wide.
5
Stabilization principles regularly followed in greater than 75%, but less than or equal
4 to 100% of the plant
Stabilization principles regularly followed in greater than 50%, but less than or equal
3 to 75% of the plant
Stabilization principles regularly followed in greater than 25%, but less than or equal
2 to 50% of the plant
Work Groups do not adhere to Stabilization principles on an ongoing basis
1
Where 5S has been deployed, has the facility created an environment in which
the concept of Shine has become deeply ingrained as a part of daily work
habits forTargets
Cleaning the Work Group
defined andmembers,
tracked including the identification and
5 documentation of:
Cleaning methods & procedures written for area
4
Cleaning Assignments defined by shift/operator
3
Cleaning tools needed for station exisit at the station
2
Work Groups do not adhere to Shine principles on an ongoing basis
1
In common area where 5S has been deployed, has the facility created an
environment in which the concept of Shine has become deeply ingrained as a
part of daily work habits for the Work Group members, including the
identification and documentation of:
Cleaning Targets defined and tracked
5
Cleaning methods & procedures written for area
4
Cleaning Assignments defined by shift/operator
3
Cleaning tools needed for station exisit at the station
2
There is no defintion of who is responsible for common area Shine principles on an
1 ongoing basis
Do the Work Groups utilize 5S checklists which document the specified tasks
for maintaining the first three S's on an ongoing basis?
5S checklists utilized plant-wide.
5
Implemented in greater than 75% of the plant.
4
Implemented in greater than 50%, but less than or equal to 75% of the plant.
3
Implemented in greater than 25%, but less than or equal to 50% of the plant.
2
Not Done
1
Does the Work Group Leader and/or area management monitor the 5S
checklists on a ongoing basis?
5S checklists are monitored once per shift.
5
5S checklists are monitored daily.
4
5S checklists are monitored weekly.
3
5S checklists are monitored every other week.
2
5S checklists are not monitored.
1
Does the facility conduct plant-wide 5S evaluations involving management,
which require documented improvement plans for follow-up evaluations?
Process to standardize 5S evaluations implemented plant-wide.
5
Implemented in greater than 75% of the plant.
4
Implemented in greater than 50%, but less than or equal to 75% of the plant.
3
Implemented in greater than 25%, but less than or equal to 50% of the plant.
2
Not Done
1
How frequently are plant-wide 5S management evaluations conducted in at
least one of the primary areas of the plant (e.g. assembly, machining,
maintenance,
Weekly etc.)?
5
Monthly
4
Quarterly
3
Every 6 months
2
Not Done
1
Does the facility track the effectiveness of the 5S process through measurables
and can they demonstrate ongoing improvements in performance trends?
Weekly
5
Monthly
4
Quarterly
3
Every 6 months
2
Not Done
1
Rating
Scale
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Generic Plant Visual Management Implemnentation Assesment (Holistic View) (Add Description Like Jerome
The plant is generally clear of all unnecessary production material, equipment and scrap
100% of areas clear with no exceptions
Up to 75% of areas clear
Up to 50% of areas clear
Up to 25% of areas clear
Plant untidy, no clear identification of scrap. Rework etc.
Aisles are kept clear of all obstructions
Clear aisle identification and no blockages or partial blockages at any time
A few incidences of wholly or partially blocked aisleways (<10%) but good overall
Aisles are clearly identified but still tend to be blocked overall
Aisles exist but are not clearly identified, those that are tend to be wholly or partially blocked (>50%)
Aisles do not exist
Floor marking clearly distinguish work areas, paths, and material handling aisles (including warehouse)
As above with full adherence, no exceptions
As above but with clearly defined locations within work areas for material, equipment, etc…
Good line definition between adjacent work areas and pedestrian or traffic aisles
Lines are on the floor but predominantly worn and tend to be ignored
No distinction between areas exists
Signs clearly identify production material, industrial material, inventory staging and material drop points
Very clear and unambiguous signage for every part. Max/min evident, access and egress easy, FIFO evident
As above but there are unique positions for every part. However, no clear identification of FIFO or volume control
Signs clearly distinguish work, inventory and material drop areas but no clear distinction within an area for different parts
Generic signs to identify the work area but no detailed signage
No identification at all
All employees are considerate of housekeeping and operators consider daily “clean-up and put away” activitiesas pa
As above. In addition, a 5S programme is evident and active (at least to 3S), with defective items listed and corrective action p
Cleaning procedures and equipment exist and time is allowed and used for cleaning on every shift, defective items are tagged
Cleaning procedures exist but no time is formally allowed and cleaning is occasional rather than continual
No formal cleaning procedures but some operators clean their area
Workplace is dirty and unkempt, no cleaning activities evident
There is a “place for everything and everything in its place”; every container, tool, rack, gauge & fixture is clearly labe
accessible
As above and all parts status is clear (e.g. green disc for checked and ready to use, red for unchecked, amber for checked and
inventory of the area contents
As above and the system is used but equipment/part status unclear
Everything has a defined area but system evidently not used
Some equipment or tooling has a defined area
Nothing has a “home”, equipment etc left anywhere
Standardized display boards at each work process area are available throughout the plant contain key information su
safety,quality data, operating measurables and problem countermeasure.
As above but standardised layout and information, may contain cell/line specific data
Cell/line specific display boards but no standardisation of format
Shared display boards used in area - Not line/cell/machine specific, no standardisation between boards (layout, information etc
Occasional display boards can be found in parts of the factory
No display boards exist
Display boards are frequently updated for productivity and quality data for each line or process area (target vs actua
quality: customer concerns, scrap, FTT, Uptime/utilisation vs planned runtime. Operators receive regular feedback on
performance)
As above but operators are involved in data update and feedback
Boards are up to date and team leaders give feedback on a regular basis (weekly maximum)
Data is up to date but maintained by non-directs (such as quality personnel) with little or no feedback to operators
Data is updated but infrequently (monthly or longer). Production data is target only with no evidence of current actual
Data is irregularly updated (evident by old or different dates for quality and production data on the same board or between boa
Call signals are used to call for assistance when a problem is encountered by a worker or machine
As above but with clear differentation of type of assistance required (e.g. colour coded stack lights)
Individual workstation call lights/signals in place
Line call lights/signals exist but are shared
Area call lights/signals exist but are shared
No mechanisms exist for calling for assistance
Check sheets describing and tracking the top defects (both internal & external) are posted and up to date at each wor
operatoris aware of the key quality points and defect history of the process they are doing.Samples and/or photograp
aid judgement)
As above and in addition, samples and/or photographs exist
Top defects posted at each workstation and explained to operators
As above and one point lesson plans issued to relevant personnel
Indications of defects on generic shared information boards only
No indication of defects to operators
Work Group Board Statisitics
Number of boards implmented process areas?
Number of Process Areas or Work Groups Where Board Could Be Implemented:
Number of boards implemented In Plant Support Areas, Material Handling Office, Receiving, Shipping, Maintenance, Non Prod
Number of In Plant Support Areas or Work Groups Where Board Could Be Implemented:
Number of supporting functional area Work Groups Boards implemented such as Finance, EH&S, Purchasing, Engineering?
Number of supporting functional area boards Work Groups Where Board Could Be Implemented:
Has the facility defined and documented a comprehensive (extending well beyond color-coding), plant-wide Visual Fa
(e.g. labeling, signs, min/max. levels, color-coding, gauge ranges, etc.)
Visual factory standrds are Written and followed plant-wide.
Implemented in greater than 75% of the plant.
Implemented in greater than 50%, but less than or equal to 75% of the plant.
Implemented in greater than 25%, but less than or equal to 50% of the plant.
Not Done
Visual Displays are current in greater than 75%, but less than or equal to 100% of the plant.
Visual Displays are current in greater than 50%, but less than or equal to 75% of the plant.
Visual Displays are current in greater than 25%, but less than or equal to 50% of the plant.
Do the Work group boards warn about Abnormalities from hour to hour, shift to shift, day to day: Has the facility docu
for the application of Visual Controls to warn about abnormalities, which identifies the criteria for the application of sp
processes and shows how the Work Group should responsed to those Abnormalities?
Adormalities displayed and communicated plant-wide and every work station.
Adormalities posted and seen in more than 75% of the plant.
Adormalities posted and seen in greater than 50%, but less than or equal to 75% of the plant.
Adormalities posted and seen in greater than 25%, but less than or equal to 50% of the plant.
Implemented in Intial application area, not done or less than or equal to 25% of plant.
Has the facility defined and documented detailed plans for the implementation of Process Control in their Work Group
the facility:
Plan displayed and communicated plant-wide.
Plan seen in more than 75% of the plant.
Plan seen in greater than 50%, but less than or equal to 75% of the plant.
Plan Seen in greater than 25%, but less than or equal to 50% of the plant.
Implemented in Intial application area, not done or less than or equal to 25% of plant.
Does the Work Group Boards have linkages to other feeder deprtment processes documented? Indivdual Station: Qu
Personnel, Performance
Criteria for activating lights and stop-line criteria been defined, standardardized and trained throughout the work force?
A migration plan to move to the next level of the use of the Work Group baards been documented and rationlaized to coordina
devices such as (e.g. boards, stack lights, etc..)
Not Done
In areas where Process Control Boards will not be installed, has the facility implemented devices which can be easily
signal a warning about an abnormality or given need, including bells, lights, alarms, buzzers, and other techniques?
Implemented in greater than 75%, but less than 100% of the plant.
Implemented in greater than 50%, but less than or equal to 75% of the plant.
Implemented in greater than 25%, but less than or equal to 50% of the plant.
Implemented in IAA or less than or equal to 25% of plant.
Not Done
Do the Work Groups utilize the Process Control Boards as a tool to prevent defects and inform downstream workstati
product mix, through-put targets and actuals, material shortages, etc, while keeping the line running within the specif
stop the line according to predetermined criteria?
Process Control Boards are 100% effective in accomplishing this objective.
Process Control Boards are 100% effective in greater than 50%, but less than or equal to 75% of the plant.
Process Control Boards are 100% effective in greater than 25%, but less than or equal to 50% of the plant.
Process Control Boards are 100% effective in Intial application area only, not done or less than or equal to 25% of plant.
r job
Error proffing effectiveness for Part / Fastener Assembly Processes
5 Part/fastners can be partially installed on this station.
4 Part/fastners can be misaligned during installation.
Is this part handed (L/R) and both stocked in this work position the part has been dsigned to be
3 interchanged.
2 Part/fastners can be installed in the wrong orientation?
1 Part/fastners can be installed to a wrong location?
Error Proffing Effectiveness for Dealing with Part Complexity
There is a sequence number scanned to verify process installation step and scanning is used to
5 verify the correct part is being installed
The part has distinguishing features identifiable (markings can be seen, colors are different and
4 not close in shade, etc)?
3 Bins/ containers/ racks color coded and /or are identified to help with error proffing efforts
There is a manual identification or material picking valaidation process in place to notified the
2 operator of correct / incorrect part selection.
The process is 100% dependant on the operator to know which part to install and the tool to use
1 to install the part
Error Proffing Effectiveness for Insuring Proper Part Securing
5 The part is designed with error proofing feastures so that it cannot be mis assemblied.
Torque is monitored and recorded for every fastener and notification is given to the operator when
4 torque is / is not met/(lights, line stop, audio signal, etc
There a method to count the number of fasteners installed if more than one of the same fasteners
3 is required
2 There are multiple tools/ fixtures/ gages used to install this part
The tool/ fixture/ gage can be mis-positioned for part/fastener installation or the process could be
1 ran if the tool/ fixture/ gage was omitted from being used in the operation
How Standardized Work Is Used to Improve the Effectiveness of Error Proffing
5 The system sounds of alarms when standard work method is not being followed via detection
Visual aids displays show orientation of the part, correct sequence, routing, part distinguishing
4 characters,etc
3 Stock containers / racks/ parts are indivdually labeled correctly and easy to identify?
The standardized work insturtion clearly explains how the operation is performed, e.g. direction of
2 bolt, location of cable, etc.
Standard work instruction only highlights fastener or part to use and location to place the
1 part/fastener and does not show the sequence of assembly or torques used for installing /
securing the fastener and or part.
Effectiveness of Error Proofing System to prevent the wrong part or fastener to be installed
on a High or Low-Run Option Associated with the part
For Electrical Connectors / Snap-Fit Fasteners are keyed so operator can Feel Connection Being
5 Made or Can Hear Clicking Sound.
Fasteners on the Part with Same Head Size but having different torque specifications can be
4 detected by the same torque fastneing device
Fixtures or unique materiald handling fixtures, gages, concepts are used to prevent parts from
3 being Mixed / Damaged at Work station due to stock piling
2 Can Part be Installed Incorrectly, but Visual Mark on Part for Orientation
Any of the following error proffing means is used via hard tooling and detection method to
improve error proffing effectiveness for part or fastener assembly. guide pins of different sizes,
error detection and alarms,Contact: Microswitches, limit switches, Noncontact: Photoelectric
switches and sensors, Fixed Value: Counter systems, Parameter sensing: Temperature, pressure,
1 etc,Checklists
Effectiveness of Error Proofing Communication and Employee Awareness System to
prevent the wrong part or fastener to be installed on a High or Low-Run Option Associated
with the part
Part is Used on All Models,Sequenced to the Line so that similar parts existing in the process
5 station but cannot be Installed
4 Andon System is used to notify leadership where down time or process area problem exisit.
Routing / Connecting of Wires / Cables Male and Female Parts Are Pre-Formed,Parts Fit In
3 Recognized Location,Routing Shown on Assesmbly Instructions
2 A “boundary sample” is provided at the work station
1 Workers understand the basics of error proofing
People Involvement Effectiveness of Error Proffing:
There is a formalised system in place for either production operators or specific error proofing
5 teams to analyse defects and to feedback their solutions to the team designing the products.
There is a formalised system in place for either production operators or specific error proofing
4 teams is
There to aanalyse defects
formalised proirintoplace
system the designing
for either of products.operators or specific error proofing
production
teams to analyse defects and to come up with in plant fixes or solutions to eleiminate the error
3 potential.
Evidence exists to prove that error proofing devices have been implemented to eliminate the top
2 production defects
Error Proofing devices are implemented for plant floor problems but no formalised process exists
to track what is being implmented and how it is communicated to other members of the support
staffs. Error Proofing devices exist and are implemented at the request of the supervisor only.
2
A formalised Error Proofing team exists to implement Error Proofing devices across the factory.
2 Error Proofing devices are implemented based upon data monitoring and analysis
Operators discuss error proofing opportunities with support staff at regular (at least once per
1 month) meetings
Process or Product Error proofing improvement are not a proirity for the process or facility at
1 present
Effectiveness of Maintaining Current Error Proffing Methods and Systems
Devices visually identified and routine checks (as part of SOP) on performance of error proofing
as well as the device being included in Maintenance PM checks. Operator instructed-empowered
not to run process unless error proffing methods and prevention systems are in place.
5
4 Devices visually identified and records kept of routine master part checks
3 Devices are routinely checked with master production parts but no records kept
2 Devices are randomly checked with master production parts but no records kept
1 Devices not identified or maintained
Effectiveness of the Use of Error Proffing Methods and Systems in Other Areas Other Than
Production
Evidence exisit that Error proofing has been applied to transactional processes that are used in
organizations such as finance, purchasing, invoicing, accounts payable, engineering and product
5 testing and validation.
Evidence exisit that Error proofing has been applied to transactional processes that support the
4 production process.
Error proofing has been applied to production support processes to eliminate defects in plant floor
3 safety, maintenance and document processing
2 Evidence Exisit that error proof methods are being used for material feed systems
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Has the facility established a process for the full deployment of using Standrdized Work
Process Sheets and formats for all production and production support processes that includes
analysis of value added activitiies, non value added activities, process sequence, error proffing
devices used, safety devices used, equipment used, tooling used and gages used in the
process.
Machine-Tooling start-up and shut down instructions including Preventative Maintenace Inspection and
application instructions.
Operator Gage and Dimensional Validation Inspection sheets and instructions
Operator Capacity and Cycle Time Analysis including material handling and part gathering functions
with Value-Non Value Added Activities
Operator Instruction Sheet Sheets Only
Effectiveness of the Standardized Work Process Sheets associated with the manufacturing
process
Logos added or deleted to suit local agreements and programs.
Addition of local data to suit requirements.
Sign-off blocks, revision dates, sheet number
Key process icons
Line Rate
Work Steps
Work Sequence Layout
Customer Demand Rate
Work Element Times
Process / Part Name / Job Id
Possible Health & Safety Hazards
Recommended safe job procedures, materials, and equipment
Effectiveness of Standardized Work Documentation Quality and Document Control System
Detailed roles and responsibilities are defined and documented for developing, implementing,
updating, and maintaining the process in production and each functional area of the organization.
Current state Standard Work documentation exisit for all production and support organizations in the
facility such as material handling, finance, purchasing, etct
Required local applications for the deployment of Standard Work Instruction Sheets are defined and
documented, including relevant safety, environmental, material handling, material flow, maintenance,
quality
Where operations, and
deployed, do theperiodic
Standardactivities, in addition to production
Work Documentation Instructionprocesses.
Sheets contain all the required
fields, according to the current Airbus Standards
Plant-specific document control procedures, are defined and documented
In application areas where Standard Work Instruction Sheets are fully deployed, are the sheets
posted and / or accessible for the operator in the workstation, for all production - related
activities and processes?
Sheets posted and / or accessible in greater than 75%, but less than or equal to 100% of plant.
Sheets posted and/or accessible in greater than 50%, but less than or equal to 75% of plant.
Sheets posted and/or accessible in greater than 25%, but less than or equal to 50% of plant.
Sheets posted and / or accessible in Intial Application area only, or less than 25% of plant.
Sheets are not posted and / or accessible at any process area
Has the facility defined an ongoing process for audting compliance to Standard Work
Instructions for cycle time, inpsection methods, verision of the document, new product or
added
Periodicaccessory components
observations etc.
are regularly performed plant - wide. I auditing plan is in place.
Periodic observations are regularly performed in greater than 75%, but less than 100% of the plant.
Periodic observation are regularly performed in greater than 50%, but less than or equal to 75% of
plant.
Periodic observation are regularly performed in greater than 25%, but less than or equal to 50% of
plant.
Periodic observations are regularly performed in Intial application Area only, not done or less than 25%
of plant.
Are the Standard Operator Instruction Sheets reviewed and/or updated whenever:
In application areas where Standard Operator Instruction Sheets are fully deployed, can the
facility demonstrate substantial ownership of the Standard Operator Instruction Sheet by the
operators
There is evidence that Standard Operaton Instruction Sheets have owners in all non-production
support areas.
There is evidence that Standard Operaton Instruction Sheets have owners in all production areas.
There is evidence that Standard Operaton Instruction Sheets have owners in all production support
areas such as mainteance, material handling, shipping and receiving.
There is evidence that Standard Operaton Instruction Sheets have owners in all production functional
area support areas such as Finance, Purchasing, Engineering, etc.
There is evidence that Standard Operaton Instruction Sheets have owners in all management metric
and daily, weekly monthly performance and lean maturity reviews.
Their is evidence that the Standard Operation Work Instructions are Joint developed and
concurred with the Hourly Operator and the Process engineer and reflect a best practice
consensus on the work steps, sequence, job safety analysis, and environmental controls on
There is evidence
multi-shift that development
operations, of the
or operations withdocument
multiple was created in a final format by the operator
operators?
perfroming the task on any one of the multiple shifts without the support of engineering or other in
house support and their was consistent operator initiative, participation, and input to revisions were
made to orginal document.
There is evidence that development of the document was created in a final format by the operator
perfroming the task on any one of the multiple shifts and that there is evidence of consistent operator
initiative, participation, and input to revisions made to document.
There is evidence that development of the document was created in rough format by the operator
perfroming the task on a single shift and that consistent operator initiative, participation, and input to
revisions made to.
There is evidence that development of the document it a minimum was reviewed and approved by the
operator perfroming the task on a single shift.
There is no evidence that development of the document was done in a joint approach.
In application areas where Standard Operation Sheets are fully deployed, does the facility utilize
the Standard Instruction Sheets to train new operators, replacement employees, functional
support area staff etc. resulting in fewer defects, line stoppages and no accidents?
Standard Work Instruction Sheets are used to train new operators,replacement employees and
production and functional area support staff plant-wide.
Stndard Work Instruction Sheets are used to train new operators,replacement employees and
production and functional area support staff plant-wide. in greater than 75%, but less than 100% of the
plant.
Standard Work Instruction Sheets are used to train new operators, replacement employees and
production and functional area support staff plant-wide. in greater than 50%, but less than or equal to
75% of the plant.
Standard Operation Instruction Sheets are used to train new operators replacement employees and
production and functional area support staff plant-wide.in greater than 25%, but less than or equal to
50% of the plant.
Standard Operation Instruction Sheets sit in a book located in the application area and are never
updated or referenced.
In application areas where Standard Operation Instruction Sheets are fully deployed, do Work
Groups communicate changes to workstation layouts to the facility Material Replenishement
Coordinator on a timely basis in order to minimize lineside Inventory levels
Standard Work Instruction Sheets are forwarded immediately to material control, purchasing and other
affected areas in the plant to inform them of potential inventory level changes that could occur from the
change
Standard Work Instruction Sheets are forwarded immediately to material control, purchasing and other
affected areas in the plant to inform them of potential inventory level changes that could occur from the
change in greater than 75%, but less than 100% of the plant.
Standard Work Instruction Sheets are forwarded immediately to material control, purchasing and other
affected areas in the plant to inform them of potential inventory level changes that could occur from the
change in greater than 50%, but less than or equal to 75% of the plant.
Standard Work Instruction Sheets are forwarded immediately to material control, purchasing and other
affected areas in the plant to inform them of potential inventory level changes that could occur from the
change in greater than 25%, but less than or equal to 50% of the plant.
Standard Operation Instruction Sheets chnages are keep and comunicated only to different shift
operators, not engineering, not material control or purchasing.
In application areas where Standard Work Instruction Sheets are fully deployed, does the
facility document work element times on the Instruction sheets and insure this information is
transfeed to the plant IE and new product quoting department to insure proper work standrds
are being used to develop new and more accurate product or component cost estimates.
Standard Work Instruction Sheet Changes are clearly defined as to who is responsible to
develop new work times, update the document and who to communicate the change
information to in the facility.
Work Step Item Changes are collected and communicated in greater than 75% of the plant but less
than 100% of the plant.
Work Step Item Changes are collected and communicated in greater than 50%, but less than or equal
to 75% of the plant.
Work Step Item Changes are collected and communicated in greater than 25%, but less than or equal
to 50% of the plant.
Work Step Item Changes are collected and communicated in only the Intial Application area, not done
or less than, or equal to 25% of the plant.
In application areas where Standard Work Instruction Sheets are fully deployed, do the Work
Groups record the current Customer Demand Rate on the Instruction sheet?
Customer Demand Changes are adjusted, recorded and communicated plant-wide.
Customer Demand Changes are adjusted, recorded and communicated in greater than 75% of the
plant but less than 100% of the plant.
Customer Demand Changes are adjusted, recorded and communicated in greater than 50%, but less
than or equal to 75% of the plant.
Customer Demand Changes are adjusted, recorded and communicated in greater than 25%, but less
than or equal to 50% of the plant.
Customer Demand Changes are adjusted, recorded and communicated in only the Intial Application
area, not done or less than, or equal to 25% of the plant.
Are Operators are given a formal training period before doing a job on their own
Operator tested for competence and compliance to the SOP after training and on a regular basis
thereafter
Formal company induction training in addition to off-line and on-line training given. The employee
works beside an experienced operator until competent and confident
Formal training period given off-line and on-line
Production operators are multi-process capable, fully trained and able to do the work at several
stations within a production cell, line or area. (Target should be: each operator capable of
running 3 stations and each station has 3 operators trained to run that operation (1-3-1))
There is a soundaction plan and progress monitor of achievement of plan for flexibility
The level of training/competence is shown with clear differentiation between levels and grading criteria
Training matrix evident with live record of operator capability and flexibility within a cell/area
Evidence of some operator flexibility, no formal plan to improve
No operator flexibility exists; demarcation of jobs is prevalent
Layouts and cells have been implemented on the shop floor to enable single piece (continuous)
flow of material through production
Evidence exists of total machine analysis and layouts are optimised for single piece flow wherever
practical
Where practical, balanced equipment (rates) has been linked to enable small volume or single piece
flow
Batches standardised and equipment capabilities analysed to try and balance material supply and
demand rates
Batch mode dominant but effort has been made to optimise/ standardise a common batch quantity
No consideration given to material flows, factory predominantly operates in batch mode
When demand volumes increase or decrease, production processes are rebalanced to take
effect of the new demand
Demand volumes are constantly monitored. An action plan is in place that is triggered against defined
volume breaks. Changes to manning and equipment run rates is made by team leaders
Planning and production liaise whenever changes to demand occur. Decisions are made to run rates,
manning and machine layout as necessary
Production fluctuations handled by increasing/decreasing number of machines run. Surplus capital
equipment is held “just-in-case”
Increases to demand covered through overtime running, decreases not addressed
No effort is made to analyse impact of volume changes, same equipment and manning parameters
continues
A Standard Operating Procedure (SOP) has been developed for each production process (SOPs
contain standard cycle times and process or task sequence for each production process)
SOPs are evident for every operation – no exceptions
SOPs have been developed for up to 75% of all operations
SOPs have been developed for up to 50% of all operations
SOPs have been developed for up to 25% of all operations
SOPs do not exist
SOPs are used to train operators for every production process (Evidence should be sought of
training methods referencing SOPs)
SOPs are used, operators tested for competence and re-audited against the main steps on a weekly
basis
SOPs are used as above then operators are tested for competence
SOPs are used off-line and on-line to train operators against
SOPs are used off-line only to train operators on process steps
SOPs are not referenced for training purposes
Each production process has the SOP posted within direct view of the worker performing the
task
SOPs have been posted for all operations – no exceptions
SOPs have been posted for up to 75% of all operations
SOPs have been posted for up to 50% of all operations
SOPs have been posted for up to 25% of all operations
No SOPs posted
SOPs are in a format that allows ease of understanding and training (Main steps; detail; care
points and diagrams/photographs )
SOPs have good clarity and are simple to understand, capable of being followed by anyone
The SOPs are detailed and specific for variants
The SOPs are quite detailed but generic for all variants
The format of the SOPs is a long list, no diagrams or care points
SOPs are not really evident – work-to-lists and work instructions are not acceptable as standards
Each production process has been designed to be completed within a standard cycle time (or
TAKT) for a given part
There is evidence of continual monitoring & rebalancing of TAKT times
Production processes designed against standard cycle times, balanced and reviewed regularly for
changes
Production processes originally designed against standard cycle times and balanced but rate no longer
current to requirements
Evidence of some equipment or processes working within standard cycle time but equipment in a line
or process not balanced
No evidence of equipment or processes designed against standard cycle or TAKT time
Operators provide input and are involved in the process of job design and standardisation
Operators write their own SOPs and are the primary resource for job design
Operators are part of a team for SOP/job design
Operators are asked their opinions at point of work and this information is fed back to others for
SOP/job design
Operators are involved after SOPs or jobs have been designed to verify practicality – feedback given to
creators for amendments
Operators are not involved in SOP or job design
SOPs are time dated, issue controlled and have a clear indication of what
improvements/changeshave been made and why/what
Evidence exist that all employees in that area have received training against the new/revised standard
SOPs are time dated, issue controlled and indicate what changes occurred with reasons why
SOPs are time dated, issue controlled and indicate what changes occurred but no reasons why
SOPs are time dated and issue controlled but no indication of what changes occurred between
versions or the reasons
SOPs that exist are original issue. Where changes have occurred, there is no indication of what, why
or when
Frequently repeated, non-production operations in the plant are standardised such as
changeover process, quality check, equipment and perishable tool checks.
SOPs developed for 100% plus evidence of records showing on-going improvements
SOPs have been developed for up to 75%
SOPs have been developed for up to 50%
SOPs have been developed for up to 25%
SOPs do not exist
SOPs throughout the plant are regularly audited for completeness and adherence
Evidence exist that audits are monthly and on a rolling basis (Improvement action plan in place)
Audit plan is in place with evidence of adherence but the frequency of audit is once per year
Audit plan is in place but no evidence of plan adherence
Informal auditing takes place on an ad-hoc basis
No auditing of SOPs takes place
How many large-scale machines or single-process areas are in the plant through which 50% or
more of different products must pass?
0
1
2
3
4
5
How would you rate the overall bias of the plant's process selction with respect to scale?
How would you rate the overall bias of the plant's process selection with respect to technology level?
Simple Technologies
Somewhat Simple Technologies
Moderate/Mixed
Somewhat Complex Technologies
Complex Technologies
At each operation, that has a human working, are the elements of work within a cycle with times
posted?
96%-100% in operations reviewed in the plant
91%-95% in operations reviewed in the plant
86%-90% in operations reviewed in the plant
76%-85% in operations reviewed in the plant
50%-75%in operations reviewed in the plant
Is the total cycle time identified at each operation?
96%-100% in operations reviewed in the plant
91%-95% in operations reviewed in the plant
86%-90% in operations reviewed in the plant
76%-85% in operations reviewed in the plant
50%-75%in operations reviewed in the plant
Is each operation diagramed showing the operator's walk path for materials and work orders?
96%-100% in operations reviewed in the plant
91%-95% in operations reviewed in the plant
86%-90% in operations reviewed in the plant
76%-85% in operations reviewed in the plant
50%-75%in operations reviewed in the plant
Is the Bill of Material posted at each job?
96%-100% in operations reviewed in the plant
91%-95% in operations reviewed in the plant
86%-90% in operations reviewed in the plant
76%-85% in operations reviewed in the plant
50%-75%in operations reviewed in the plant
Is there a graphic showing the required production tools and safety equipment needed at each
operation?
96%-100% in operations reviewed in the plant
91%-95% in operations reviewed in the plant
86%-90% in operations reviewed in the plant
76%-85% in operations reviewed in the plant
50%-75%in operations reviewed in the plant
Are Key Product Characteristics identified at the station(s) that produce(s) that characteristic?
96%-100% in operations reviewed in the plant
91%-95% in operations reviewed in the plant
86%-90% in operations reviewed in the plant
76%-85% in operations reviewed in the plant
50%-75%in operations reviewed in the plant
Are successive checks identified in work elements?
96%-100% in operations reviewed in the plant
91%-95% in operations reviewed in the plant
86%-90% in operations reviewed in the plant
76%-85% in operations reviewed in the plant
50%-75%in operations reviewed in the plant
Are rework materials marked and stored in clearly defined areas?
96%-100% in operations reviewed in the plant
91%-95% in operations reviewed in the plant
86%-90% in operations reviewed in the plant
76%-85% in operations reviewed in the plant
50%-75%in operations reviewed in the plant
Are rework materials reverified?
96%-100% in operations reviewed in the plant
91%-95% in operations reviewed in the plant
86%-90% in operations reviewed in the plant
76%-85% in operations reviewed in the plant
50%-75%in operations reviewed in the plant
Define the % of non utilized manpower time in station for material handling or walk time
functions only.
0-10%
10-20%
20-40%
40-60%
More than 60%
Annotation:
The process for stopping a production process whenever an abnormality occurs,
either manually or automatically, in order to clearly identify problems as soon as
they occur.
Detection
5 It is possible for any visitor to visually understand current quality status (live
tracking)
5 Risk analysis (FMEA) is performed on all critical points
2 Some poka-yokes are present, but team members are still expected to prevent
errors
2 Controls secure no abnormalities on critical assemblies or parts will leave the
line unnoticed. Quality is monitored at line level
1 There is no use of Poka-yokes and team members are expected to identify
and prevent errors
1 It is difficult to identify problems and abnormal events go largely unnoticed
Reaction
5 There are clear process stop procedures in place and the team members are
empowered to stop the process the instant an abnormality occurs
5 Everything is done to correct the problem. Normally the process won’t be
restarted unless a curative solution has been found
Team members are empowered to stop the process according to established
4 procedures whenever an abnormality occurs and wherever it occurs
4 When a problem with a process (screwing, riveting) occurs, all operators stop
the operations
4 Andons are in place to clearly signal the locations of all problems
4 Team leader and quick response team will automatically be notified of the
problem in a cascade mode
4 The process might be stopped up to 2-3 hours on the main line to let the quick
response team solve the issue
In machining areas: machine is stopped as soon as a significant drift is found
4 on quality measures (even if part are still within tolerance). Corrections in
parameters are implemented
Team members can stop the line for quality or safety problems but might have
3 to go for the supervisor/team leader or to call the support team on the phone
to get support
3 A strong visual signal (for instance flashing light) is in place to indicate a call
The process will be stopped so that the problem is analyzed, but it will restart
3
if the problem cannot be fixed within 45 mn
In machining areas: machine is stopped as soon as a part is found is out of
3 quality tolerance and a strong visual signal indicates operator requires help
Team members can notify supervisor/team leader of a problem and might stop
2 the process if it is no longer possible to work correctly or if there is no
significant impact on production
SPC Charts are implemented plant-wide at strategic process and sub process area.
5
SPC Charts are implemented plant-wide at strategic process in greater than 75% of
4 the plant.
SPC Charts are implemented plant-wide at strategic process in greater than 50%, but
3 less than or equal to 75% of the plant.
SPC Charts are implemented plant-wide at strategic process in greater than 25%, but
2 less than or equal to 50% of the plant.
SPC Charts are implemented plant-wide at strategic processes in a Intial Application
1 Area Only, Not at all or less than or equal to 25% of plant processes.
There is evidence that SPC charts such as P, NP, U and C charting methods are
in use in various plant floor and office processes.
There is evidence that SPC charts such as P, NP, U and C charting methods are in use
5 in various strategic process and sub process area.
There is evidence that SPC charts such as P, NP, U and C charting methods are in use
4 in various strategic process and sub process in greater than 75% of the plant.
There is evidence that SPC charts such as P, NP, U and C charting methods are in use
in various strategic process and sub process in greater than 50%, but less than or
3 equal to 75% of the plant.
There is evidence that SPC charts such as P, NP, U and C charting methods are in use
2 in various strategic process and sub process in greater than 25%, but less than or
equal
There to
is 50% of thethat
evidence plant.
SPC charts such as P, NP, U and C charting methods are in use
1 in various strategic process and sub process in a Intial Application Area Only, Not at all
or less is
There than or equalthat
evidence to 25% of plant using
employees processes.
SPC charts trending charts had a good
understanding of the (6) key indicators for recoginzing when a process is out of
control.
There is evidence that employees are very much aware of how to interpet SPC charts
for out of control conidtions where SPC charting methods have been applied in various
5 strategic process and sub process area.
There is evidence that employees are very much aware of how to interpet SPC charts
4 for out of control conidtions where SPC charting methods have been applied in various
strategic
There process and
is evidence thatsub process are
employees area. in greater
very than 75%
much aware of to
of how theinterpet
plant. SPC charts
3 for out of control conidtions where SPC charting methods have been applied in various
strategic process and
There is evidence thatsub process are
employees area. in greater
very than 50%,
much aware of howbut
to less thanSPC
interpet or equal
charts to
2 75%
for ofof
out the plant.conidtions where SPC charting methods have been applied in various
control
strategic process and
There is evidence thatsub process are
employees areavery
in greater than 25%,
much aware buttoless
of how than SPC
interpet or equal to
charts
1 50% of the plant.
for out of control conidtions where SPC charting methods have been applied in various
strategic
There is process
evidence and sub
that process
there area in a Intialcorporate
is a standrdized Application Area
SPC Only,
tools Notare
that at all or
less than or equal to 25% of plant processes.
deployed and a training system in in place to insure easier commuincation
between departments and between plants when unforseen issues arrise.
There is evidence that the same set of data recording, data analysis and data
reporting exsit accross the plant and that their has been a concentrated effort to make
sure the data was being processed through this (3) step data process in being
completed in real time and adding value to the operator on the floor in his/her daily job
performance.
5
There is evidence that the same set of data recording, data analysis and data
reporting exsit accross the plant and that their has been a concentrated effort to make
sure the data was being processed through this (3) step data process in being
completed in real time and adding value to the operator on the floor in his/her daily job
4 performance in greater than 75% of the plant.
There is evidence that the same set of data recording, data analysis and data
reporting exsit accross the plant and that their has been a concentrated effort to make
sure the data was being processed through this (3) step data process in being
completed in real time and adding value to the operator on the floor in his/her daily job
performance in greater than 50%, but less than or equal to 75% of the plant.
3
There is evidence that the same set of data recording, data analysis and data
reporting exsit accross the plant and that their has been a concentrated effort to make
sure the data was being processed through this (3) step data process in being
2 completed in real time and adding value to the operator on the floor in his/her daily job
performance in greater than 25%, but less than or equal to 50% of the plant.
There is evidence that the same set of data recording, data analysis and data
reporting exsit accross the plant and that their has been a concentrated effort to make
sure the data was being processed through this (3) step data process in being
completed in real time and adding value to the operator on the floor in his/her daily job
performance in a Intial Application Area Only, Not at all or less than or equal to 25% of
plant processes.
1
How does the organization determine current and long-term
customer requirements?
Real time releases from Customer in EDI or order automated
electronic format that automatically adjust schedule and distribute
information to affected process and sub process areas and the supply
5 issue.
Quality Containment
5 Thanks to high quality level and lay out integration of in cell containment concept, quality is insured on the spot everywhere in the
plant
5 Level of default is very low allowing a minimal rework staff
4 Only perfect parts or components are allowed to leave the production unit - or station for main assembly lines - : the complete
plant mentality is “in-cell containment, no transmission of defaults to internal customers”
4 Quality gates have clear & strict specifications and they are fully respected
4 Rework process is well structured and rework is performed by dedicated staff since operators are fully loaded with their normal
operations
4 Supplier parts with defaults are blocked upstream from the internal process
3 Quality defaults are detected in each production unit (or at each station for large assembly lines). Majority of defaults are
corrected on spot, according to availability of staff.
3 Within cells or sub assemblies policy is that a part not meeting quality standards shouldn’t leave the cell and it is respected
The accountability for the completion of product is within plant (plant feels fully responsible for quality defaults and missing parts)
3
2 Defaults are detected by plant (undetected(1) vs. detected defaults ratio < 0.5%)
2 When delivering parts or modules not meeting quality standards, the plant communicates 100% of outstanding work information to
its customer
Defaults are usually corrected. Unique exception when delivery time would otherwise be impacted.
2
2 There are quality gates but they are not always respected
2 There is a tolerance for missing parts, which are considered as outside of plant responsibility
1 The quality net is loose and lets some quality defaults regularly leave the plant unnoticed (undetected(1) vs. detected defaults
ratio >5%)
Most of other quality defaults are detected at the end of the assembly line but only part of them are corrected, by available staff.
1
5 Quality is built in all processes relying essentially on self inspection and repeatability
5 In case of quality problem, most of the time containment measures are in place in less than 3 hours
5 In case of quality problem, most of the time definitive correction is in place within one shift
5 Quality insurance documentation & procedures are regularly questioned and may be recalibrated
4 Quality inspection mostly performed by line operators, with quality department just auditing samples
4 There are regular meetings, at least monthly, to define longer terms preventive plans and to refine the quality policy
4 In case of quality problem, average lead time to put in place containment measures within 24 hours
4 In case of quality problem, average lead time to put in place definitive correction within 2 days
4 The complete quality & design staff is based a few meters from assembly line
4 Quality improvement actions are led at the team level with status displayed on team panel
3 There is a quality database allowing to review quality issues by type and source
3 A daily meeting is organized to review quality issues and implement corrective actions plan
3 Quality insurance documentation & procedures are comprehensive but not fully respected
3 In case of quality problem, average lead time to put in place containment measures within 2 days
3 In case of quality problem, average lead time to put in place definitive correction within 5 days
3 Clear process for scrap is implemented (criteria to decide on scrap, location for scrap, responsibilities)
3 In machining areas: operators fill in statistical quality control tools and are able to detect any slip in quality
2 There is quality insurance documentation & procedures for most critical processes
In machining areas: operators fill in statistical quality control tools, are able to make go/no go decisions on quality of parts but
2 only quality department is able to interpret results
Contingency plans exisit from aplnat wide and indivdual work area prespective and their is evidence that these plans have been
5 activated before and proven to be sucessful in response these types of occurances.
There is evidence contingency plans exisit from plant wide and indivdual work area prespective and their is no evidence that
4 these plans have been activated before and proven to be sucessful in response these types of occurances.
There is evidence contingency plans exisit from plant wide and but not indivdual work area prespective and their is evidence that
3 these plans have been activated before and proven to be sucessful in response these types of occurances.
2 The are indivdual work area plans in place but employee awareness of these system is a minimal level.
1 The are no plant wide plans in place or employe awareness of these system is a minimal level.
QMS requires multidisciplinary approach required for developing plant, facility and equipment plans to optimize plant
layouts for material travel, material and equipment use of floor space and has a method implemented to monitor the
effectiveness of existing operations and has ties into lean manufacturing KPI that link to QMS effectiveness.
Evidence clearly shows that Plant layouts are developed at the plant location with evidence that over 50% of effective plant fllor
layout and material flow optimization has occured with plant floor operator input,optimized material flow, material congestion
analysis, in bound dock and receiving system impact studies and mimimal material storage, POU requirements, analysis,
5 documentation of assumptions are in place to validate the most effective layout has been generated.
Evidence clearly shows that Plant layouts are developed at the plant location with limited evidence that plant floor operator
input,optimized material flow, material congestion analysis, in bound dock and receiving system impact studies and mimimal
material storage, POU requirements, analysis, documentation of assumptions are in place to validate the most effective layout
4 has been generated.
Plant layouts are developed at the plant location with limited evidence that plant floor operator input,optimized material flow,
material congestion analysis, in bound dock and receiving system impact studies and mimimal material storage, POU
3 requirements, analysis, documentation of assumptions are in place to validate the most effective layout has been generated.
Plant layouts are developed at the plant location with little or no plant floor operator input, no optimized material flow, material
congestion analysis, in bound dock and receiving system impact studies or mimimal material storage and POU requirements,
2 analysis, documentation or listed assumptions in place to validate the most effective layout has been generated.
Plant layouts are developed at the centralized corporate location with little or no plant floor operator input, no optimized material
flow, material congestion analysis, in bound dock and receiving system impact studies or mimimal material storage and POU
1 requirements, analysis, documentation or listed assumptions in place to validate the most effective layout has been generated.
Do QMS documents review the product design inputs, including customer requirements (special characteristics,
identification, traceability and packaging), use of information (gained from previous design projects, competitor
analysis, supplier feedback, internal input, field data, etc.), and targets for product quality, life, reliability, durability,
maintainability, timing and cost.
1 Does the QMS system has provision for Manufacturing process design input that identifies, documents and requires the
review of the manufacturing process design inputs, including productivity, process capability, cost targets; customer
requirements; and past experience.
5
1
Is there a quality plan for each product designed and manufactured which defines the quality practices, resources, and
activities relevant to design and manufacture?
1
Has top management established the interrelationship of all personnel who manage, perform and verify work affecting
quality? Are these individuals independent?
Does the QMS system establish a suitable communication processes within the organization?
1
Is their a measurement of the Effectiveness of the Communication system regarding quality system effectiveness
established? Are there regular reviews of the Quality System?
2
At a minimum does the Management review contain Audit results,Customer feedback,Process performance and product
1 conformity,Status of preventive and corrective actions,Follow-up actions from previous management reviews,Changes
that could affect the quality management system,Recommendations for improvement,New and revised regulatory
requirements.
1
Do Management Reviews also include MDR Reporting,Vigilance,Problem Reports,Recalls,Action items from previous
management reviews
5
4
2
Do outputs of MR include decisions and actions related to Improvements needed to maintain the effectiveness,
1 Improvements of product related to customer requirements,Resources needed, Does the output include any decisions
and actions related to improvements of the effectiveness of the QMS, Has the organization established, documented,
implemented and maintains a QMS and evaluates its effectiveness?
1
Does the manufacturer have control over all outsourced processes and are these controls mechanisms identified within
the QMS?
5
4
3
2
1
Does the QMS documentation include:Documented statements of a quality policy and quality objectives,A quality
manual,Documented procedures,Effective Planning, operation and control of processes,Records?
5
4
3
2
1
Does the documentation required by National or Regional Regulations where product is sold for the product, Please
reference these regulations.
5
4
3
2
1
Are QMS documents available at all locations for which they are designated, used, or otherwise necessary?
5
4
3
2
1
Are all obsolete documents promptly removed from all points of use or otherwise prevented from unintended use?
5
4
3
2
1
Does the manufacturer have files that contain, or refers to the locations of the evidence of safety and effectiveness
requirements in MDR’s?
5
4
3
2
1
Are the responsibility and procedures between the manufacturer and the Supply Chain clearly defined and documented
(e.g. contracts, procedures)? Which include:
· Recall/Vigilance/Problem Reporting
· Incident Reporting
· Market Complaints
· Traceability of sold devices
· Training
· Spare Parts
· Technical Documentation
5
4
3
2
1
Has a procedures been established which defines the control of documented procedures including:
· Review and approval [prior to issuance]
· documentation of date and individual approving document]
· Update and re-approval of documents
· Identification of changes are identified
· Relevant versions of applicable documents are available at points of use.
· Documents remain legible and readily identifiable
· Ensure that documents of external origin are identified and their distribution controlled.
· Prevention the unintended use of obsolete documents and identification.
5
4
3
2
1
How is it ensured that changes to documents are reviewed and approved either by the original approving function or
another designated function having pertinent background information for decision?Are approved changes
communicated to the appropriate personnel in a timely manner?Are records maintained of changes to documents?Do
change records include a description of the affected documents, the signature of the approving individual, the approval
date, and when the changes become effective?Is the retention period defined for obsolete documents to ensure that
documents to which products that have been manufactured and tested are available for at least the lifetime of the
product as defined by the manufacturer?Is the lifetime of the product defined by the manufacturer?Are records
maintained at the manufacturing establishment or other location that is reasonably accessible?
5
4
3
2
1
Does the QMS require the components, sub assemblies and the final product include or refer to the location of the date
of manufacture, the quantity manufactured, the quantity released for distribution, the acceptance records of the product,
the primary identification label and labeling used for each production unit, and any component identification(s) and
control number(s) used?
Does the organizations Document Control System ensure:
· Legibility
· Identification
· Storage
· Protection from damage [and prevent loss]
· Retrievability
· Retention period
· Disposition
· Back up if storage is in automated data processing system]
5
4
3
2
1
Has the organization planned and developed the processes needed for product realization?Is production planning of
product realization consistent with the requirements of customer needs.
5
4
3
2
1
Has the organization take into account the following for product realization:
· Quality Objectives and requirements
· Establish processes, documents and resources
· Verification, validation, monitoring, inspection and test activities for product acceptance.
· Records demonstrating products meet requirements [s. 4.2.4]
5
4
3
2
1
Is risk management established and documented throughout product realization?
5
4
3
2
1
Has the organization Determined:
· Requirements specified by the Customer including delivery and post delivery.
· Requirements specified for the intended use.
· Statutory and regulatory requirements.
· Additional requirements specified by the organization.
5
4
3
2
1`
Has the organization reviewed the product requirements prior to commitment to supply product to a customer? The
following must be ensured:
· Product requirements are defined and documented.
· Contract or order requirements differing from those previously expressed are resolved.
· The organization has the ability to meet the defined requirements.
5
4
3
2
1
Are customer requirements confirmed by the organization prior to acceptance?
5
4
3
2
1
If product requirements change, has the organization defined in the QMS the need to amend relevant documents and update
training if necessary?
5
4
3
2
1
Does the order entry system ensure that products are approved for shipment only when regulatory requirements are fulfilled
5
4
3
2
1
Has the organization determined and implemented an effective program for communication with customers relating to:
· Product Information
· Enquiries, contractor or order handling including amendments
· Customer feedback
· Advisory notices
5
4
3
2
1
Has the organization developed procedures for Design and Development Planning?
5
4
3
2
1
Does the organization plan and control the design and development of product?
5
4
3
2
1
Planning and controlling of design and development this context, the following aspects must be defined:
· Design and Development Stages
· Review, verification and design transfer activities
· Responsibilities and authorities.
· Actualization of plans
· Interfaces and communication between various groups involved
5
4
3
2
1
Is a risk analysis and/or FEMA part of the development process?
5
4
3
2
1
Are procedures and responsibilities to perform and review risk analysis clearly assigned and documented for the design
and development stages for a new product?
5
4
3
2
1
Are risk acceptance criteria defined in the relevant QMS procedures?
5
4
3
2
1
Is risk analysis results part of the Design History Records?
5
4
3
2
1
Has the organization developed procedures to ensure that the design requirements relating to a product are appropriate
and address the intended use of the product, including the needs of the user.
5
4
3
2
1
Does the determination and recording of inputs relating to product requirements include:
· Functional performance and safety requirements according to intended use.
· Applicable regulatory and statutory requirements.
· Where applicable, previous design and development results for similar product.
· Other requirements essential for design and development (e.g.: price, service life)
· Output(s) of risk management
· Documented review and approval, including date and signature, by designated individuals
5
4
3
2
1
Are the results of design inputs complete and unambiguous
5
4
3
2
1
Has the organization developed procedures for defining and documenting design output in terms that allow adequate evaluation
of conformance to design input requirements?
5
4
3
2
1
Are the Design Outputs provided in a form that enables verification against the inputs and approved prior to release?
Do design and development outputs shall:
· Meet the input requirements for design and development
· Provide appropriate information for purchasing, production and servicing
· Contain or reference product acceptance criteria.
· Specify the characteristics of the product that are essential for its sale and proper use.
· Include a signed and dated review and approval
5
4
3
2
1
Are records of design output maintained?
5
4
3
2
1
Has the organization developed procedures to ensure that formal documented reviews of the design results are planned and
conducted at appropriate stages of the device’s design development?
5
4
3
2
1
Has the organization defined planned arrangements where design and development review shall be performed to
evaluate:
· To evaluate the ability of the results of design and development to meet requirements.
· To identify any problems and propose necessary actions.
5
4
3
2
1
Do the participants of the review include representatives of functions concerned with the design and development
stages?
5
4
3
2
1
Do the participants of the review include an individual who does not have direct responsibility for the design stage being
reviewed as well as any specialists needed.
5
4
3
2
1
Has the organization developed procedures for verifying product design.
5
4
3
2
1
Has the organization demonstrated that the verification activities met the input requirements and are all records
maintained.
· Results of verification
· Action Taken
· who performed the verification
· the date the verification was performed
· Identification of the design
5
4
3
2
1
Are design records available which demonstrate (but not limited to):
Compliance with applicable standards
Tests performed in comparison to products with comparable design/model.
Does Design verification include effects of design changes as well as the validation of computer systems?
Has the organization developed procedures for validating the product design.
Design and Development Validation is performed in accordance with planned arrangements?
5
4
3
2
1
Does the Design and Development Validation System include:
· Fitness for use
· Partial validation, if applicable
· Validation prior to product delivery
5
4
3
2
1
Are Design and Development Changes identified and records maintained?
5
4
3
2
1
Are there procedures for the identification, documentation, validation/verification, review, and approval of design
changes?
5
4
3
2
1
Are changes reviewed, verified and validated as well as approved before implementation?
5
4
3
2
1
Does review include evaluation of the effect of the changes on constituent parts and product already delivered?
5
4
3
2
1
Does the organization have a process or procedure for identify a significant change to a marked product and notification
to the Notified Body?
5
4
3
2
1
Has the organization established documented procedures to ensure that purchased product conforms to specified
purchase requirements?
5
4
3
2
1
Has the organization defined in procedures the extent of control over the supplier dependent upon the effect of the
purchased product on subsequent product realization or the final product?
5
4
3
2
1
Does the organization document the following criteria with all alements of it supply chain?
Evaluate and select suppliers based on their ability to supply product in accordance with suppliers’ requirements,
[including quality requirements].
Criteria for selection, evaluation and re-evaluation shall be established.
Records of the evaluation shall be maintained
5
4
3
2
1
Do suppliers who provide finished devices have documented procedures in place to ensure that the finished component
or product delivered is safe and effective?
5
4
3
2
1
As a manufacture who use suppliers to provide parts, components or services that could affect the safety and
effectiveness of the finished device have documented procedure in place to ensure that the finished device is safe and
effective?
5
4
3
2
1
Does the companies Purchasing information describe the product to be purchased. Such information must include,
where appropriate a description of the requirements pertaining to:
· Product approval, procedures, processes and equipment.
· Qualification of personnel
· Quality management system requirements.
5
4
3
2
1
Do purchasing documents include an agreement that the suppliers, contractors, consultants agree to notify the
manufacturer of any changes in the product or service?
5
4
3
2
1
Are copies of relevant purchasing documents (product specification, ordering specification, etc) retained? (e.g.:
according to specified traceability requirements for components)
5
4
3
2
1
Does the organization have the following available for internal and supply chain purchase or manufactured components?
· Product characteristics.
· Procedures
· Documented requirements
· Work instructions
· Reference materials, as necessary
· Reference measurement procedures, as necessary
5
4
3
2
1
Have procedures been established and maintained for changes to specifications, methods, processes, procedures
regarding production and process changes to the supplier whether internal or external?
5
4
3
2
1
Do process controls monitor process parameters and component and device characteristics during production?
5
4
3
2
1
Do process controls include criteria for workmanship which is expressed in documented standards or by means of
identified and approved representative samples?
5
4
3
2
1
Has the organization developed a Device History Record for each component, batch of device manufactured?
· Amount manufactured
· Amount approved for distribution
· Batch record is verified and approved
5
4
3
2
1
Has the organization defined the extent of traceability required for both internal and external suppliers
5
4
3
2
1
Has the organization defined standard labeling and packaging for internal and external suppliers?
5
4
3
2
1
Has the organization documented requirements for cleanliness of product from the internal or external supplier?
· Product is cleaned by the organization prior to sterilization and/or use.
· Product is supplied non-sterile and subjected to a cleaning process prior to use.
· Product is supplied to be used non-sterile and its cleanliness is of significance in use.
· Process agents are to be removed from product during manufacture.
5
4
3
2
1
How is the extent of traceability defined, documented and maintained to enable corrective action in regards to:
· Database of sold products
· Final destination/location of sold products.
· Serial and/or lot number for identification.
5
4
3
2
1
Is the Measuring equipment in the facility:
· Calibrated or verified at specified intervals or prior to use,
· Adjusted or re-adjusted as necessary.
· Identified to enable the calibration status to be determined.
· Safeguarded from adjustments that would invalidate the measurement results.
· Protected from damage and deterioration during handling, maintenance and storage.
5
4
3
2
1
Does the organization assess and record the validity of the previous measuring results when the equipment is found not
to conform.
5
4
3
2
1
Are records maintained of the calibration and verification activities?
5
4
3
2
1
Are Personnel performing work that has to do with equipment calibartion that could affect product quality, [including
internal quality audits], competent on the basis of:
· Education
· Training
· Skills
· Experience
5
4
3
2
1
How does the organization ensure that personnel are aware of the relevance and importance of their activities and how
they contribute to quality objectives?
5
4
3
2
1
How does the organization determine the necessary competence for personnel?
5
4
3
2
1
How does the organization provide methods for training or take other actions to satisfy training needs.
5
4
3
2
1
How does the organization evaluate the effectiveness of the training taken internallly or externally?
5
4
3
2
1
How does the organization maintain appropriate records of training ?
5
4
3
2
1
Have procedures been established which identify training needs based on indvidual and regulatory requirements?
5
4
3
2
1
Does the manufacturer have and maintain the necessary infrastructure to ensure that the characteristics and
performance of their internally manufactured conmponents, sub assemblies or assembliesis (are) not adversely affected
by transport or conditions of storage.
5
4
3
2
1
If work environment conditions can have an adverse effect on product quality, does the organization have documented
requirements for enviromental controls for temperature, etc.
5
4
3
2
1
How are the environmental conditions controlled and monitored?
5
4
3
2
1
From a security standpoint has access control been established for entry of personnel/materials?
5
4
3
2
1
If appropriate, are special procedures available for handling used and/or returned product, in order to prevent
contamination of:
Other products
Manufacturing
Environment
Personnel
5
4
3
2
1
Has the organization planned and implemented a monitoring, measurement, analysis and improvement process which
includes:
· Conformity of product
· Conformity of the quality management system
· Effectiveness of the quality management system
5
4
3
2
1
Are these problem reports or consumer complaints used as input into the corrective and/or preventive action system?
5
4
3
2
1
Are records of customer complaint investigations maintained?
5
4
3
2
1
If any customer complaint is not followed by corrective and/or preventive action, is the reason recorded?
5
4
3
2
1
Are Internal audits established that at a minimum that the quality management system:
· Conforms to the planned arrangements
· Conforms to the requirements of this international standard,
· Conforms to the quality management system requirements established by the organization,
· Is effectively implemented and maintained.
5
4
3
2
1
Does the organization have polices and procedures that defined QMS:
· Audit criteria
· Audit scope
· Audit Frequency
· Audit Methods
5
4
3
2
1
Does the organizations selection of auditors by the organization ensure objectivity and impartiality?
5
4
3
2
1
Do internal audits take into account the full scope of the quality system including directives, external standards,
regulatory requirements where product is sold?
5
4
3
2
1
Does management for the area being audited ensure that actions are taken without undue delay to eliminate detected
NCR’s and their causes?
5
4
3
2
1
Are follow-up audits performed and documented to verify implementation and effectiveness of the corrective actions?
5
4
3
2
1
Can the auditor come to the conclusion that the quality system is effective?
5
4
3
2
1
Have suitable methods for monitoring and measurements of quality system processes been determined, applied and
reviewed?
5
4
3
2
1
Does the organization monitor and measure the characteristics of the product to verify requirements have been met at
appropriate stages based on planned arrangements and documented procedures?
5
4
3
2
1
Does the organization properly identify and control product, which is nonconforming to prevent its unintended use or
delivery?
5
4
3
2
1
Are their procedure(s) that have been established including responsibilities and authorities for dealing with
nonconforming product?
5
4
3
2
1
Has the organization consideration on or more of the following when developing the nonconforming product program:
· Taking action to eliminate the detected nonconformity,
· Authorizing its use, release or acceptance under concession,
· Taking action to preclude its original intended use or application.
5
4
3
2
1
Does the organization ensure that nonconforming product is accepted by concession only if regulatory requirements are
met? Are records identifying the person(s) authorizing the concession maintained?
5
4
3
2
1
If nonconforming product is corrected, is the component, module or assembly subject to re-verification?
5
4
3
2
1
If product needs to be reworked (one or more times), has the organization documented a rework process in a work
instruction?
5
4
3
2
1
Does the reworked component, module or assembly undergo the same authorization and approval procedure as the
original work instruction?
5
4
3
2
1
Prior to authorization and approval of the work instruction, has the organization determined any adverse effect of the
rework upon product? Is this documented?
5
4
3
2
1
Has the organization documented procedures to determine, collect and analyze data to demonstrate the suitability and
effectiveness of the quality management system?
5
4
3
2
1
Is any of the information listed below used to improve the effectiveness of the quality management system?
· Feedback (Customer Satisfaction)
· Conformity to product requirements
· Process and product characteristics
· Supplier feedback
5
4
3
2
1
Does the organization Identify and implement any changes necessary to ensure and maintain the continued suitability
and effectiveness of the quality management system through the use of:
· The quality policy
· Quality Objectives
· Audit Results
· Data Analysis
· Corrective and Preventive Actions
· Management Reviews
5
4
3
2
1
Is their a customer complain, are theirt procedures that reference requirements if activities outside the organization
contributed to the complaint; and a plan of how relevant information shall be exchanged between the organization(s)
involved?
5
4
3
2
1
If a customer complaints are not followed by Corrective or Preventive Actions is the reason be authorized by some level
of senior leadership and recorded?
5
4
3
2
1
If a internal or external supplier or the organization itself needs to recall or correct a device, or to notify its owners and
users in becoming aware that the device: (a) may be hazardous to health; (b) may fail to conform to any claim made by
the manufacturer, or importer relating to its effectiveness, benefits, performance characteristics or safety; (c) may not
meet the requirements of a regultory body if thier a procedure in place to handle this situtation?
5
4
3
2
1
To prevent the recurrence of nonconformance, has the organization developed a procedure covering the following
aspects:
· Reviewing nonconformities (including customer complaints)
· Determining the cause of nonconformities,
· Evaluating the need for action to ensure that nonconformities do not recur,
· Determining and implementing action needed including as appropriate, updating documentation
· Applying appropriate statistical methodology to detect recurring quality problems
· Recording of the results of any investigation and of action taken
· Reviewing [verifying or validating] the corrective actions taken for effectiveness.
· Implementing and recording changes in methods and procedures needed to correct and prevent identified quality
problems.
· Ensuring that information relating to quality problems or nonconforming product is disseminated to those directly
responsible for assuring quality of such product or the prevention of such problems.
· Submitting relevant information on identified quality problems, as well as corrective and preventive actions, for
management review.
5
4
3
2
1
To eliminate the cause of potential nonconformance’s, has the organization developed procedures covering the
following aspects:
· Determining potential nonconformities and their cause,
· Evaluating the need for action to prevent occurrence of nonconformities,
· Determining and implementing action needed,
· Recording of the results of any investigations and of action taken
· Reviewing preventive action taken and its effectiveness.
5
4
3
2
1
Is their any evidence of Value Benchmarking Studies:
5
4
3
2
1
Are their any evidence of Value Cost Target Setting Studies for internally as well as exterally manufactured or purchased
components
5
4
3
2
1
There is a formalised quality feedback process that allows operators to receive feedback from both
Internal and external customers. (such as a Quality Operating System (QOS))
Evidence exists to verify that a formalised feedback process exists and has been used to actively eliminate defects over the
5 preceding 36 months
Evidence exists to verify that a formalised feedback process exists and has been used to actively eliminate defects over the
4 preceding 12 months
3 A formalised feedback process exists and is actively used to eliminate defects
2 A formal feedback process exists
1 No formalised feedback loop exists
Defective items are immediately detected when they occur in the production process. Very seldom does a bad part
makeit to a downstream process or to the customer with a lot of suspect parts in between requiring additional inspection
5 Practically no rework exists throughout the factory
4 Some rework loops and areas have been eliminated from the facility. (Evidence required)
3 Rework areas are present on the facilities but defects are tracked through the area and fixed by the end of shift
2 Rework parts exist throughout the facility but are tagged and held in quarantine areas that are visually identified
1 Rework parts exist throughout the facility in uncontrolled locations
A Quality system exists to address supplier quality issues in the production process.
A formalised quality feedback process exists with the suppliers. Evidence exists to prove improvement in purchased part quality
5 for the last 24 months
The Quality Operating System for supplier quality provides feedback to the operator where the defect was found. All members in
4 the section are aware of how the top defects with supplier quality are being addressed
3 The Quality department visits the area the defect is found and investigates countermeasures with the supplier
2 When defects are found the parts are tagged and placed into a quarantine area
1 When defects are found the parts are either left or moved from the production area
What portion of total employees have had basic SPC training?
5 81%-93%
4 56%-80%
3 20%-55%
2 8%-19%
1 0%-6%
What portion of operations are controlled with Statistical Process Control (SPC)
5 94%-100%
4 70%-94%
3 31%-70%
2 11%-30%
1 1%-10%
What portion of the SPC that is done is accomplished by operators as opposed to Quality or Engineering specialists?
5 71%-100%
4 31%-70%
3 11%-30%
2 1%-10%
1 0%
What is the overall defect rate?
71%-100%
31%-70%
11%-30%
1%-10%
0%
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
How easy is it to shift output when the product mix changes?
Very easy
Easy
Somewhat Difficult
Moderately Difficult
Very Difficult
Is each operation audited to see that standardized work is followed?
Is operator certification posted for each operation for performing the operation?
Are problems documentation worksheets for any customer dissatisfies posted at the operation where
the error was made within the last 12 weeks?
Do Short distance exisit between workstations allows operator to work 2 adjacent workstations
without increasing cycle times.
Is their evidence of 1-piece flow (maximum WIP of one part between 2 operations)
Electric/control panels do not increase distance between workstations and do not prevent frontal
feeding of component container storage
Containers are placed with their small length facing operator to allow enough room for several part
numbers at the work station
Location of empty containers waiting for removal does not increase the distance between
workstations (i.e. empties rack is over or under full rack)
All operators on the same side for straight-line layouts, all operators on the inside for U-shaped
layouts
Tools and tooling required on the line are accessible without operator moving
Current changeover time is posted and visible to all operators on the line
Possible to change to a new part number a minimum of 10 times each hour using less than 15% of the
shift time (less than 10 minutes per hour)
Possible to simultaneously store component parts for several part numbers right on the workstation
All changeovers are performed by operators with no need for a special set-up person
There is Presence of visual marking (color-coding) of tools and other change over items in a station
to limit risk of errors during tool changeovers
There is a plant IE database or the work standrd recording and tracking system being used for
recording and documenting the labor standard.
Has the proper overhead and indirect labor burden been ngineered and reviewed for each
manufacturing station?
Is their a cycle time and operator work stack chart comparion of all products ran through the plant
manufacturing stations.
There is a Program for Education and Training to systematically enhance maintenance technical skills.
The is established support and guidance for operator self-maintenance and operators have been
provide instructions to operators on cleaning, lubrication, safety, and contamination
countermeasures.
There is evidence of Downtime Countermeasures to Track breakdowns, analyze root cause, apply
countermeasures with the goal is to increase mean time between failures (MTBF) and reduce mean
time to repair (MTTR).
There is evidence of a Preventive Maintenance Program that includes Identity and number all
equipment, establish standards for cleaning, lubrication, and inspection. Develop schedule of PM
activities and track conformance to schedule - this includes lubrication program activities.
There is evidence of a functional Spare Parts Management system that has establish inventory
standards and reorder points for parts needed on Planned basis and has applied 5-S principles to
storage area.
There is evidence that each process location has a Maintenance Cost Analysis that defines where
cost is incurred for parts, indirect supplies, oils & lubricants, manpower, and outside contractors.
Organize systematic actions to reduce costs - goal is to reduce long term total cost - not to be
sacrificed for short term cost improvement.
Their is documented evidence that Maintenance Efficiency Improvement has occured from tracked
maintenance activities by category: planned (time-based, condition-based, predictive), and unplanned
(breakdown) with a goal to increase percentage of maintenance hours on planned vs. unplanned, and
lower overall total for both.
Flexible Manpower:
The combination of a production system (i.e., - machines/facilities and providers)
designed for flexibility and a highly cross-trained workforce in an environment that
supports a successful deployment of production
Cell/Line Layout
A minimal amount of operations remains on the main assembly line, all the rest having
5 been transferred to sub-assembly areas
Motion economy is maximized within cells by minimizing walk patterns with U shape
4 layout and material conveyance (gravity feeders, conveyers)
Operators are able to perform operations on different stations within the cell, with
4 minimal motion
4 Parts and people flow diagrams are drawn for all processes (to optimize flows)
3 There is a clear split between line and preparations areas (preparations are made in
dedicated areas by dedicated operators, line operators focus on assembly)
3
Operators remain in the same area
3
Parts and people flow diagrams are drawn for some processes (to optimize flows
2
Operators don’t need to leave the assembly line or cell to go for parts or tools
Operators move outside of their working station or working cell (to go for parts or tools
1
or to work in a different process area …)
Flow Design
Distances between warehouses and lines are minimal (unless pooling economy makes
5
central warehouse more economic)
5
Moving line or conveyers to move production
5
No logistics is required between lines and sub-assemblies
5
Parts flows have been optimized
Analysis has been performed on all part flows leading to implementation of
4
improvement action plans
2
Flows are taken into account for new investment but might not prevail over other criteria
2
Main flows have been analyzed
1
No real flow analysis is performed
Skill Building
5
Most operators are able to perform more than 3 different trades
5
Multi trade and multi station training makes it easy to replace any absentee
4 Detailed qualification boards are displayed in all areas and include targets
A majority of operators are able to perform operations of at least 2 different trades at the
4 station and some are able to train other people on the full work package
3
All operators are able to perform operations on other stations within the same trade(1)
3
Skill levels are tracked and clearly displayed on team panel
3
SOPs are used to train people
Some operators are able to perform the full work package at the station (including
3
different trades)
2
Most operators are able to perform operations on another station within the same trade
Some people are able to train fellow workers also on other stations on operations within
2
the same trade(1)
2
Competences are not formally tracked
1
There is no formal process for qualifying operators and all training is “hands-on”
Funtional Integration
A large part of operators have skills to solve problems in a structured way (PDCA, 5
5
whys, …)
5
A large part of functional activity are dedicated to operational improvement
Most operators have extra assignments (update a KPI, insure protection equipment
4
supply, perform TPM)
4
Maintenance is no longer involved in basic TPM (outside of defining tasks)
4
Some operators have skills to solve problems in a structured way (PDCA, 5 whys, …)
4 All operators are aware of 5S and leave a clean work station at end of shift
4
Some logistic people are able to perform parts quality audits
Some operators have an extra but simple assignment (update a KPI, insure protection
3
equipment supply, perform TPM…)
A majority of operators perform daily basic 5S (leaving working station clean and tools
3
in the right place at the end of the shift)
2
If necessary, operators perform 5S tasks (from time to time, on request of team leader)
There is no function integration in the plant, TPM is performed by Maintenance, quality
1
control by Quality
5
Video routinely used to improve SOPs
Operators are able to update SOPs with Manufacturing Engineering approval on a daily
5
basis
5
SOPs exist for all processes
4
SOPs exist for most processes
4
Team members always follow procedures
3
SOPs are used to train people
3
SOP are produced by cross functional teams
3
Operators follow SOPs
Basic work procedures exist, but are not fully up to SOP expectations and are not
2
strictly followed by team members
2
The procedures are developed by Manufacturing Engineering
1
Operations are performed at best based on engineering drawings.
Way of working and sequences of operations vary between operators and are different
1
from shift to shift
5
5
4
1
5
1
5
1
5
1
5
1
5
5
4
1
5
1
5
3
2
1
5
1
5
2
1
5
4
1
5
2
1
1
5
2
1
1
5
4
3
5
4
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
2
1
5
4
3
2
1
5
4
3
2
1
1
5
1
5
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
4
3
3
2
4
3
4
3
1
5
5
4
3
2
1
3
2
4
3
5
4
1
5
1
5
3
2
5
4
2
1
1
5
3
2
4
3
1
5
1
5
1
5
1
5
4
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2
1
5
4
3
2
1
5
4
3
2
4
3
5
4
5
4
2
1
2
1
5
4
3
2
1
5
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1
5
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2
1
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1
There is evidence that the total number of production jobs have job safety analyses and
procedures or work practices completed?
There is evidence that job safety analyses and procedures or work practices are reviewed or
updated on a set schedule.
Whenever Employee suggestions for improvement are made?
There is evidence thatemployees and supervisors/group leaders have had input into the
completion of the Job Safety Analyses?
There is evidence that Job Safety Analyses have been used as a training aide with employees
prior to being assigned tasks?
There is evidence of a strong Incident investigation process and training on the process usage
by operators and supervisors.
There is evdeince that every manufacturing station has been optimized to incorporated signs,
tags or similar devices as appropriate to let operators know of impending danager?
There is evidence that Job Safety Analyses been posted at the worksite, or readily accessible
to employees for review?
Does the incident investigation process include formal investigating and reporting of the
following types of incidents?
Non-disabling injuries (including ergonomic/first aid)?
Fatalities?
Near-misses?
Major incident?
High-potential incident?
High-potential near-miss?
All fatalities?
Does the incident report provide for identification of corrective actions and when they will be
completed?
Do personnel responsible for conducting investigations receive formal training in incident
investigation techniques?
Does the incident report include Identification and analysis of substandard acts/substandard
conditions, basic/underlying causes, and lack of control?
Injury/illness ?
Fires?
Property Damage?
Is there a process used which ensures that corrective actions, and follow-up of those actions,
are carried out as recommended in the incident/near-miss investigation report?
Does the corrective action process require actual follow-up by an appropriate individual with
check-off on an item-for-item basis as actions are completed?
Does the process require a report to leadership at least monthly on the status of incomplete
corrective actions?
Are the results of follow-up action for major and high- potential loss incidents communicated to
appropriate:
Personnel within the facility or site?
Can the facility demonstrate a thorough system is in use for the reporting and investigation of
near-misses having high-loss potential?
Equipment/substances involved?
Environmental factors?
Other?
Are all the following Indications used in the incedent report to define which of the following
causes are determined for each of the organizational groups for injury/illness incidents: Facility
;Area ; Department:
Immediate Machine
causes (I.e. or tool acts and conditions)?
substandard
Are incident safety statistics and analyses maintained for at least two years?
How often are near-miss frequency rates computed and communicated to senior management?
every month
every 3 months
every 6 months
yearly
not done
Has a coordinator(s) been appointed in writing to develop and administer the overall
emergency preparedness process?
Are costs of for fires, property damage, etc. recorded as operating costs for the only the
indivdual departments concerned?
Has the health and safety coordinator(s) received suitable and adequate training to enable them
to undertake the evaluation of safe practices or appropriate practices under each of the listed
possible
Emergencyroles?
medical?
Emergency evacuation?
Fire Brigade?
Confined space rescue?
Security Emergency?
Natural Disaster?
Are there emergency plans and emergency response plansfor the following:
Evacuation Plan?
Security emergencies?
Natural disaster?
Behavioral Emergency / Critical Incident Stress Debriefing (BE/CISD)?
Has a designated central control area (Emergency Operations Center) and alternative location
been established?
Has an on-site Incident Commander (Incident Management System) been appointed and trained
to take charge in an emergency situation?
Is the incident commander knowledgeable in the Use of the Incident management System
(Emergency Incident Command)?
Is their evidence that Telephone numbers and contacts of key facility and Company personnel
including notification procedures are posted in all work areas?
Is their a established and well known and staffed spill plan that defines spill control equipment
and counter-measures?
Are all essential (non-Company) emergency services, telephone numbers, contact points,
addresses, etc., known and listed at Security and updated as required and at least annually?
Are appropriate up to date emergency service telephone numbers listed and prominently
displayed at all facility telephones?
Has the emergency plan been appropriately distributed and relevant contents effectively
communicated to required external authorities?
Has the emergency plan been appropriately distributed and relevant contents effectively
communicated to all facility personnel?
Have specialized firefighting procedures been developed to control fires for high hazard or
special operations?
Has the presence of all hazardous materials been made known to fire units which would
respond to the facility in the event of an emergency?
Has the facility established a procedure for the types of chemical incidents the facility will
handle and which will be referred to outside agencies through written spill procedures?
Is the Emergency Plan revised promptly whenever site operations or other elements of the plan
change?
Is the Emergency Response Plan included in the QMS document control process?
Has the facility identified and labeled the master control devices to be used to control energies
during an emergency?
Is a facility diagram depicting the locations of all master control devices available for use by
appropriate response personnel displayed throughout the facility?
Are appropriate response personnel familiar with the location and shut-down procedures of all
master control devices?
Has a systematic survey of the facilities been made within the past three years to identify the
need for:
Fire Extinguishing systems?
Emergency lighting?
Emergency power?
Means of egress?
Emergency medical?
Fire Rescue?
Security emergencies?
Do Emergency Response Team (ERT) members participate in post event critique sessions in
order to provide input relative to actual emergencies and training exercises?
Are training and / or licensing certificates current for those individuals designated as
emergency medical first responders / first-aiders?
Has the facility identified the minimum number of individuals required to be trained in first aid
techniques, to cover all work areas during all working hours?What percentage of employees
are trained and certified in first aid techniques? (% x 10)
Is a system used to keep external organizations who may respond to emergencies informed of
possible emergency needs?
Is there a written plan for business resumption activities in the event of loss to the facility (or)
critical operations within the facility due to an emergency?
Are periodic enviromental, saftey and enmergency response tests and drills conducted with the
external organization(s)?
Are there agreements with external organizations to provide personnel and equipment in the
event of an emergency as required?
Are auxiliary communications systems available to sup-port ongoing internal and external
emergency communi-cations when primary systems are rendered inoperative
Have procedures been developed to manage and control the flow of information externally for
accidents involving potential health, safety, and environmental hazards; their effects and
actions taken to control these hazards to:
Appropriate emergency departments/services?
Local authorities?
General public?
The media?
Are legal as well as appropriate senior management and public affairs personnel involved in
reviewing and approving information releases?
Has a systematic approach been used to identify the need for specialized work permit systems
for construction, planned new process enviromental releases, etc?
Has a systematic approach been used to identify requirements for permits to operate from
appropriate authorities?
Is there a written follow-up system to ensure all permit requirements are met and that permits
are obtained?
Are checks made to determine the validity and status of qualifications, licenses and
certificates, etc., presented by potential employees?
Is each employee given a thorough review of relevant enviormental, health and saftey rules at
least annually?
Are there provisions for employee input during rules preparation update training?
Is there a process for retraining employees when they are transferred to areas where different
rules apply?
Is a system used for: Dealing with those who do not comply with work related rules?
Is a system used for: Recognizing those who comply with work-related rules?
Has the system relative to rule compliance and recognition been reviewed and accepted by
employee representatives?
Has this system been distributed and communicated to all employees for the following:
Company's enforcement procedures?
Recognition system?
Application of the Company's enforcement procedures?
Positive recognition rule compliance?
Are records kept when retraining or skill practice occurs as a result of non-compliance with
rules?
Is there provision for employee input into identifying the needs for, and making selection of,
personal protective equipment?
Are items of personal protective equipment regularly maintained and kept in good condition?
Are proper storage and/or cleaning facilities for personal protective equipment provided?
Do employees have access to disposable gloves and CPR face shields/pocket masks
throughout the facility?
Have all personal protective equipment needs for controlling exposures to potentially
infectious materials been identified and made available to affected employees?
Is there a process to ensure that all eyewear meets accepted safety standards?
Is there a system used to ensure that employees are given proper fitting for personal protective
equipment requiring special attention?
Does the system for personal protective equipment include the following:
Does the facility have a written respiratory protection program that meets the Company’s
requirements?
Evaluate the degree of compliance with standards for the usage of the following types of
personal
___% Footprotective equipment throught the plant.
protection
___% Temperature protection
___% Hand protection
___% Arm/elbow/shoulder protection
___% Knee protection
___% Eye protection
___% Hearing protection
___% Radiation protection
___% Respiratory Protection
___% Fall Protection
___% Leg Protection
Does the facility use a systematic approach which includes the following techniques to identify
and evaluate occupational health and industrial hygiene hazards:
Review of job safety analyses and work procedures for all production jobs?
For the occupational health and industrial hygiene hazards identified by the facility, is a system
in place to:
Prioritize occupational and industrial hygiene hazards where controls are needed?
Involve employees in the determination of required controls?
Determine control based on relative health risk?
Develop an "action plan" which specifies which control method to implement?
MSDSs received from suppliers are forwarded to the appropriate office(s) for updates?
Is a system used to ensure that all hazardous materials used, manufactured, stored or
transported are properly labeled?
Follow-up to ensure that control actions are being implemented where required?
Maintaining records of all data developed through the monitoring of identified health hazards?
Are proper job instructions, with emphasis on occupational health and industrial hygiene
topics given when:
Employees are newly hired?
Employees move to new workstations with different hazard exposures?
Has a noise exposure survey been conducted in your facility within the last two years?
Are feasible engineering controls used to reduce noise exposures when decibels exceed 85
dBA for 8 hours?
Is a system in place to ensure the use of hearing protection devices where required?
Are hearing protection devices selected based on an evaluation of objective performance
measures (i.e., noise reduction ratings) and employee exposure data?
Is newly purchased or fabricated equipment tested to comply with Air Bus Noise Control
Standards?
Are standard practices in place to maintain existing noise control measures, control
compressed air and steam, and maintain or repair equipment on a continuous basis?
Are employees whose noise exposure may equal or exceed 85 dBA over and 8-hour time-
weighted average (TWA) notified of their exposure and included in the plant's Hearing
Conservation Program?
Are employees in the Hearing Conservation Program trained on the effects of excessive noise,
the use, availability, and care of hearing protection, and the purpose of audiometric testing?
Does the facility have a designated Laser Safety Officer who is responsible for implementing
the Laser Safety Program for Class 3 and Class 4 lasers?
Are Laser Safety Data Sheets completed and up to date for each Class 3 and Class 4 laser in
your facility?
Are Standard Operating Procedures available to opera-tors and maintenance personnel who
work with Class 3 and Class 4 lasers or systems containing such class lasers?
Does your facility have a procedure for identifying material containing lead before demolition,
construction, renovation, or maintenance activities begin andFor projects involving the
disturbance of lead containing materials, is air monitoring conducted as needed? Are the
appropriate employees enrolled in medical surveillance who are exposed to lead or abestos?
Are the flow, velocity, and volume characteristics of the portable water system in your facility
reviewed annually for possible dead ends or low flow areas?
Has your facility installed backflow prevention device(s) to protect the portable water system?
Are the backflow prevention devices tested annually or more frequently as required by local
authorities?
Does a system exist which ensures pipe identification labeling is current and adheres to Airbus
Pipe labeling and identification standards?
Does your facility implement the Heat Stress Program annually?
Does your facility conduct a walk-through annually to identify potential heat problem areas and
employees and management informed about the dangers of heat stress??
No relationship.
Do the medical personnel meet all professional requirements and are related documents readily
available (including licenses and certifications, etc.)?
Do the medical personnel inspect the cafeteria on a monthly basis?
Have medical personnel responsible for providing services received appropriate training?
Do all medical personnel conduct a walk-through to familiarize themselves with the processes
within the facility?
Does the medical department maintain a record of qualified health care professionals, and
medical centers for referrals and consultation?
Does the medical department have required documents and reference manuals readily
available for all medical personnel?
Is the medical facility clearly identified?
The medical facility comlies and is maintained to regulatory and/or appropriate medical
standards?
Suitably located?
Is a system in place to ensure that employee medical records and files are under secure control
of the medical or HR department?
Are all medical records maintained in accordance with company and regulatory policy with
regard ton Access,Confidentiality,Retention:
Is this directive translated into sufficient languages so that all employees can understand?
Is there a process in place to notify the medical department of employee transfers in and out of
the facility so that the medical records may be transferred and kept at the current work-site with
the employee?
Evaluate the effectiveness of the medical services based upon compliance with regulatory
requirements:
Excellent application
Good application
Fair application
Poor application
No services provided
Has a regular workplace medical surveillance system been established to...:
Identify potential exposures?
Perform medical monitoring?
Does "Human Resources " at the facility use the following measurables to track the results of
saftey, health issues?
-Perecent of medical absenteeism;
-Percent of occupational missed work days from health and safety issues
-Percent of non-occupational missed work days fro health and safety issues
Have jobs been identified proactively in the facility where medical restricted employees can
work?
Does the system provide an avenue to address wellness, mental health and substance abuse
issues?
Does pre-placement medical examination occur that include tests to detect pre-existing
conditions and drug and alcohol screening?
Are specific medical examinations carried out as required by legislation (i.e., audiometric
tests,eye examinations, and breathing test etc.), where certain health hazards have been
identified in the workplace?
Are safety/loss control bulletin boards located so every employee has an opportunity to see at
least one during the working day?
Do guidelines determine which items will be placed on safety/loss control bulletin boards, and
do these guidelines include ergonomics and items required by legislation, Is information
posted on safety/loss control bulletin boards up to date?
Are safety/loss control posters and banners used to support programs aimed at accident
causes, are they located appropriately and planned in advanced?
How often does senior leadership participate in organized safety/loss control promotional
programs based on written themes concerning loss control problems?
Every Month
Every 3 months
Every 6 months
Yearly
Not done
Are unique or unusual systems of communication, other than those already mentioned, used to
promote safety/loss control?Is there an effective ongoing housekeeping promotion system in
the organization?
How often have group safety/loss control meetings included off-the-job and employee family
safety topics in the past twelve months?
Every Month
Every 2 months
Every 6 months
Yearly
Not done
Are employee family members included in any off-the-job safety education and promotion
programs and how often are they communicated?
Every Month
Every 2 months
Every 6 months
Yearly
Not done
Have appropriate Air bus team members been assigned as contract coordinators to monitor
contractor Saftey performance while on-site?
Is it specified how contractors are to coordinate ongoing work and their safety/loss control
system activities with those of the facility and of other contractors?
Are contractors required to participate in safety Airbus Helath and Saftey programs for known
hazards relating to the contractor's work such as Power Lockout, Chemical Safety, Lead,
Asbestos and Confined Spaces, before being allowed to perfrom work on the site?
Does the contractor have and know all applicable emergency plans and phone numbers before
starting work?
Is contractor compliance with applicable regulations, organizational requirements, contract
obligations and contractor programs regularly reviewed by a Air Bus representative?
Are the following reports forwarded by the contractor to Company personnel in order to
monitor the contractor's safety/loss performance while on Company property and sent to the
proper company authority:
Serious accident/injury/illness reports?
Other?
Does the security system control the entrance, presence and exit of contractor employers,
employees, equipment and materials?
Are contractor work-sites inspected periodically and after completion of work to ensure appropriate
cleanup and control of residual risks?
Have members of the (Local Ergonomics Committee) been assigned the following roles and
responsibilities:
Record Keeper
Facilitator
Medical Representative
Engineering Representative
Have appropriate members of the LEC been trained in the appropriate process and technical
training course including:
What percentage of the plant's employees have received ergonomic awareness training?
What percentage of the plant's production supervisors have received ergonomics training for
supervisors?
Is there a system/procedure to convey ergonomic concerns on existing jobs at the site to the
LEC which includes?
Reviewing appropriate medical/formal data
Informal reporting
Conducting proactive Risk Analysis
Is there a written process for prioritizing ergonomic concerns on existing jobs at the site?
After an ergonomic concern is identified and placed on the Concern Log, is an initial evaluation
conducted within two weeks?
After a ergonomic solution is in place, does the ergonomics team conduct a formal follow-up
with the employee within 4 weeks?
Are investigative reports, e.g. Corrective Actions or equivalent, generated for ergonomics
concerns that contain the following elements:
Job Description/Suspected Problem Description
Root Cause
Interim Solution
Permanent Solution
Verification
Are ergonomic investigative reports, e.g. correctiuve actions., which identify and address high
priority concerns forwarded to the following for review and action:
Ergonomic Coordinators
Product Engineers
Process Engineers
Are operators as well as supervisors involved throughout the job improvement cycle fo
ergonomic concerns?
Does plant leadership support the Ergonomics Process by actively:
Does a proactive ergonomic review process in place that requires that a sign-off occurs for the
process to verify that the issues do not exisit and that ergonomic reviews and approvals have
taken place proir to bring equipment into the facility?
Is there a system which ensures that proactive ergonomic reviews take into account:
Analytical Tools
Worker Input
Has an hourly and salaried coordinator been appointed for each of the following Health and
Saftey Programs:
Chemical Safety Training (HazCom)?
Energy Control and Power Lockout?
Powered Material Handling Vehicles?
Guidelines Responsibilities and Safe Practices?
Confined Space Entry
Lifting and Rigging?
Working at Heights?
Have all employees requiring energy control and power lockout training for their jobs received
appropriate training?
Is there a system in place to modify lock out procedures and placards on a timely basis, when
changes are made to equipment or process?
Does the facility have a written local lockout plan that defines procedures for company
personnel and outside contractors so compliance can be enforced?
Does the facility have a written local lockout policy that states employees must go through lock
out training before working on any equipment and that it defines procedures and disciplinary
actions for internal personnel and outside contractors so compliance can be enforced
Have all employees that operate powered material handling vehicles been trained in the safe
operation of the specific vehicle(s) they operate?
Do operators receive raining and are assigned a licens for approval to drive these vehicles and
have a strong license renewal process?
Are employees required to have their license available when operating a PMHV?
Have employees been trained in safe fueling practices for the vehicles they operate?
Has a systematic approach been used to identify and label all confined spaces?
Is there a system in place to actively eliminate confined spaces through engineering or design?
Is an annual review of the confined space entry program conducted and documented?
Have employees who are required to move dies or large objects been trained in safe handling
procedures?
Have employees who are required to perform troubleshooting on machine tools received
training in safe troubleshooting procedures?
Have employees who operate maintenance vehicles received training on the safe operation of
these vehicles?
Have affected employees who are required to climb higher than six feet been trained?
How soon after appointment/arrival at the worksite is a general orientation conducted with new
employees?
First Day
Within 3 Days
First Week
Over 1 Month
Are drills conducted regularly to test the emergency notification system and to achieve the best
possible response time for the emergency involved?
Has the facility established a pro-active monthly Safety Process Review Board?
Does the facility have a posted safe Dock Procedures process and monitor employees for
complaince to this process
Are Plant floor or work group safety talks conducted:
Daily
Weekly
Monthly
Never
Are shop floor employees, Health & Safety Representatives (where applicable) and first level
supervision conducting basic health and saftey risk assessments?
Does the facility have an effective follow-up system in place for corrective actions, which
involves the management team and the Health and Safety Committee?
Has the facility identified and labeled master control devices for major energy sources or utility
controls?
Do you have a system in place with regard to Rules and Work Permits governing employee
work practices and behavior, such as smoking on the job, horseplay, drinks on the floor, etc?
5
3
2
3
2
2
1
1
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1
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1
Has the facility designated a person to manage or administer the training process?
The facility completed an annual Training Needs Analyses for all job classifications or functions with input from the
Plant Business Plan, required courses such as safety, environmental and regulatory, and individual departments that
considered 75% o rgreater of the following?
1. Production employees?
2. Skilled Trades employees?
3. Salaried employees?
Has the facility implemented and reviewed a skills profile process for salaried personnel?
Has the facility completed, reviewed and updated a Job Flexability Matrix or database for job classifications and
functions in each department?
75-100% of all departments
Does the facility use a common process for providing job instructions and On the Job Training (OJT) when employee
are tring to complete the flexability matrix?
Has the facility created a Training Plan that includes lean specific (Airbus Production System) tools and behavioral
training and reviewed and personalized it for plant needs?
75-100% of all departments
Has the facility established a Training Plan with the following components:
Has facility management authorized resources like the following to support the facility training needs?
Human Resources (instructors, funding)?
Has the facility used training summary reports at least semi-annually to monitor the Training Plan and used the result
of evaluations to make future training decisions?
Is the Training Plan updated as a result of changes to:
Manufacturing processes?
Does the facility conduct / provide general orientation as well as safety and environmental training for new employees
and contractors prior to their first day on the floor?
Does the facility have a process for identifying the training requirements based upon job requirements for newly hired
or transferred employees that considers Airbus Production System, Production, Health & Safety, Work Groups, Qualit
and Environmental requirements?
Can the facility demonstrate lean specific (Airbus Production System) tools training in all departments on the plant
floor?
Does the facility have a process for satisfying training requests that includes the following:
New training is added to the training plan and the annual business plan?
Does the facility have a process to qualify company instructors and verify vendor instructors?
For the classes and job instruction offered last year, what percentage of instructors have been qualified/certified?
75-100% of instructors.
50-74% of instructors.
35-49% of instructors.
25-35% of instructors.
1-24% of instructors.
Is level one evaluation data (participant reactions) being used to improve courses?
Has the facility conducted level two evaluations (participant performance) to measure whether or not the learning
objectives have been achieved ?
Level tow evaluations used to measure performance after training in 100% of the courses.
Level two evaluations used to measure performance after training in 75% of courses.
Level two evaluations used to measure performance after training in 50% of the cause
Level two evaluations used to measure performance after training in 25% of courses.
Has the facility conducted level three application evaluations to measure whether or not the learning objectives (skills
have been applied on the job?
Level three evaluations used to measure the application of the learning objectives (skills) to the job in 20% of the courses.
Level three evaluations used to measure the application of the learning objectives (skills) to the job in 15% of the courses.
Level three evaluations used to measure the application of the learning objectives (skills) to the job in 10% of the courses.
Level three evaluations used to measure the application of the learning objectives (skills) to the job in 5% of the courses.
Does the facility measure the results of training linking the learning objectives and Training Plan to improvements in
Airbus Production System Measurables, Manufacturing, Health & Safety, Quality and Environmental data?
Has the designated training person provided feedback to the OCM regarding the application of the Airbus Production
System learning objectives to the job (effectiveness of training) and the results of training?
Does the facility have a Airbus Production System and Health and Saftey training database or process that has the
ability to:
* Contain hourly and salaried employee training records?
* Provide reports sorted by employee name, job function or classification, department or area, and course or OJT title
* Import and export records to other relevant systems?
1
The leadership appears to make Prejudiced Decisions Based on
Stereotypes.
1
There appears to be anexciting mix of nationalities, cultures, and
race for creative input
1
It appears that when employee share their ideas they are
negative, and based onhurtful prejudice.
1
The facility appears to have a cultures where everyone is
convince that they have an equal chance to succeed?
1
The conversations with the employees and supervision appeared
to always express a constant pessimism, cool detachment, and
negativity.
1
People enjoy saying and hearing depressing things. Negativity is
sometimes fashionable in the facility.
1
The facility has a overall felling of positive expectations other
than pessimism.
1
The facilities employees seem to Focus on the Facts of a
Situation and not on People’s Beliefs or Perception
1
There appears to be a Confronting uncurrent when dealing with
people.
1
When work goals are vague, people substitute setting vague
performance goals with their own goals or assume that “anything
goes.
1
The facility leadership are viewed as being a hypocrite and
statements, and personal behavior are consistent with this
overall view of the facility.
1
You get a sense that employees feel that leadership and front line
supervision makes unnecessary Work Rules.
1
Demotivators such as telling people they can’t decorate their
work space in open office settings or in their work area is
prevalant
3
2
1
Leadsersip and front line supervisors are seen to have an
opinion of themselves that they are all powerful or are successful
as a person.
1
There appears to be a culture that leadership values listening
carefully until we understand it from their point of view.
1
It appeasr that when people get frustrated they appear to get
angry at everyone and express it forcefully which leads to
demotivation of the work force.
1
The culture of the leadership, front line leadership and hourly
work forace is that of catching people screwing up and pointing it
out to them
5
4
1
Their appears to be a reinforcing culture where leaders, front line
supervisors catch and encourage people to succeed and remind
them of past successes, if they fail
1
Their is a Profit Sharing system in place based on total operating
unit (or total company) performance.
1
Stock Options are offered to all levelsa of the organization
toserve as a broad-based performance incentive.
1
Group Piece Rate is a the incentive system in place and rewards
groups for the total production of the group.
5
1
Is their a Continual Improvement operational philosophy that
makes use of the talents within the facility to continually improve
in quality, service and price for our customers in an increasingly
efficient way that protects the return on investment to our
stockholders.
1
5
5
4
1
5
1
5
4
3
1
5
4
3
1
5
2
1
1
5
5
4
3
2
1
Gage Repeatability & Reproducibility are performed for all Lab gages?
Evidence seen in greater than 75% of the plant.
Evidence seen in greater than 50%, but less than or equal to 75% of the plant.
Evidence seen in greater than 25%, but less than or equal to 50% of the plant.
Evidence seen in Intial application area or less than or equal to 25% of plant.
Not Done
Evidence seen in greater than 50%, but less than or equal to 75% of the plant.
Evidence seen in greater than 25%, but less than or equal to 50% of the plant.
Evidence seen in Intial application area or less than or equal to 25% of plant.
Not Done
Gage R & R are performed for all Plant Floor Hand Measurement gages?
Gage R & R are performed for all Plant Floor In Process/In Equipment Measurement gages?
Evidence seen in greater than 75% of the plant.
Evidence seen in greater than 50%, but less than or equal to 75% of the plant.
Evidence seen in greater than 25%, but less than or equal to 50% of the plant.
Evidence seen in Intial application area or less than or equal to 25% of plant.
Not Done
Is their a study of process area by process area of what gaes have an R& R greater than 20%:
Does the suppliers perform any 100% inspection on all parts received?
Does Airbus get copies of the supplier Gage R&R for all measurement and measurement devices
used for the supplier provided parts?
What percentage of inspections in house are perfromed by attribute gages and is always seen as
conforming or nonconforming to some standard of quality or performance.
How often is their a systematic and independent quality audit of the measurement system to
determine whether quality activities and related results comply with planned arrangements and
whether these arrangements are implemented effectively and are suitable to achieve objectives.
How often is their a systematic and independent quality audit of the measurement system used to
validate the accuracy of maching centers via laser gage inspection to determine whether program
offsets are truly achieving the quality activities and that related results comply with planned
arrangements and are suitable to achieve objectives.
Evidence seen in greater than 75% of the plant.
Evidence seen in greater than 50%, but less than or equal to 75% of the plant.
Evidence seen in greater than 25%, but less than or equal to 50% of the plant.
Evidence seen in Intial application area or less than or equal to 25% of plant.
Not Done
How many people are qualifed to perfrom Measurement System Quality Audits in the facility.
How often is a Boundary Sample or Physical piece, which establishes, a sensory standard when
the measurement characteristic is used to define or communicate difficult subjective
measurements wether they are temporary or permanent, and the easliy-visually define the
acceptable measurement limits.
Evidence seen in greater than 75% of the plant.
Evidence seen in greater than 50%, but less than or equal to 75% of the plant.
Evidence seen in greater than 25%, but less than or equal to 50% of the plant.
Evidence seen in Intial application area or less than or equal to 25% of plant.
Not Done
How often is calibration or comparison of one measurement system or instrument not verified as
accurate to another standard measurement system or instrument with verified accuracy for hand
measurement devices?
How often is calibration or comparison of one measurement system or instrument not verified as
accurate to another standard measurement system or instrument with verified accuracy for
Machining center accuracy and repeatability?
Evidence seen in greater than 75% of the plant.
Evidence seen in greater than 50%, but less than or equal to 75% of the plant.
Evidence seen in greater than 25%, but less than or equal to 50% of the plant.
Evidence seen in Intial application area or less than or equal to 25% of plant.
Not Done
Are their examples of A signed Certificate of Conformance by a responsible thrid party stating that
the maching center, the hand measurement device has met the stated requirements.
Are their plant floor examples of use of Control Plans where written descriptions of the systems
for controlling parts and processes are written to address the important characteristics and
engineering requirements of the product.
Is their evidence that Corrective Actions are being taken to eliminate the causes of an existing
nonconformity, defect or other undesirable situation in order to prevent recurrence. Corrective
actions may involve changes, such as in procedures and systems, to achieve quality improvement
at any stage of the quality process.
Evidence seen in greater than 75% of the plant.
Evidence seen in greater than 50%, but less than or equal to 75% of the plant.
Evidence seen in greater than 25%, but less than or equal to 50% of the plant.
Evidence seen in Intial application area or less than or equal to 25% of plant.
Not Done
Does the leadership, mid management and the hourlky workforce have a good understanding of
the Cost of Quality and can point to readly to examples of methods of quantifying and analyzing
financial data that deal with Quality in terms of costs.
Evidence seen in greater than 75% of the plant.
Evidence seen in greater than 50%, but less than or equal to 75% of the plant.
Evidence seen in greater than 25%, but less than or equal to 50% of the plant.
Evidence seen in Intial application area or less than or equal to 25% of plant.
Not Done
Is their any evidence by indivdual process area of where the (4) levels of "cost of quality" are
visual shown as being the largest contributor to process probllems such as prevention, appriisals,
internal failure rates, external failure rates?
Evidence seen in greater than 75% of the plant.
Evidence seen in greater than 50%, but less than or equal to 75% of the plant.
Evidence seen in greater than 25%, but less than or equal to 50% of the plant.
Evidence seen in Intial application area or less than or equal to 25% of plant.
Not Done
Are their efective examples by process area of Countermeasure Actions taken to resolve problems
and prevent recurrence.
Is their examples of predetermined defect trcacking by process area that identifies the reasons
fornonfulfilment of an intended usage requirement or reasonable expectation of a machine or
measurement device?
Evidence seen in greater than 75% of the plant.
Evidence seen in greater than 50%, but less than or equal to 75% of the plant.
Evidence seen in greater than 25%, but less than or equal to 50% of the plant.
Evidence seen in Intial application area or less than or equal to 25% of plant.
Not Done
Does the facility have the authority to establish a new, or change an existing product specification
for any product shipped to a customer or is this only apporved through central corporate offices.
Are their examples of final approval systems where component parts, modules or sub assemblies
show Acknowledgement that the process has provided acceptable quality parts under normal
conditions.
What is the frequency of First Party Audit for Measurement Systems that are audits completed
internally by the organizations own staff.
Is their a sound system in place that shows all gage numbers, location, ceritification dates,
certification source or any other device that can be preceived to be called a (Gauge) because it is a
device used to verify the dimensional integrity of a finished product?.
Evidence seen in greater than 75% of the plant.
Evidence seen in greater than 50%, but less than or equal to 75% of the plant.
Evidence seen in greater than 25%, but less than or equal to 50% of the plant.
Evidence seen in Intial application area or less than or equal to 25% of plant.
Not Done
Can plant floor operators and leadership explain if asked if the can define a Gage Repeatability and
Reproducibility (GR&R) as a mathematical study of repeatability and reproducibility showing error
as a percentage of tolerance and/or total variation.
Was the facility able to introduce the assesor to the Lead Auditor or quality auditor designated to
manage a quality audits.
Are their any plant floor examples of Long Term Process Control or ongoing control of a process
through the use of statistical tools aimed at variation reduction and nominal targeting.
How prevalent is the use of Lot Measurement Control and monitoring performed that adequately
reflects a homogeneous example of material or demisional inspection either manufactured or
received.
What precentage of supplier purchased or vertically integrated manufactured components have
Material Traceability or a lot control system that provided traceability for material from the point of
usage backwards through the manufacturing processes with all material identified.
Can the facility show examples of how they reacted to Minor Nonconformances or rare lapse in a
procedure or requirement of the standard being audited that showed the measurement control
system was not adeqaute or being followed?
Where their easily seen Objective Evidence that was Qualitative or quantitative information,
records or statements of fact pertaining to the quality of an item or service or to the existence and
implementation of a quality system element, which is based on observation, measurement or test
and which can be verified.
When asking leadership or an operator to what a Pareto Chart is, can the describe it as a graphical
tool for ranking causes from the most significant to the least significant.
Evidence seen in greater than 75% of the plant.
Evidence seen in greater than 50%, but less than or equal to 75% of the plant.
Evidence seen in greater than 25%, but less than or equal to 50% of the plant.
Evidence seen in Intial application area or less than or equal to 25% of plant.
Not Done
If asked does the leadser or plant floor operator understand the basic principles of a parteo chart
which suggests that most effects come from relatively few causes; that is 80% of the effects come
from 20% of the possible causes. (Also known as the 80/20 Rule)
Are their visual examples or verbal examples that leadership or operators can decribe that shows
that Preventive ActionAction(s) were taken to eliminate the causes of a potential nonconformity,
defect or other undesirable situation in order to prevent occurrence with any aspect of the
organization such as Preventive actions taken on changes, procedures and systems or to achieve
quality improvement at any stage of the quality process.
Could leadership or plant floor operators show examples of Process Audits or onsite evaluations
of a process, for comformance to stated quality criteria or for confirmation or problem solving
purposes.
Rate the overall view of the Quality Assurance system in the facility or planned and systematic
activities implemented within the quality system that demonstrate, as needed, adequate
confidence that an entity will fulfill requirements for quality.
If asked could leadership or plant floor operators show any evidence of the identification and
tracking of Special Causes or explaining that a special cause is a source of variation that is
intermittent, often unpredictable, unstable; sometimes called an assignable cause. It is signaled
by a point beyond the control limits or other non-random pattern of points within the control limits
on a control chart.
Evidence seen in greater than 75% of the plant.
Evidence seen in greater than 50%, but less than or equal to 75% of the plant.
Evidence seen in greater than 25%, but less than or equal to 50% of the plant.
Evidence seen in Intial application area or less than or equal to 25% of plant.
Not Done
Are the clamping and locating features of the fixtures used as gages for the representative of the
way the part is used in production?
Are their multiple clamping and locating fixtures used for locating parts in machines that are
measured for conformity of each other so not to reduce additional varaition into processes such
as maching or measurement processes?
If applicable, is the measurement data expressed in plane or position and do the gages comply
with the co-ordinated Cut-planes as defined by product devoplment standard for design cut
planes?
Is their a sound system that identifies all test equipment necessary to complete Process Validation
testing for ongoing production and audit testing that highlights the calibration masters and
locations.
Are all gage instructions available at the location of the gage, no matter where used in the
process?
Evidence seen in greater than 75% of the plant.
Evidence seen in greater than 50%, but less than or equal to 75% of the plant.
Evidence seen in greater than 25%, but less than or equal to 50% of the plant.
Evidence seen in Intial application area or less than or equal to 25% of plant.
Not Done
Have all operators who will perform measurements received appropriate training in the operation
of gages andother measurement devices?
Have the upper and lower limits of all 100% in-line gages been adjusted inwards to account for
gage error (%R&R) so that a non-conforming part is never passed?
Are human resource plans driven by the company's strategy to
improve quality; i.e. training, hiring, empowerment, teams, etc.?
5
4
3
2
1
Are the company's human resource strategies related to quality
improvement goals?
5
4
3
2
1
How does the organization use employee related data to
improvehuman resource management (hiring practices, training,
etc.)?
5
4
3
2
1
How does the organization promote employee contributions to quality
performance goals?
5
4
3
2
1
Does the organization give employees the authority and support for
solving problems and making improvements within their work area?
5
4
3
2
1
Does the organization measure and evaluate the effectiveness of
employee involvement, empowerment, and innovation?
5
4
3
2
1
Does the organization encourage employee involvement at al levels
and does the organization have key indicators to monitor employee
involvement?
5
4
3
2
1
Does the organization systematically assess the needs of the
workforce and develop plans for training and education at various
levels and categories of employment?
5
4
3
2
1
Is actual training of the employee reinforced as part of the job and
actually applied to the work area?
5
4
3
2
1
Does the organization use indicators to assess that training is helping
to improve both the employee and the quality of work within the
respective work area?
5
4
3
2
1
Management Style
5
Plant management offices are located on the shop floor
5
Annual survey results yield action plans, at all levels, to solve issues
5 There are several plant annual meetings with direct communication to entire staff
5
Plant management spends as much time on the floor as in office
Plant management spends more than 30% of time on the shop floor confirming real
4
performance of the plant
4
Open door policy
Information is delivered to the full staff daily (communiqués, TV, through hierarchical
4
channels)
4
Team leaders and supervisors are located on production line
4
There is a plant annual survey to capture staff opinion
4
There is at least one annual overall plant meeting with direct communication to entire staff
4
There are at least 8 people reporting to a manager at each level
3
There is a daily plant management meeting on the floor to review production issues
3
There is a monthly gathering and communication to plant management of all levels
3
Plant management carries out shop floor audits weekly
Management attends weekly performance reviews to check progress of improvement
3
working groups directly with team members (weekly rotation to review all groups)
All employees receive specific & formal feedback on their performance at least once a
3
year
Ratio of people reporting per manager at each level is measured and targets have been
3
set
2
Plant Management practice monthly audits on the shop floor
2
Direct communication to employees mainly through written communiqués
2
Management perception of plant performance primarily based on figures & reports
2
All managers receive specific & formal feedback on their performance at least once a year
Plant management unaware of conditions on the shop floor, meet only in meeting rooms,
1
few visits to the shop floor (less than 10% of time spent on the floor)
1
Shop floor performance based on financial reports only
Coordination and Communication
Production Unit Manager has hierarchical control of support resources which give him full
5
command to achieve its performance objectives
5
All functional objectives are clearly linked to operational goals
Pre-shift and handover meetings in production are cross functional, involving indirect
4
functions like maintenance, logistics, engineering and quality
4
Support functions are located a few meters from assembly line
3 There are standardized meetings between team leaders at hand over of shifts
There is a communication of team leader to operators at the beginning of the shift but
3
there is also a end of shift handover from operators to team leader
Plant management meetings are all scheduled and coordinated, except for exceptional
3
emergency situations
There is a daily plant management meeting (cross functional) on the floor to review
3
production issues
3
Support functions are located within the same building as production
3
Support function team members are clearly identified on team display panel
2
There are hand over meetings between team leaders at hand over of shifts
2
Team leader communicates to team at the beginning of the shift to plan work
2
These communications have no standardized content
There are scheduled weekly cross functional meetings at plant level (plant management
meetings). Other meetings are planned monthly on specific topics (quality, HR,
2
performance …)
1
No cross functional meetings or team meetings at beginning or hand over of shifts.
1 The plant manager runs ad-hoc sessions with plant staff, which are often ill attended and
do typically not lead to actions that are cascaded down to the shop floor
Improvement and Change Readiness
5
Most employees are involved in some improvement initiative
Improvement activities are not necessarily driven by senior or staff functions, but are
5
frequently initiated and completed by directly involved employees
Each team defines its improvement targets in line with directions and targets decided at
4
plant level
All support services have translated plant improvement plan into specific improvement
4
actions, customer oriented towards production
4
Top management pushes managers to use improvement resources
4
A majority of staff takes part in improvement working groups or in the suggestion plan
Improvement activities are visually documented on the shop floor and in all support
4
services (making it possible for visitors to understand content and status)
There are regular reviews of improvement plan status (all action plans are reviewed at
4
least 4 times a year)
4
1% empowered and full-time resources dedicated to working on improvement
4
A plant unique database of issues tracks status of all problems
3
The annual improvement plan & targets are cascaded from plant to team level
Top management clearly supports improvement initiatives with communication, finances,
3
personal, time investment and physical presence
3
There are clear metrics to measure improvement action plan progress and efficiency
There is a suggestion plan (improvement ideas) to which incentives are attached (can be
3
recognition).
3
At least 25% of staff takes part in suggestions or improvement initiatives
3
.5% empowered and full-time resources are dedicated to management of improvement
Improvement plan is in place (goals, action plan, metrics) but it lacks the “tie-in” to an
2
integrated business plan
2
All senior managers have incentives on performance improvement
An employee suggestion program is in place but very few people take part in it because of
2
little/slow action taken on submitted suggestions and lack of incentive
2
Resources are extremely difficult to get assigned to improvement initiatives
1
Little or no connection between company goals and shop floor activities
1
Employees do not understand how they can support the company objectives
There are few improvement activities involving team members and there is no formal
1
improvement organization
1
Upper management/ support-staff focus is on large-scale operations
5
Modernization initiatives arise from any of both parties
Even if there is no formal requirements, workers are represented in major decision making
4
bodies and/or meetings
4
Plant agreements are signed regularly with a large majority of unions
4
Variable incentives are accepted at team level
Communication between management and unions is fluid although objectives are not
3
shared.
3
Time, motion analysis, videoing in the shop floor is accepted
3
Variable incentives are accepted at plant level
3 Plant agreement proposals may integrate input from the unions before going on decision
3
Agreement can be reached on some topics with a majority of unions
2
There is an open door policy at senior management level
2
There are regular meetings between plant management and unions
2
Agreement can be reached on some topics with some unions
Highly antagonistic relations with union representatives. Discussion between unions and
1
plant management is very difficult
Performance Management
Value added analysis is performed for any task including engineering, maintenance ,
5
quality …
Optimum density of workers has been thoroughly studied and implemented in all
5
production stations (ideally optimum number of workers is visually indicated on station)
4
Actual performance of line can be understood by any visitor (visually)
Team leader takes immediate corrective action in case of drift in relation to production
4
target
4
Plant management clearly understands where waste occurs in each of the processes
Every year, different areas in the plant are completely re analyzed in depth to look for
maximal productivity (time reviews, value added analysis, motion analysis…) in a
4
consistent manner so that the complete plant is covered within a few years
4
Some productivity has been done on each of the stations during the last 12 months
4
There are KPIs on the utilization of support resources (including engineering)
There is a productivity plan and annual targets for all support services and these targets
4
are achieved
4
Team incentives are attached to performance KPIs
Actual line or cell performance is known at the end of the shift and corrective measures
3
are taken
Thorough process mapping is sporadically done and produces some results but there is
3
no systematic coverage of the complete production area
Utilization of direct production operators is controlled at team level and displayed on team
3
panel
3
Annual productivity plan targets are achieved
3
Standardized break times are established
There are some utilization measures of production staff at plant level (% workload vs.
2
workforce)
Actual line or cell performance is known at the end of the shift but no corrective measure is
2
taken
2 The annual productivity target is cascaded to production unit in a top down approach
2
If a clocking system is in place, workers clock working time close to their station
1
There is an annual productivity target at plant level, but it is regularly not met
Emergency and Safety
A specific operator per operator risk analysis has been carried out and adequate
5 measures taken
Knowledge and experience in safety and emergency drills are shared with other
5 companies in the area to benchmark and learn from each other
Minimal recordable incidents, the plant is benchmarked by other industries for its good
5 results
4
Procedures are reviewed at least once a year or when conditions change
A safety improvement plan has been deployed to each team and management audits
4
teams’ risk analysis and safety improvement plan progress
Based on a global database, accidents are analyzed by category and location and specific
4
measures are taken to curb them within a PDCA approach
4
All staff receive incentive, attached to plant & team safety results
When entering a business area, large displays of how many days elapsed without an
4
accident is visible
Safety equipment requirements have been defined for each station and are incorporated
3
to SOP instructions, visible to any visitor
3
Safety rules are respected
3
Plant management carries out safety audits to check safety compliance
3
Safety is part of plant KPIs
There are emergency procedures for all foreseeable incidents, and they are available
3
throughout the site
Key employees are trained in emergency response. They are displayed on team
3
communication panel
3
Accidents are recorded at the team level and displayed on team panel
3
Most severe accidents are treated in a PDCA approach
2
There are emergency procedures for main risks of accidents
2
Accidents, incidents are recorded and integrated into KPI
2
There is a one time basic safety training for new hires and contractors
2
There are clear safety rules
2
There is a well identified walkway across the plant
2
Management abides by safety rules
1
High level of recordable incidents for the industry
1
Only significant incidents are recorded
1
No safety training given
1
Basic trends are analyzed but information is not used effectively
3
2
How much time is a;lloted for employyes to see Overtime Reports and Requests
5
2
1
CI projects have some basic form of planning, but do not detail responsibility
2
and/or timing for the required actions
1 No CI projects evident, either historically or at present
There are processes in place to solicit the ideas from the work groups /
employees, and recognise the success of the activities conducted by the
work group employees is;
Over 80% of all CI projects emanate from the shop floor and are completed in a
5 timely manner. Communication systems are in place to show the workgroup the
timing of the improvement
At least 60% of all CI projects are raised by the production employees or work
4 groups. Evidence to prove that the majority of the ideas are implemented in a
timely manner
At least 40% of all CI projects are raised by the production employees or work
3
groups
Formalised suggestion scheme in place, but many of the suggestions have not
2 been completed in a timely manner. (Many ideas have not been implemented)
3 Operators can stop the line but only after they have informed their immediate
supervisor; they must continue working until the supervisor arrives
Operators cannot stop the line but defective products may be asided until the
2
supervisor arrives
1 Operators have no authority to stop the line
What is the organization type?
5 Exploitive
4 Bureaucratic
3 Consultive
2 Participative
1 Highly Participative
How are workers on the factory floor compensated?
5 Individual Incentive
4 Hourly Wage
3 Group Incentive
2 Salary
1 Salary+Annual Bonus
To what extent do people have job security?
5 Layoffs Are Rare
4
3 Transfers & Retraining Reduce Layoffs
2
1 Layoffs Every Year
What is the annual personnel turnover
5 0%-2%
4 3%-6%
3 7%-11%
2 14%-30%
1 31%+
What percentage of personnel (ALL Personnel) have received at least eight
hours of teambuilding training?
5 91%-100%
4 31%-90%
3 11%-30%
2 6%-10%
1 <5%
What percentage of personnel are active members of formal work teams, quality
teams, or problem-solving teams?
91%-100%
31%-90%
11%-30%
6%-10%
<5%
Has the plant's Current State Mapping process covered or exisit for All
processes on the plant floor and business support processes?
5 91%-100%
4 31%-90%
3 11%-30%
2 6%-10%
1 <5%
Has the plant's Future State Mapping process covered or exisit for All
processes on the plant floor and business support processes?
5 91%-100%
4 31%-90%
3 11%-30%
2 6%-10%
1 <5%
Is their any evidence of the Development, verification, and use of the
Application Area Current State Map.
5
4
3
2
1
Is their any evidence of the Collection and use of the baseline Air Bus
production System measurables in any Lean Application Area.
5
4
3
2
1
Is their any evidence of the Development, verification, and use of the
Application Area Future State Map.
5
4
3
2
1
Are their any examples of identify opportunities between Current and
Future State Maps (Gap Analysis).
5
4
3
2
1
Does the plant's process for developing objectives include the following
Policy deployment of goals and objectives?
5
4
3
2
1
Examples of translation of corporate key business objectives or Indicators
KPI into measurable plant performance actions.
5
4
3
2
1
Review of workgroup or individual performance relative to these plant
performance actions occurs on a daily basis.
5
4
3
2
1
Has your plant implemented Policy Deployment plant wide (including
support areas) as a method for developing, aligning, and communicating
objectives, including he Airbus Production System
5
4
3
2
1
Air Bus Lean Production System Objectives cascaded/communicated;
minimal/no evidence of involvement of respective organization levels in
developing objectives.
5
4
3
2
1
To all levels of management, with Superintendents/Team Managers are
participating in setting their aligned Airbus Production System Lean objectives.
5
4
3
2
1
Has your plant developed a Plant Specific Implementation Plan (PSIP),
roadmap and/or roll-out plan for Airbus Production System
implementation?
5
4
3
2
1
The plant can demonstrate compliance with all aspects of their published
PSIP and or deployment roadmap?
5
4
3
2
1
The the Airbus Lean Deployment Plan includes provisions for migration
from non standard IT applications and/or associated deviations or what
ever is required to insure optimal process flow.
5
4
3
2
1
5
4
3
2
1
Does management actively recognize contributions to the business by
employees?
Process developed, implemented, aligned with Airbus Lean Measurables, and
5
reinforces continuous improvement.
Process developed, implemented, and aligned with Airbus Lean Measurables.
4
3 Recognition is actively performed by all levels of the organization.
2 Recognition is actively performed by management.
1 Recognition is delegated.
Has the plant developed a positive, non-monetary recognition process for
all employees?
Implementation structure meets regularly, provides strong leadership and
5
direction.
4 Implementation structure meets regularly.
3 Implementation structure in place with appropriate membership.
2 Structure, Roles/Responsibilities, and boundaries
1 Process developed, implemented.
Are specific roles in place to support implementation of the Airbus
Production System, including Health & Safety and Environmental?
5
4
3
2
1
Is the plant's organization structured to effectively support Airbus
Production System work groups?
Evidence demonstrates that work group based organization structure is in place
5
AND is effectively using/supporting Airbus Lean work groups.
4 Work group based organization structure in place.
Plant has begun implementation of a work group based organization structure.
3
2 Partially; work group based organization plan identified.
1 No Work group exisit
Are the plant's support activities structured for or aligned with Airbus
Production system implementation?
Roles and responsibilities are comprehensive, living documents; integrated and
5
utilized throughout the organization.
Roles and responsibilities documented, with evidence of communication and
4
understanding.
3 Strong alignment and involvement from support activities
2 Some involvement from support activities.
1 No Evidence of Support
Does the work group organization/plan include defined roles and
responsibilities for all levels of management consistent with those of the
work groups?
5 Roles and responsibilities documented.
4 Roles and responsibilities partially complete.
3
2
1
Has the facility developed a communications process and plan to provide
employees with general information about the Airbus Production System?
Has the plant-wide Air Bus Production System measurables process been
implemented to collect, analyze and report measurables for plant end-item
products?
5 Implemented for all end item products in plant.
4
3 Implemented for at least one end-item product in the plant.
2
1 No evidence of measureable system in place
Are the Airbus Lean Production System Measurables utlizing Information
Technology (IT) Enablers used to collect, analyze and report the these
Measurables?
Using Airbus production System IT Enablers to process Plant-wide and all
5 Application Area Measurables or deviations may exist and migration plans are in
place.
4
There is a process for gathering plant-wide measurables and the plant has
3
identified a plan to incorporate IT enablers.
2
1
Do the Airbus Production System Plant-wide Measurables for end-item
products demonstrate stability and/or continuing improvement toward
objectives over time?
5
4
3
2
1
Is relevant Airbus Production System measurable information made
available to employees?
5
4
3
2
1
What is the focus of measurables analyses at Plant management reviews?
5 Plant wide.
4 Yes in more than 50% plant.
3 Yes In less than or equal to 50% of the plant.
2 Yes in IAA only.
1 No evidence of knowledge of production system measureables
Does the plant implement and manage Information Technology efficiently,
utilizing standards wherever possible?
5
4
3
2
1
Are Airbus Production System Measurables applied in the IT area of the
organization. Is 5S evident in the file management sturcture and public
share drives.
5
4
3
2
1
FPS sub-process, which require Information Technology are supported by IT
Enablers or manual alternatives. Deviations are in place for non-standard
solutions.
IT Enablers are routinely used plant-wide. Non-standard systems have been
eliminated or have a definite retirement plan.
Does the plant effectively use the Ford Intranet technology to access FPS
communications, documentation, training material and to communicate FPS
Issues?
The FPS Coordinator has direct access to the Ford Intranet and uses it to obtain
up-to-date FPS materials.
The Ford Intranet is routinely used by the Plant Implementation Teams to ensure
up-to-date FPS information is obtained and to access FPS Issues.
Ford Intranet is widely available and routinely used throughout the plant to obtain
up-to-date FPS information and access FPS Issues.
All local web sites must comply with the Center of Excellence for Web
Technology.
Plant's local web site meets standards, but the site is not well understood or
used in the facility.
Plant has local web site that meets standards and is effectively used.
ISO requirements
All ISO internal assessments results are reviewed routinely at senior
management meetings.
Manage the change
Does the plant's manage the change process cover the following aspects?
Product changes?
Process changes?
Supplier changes?
Safety & environmental related changes?
Does the plant have a defined/documented plant-specific procedure's) to
document, communicate, validate, and implement "significant" manufacturing
product, process, safety and environmental related changes such as those
received from the following?
Production Engineering
In-facility activity
Suppliers
Loss Control review
Hazard identification reviews
Ergonomic concerns
Environmental reviews
Facilities engineering
Has a manage the change process been implemented to cover the following
aspects?
All support documents are reviewed and updated as a result of change approval
No activity.
Pockets of good practice but not all areas.
Consistent practice.
Do all regular operating management meetings contain safety as a standing
(first) agenda item?
Is there a credible OH&S improvement plan with OH&S objectives established
for operation?
No plan exists.
A published plan with objectives exists.
There is organizational awareness of the plan.
Are OH&S objectives effectively cascaded through the performance
management process?
No cascade.
Cascaded to LL5.
Cascaded to LL6.
Cascaded to GSR.
Cascaded to workgroups.
Is the level of budgetary & human resources allocated to health and safety
improvement adequate?
How effectively are employees and work groups involved in safety improvement?
No participation.
Some participation.
Optimal participation.
Is there a safety review board/safety committee with active joint leadership?
None exists.
Fully supported with meeting minutes.
How extensive are plant communication efforts on OH&S?
None.
Audits are undertaken periodically.
Audits are regularly and effectives conducted.
Does the operation have an effective internal audit process for OH&S
management systems?
No process exists.
Audits are undertaken periodically.
Audits are regularly and effectively conducted.
Is there adequate management training and role clarity for OH&S?
None exists.
Roles are clear with training completed.
Value Stream Mapping
Development of the Value Stream Map.
A Value Stream Champion has been identified and is responsible to maintain and
lead the overall improvement of the value stream (both the Product and the
Information flow).
A cross-functional team from both hourly and salaried personnel has been
formed and jointly developed the Current State VSM and Future State VSM.
The Value Stream improvement objectives have been clearly defined.
Is an implementation process in place to prioritize, review, and improve the
actions to further drive the Wastes out of the Value Stream and achieve the
Future State?
Regular meetings address the Value Stream improvement.
FPS measurables are utilized to continuously track the improvements of value
stream over time.
Current State VSM, Future State VSM, FPS measurables, and action plan are
posted on the shop floor to communicate with personnel.
How does the Plant utilize the Value Stream Map (VSM)?
The VSM is used to focus on the Constraint(s) identification and improvements.
Does the plant use a issues-resolution process that provides Work Groups an
avenue to get assistance with issues/concerns that cannot be resolved at the
Work Group level?
No process is apparent.
Informal process followed, e.g., activities evident, however it is not presently a
written procedure.
Written process in place which enables Work Groups to raise issues from one
level to the next, beginning with the supervisor/committee person, and ultimately
to the Steering Committee.
Clear evidence that process in place & utilized, that enables WGs to raise issues
from one level to the next, beginning with the supervisor/committee person, &
ultimately to the Steering Committee. WG members use the process & there is
evidence that problems/concerns have been resolved.
What is the plant’s plan for the Work Group structure (e.g., purpose, size,
geography, reporting relationships, roles and responsibilities, boundaries,
meetings frequency, etc.)?
Select all statements below which apply.
Steering Committee has a documented plan
Steering Committee has a documented plan and is implementing it.
Steering Committee has a documented plan. It is being implemented and there
is evidence that all plant personnel clearly are aware of and understand the
reason for Work Groups and their role in support of the work groups.
Clear understanding by all Supervisors (I.e., those having work groups in their
areas) of the work group vision and their role in support of the work groups.
Clear understanding by all persons in Work Groups of the purpose for work
groups and their roles as work group members.
Does the plant have a Work Group implementation / expansion plan, consistent
with the FPS expansion plan, with criteria and timing, and plan on how support
activities and management will be aligned to provide support for work groups?
Have regular Work Group meetings been established on a plant wide basis?
Work groups established in IAA
No/limited action in this regard
Preparation for establishing Work Group base organization complete, but Work
Groups have not been established formally
Work Groups meetings established in the IAA
Assign the following points recognizing the expansion of regular shop-floor Work
Group meetings:
- Meetings focus on business issues (I.e., focus on continuous improvements in
business results and the elimination of waste), and
FPS tools and measurables in use with clear evidence of identifying and
eliminating waste and of continuous improvement over time in accomplishing
work group objectives/objectives/priorities
Describe how your work groups use their "Work Group Information Boards" and
discuss the kinds of information posted on the board.
(Calculate points by multiplying the score times the % of production operators in
work groups)
Boards do not exist in all areas having FPS work groups.
Boards exist in all areas having work groups; no, or minimal, understanding or
use by work groups
Boards exist in all areas having work groups; contain plant wide data, but not
necessarily work group specific
Boards exist in all areas having work groups; work group specific data posted;
may be minimal use or understanding by members
Boards exist in all areas having work groups; timely, work group specific data
posted, and used by work group members
Boards exist in all areas having work groups; good understanding of intent of the
work group board; information is timely and work group specific; evidence the
board is regularly used by the group to identify and implement continuous
improvement actions. The boards "tell a story of success."
Describe how effective your work group meetings are.
(Total points from list; maximum 220 points
Occur on regular basis
Follow standardized agendas
Develop and record minutes
Meetings are run according to established members' roles and responsibilities
Work Group Satisfaction Survey has been implemented on a plant wide basis.
Results are showing evidence that employee satisfaction levels are improving.
SDQMC Area Commincation Board being filled out by Hourly folks each shift
TPM being completed on time in the station
Housekeeping and 5 S sheets being filled out properly in station
Employee has had a chance to provide solutions and ideas for 2007-2008
product launches from all shifts
Abesentism for (1) shift for this station
Abesentism for (3) shift for this station
Abesentism for (2) shift for this station
#PQI Suggestions/station
Worker Flexability Chart Fiiled out for Station
Does the plant implement and manage Information Technology efficiently, utilizing
standards wherever possible?
1
Are Airbus Production System Measurables applied in the IT area of the organization
such as 5S being evident in the file management structure of personal and public share
drives.
4 Evidence seen in greater than 50%, but less than or equal to 75% of the plant.
3 Evidence seen in greater than 25%, but less than or equal to 50% of the plant.
2 Evidence seen in Intial application area or less than or equal to 25% of plant.
1 Not Done
Are Airbus Production System Measurables applied in the IT area of the organization
such as 5S being evident in the control and organization of licenses copies of software,
software manuals, etc for easy employee access and referenceing.
4 Evidence seen in greater than 50%, but less than or equal to 75% of the plant.
3 Evidence seen in greater than 25%, but less than or equal to 50% of the plant.
Evidence seen in Intial application area or less than or equal to 25% of plant.
2
Not Done
1
Is their a Airbus Production System IT site in place that has all Airbus production
system deployment strategies, Airbus Production System Transformational Roadmaps,
Airbus Production System training modules, Airbus production system form/document
tool boxes, Airbus production system measureables, Airbus Production System
Implmentation Maturity Matrixs by Work Area and Airbus Production System sucess
and failure storeis into a single organizational web access location.
Evidence seen in greater than 75% of the plant.
5
4 Evidence seen in greater than 50%, but less than or equal to 75% of the plant.
3 Evidence seen in greater than 25%, but less than or equal to 50% of the plant.
2 Evidence seen in Intial application area or less than or equal to 25% of plant.
1 Not Done
Does the plant effectively use the Airbus Production System technology to access
Airbus Production System communications, documentation, training material and to
communicate Airbus Production System Issues?
5
1
Is their evidence that employees are using the Airbus Production System
communication system and use the system regularity for perfoming the the application
of lean practices in their work areas.
1
Are lean production system support web sites and lean production system suppliers
ready acessible through the web site where pre sourced suppliers are in place to
support indivdual team lean production system application objectives for items like
training videos, process area boards, visual managment signs and boards, etc.
1
Does the web site provide access to outside sources and knowledge basis of Lean and
Six Sigma information and resources, aka a library of sorts for the people to reference
in the organization.
1
Are manual books or electronic verisions of Lean Production System reference books
available at the plant site and at the coporate level for employees at all levels to
access?
5
1
JIT
A systematic process for servicing what is required, when it is needed, in the
amount required
Level Schedule
Continous Flow
All processes in value stream are linked together (1 x1) with minimal
5 tactical buffer WIP in between
Large sub assemblies have been linked to the main assembly line (1 x 1
4 coordination)
Focus on continuously improving set-up/changeover efficiency to deploy
4 continuous flow to rest of plant
TAKT
2 Takt time is part of plant policy but other objectives might prevail
There are large deviations to Takt time especially in the form of under
2 utilization (large amount of time with no work performed at some stations)
Production pace is not planned but assumed to be a fixed function of the
1 current equipment
Line operates and adds/cuts hours or inventory to match customer
1 demand
PULL SYSTEM
Production is driven completely by “pull” signal from downstream
5 processes
Daily demands come from main assembly only and are drawn back up
the close sub assemblies using a simple pull signal system (i.e. Kanban
4 card)
The employees have the overall opinion that the The ERP system
accurately reflects the stock level throughout the plant or use work
around methods or manual check and validation methods to verify
stock levels because the do not trust the data in the system
5
4
3
2
1
The employees have the overall opinion that the The ERP system
requires to many stock position transactional tracking transactions
that affect the accuracy of the data bbecuase employees are not or
do not have the time to enter the data manually or buy electronic
wand in a effective manner so they have deployed manual check
and data entry validation methods to verify stock levels because the
do not trust the technology for gathering data into the system
5
4
3
2
1
Packaging and material handling equipment throughout the facility
has been designed to support continuous flow processes. (ie right
size packaging, FIFO (First In First Out), no decanting operations,
double handling eliminated etc, etc)
5 Found in 100% of. the functions of the plant
4 Found in approximately 75% of the functions of the plant
3 Found in approximately 50% of the functions of the plant
2 Found in approximately 25% of the functions of the plant
1 Not normal practise anywhere in plant
There is an effort to level production schedules by spreading the
monthly customer demand evenly over the period, so that the daily
production volume for a part does not vary substantially.
Quick changeover capability is evident but not being used to drive smaller
3
batch production
No evidence of quick change over, long production runs only but
2
recognition of max stock levels
Production supervisors schedule long production runs with no recognition
1
of WIP stock
Competitor benchmarking is perfromed using the
following methodology
6 Product Tear-Downs
5 Competitor Plant Visits
4 Third Party Studies
3 Public Financial Reports
2 Industry Publications & Trade Journals
1 Company Publications
Books
Define the # of Open ECN's, MCN's on Part #
that exisit in the plant today. ECN have a
direct affect on the porganization ability to
focus resources on continous improvement
activities and not in the management of ECN
no matter the diver for the ECN.
5 >10
4 >100
3 >300
2 >700
1 >3000
The design has been made flexible so that
the component can be Install on either the
LH/RH Side of Plane module that the
component is being installed on.)
5
4
3
2
1
The product engineering organization has a
strong and controlled method and system in
place for Product Change Approval
3
2
1
The Product Design Standard incoporates a
Design for Automation standard that provide for
flat, parallel gripping surfaces and to avoid thin,
sticky, or flimsy parts
5
4
3
2
1
Critcal to Quality Charterisitics include End-
product characteristic proven to be important
to the customer, along with hierarchical
reference number.
5
4
3
2
1
Significant Characteristic Number
Referenceare organized so that Significant
Characteristics within a hierarchy relates to
the corresponding CTQC's.
5
4
3
2
1
Does the CAR allow for easy indentification of Adequate
designs that have been erroneously flagged in DV or PV
as a problem because:
Test hardware was not representative of production intent
Test not properly administered
Test inappropriate (i.e., overly stringent)
5
4
3
2
1
Does the CAR allow for easy indentification of designs
that are a result of Inadequate design - identified in
program-specific DVP&R as a potential issue during a
verifaction test.
5
4
3
2
1
Does the CAR Ask for Root cause Using the 5 why
Approach
When you identify a potential root cause, ask “Why” to
five or more levels to carry the investigation to its lowest
level.
For example:
Possible root cause is A…
Why is A happening? Because of B…
Why is B happening? Because of C…
Why is C happening? Because of D…
Why is D happening? Because of E…
Why is E happening? Because of F…
Conclusion: F is root cause of problem.
5
4
3
2
1
Does the CAR Discuss Permanent actions
Describe the proposed action
Provide an action plan to implement the corrective action
Specify a date when action will be in place
What assurance do you have that the problem will not re-
occur? Describe control methods and give examples.
5
4
3
2
1
5 Internal customers
4 External customers
3 Customer participation in Work Group meetings
2
1
Where The Airbus Production System has been
deployed, are the Work Group members knowledgeable
regarding both internal and external customer
requirements, current issues and concerns, and
application of process improvement tools to implement
preventative and corrective actions?
5
4
3
2
1
Is Equipment acquisition timed to annual capacity forecast.
Manufacturing system designed to operate at =/- 20% change in
customer demand rate. Goal is to maintain a constant
production cost per unit.
5
4
3
2
1
Is the product mix system is designed based on
forecast demand, not on actual customer demand.
Total volumes aggregated. Run size is as large as
possible to avoid setup.
5
4
3
2
1
5
4
3
2
1
Is the Product Mix System design not based on
actual demand. Every part can be produced every
day
5
4
3
2
1
Is the Product Mix System based on what is
consumed by the process stepo ahead customer
on a daily or shift basis and Changeovers are
triggered by upstream process consumption.
5
4
3
2
1
Is the product Mix System Based on being capable
of producing all part types each shift approaching a
batch size of one (1).
5
4
3
2
1
The plant in order to improve First Time Through has various post process
inspection utilized to insure quality. Repair loops and rework areas included in
layout to accommodate defects found through inspection.
Evidence seen in greater than 75% of the plant.
5
Evidence seen in greater than 50%, but less than or equal to 75% of the plant.
4
Evidence seen in greater than 25%, but less than or equal to 50% of the plant.
3
Evidence seen in Intial application area or less than or equal to 25% of plant.
2
Not Done
1
To improve First Time Thorugh the Plant uses In-line quality checks performed
and rework completed off-line. Use of successive checking devices. SPC used to
collect data on type and quantity of defects.
5 Evidence seen in greater than 75% of the plant.
4 Evidence seen in greater than 50%, but less than or equal to 75% of the plant.
3 Evidence seen in greater than 25%, but less than or equal to 50% of the plant.
2 Evidence seen in Intial application area or less than or equal to 25% of plant.
1 Not Done
The plant uses numerous Error proofing devices and visual factory solutions
implemented as solutions to improving First Time Through or to reduce Process
FMEA RPN.
5
4
3
2
1
The plant preforms all rework performed in station within customer demand rate.
Products/ components taken offline are scrapped.
5 Evidence seen in greater than 75% of the plant.
4 Evidence seen in greater than 50%, but less than or equal to 75% of the plant.
3 Evidence seen in greater than 25%, but less than or equal to 50% of the plant.
2 Evidence seen in Intial application area or less than or equal to 25% of plant.
1 Not Done
The plant appears to have a sound system in place
for controlling equipment records and data.
Information includes records of uptime, repair
history, and spare parts, machine prints and repair
and parts manuals.
5 Complete & Accurate
Organization in the final stages of getting control of
4 their maintenance documentation system.
3 Substantially Complete
Efforts being made to improve documentation control
2 systems
1 Non-Existent
Excluding new equipment installations and
construction projects, what percentage of
maintenance hours is unplanned, unexpected, or
emergency?
5 0%-10%
4 11%-25%
3 26%-50%
2 51%-70%
1 71%-90%
Does the plant maintenance department have and
follow a defined preventive schedule?
5 91%+ Coverage
4 31%-90% Coverage
3 11%-30% Coverage
2 1%-10% Coverage
1 No PM
Do equipment breakdowns limit or interrupt
production?
5 Occasionally
4
3 Often
2
1 Frequently
What is the overall average availability of plant
equipment?
5 96%-100%
4 91%-95%
3 76%-90%
2 0%-75%
1 Unknown
Is it apparent that maintenance checklist exists for
machinery and tooling?
5
4
3
2
1
Do maintenance trouble log exists and are they
posted at the machinery?
5
4
3
2
1
Are machine uptime and downtime control
characteristics tracked/controlled at each
machine?
5 96%-100%
4 91%-95%
3 76%-90%
2 0%-75%
1 Unknown
Does the plant have a documented Preventive
Maintenance Philosophy, that is supported by ALL
levels of the organization?
5
4
3
2
1
Does the maintenance process have a detailed
flow chart showing the maintenance operating
system that includes:
How work orders are generated?
How replacement parts are acquired?
How project work is accomplished?
How PM/PdM check sheets are developed and
enhanced?
How PM tasks are performed and analyzed for
effectiveness?
How training is accomplished?
How crisis/emergency maintenance requests are
processed and performed?
How breakdowns are performed?
How historical data is collected and analyzed for
continuous improvement?
How Safety, Environmental and Government
communicated to plant employees?
5
4
3
2
1
Has the TPM operating system been
communicated to plant employees?
5 Other support area employees
4
3 Production employees
2
1 Maintenance employees
Does management support a maintenance
management system (MMS) that meets the
requirements of the TPM activities and conforms
to corporate procedures and standards so that it
is part of a generic system across all Airbus
plants?
5
4
3
2
1
Does management encourage the use of the MMS
for reporting sub-standard or hazardous
conditions?
5
4
3
2
1
Has the plant completed the transition to the a
corporate Total Equipment Management System
TEMS including training of appropriate plant
personnel?
5
4
3
2
1
Is the Corporate TEMS system accessible and
properly utilized by indivdual Work Groups?
5
4
3
2
1
Does the plant have a maintenance organization
with defined role and responsibilities, that’s
integrated into the plant’s Operating and Airbus
Production System Steering Committee?
5
4
3
2
1
Does the plant have representatives from it's
maintenance organization integrated into the
plant's Airbus Production System Steering
Committee?
5
4
3
2
1
5
4
3
2
1
Is TPM, safety, ergonomics & environmental
training provided for Work Group members &
personnel involved in the maintenance process?
5
4
3
2
1
Does maintenance staff perform safety risk and
environmental assessments?
5
4
3
2
1
Does maintenance staff participate in equipment
reviews for both new & rehabilitated equipment, as
well as equipment improvement reviews to ensure
that safety, ergonomic & environmental
compliance is not compromised?
5
4
3
2
1
Does the maintenace staff participate in any
accident investigation with Work Groups &
engineering to analyze, report findings &
implement corrective actions to remove accident
opportuities?
5
4
3
2
1
Does the facility provide the appropriate training
to support the maintenance process from a
machine technical and trades prespective and for
specific highly technical equipment?
5
4
3
2
1
Has the following training been incorporated into
the master plan for the Maintenance personnel?
Safety & environmental training
R&M Awareness
Maintenance processes training (I.e. leak tag &
repair process, PM task scheduling process, etc.)
5
4
3
2
1
Does the Mainteance TPM Policy Deployment
process include goals & objectives for continuous
improvement of Preventive Maintenance?
5
4
3
2
1
Does the facility have defined maintenance
Measurables that they use to evaluate
maintenance effectiveness and drive the
maintenance process?
5
4
3
2
1
Does the plant have a set of measurables that
includes, but is not limited to, the following
categories?
% of PM (preventive maintenance) tasks that can
be performed without interruption of normal
manufacturing operating schedules?
Total maintenance cost per piece or unit of
production?
Process Capability CP/CPK Stabilized at or above
original design levels on all operational
constraints, by line of major product?
Total maintenance cost per piece or unit of
production?
Percent of PM tasks completed to schedule?
Percent of planned maintenance to crisis?
# of breakdowns?
# of minor stoppages?
MTTR (mean time to repair) of constraints, by line
or major product?
MTBF (mean time between failure) of constraints,
by line or major product?
Oil, utility & treatment chemical testing % (I.e. for
boilers, waste water, coolant
systems,manufacturing parts washers, process &
chilled water systems, etc.) usage?
Number of accidents involving maintenance
personnel?
5
4
3
2
1
Are the measurables trended, reviewed, and
reported monthly? Are the measurables moving in
a positive trend toward identified target values?
5
4
3
2
1
Has there been a survey of all "key" plant
equipment to determine the applicability and
benefits of the various predictive techniques and a
predictive maintenance plan developed for
application?
5
4
3
2
1
Does the facility have a process that identifies
"key" components (and anticipated usage)
required to maintain machinery, equipment and
tooling and furnishes the information to the
appropriate material ordering activity as part of
the maintenance planning process?
5
4
3
2
1
Does the facility provide a valid components list
with key components highlighted to the the MRO
ordering activity that has been developed by a
Cross Functional team including the production
personal using the equipment?
5
4
3
2
1
Does the TPM planning & inspection process
include:
Process specifications design information (e.g.,
manufacturer's specifications)
Government regulations, operating
(environmental) permit/license, company
standards, Health & Safety losses, risk
assessment, critical analysis (e.g. FMEA, FTA,
etc.)
Manning resources identified.
Task optimization.
Historical maintenance data.
Clear maintenance material requirements
identified.
Opportunities to perform PM while equipment is
running.
Operator involvement in developing PM task list.
5
4
3
2
1
Is OEE tools being used to show effectiveness of
process flows in indivdual work areas and is
supported by the maintenance organization?
5
4
3
2
1
Has Training of the use of OEE data has been
delivered to maintenance organization to include
all skilled trades and maintenance leadership.
5
4
3
2
1
Are the roles and responsibilities forgenerating
OEE data for maintenance and production
personal fully developed?
5
4
3
2
1
Are OEE Calcualtions and trend improvements
visible on the flooring according to the TPM plan.
5
4
3
2
1
Does the plant have and use an operational
constraint identification process that focus on the
operational constraints and key /critical facilities,
equipment, processes and tooling?
5
4
3
2
1
Are plans for deployment of TPM and OEE plans
based on Work Groups identification of the plant's
operational constraints and key/critical facilities,
equipment, processes or tooling?
5
4
3
2
1
Has the plant's operational constraints for each
major area or product line been identified and has
the link to the value stream been identified?
5
4
3
2
1
Has the application of value stream mapping,
constraint identification, resulted in improvements
in facility product line throughput?
5
4
3
2
1
Is appropriate Data Collection and Analysis (e.g.
OEE) used by the facility to eliminate those
losses?
5
4
3
2
1
Is Cleaning Is Inspection practiced and stabilized
in the facilities support areas (e.g. mainteance,
tool room, powerhouse, waste treatment,
garage,etc.)?
5
4
3
2
1
Is their a Mainteance TPM Porcess in place that
focuses on Eliminate or Control the Sources of
Contamination and Hard to Reach Places
practiced and stabilized in the manufacturing
areas of facility?
5 100% implementation plant-wide
Implemented on greater than 75% but less than or
4 equal to 100% of plant manufacturing equipment.
Implemented on greater than 50% but less than or
3 equal to 75% of plant manufacturing equipment.
Implemented on greater than 25% but less than or
2 equal to 50% of plant manufacturing equipment.
Implemented in IAA and on less than or equal to 25%
1 of plant manufacturing equipment.
Is the Elimination or Control the Sources of
Contamination and Hard to Reach Places
practiced and stabilized in the support areas (e.g.
mainteance, shipping and receiving, powerhouse,
waste treatment, garage, tool room, maintenance
areas, administration bldg., etc.) of the facility?
3 Fill rate for all Non Productive Materials is less than 90%
2 Fill rate for all Non Productive Materials is less than 88%
1 Fill rate for all Non Productive Materials is less than 85%
Does the facility ensure the availability of critical replacement parts for key
manufacturing equipment, critical health and safety equipment, and key
environmental equipment?
Fill rate for key replacement parts is at least 99%.
5
Fill rate for key replacement parts is at least 95%.
4
Fill rate for key replacement parts is at least 93%.
3
Fill rate for key replacement parts is less than 90%.
2
Fill rate for key replacement parts is less than 85%.
1
Are there regular meetings with the facility's users/customers of Non
Productive Materials to ensure needs for production and maintenance
support are met? Are customer satisfaction surveys conducted at the
production and mainteance operator level?
1
Does facility have a process to manage non productive materials inventory
that includes all consumable material (usage in 6 months or more of last 12
month period) under all launched commodity suppliers is pay-on-use?
4
3
1
Does the plant or outside management source perform reviews of "Support"
inventory (usage in 1-5 months in the last 12 month period) for opportunities for
minimization.
5
1
Does the plant or outside management source perform reviews of "Just-in-
Case" inventory (no usage in the last 12 months) for opportunities for
minimization / elimination.
1
All items in the general stores inventory not to exceed a 12 month supply
based on usage? Critical unique long lead items may have a quantity of 1 or
1 set up.
1
Are all Expensed Material (stockpiles) on the shop floor is identified and are
Quantities of expensed material on the production floor are minimized with a
target of all expensed material on the production floor is less than 20 days
old.
1
Is Non prductive material supply shelf life and product deterioration are
considered as part of inventory control measures?
1
Is the Disposal of all obsolete materials is in compliance with all Corporate
safety, environmental, purchasing, and finance requirements?
1
Does the facility's material management process include effective plans to
reduce Non productive goods Material inventory and non prductive goods
total Cost through defined measurables for inventory optimization, Material
Usage and Total Cost Savings.
1 No plans in place
For each Non productive material item, has the facility developed a material
flow strategy including the installation of line-side, self-serve bins
direct/scheduled delivery to drop zone location shop floor material master
requisitioning roles and responsibiliy
1
Has the facility installed line-side, self-serve bins for low-value, high volume
use non productive materials used in the plant or a specific process, in
accordance with the production material flow analysis.
Line-side, Self-serve bins have been fully implemented in the plant, in accordance
5 with the material flow strategy.
Some evidence of Line side services bins are in place
4
Line-side, Self-serve bins have been partially implemented in the plant, in
3 accordance with the material flow strategy.
Application of line side self service bins in early stages of development and usage
2 in the plant
Not Done
1
Does the facility have a process to deliver non productive materials to drop
zones in the plant in accordance with the material flow strategy?
1
Has the facility defined detailed roles and responsibilities of everyone
involved in the non productive material delivery process?
4
Roles and responsibilities are generally defined and understood, but not written.
3
2
Roles and responsibilities are not defined.
1
Does the facility have a process to support emergencies, off-hours requests,
and non-standard requests of non prodcutive materials?
1
Has a plan for developing and deploying an automated non productive
materoial requisitioning system been developed?
1
Does the facility use a shop floor non productive material requisitioning
system that contains the following elements:
1
How well does the facility utilize automated shop floor requisitioning?
At least 95% of general stores requisitions are through automated shop floor
5 requisitioning
4
Some general stores requisitions are through automated shop floor requisitioning.
3
1
Does the facility use master material requisitioning strategy to support
production requirements through order quantity and timing based on
production schedules and to support maintenance planning through
advanced ordering linked to the facility's maintenance MMS?
4
3
1
Does the facility have a lean plant wide approval process for the
procurement of Non Inventory Expensed Non Productive Materials (PN's,
AMEX, E-Commerce)
No more than one signature required for procedures that are less than or equal to
5 US$10000 or equivalent?
4
No more than 2 signatures for procurements that are greater than US$10000 or
3 equivalent?
2
No signatures required for procedures that are less than $2500 or equivalent?
1
Does the facility have a documented approval process for inventory
material-related processes and procedures, including Part Specification /
Part Set Up, Part Obsolescence identification and disposal, and stores
requisitions approval process that is limited to an approval processes
limited to one signature.
1
Do Work Group members have the authority to requisition what they need to
do their job or only supervisors.
1
Are signature levels reviewed at least once per year in terms of lean
principals and elimination of Non Value Added signatures? Reviews must
be approved from the Controller or Plant Manager.
1
Is their a exsiting list of non productive material commodities for the plant
that has been established and agreed to by Corporate Purchasing and the
activity responsible for purchasing Industrial Material in the plant or has a
commodity launch priority matrix has been developed?
1
Has the facility selected commodity suppliers for all commodities necessary
as determined on the commodity launch priority matrix.
Commodity suppliers for 100% of the planned commodities used in the plant have
5 been launched.
4
Commodity suppliers for at least 50% of the planned commodities have been
3 launched in plant.
2
The facility has had no activity to develop and launch commodity suppliers.
1
Do each of the facility's Non Productive Material Commodity suppliers meet
all safety loss control requirements if they are providing line side or in store
replishment and invoicing monthly on supplies replished on a daily basis?
1
Do each of the facility's commodity suppliers and preferred suppliers:
1
Do each of the facility's commodity suppliers and preferred suppliers:
1
Are there regular reviews with the Commodity Suppliers to ensure
production, maintenance, and engineering support needs and total cost
requirements are met?
Does the facility track total cost savings by commodity and by supplier?
1
Does the facility have a written, documented and implemented process to
track and return specified Non Productive Materials under warranty?
4
The warranty tracking process is written, documented, and implementation has
3 been partially completed.
2
No warranty process activity.
1
Is the warranty return process linked to, or part of the TPM-Early Equipment
Management Failure Report, Analysis, and Corrective Action System
process?
5
1
Has facility defined detailed roles & responsibilities in the Non productive
material warranty process?
Detailed, written, specific roles and responsibilities in the warranty process are
5 defined and communicated.
4
Roles & responsibilities in the warranty process are generally defined and
3 understood, but not written.
Is the trend of non productive industrial material costs over time tracked and
is it improving due to improved warranty utilization?
3
Warranty costs are improving?
2
1
Has the facility implemented a plant-wide, formally defined and written
perishable tool management system (manual or automated) for heavy
maching operations.
1 Not Done
Does the scope of the facility's site-specific perishable tool management
system cover the following elements:
Disbursement of tools?
Repair/dress/re-sharpen?
Replacement?
Disposal/Disposition?
Tracking?
1
Does the facility maintain tool set-up and bill of material information or
Quality Process sheets or Operator Instructions for each workstation?
1
Are tool inventories tracked and inventory improvement opportunities
reviewed on a periodic basis in terms of:
- Improved control of tool usage?
- Increased tool life?
- Improved Warranty tracking?
-Driving the tooling process towards lean?
5
4
3
2
1
Do tooling Engineers and Suppliers work with the TPM activities in the
analysis of tooling losses and assist in improvements?
4
3
1
Is the trend of perishable tooling costs over time decreasing over time due
to improved control of tool usage, improved tool life, and/or improved
warranty tracking?
1
Is the facility in compliance with the Company standards for Non productive or
productive Materials requiring material use restrictions such as MSDS sheets, etc..
1
Is the facility in compliance with the Company standards for Non productive
Material requiring:
1
Does the facility have a process for the review and approval of new Non
Productive Materials to assess environmental impact?
1
Are records of managed liquid materials maintained by the facility for the
following:
Quantities purchased and used?
Tracked using MSDS Tracking system or equivalent system?
1
Has the facility completed training for all appropriate personnel (consistent
with extent of implementation in facility) to support the application of the
Non Productive Materials process including?
Warranty return process training?
1
Using Policy Deployment, has the facility established quantitative goals for
the full implementation of the Non Productive Materials process?
1
Does the facility have a documented process to collect, analyze, and report
Non Productive Materials process measurables, including, but not limited
to :
Inventory?
Material usage?
Fill rate?
Impact on Mean Time to Repair?
1
Does the Non Productive Materials portion of the Airbus Production System
rollout plan include an organizational structure and adequate resources for
implementation as follows:
1
There is a system in place to insure that the indivdual stations
work range of motion for hands should be within shoulder width
and the height limited between the midstomach and the shoulders.
5
4
3
2
1
The wasted motion system analysis includes the elimination of
obstacles that block optimal path of hand movements.
5
4
3
2
1
The wasted motion system analysis includes elimination of three-
dimensional motions in favor of simple, straight (2 dimensional)
movements.
5
4
3
2
1
The wasted motion system analysis includes eliminate mid-air
regripping and rotating of objects.
5
4
3
2
1
The wasted motion system analysis includes the elimination of
work that requires paths of hands to cross one another (supporting
of parts, hammering motions).
5
4
3
2
1
The wasted motion system analysis includes the elimination of
operations requiring operator to support part and uses fixtures in
these cases.
5
4
3
2
1
The wasted motion system analysis includes the elimination of
machine wait time or perfroming other operator functions during
machine wait times.
5 Evidence seen in greater than 75% of the plant.
Evidence seen in greater than 50%, but less than or equal to 75% of the
4 plant.
Evidence seen in greater than 25%, but less than or equal to 50% of the
3 plant.
Evidence seen in Intial application area or less than or equal to 25% of
2 plant.
1 Not Done
Transportation
Transportation needs are managed through a few framework contracts,
5 defined at central level
A selected number of transportation companies work in a partnership
4 mode
A large(e.g. openofbook
amount partsprofit sharing) is consolidated across parts
transportation
suppliers within a well defined process (geographical logics, request
4 frequency, ….)
Consolidation allows to deliver parts corresponding to a smaller
4 production time
Some transportation needs are managed though framework contracts,
3 defined at plant level
Consolidation takes into account supplier types or geographical location
3 to optimize collection (“milk round”)
Some consolidation is done across suppliers flows to have transporters
2
bid on larger business
1 Transporters selected ad hoc for each specific need
Demand Management
Most parts are delivered to the plant in batches corresponding to a
5 production time window much lower than Takt time and consolidated
across several suppliers
2 There are some procedures to define packaging but they are loosely
implemented
1 There is no packaging guidance (ad hoc packaging selection)
Inventory Management/Material Control
5 Most part are delivered directly from trailer to assembly line
3 All shop floor storage is planned and has a dedicated and identified place
2 Tools, jigs & fixtures have a location (but it is not always respected)
There are excessive number of handles and large amounts of in-process
1 storage
1 Non planned storage is frequent
3 Quality gates at source for some but not all incoming products
What is the average number of suppliers for each raw material or 2.5+
purchased item?
1.6-2.4
1.3-1.7
1.2-1.4
1.0-1.1
On average, how often, in months, are items put up for re-sourcing? 1-11
12-17
18-23
24-36
36+
What portion of raw material & purchased parts comes from qualified 0%
suppliers with no need for incoming inspection?
1%-10%
11%-30%
31%-70%
70%-100%
What portion of raw material and purchased items is delivered directly to 0%
the point of use without incoming inspection or storage?
1%-10%
11%-30%
31%-70%
70%-100%
What portion of raw materials and purchased parts is delivered more than 0%
once per week?
1%-10%
11%-30%
31%-70%
70%-100%
I.1.1
Supplier's quality system is third-party certified to the QS-9000 or TS 16949 (full
compliance to TS16949 by December 14, 2006) requirements.
I.1.5
Supplier has a documented process to identify and regularly update customer
expectations, objectives, and requirements.
I.1.6
Supplier has a documented process to identify and regularly update internal 4/22/03: Added Expectatio
expectations, objectives, and requirements.
I.1.7
Supplier has a documented process to translate internal and external expectations, 4/22/03: Added Expectatio
objectives, and requirements into QOS measurables.
I.1.7
Supplier has a documented process to translate internal and external expectations, 4/22/03: Added Expectatio
objectives, and requirements into QOS measurables.
4/22/03:
I.1.11 (1) Changed wording from:
Supplier's management team holds monthly QOS performance review meetings with the above metrics are tracked a
representatives from Manufacturing, Quality, Engineering, and Human Resources. (2) Was original Expectatio
Improvement actions are taken by cross-functional teams that include all levels of the
organization. 4/22/03:
(1) Was original Expectation I.
(2) Changed wording from: "S
meetings; supplier's Manageme
Manufacturing, Quality, Enginee
these reviews"
I.1.12
QOS reviews include a review of all applicable Ford SIM metrics, key process
metrics, and customer satisfaction metrics.
4/22/03:
(1) Was originally Expectation
(2) Changed wording from: "
and customer satisfaction metric
I.1.13
Metrics monitoring customer satisfaction that are related to supplier manufacturing
are understood and tracked.
4/22/03:
(1) Changed wording from: "F
(2) Was original Expectation I.
******
4/22/03:
(1) Deleted Expectation: " --
(2) Was part of original Expec
******
4/22/03:
(1) Deleted Expectation: "
(2) Was part of original Exp
******
Support Systems
The systems or processes that form an infrastructure that provides stability and standardization for
the production unit
5S
5 Formal 5S improvement activities are planned according to improvement targets and audits are performed
by management (including plant manager periodically)
5
Operators carry out improvements on existing 5S
5
All line packaging are reusable and returnable
Discipline is high in the shop floor and 5S principles are applied in the non production areas (offices,
4
conference/team rooms, etc.)
4
Daily audits are carried out across the entire plant (including offices)
4
Results from audits at 90% in line with 5S rules
4
Operators clean their own area and feel responsible for 5S enforcement
3
Clean, organized work areas
3
Basic shadow boards are in place
3
Locations for material are clearly marked and respected
3
Scrap/ rework/ excess material clearly separated
3
Daily audits are performed by team leaders
Workplace looks more organized, but it is difficult to determine what is needed and there are few markings
2
to identify proper locations
2
In general, the cleanliness level is low
1
No workplace organization on the shop floor. All areas are generally disorganized and dirty
1
It is not clear what is/ is not needed
1
No plans to improve
5S
Are jigs, fixtures, tools, equipment, & inventory properly identified and in their correct locations?
All items not necessary for performing work are removed from the workplace, only tools and products are present at
work stations.
All cleaning equipment is stored in a neat manner, handy and easily available when needed.
All floors are cleaned and free of Debris. Oil and dirt, Cleaning of floors is done routinely.
No out dated or soiled announcements are displayed. All bulletins are arranged in a neat and orderly manner.
Fire houses and emergency equipment are un obstructed and stored in a prominent easy to locate manner. Stop
Switches and breakers, lock out points are easily identified and color coded. Lock Out tagout procedures are present
on machines.
Work in Progress, tools and other material are not left to sit directly on the floor. Large items such as tote bins are
positioned on the floor in clearly marked areas.
Aisles and walkways are clearly delineated and can be identified at a glance, lines are straight, at right angles with no
chipped or soiled paint.
Aisles are free of material and obstructions, nothing is ever placed on the lines and objects are placed at right angles to
the side lines.
Storage of boxes, containers and material is always neat and at right angles. When items are stacked, they are never
crooked or in danger of toppling over.
All machines an equipment are painted and keep clean by routine daily care. There are no places, material handling
equipment or machines in the work area more than 2 meters high that are not painted and looking clean.
Machines are cleaned and unsoiled by daily care. Glass windows and work surfaces are keep clean and polished.
Controls of machines are properly labeled and critical points for daily maintenance checks have been marked and
identified such as gage settings, fluid levels, etc. Equipment checklist are maintained at each machine.
Nothing is placed on top of machines, cabinets and equipment. Nothing l4eans against the walls or columns. Guards
and deflectors are used to keep chips and off-fall from falling on the floor.
Only documents that are necessary to the work area are present at each work station. All documents and binders are
neatly stored in a centralized location in a orderly manner.
All documents are labeled clearly to its contents and responsibility for control and revision. No unlabeled
binders/Documents are present. Obsolete documents have been removed for each work station.
Tools, jigs and fixtures are arranged for quick tool change and stored in a way that they are keep cleaned and free of
any risk of damage.
Tools, Jigs, fixtures are arranged so they can be easily changed over when set-ups are made, thus facilitating SMED.
This included gages and tools used for quality purposes.
Are arranged, divided and clearly labeled for every component and item that is placed on the item. Min max levels are
established and documented at the storage location. Color coding of different part numbers is used.
Are arranged and kept free of unused objects, including files and documents. Tools and fixtures are cleaned before
being placed in storage.
There is a disciplined system of control and maintenance to assure that each of the above it6ems is maintained at the
highest possible level. It is the responsibility of management to maintain this system.
work practices
standards?
awkward ergonomics.
correct defects?
routine.
All cleaning equipment is stored in a neat manner, handy and easily available when needed.
All floors are cleaned and free of Debris. Oil and dirt, Cleaning of floors is done routinely.
No out dated or soiled announcements are displayed. All bulletins are arranged in a neat and orderly manner.
Fire houses and emergency equipment are un obstructed and stored in a prominent easy to locate manner. Stop
Switches and breakers, lock out points are easily identified and color coded. Lock Out tagout procedures are present
on machines.
Work in Progress, tools and other material are not left to sit directly on the floor. Large items such as tote bins are
positioned on the floor in clearly marked areas.
Aisles and walkways are clearly delineated and can be identified at a glance, lines are straight, at right angles with no
chipped or soiled paint.
Aisles are free of material and obstructions, nothing is ever placed on the lines and objects are placed at right angles to
the side lines.
Storage of boxes, containers and material is always neat and at right angles. When items are stacked, they are never
crooked or in danger of toppling over.
All machines an equipment are painted and keep clean by routine daily care. There are no places, material handling
equipment or machines in the work area more than 2 meters high that are not painted and looking clean.
Machines are cleaned and unsoiled by daily care. Glass windows and work surfaces are keep clean and polished.
Controls of machines are properly labeled and critical points for daily maintenance checks have been marked and
identified such as gage settings, fluid levels, etc. Equipment checklist are maintained at each machine.
Nothing is placed on top of machines, cabinets and equipment. Nothing l4eans against the walls or columns. Guards
and deflectors are used to keep chips and off-fall from falling on the floor.
Only documents that are necessary to the work area are present at each work station. All documents and binders are
neatly stored in a centralized location in a orderly manner.
All documents are labeled clearly to its contents and responsibility for control and revision. No unlabeled
binders/Documents are present. Obsolete documents have been removed for each work station.
Tools, jigs and fixtures are arranged for quick tool change and stored in a way that they are keep cleaned and free of
any risk of damage.
Tools, Jigs, fixtures are arranged so they can be easily changed over when set-ups are made, thus facilitating SMED.
This included gages and tools used for quality purposes.
Are arranged, divided and clearly labeled for every component and item that is placed on the item. Min max levels are
established and documented at the storage location. Color coding of different part numbers is used.
Are arranged and kept free of unused objects, including files and documents. Tools and fixtures are cleaned before
being placed in storage.
There is a disciplined system of control and maintenance to assure that each of the above it6ems is maintained at the
highest possible level. It is the responsibility of management to maintain this system.
Visual Management
5
Visual management is totally widespread both in support services and production units
5
The complete plant is “self evident”
5
CoE information centre visible to everyone
4
Team boards are widespread and include support areas
4
Information centres summarize business performance
4
Single point lessons(1) visually show target conditions of work place
4
Part of visual displays updated by operators
3
Team boards in production areas clearly show production status and can be understood within 5 minutes
3
It is visible if the production is having a good day or a bad day
3
Team issues and status are clearly visible on team boards
3
Inventory levels (min/max) and locations are clearly marked
3
Colours are used to help understand production areas
2
All dangerous operations are clearly marked
2
All safe walkways clearly marked
1
Virtually no examples of visual management beyond basic forms, e.g., basic signs, marked aisles
There is a formalised quality feedback process that allows operators to receive feedback from both
Internal and external customers. (such as a Quality Operating System (QOS))
Defective items are immediately detected when they occur in the production process. Very seldom does a bad part make
it to a downstream process or to the customer with a lot of suspect parts in between requiring additional inspection
A Quality system exists to address supplier quality issues in the production process.
Workers understand the basics of error proofing
There is a formalised system in place for either production operators or specific error
proofing teams to analyse defects
and identify error proofing opportunities.
Evidence exists to prove that error proofing devices have been implemented to eliminate the top production defects
(Internal / External) for each work area in the plant.
Error proofing devices that have been installed have been visually identified and are monitored for effectiveness
and maintained in a sound working condition.
Error proofing has been applied to production support processes to eliminate defects in
safety, maintenance,
gauging and material supply. (e.g. Parts bins are colour coded, part kitting, part orientation in
packaging, etc)
TPM
All employees have knowledge of & there is adherence to safety regulations relative to their work area.
There are planned maintenance schedules for all key equipment and tooling, including lubrication plan
Machine productivity, breakdown and repair are recorded and analysed to identify improvements
There is a There is a formalised quality feedback process that allows operators to receive feedback from both
Internal Internal and external customers. (such as a Quality Operating System (QOS))
and
external
customer
CMMS
s. (such
as 5 a The CMMS is widely used both by maintenance and production to track performance and improve TPM
Quality
Operatin
5
g System Most modules of the CMMS find some application (e.g. >10 for SAP and Maximo)
(QOS))
5
The CMMS is kept up to date most efficiently through links with OEMs and Software supplier server
4
The system covers all equipments within the plant
4
System data are used to improve preventive maintenance (new routines of preventive maintenance)
4
Main users are maintenance staff but equipment operators are also able to use CMMS basic functions
There is a system to register numerical data regarding failures and maintenance operations for most
3
equipments
3
The system is used to monitor preventive maintenance
3
System data are used to improve preventive maintenance (optimization of frequencies)
3
Equipment performance charts are produced, analyzed and result in actions
2
Equipment failures and maintenance operations are duly registered on paper and displayed on equipment
2
Use of data is not practical and limited to post failure analysis of past events history
1
There is no complete tracking of equipment failure, neither of maintenance operations
TPM and Capacity Utilization
5
A maximum of maintenance is planned (at least 90% is planned)
5
Average OEE more than 85% over scheduled working hours
5
PM (oil analysis, vibration analysis, etc.) is done wherever sensible
5
PMs are continuously improved through kaizen activities
5
There is a high degree of operator involvement in checking and calibrating tools
5
Basic reactive maintenance is also performed by operators (short & easy repairs)
4
Equipment failure rarely impacts production
4
Majority (70-80%) of maintenance activities are planned
4
A large part of first level operations are performed by operators
4 All equipment failures (>10mins) have a quick response followed by root-cause problem solving with high
involvement of production and maintenance
4
There is a full failure statistics database
3
OEE is measured consistently
3
All equipment have PM plans with checklists/ checkpoints posted
3
Most PMs are based on time frequency
3
Team members are responsible for basic PM activities
3
Equipment uptime is charted vs. established targets
3
SPC charts are posted on equipment
2
Planned vs. unplanned maintenance ratio is measured
PM plans in place for some selected pieces of equipment, but majority (~70%) of maintenance activity is
2
for unplanned activities
2
Only maintenance technicians work on machines
2
Little information available on downtime/OEE
1
Frequent equipment breakdown with no downtime/OEE information
1
Machines are dirty and there is no PM schedule or checklist
Change Overs SMED
5
All changeovers are timed within single minutes
5
Changeover tools like SMED are used extensively
Detailed processes exist for all equipments Changeovers are completed by workforce closest to the
5 4
machine
5
4No test pieces required following changeovers
4
4Large scale activity ongoing to optimize changeovers
4
4Changeovers carried out by operators (not by functional departments)
4
4Changeover processes are documented, detailed, accurate, & followed
3
4Policy to reduce changeovers times is clear
3
4All major changeovers are mapped
3
4Video is used to analyze changeovers
3
4Test pieces are minimal
3
4Processes are generally but not always documented, detailed, accurate & followed
Workforce close to the machines can perform some changeover functions, but a major part is done by
3 4
maintenance
2
4Little use of changeover optimization tools like SMED
2
4Changeover times are monitored
1
4Changeover times over 2 hours on average
1
4Changeover make up large part of machine downtime
1
4The affinity with changeover optimization tools like SMED is low
1
4Detailed procedures for changeovers do not exist or exist but are not followed
1
4Changeovers are still mainly the business of the maintenance / engineering force
Problem Solving
5
Problems are seen as an opportunity to improve
5
Targets are set to find problems within process
5
Operators and functional teams work together to solve problems using a variety of problem solving tools
5
Some operators can lead PDCA problem solving work groups
4
All problems are reviewed and appropriate teams are assigned to solve them
4
Cross functional teams use more advanced problem solving tools
4
Local issues are dealt by operators using 5 whys
4
A knowledge management system created to capture problems and corresponding solutions
4
A structured process of problem solving relying on facts and figures is taught to all staff
4
Problem issuer validates that problem has been solved and can be closed
Status of problems is displayed on team panel (problem, date of issuance, different steps of solving
4
progress, person in charge)
4
A plant unique database of issues tracks status of all problems
3
Cross functional teams are formed to solve major incidents using 8D, PDCA.
3
Problem solving training carried out for team leaders
3
There is a robust escalation process (clear deadlines before escalating)
3
Major issues are solved
2
Issues are raised by team and escalated to get a solution
2
Major problems are analyzed for root cause and counter measures are put in place by support team
2
Simple problem solving tools are used sporadically (e.g. Brainstorming)
1
Majority of problems are captured after an abnormality occurred
1
Quick superficial “fixes” are deployed
1
Root source analysis is not carried out
1
Problems constantly reoccur
KPI
Balanced scorecard system is in place, with targets shared by plant, and broken down to departments and
5
individuals
5
KPIs are available in real time
5
Local KPIs can be consolidated at plant level in an automatic way
5
There is an alert when some areas experience large deviations to normality
4
All areas, including support function have KPIs
4
Each team uses KPIs covering safety, quality, costs and productivity
4
Most of the KPIs can be directly affected by team effort
4
KPIs are displayed on team boards
4
Most KPI s are updated daily
4
All KPIs have an angled line target, refined annually
4
Some operators fill in some KPIs
4
Personal objectives are linked to KPIs
4
Team incentives are correlated to KPIs
3
There is a clear message from senior management to develop and install relevant KPIs
3
KPIs have deployed down to each production team and have been standardized (but not all of them)
3
Most KPIs are updated monthly or weekly
3
KPIs include service level agreements to internal or external customers
Only some KPIs and incentives exist, yet they widely differ among production areas and are independent
2
from each other (no linked system)
2
Plant KPIs are in place
1
No KPI system tied to plant performance
1
Overall cost or/and units produced are the only measures used
All finished goods that may be affected by the non-conformance will be contained and
segregated, then put into the hold area, and identified with a hold tag listing reasons.
which are suspect will be isolated for inspection
verification.
5.5.5.2 If there is a possibility of a non-conformance reaching the customer, the
customer shall be notified immediately by the Quality Control department to explain the
occurrence, and provide the material identification and quantity information.
Note: If only half the management & operators know the aspects of TPM the score should be halved
All employees have knowledge of & there is adherence to safety regulations relative to their work area.
There is no knowledge of safety regulations and Safety lock-out procedures do not exist
There is a third party audit system in place, employees have some awareness of safety regulations
There is a third party audit system with evidence of findings and countermeasures
There is a team leader audit system with evidence of findings and countermeasures
There is evidence of regular safety self-audits for all areas
There are planned maintenance schedules for all key equipment and tooling, including lubrication plan
There are no planned maintenance schedules
There are checklists indicating 'what' is to be maintained
There are checklists and technical descriptions indicating 'what',' interval' and 'where' items are to be maintained
As above, plus: task preparations containing 'work method', tool specification and planned time
to maintain allocation, defined person responsible
Analysis of post execution of maintenance tasks is carried out to enable continuous improvement of standards. Recors are availa
Machine productivity, breakdown and repair are recorded and analysed to identify improvements
There are no records of downtime
There are records of downtime but no analysis is performed
There are records of downtime, analysis is carried out & some action plans established to
improve the efficiency & quality of the different production processes but no goals
There are goals & action plans established to improve the efficiency & quality of the different
production processes but no trends
There are trends, goals & action plans established to improve the efficiency & quality of the
different production processes
Operators perform and analyse simple maintenance tasks according to designated check sheets and standards on a
daily basis
Operators do not perform any maintenance tasks
Operators perform maintenance tasks with basic training
Operators are subject to maintenance skill matrix review based on standards.
Operators perform & monitor maintenance activity time and abnormalities are recorded
Operators perform & monitor maintenance activity time, record, analyse abnormalities and trends are available
Note: MTBF, Mean Time Between Failure / MTTR, Mean Time to Repair (or Rectify)
Changeovers schedules are communicated to enable adequate preparation of tools, materials and people.
No/late communication
Verbal communication with no standard notice provided
Verbal communication with standard notice
Written communication with standard notice but not posted by the equipment
Written communication with standard notice posted by the equipment
Changeover time and abnormalities (including schedule adherence) are visibly tracked and countermeasur
No changeover times are tracked
Overall changeover time is tracked, but not visually displayed
Overall changeover time is tracked and visually displayed
Overall changeover time is tracked and trended against a target
Every changeover time is recorded with internal, external times identified and abnormalities are consequently subje
Teams have received training in Quick Changeover procedures and are actively improving methods.
No team in place
One team in place, carrying isolated activities
QCO teams in place, carrying activities on their specific processes
Fully trained cross-functional multi-level QCO teams across the factory, carrying regular activities and improving ch
Fully trained cross-functional multi-level QCO teams across the factory, carrying regular activities and improving ch
Changeover activities have been subject to detailed process analysis techniques such as motion, time stu
and video-taping
No analysis has taken place
25% of original constraint changeovers have been subject to process analysis
50% of original constraint changeovers have been subject to process analysis
75% of original constraint changeovers have been subject to process analysis
All original constraint changeovers have been subject to process analysis and the new constraint have been identif
As new changeover procedures are developed, they are standardised and replicated in other areas of the p
New QCO procedures remain isolated to their initial application area, no standard has been developed
New QCO procedures remain isolated to their initial application area but standards have been developed
New QCO procedures have been replicated to ONE other application following standards
New QCO procedures have been replicated to all similar applications following standards
New QCO procedures have been adapted to all appropriate areas following standards
All tooling, equipment and materials required for the next production run are prepared in advance as per d
process and located close to point of use and highlighted when ready.
No documented procedures in place
Procedure in place but not adhered to (tooling, equipment and materials not prepared in advance or located close
All tooling, equipment and materials prepared in advance (through custom and practice rather than procedures) an
Tooling, equipment and material prepared as per procedure but not located close to point of use
All tooling, equipment and materials prepared in advance as per documented, located close to point of use and hig
When not in use, all dies, fixtures and change over tools are stored in a neat, orderly fashion and are maint
good working condition.
Tools and fixtures not maintained between use
Tools and fixture prepared (cleaned, maintained, repaired) only when required for usage
Tools and fixture are prepared in advance but storage method and location not controlled
When not in use, all dies, fixtures and changeover tools are stored in a neat, orderly fashion and maintained in goo
As above, plus: there is a system in place to identify tools ready to go, including low utilisation tools (e.g. red/ambe
Special tools, fixture & equipment have been designed/implemented to reduce changeover time - where co
Changeover time have been reduced on existing machine using standard tooling
Fixtures have been rationalised to minimise number of tools required, standard tools still being used
Specialist tools have been made for changeovers
Design have been changed so that no tools are required
Design have been changed so that no tools are required and this has been replicated across similar machines
There is an effort to level production schedules by spreading the monthly customer demand evenly over th
The production rate throughout a linked manufacturing system has been defined around the TAKT time. If t
Kanban quantities are reviewed so that the Re-Order points / Re-order quantities, Min, Max and safety stoc
Changeovers in production are made to support the mix of customer demand and not to support long prod
Changeovers schedules are communicated to enable adequate preparation of tools, materials and people.
Changeover time and abnormalities (including schedule adherence) are visibly tracked and countermeasur
Teams have received training in Quick Changeover procedures and are actively improving methods.
Changeover activities have been subject to detailed process analysis techniques such as motion, time stu
and video-taping
All tooling, equipment and materials required for the next production run are prepared in advance as per d
process and located close to point of use and highlighted when ready.
When not in use, all dies, fixtures and change over tools are stored in a neat, orderly fashion and are maint
good working condition.
Special tools, fixture & equipment have been designed/implemented to reduce changeover time - where co
61+
29-60
What is the average overall setup time (in minutes) for major equipment? 16-30
10-15
0-9
0%
1%-6%
What portion of machine operators have had formal training in Rapid Setup techniques? 7%-18%
19%-42%
43%-100%
Not at All
Informal
Tracking &
Review
To what extent are managers and workers measured and judged on setup performance?
To what extent are managers and workers measured and judged on setup performance? Setups
Tracked,
Performanc
e In Job
Description
Are part prints or other materials required for the changeover defined?
Have any critical maintainability issues been included in the Run - off
Plan?
Have maintainability measures been estimated and tested in Run - off?
Is their any evidence that plans exist to add any of the standards listed below to reduce die
change time frames.
5 Add heels to all dies to standardize die heights and press location points.
4 Standardized Die Plates to achieve standardized die height and press location points.
3 Standardize bolt holes and sizes.
2 Purchase Air Wrenches to speed bolting/unbolting process.
1 Standardized Clamps and dies.
Is their any evidence that plans exist to any of the improvement standards listed
below to reduce die change time frames.
5 Store Dies at the Press.
4 Die Racks for storing new and old dies.
3 Revolving Die Cart/Table for holding new and old dies.
2 Moving Tower for staging multiple dies at the press.
1 Standardizing of Die heights
Ideas to Speed the Setting/Adjusting of Ram Heights (15% of remaining Changeover Tim
General Improvements:
Quick Changeover
Has the facility deployed a Quick Changeover process, which includes operator
participation in the identification of applications?
5 Quick Changeover implemented plant-wide.
4 Implemented in greater than 75% of the plant.
3 Implemented in greater than 50%, but less than or equal to 75% of the plant.
2 Implemented in greater than 25%, but less than or equal to 50% of the plant.
1 Implemented in IAA or less than or equal to 25% of plant or not done.
Where Airbus Production System is implemented, are the Work Group members,
supervisors, and superintendents knowledgeable regarding Quick Changeover
techniques, applications in their work area, and impact on measurables?
5 Quick Changeover techniques and knowledge apparent plant-wide.
4 Implemented in greater than 75% of the plant.
3 Implemented in greater than 50%, but less than or equal to 75% of the plant.
2 Implemented in greater than 25%, but less than or equal to 50% of the plant.
1 Implemented in IAA or less than or equal to 25% of plant or not done.
Work Group memebers knowledgable of Quick Changeover applications in IAA, or less
than 25% of the plant.
Work Group members knowledgeable of Quick Changeover applications in greater than
25%, but less than or equal to 50% of plant.
Work Group members knowledgeable of Quick Changeover applications in greater than
50%, but less than or equal to 75% of plant.
Work Group members knowledgeable of Quick Changeover applications in greater than
75% of plant.
Work Group members knowledgeable of Quick Changeover applications plantwide.
Can the Work Groups provide a list of existing and potential Quick Changeover
applications (i.e.- line survey), along with any baseline data applicable to each
operation, process, or support system?
5 List of applications documented plant-wide.
4 List of applications provided in greater than 75% of the plant.
List of applications provided in greater than 50%, but less than or equal to 75% of the
3 plant.
List of applications provided in greater than 25%, but less than or equal to 50% of the
2 plant.
List of applications provided in IAA, or less than 25% of the plant orWork Groups cannot
1 provide a list of applications.
Do the Work Group Display Boards document plans, timing, and responsibility for
existing & potential Quick Changeover applications, based on the priority established by
measurables, with the goal of increasing equip. availability and/or reducing downtime?
Not Done
Implemented in IAA or less than or equal to 25% of plant.
Implemented in greater than 25%, but less than or equal to 50% of the plant.
Implemented in greater than 50%, but less than or equal to 75% of the plant.
Implemented in greater than 75% of the plant.
Process implemented plant-wide.
Do the Work Groups monitor changeover times for existing applications on an ongoing
basis, in order to monitor progress and identify potential new techniques and/or
improvements?
Changeover times not monitored.
Changeover times monitored in IAA, or less than 25% of the plant.
Changeover times monitored in greater than 25%, but less than or equal to 50% of the
plant.
Changeover times monitored in greater than 50%, but less than or equal to 75% of the
plant.
Changeover times monitored in greater than 75% of the plant.
Changeover times monitored plant-wide.
Do the Work Groups update, create and maintain current information on relevant Quick
Changeover applications on the required reference documents, including QPS Sheets,
Work Analysis Sheets, Capacity Analysis Sheets, Control Plans, and Job Aids?
Best practices captured and replicated in greater than 25%, but less than or equal to
50% of the plant.
Best practices captured and replicated in greater than 50%, but less than or equal to
75% of the plant.
Best practices captured and replicated in greater than 75%, but less than 100% of the
plant.
Best practices captured and replicated plant-wide.
Where FPS has been deployed, are changeovers scheduled in advance and
communicated with the Work Groups so that all operators know the day's schedule for
changeovers.
Not Done
Implemented in IAA or less than, or equal to 25% of plant.
Implemented in greater than 25%, but less than or equal to 50% of plant.
Implemented in greater than 50%, but less than or equal to 75% of plant.
Implemented in greater than 75%, but less than 100% of the plant.
Schedules communicated plant-wide.
Can the Work Groups demonstrate true optimization of both internal and external
activities and all aspects of setup are streamlined for all changeovers, such that
equipment availability is maximized and downtime is minimized?
Can the facility demonstrate the use of Quick Changeover techniques to support
the mix of customer demand (e.g. Batch of One philosophy), resulting in
changeovers occurring within the specified Customer Demand Rate?
proving methods.
r demand evenly over the period,so that the daily production volume for a part does not vary substantially.
round the TAKT time. If the process has a fixed cycle time the facility may have to alter the run time accordingly rather than slow t
Min, Max and safety stock level are correct to the current production rate.
not to support long production runs, WIP inventory buffers, or daily short ship emergencies, etc.
s, materials and people.
proving methods.
gineering changes.
dingly rather than slow the production rate.
Total Cost
F&T
Operations facilitized at maximum forecasted capacity and
complexity. Requirements based on maximum allowable operating
pattern with equipment satisfying requirements for the least cost. Life
cycle cost not considered.
Facilities procurement decision supported by Life Cycle Cost
analysis. CPMT uses VA/VE analysis to determine variable (product
content) versus investment tradeoffs.
Life cycle analysis used in equipment acquisition process. Equipment
reuse is considered in acquisitions. Investment cost optimized due to
reduced buffer size.
Standard machines designed with less complexity. Many of the
machines processing batch size is greater than one unit. Equipment
acquisition timed to capacity growth curve.
Project funded for single piece flow processes at min. customer
demand rate. Standard equipment which is less complex,
reconfigurable and right sized for production requirements is
purchased. Warranty not purchased with equipment.
Equipment acquired using life cycle costing to minimize total cost.
Long term partnerships developed with equipment suppliers leads to
standard equipment. Facilities investment is optimized. Warranty
costs are eliminated.
Material Inventory Cost
Spare part investment based on supplier recommendations without
use of historical data. Spending limited by program budget.
Partnering with the Commodity Management Supplier (CMS), a
spare part strategy is developed based on R&M analysis. Spares are
purchased based on analysis and limited by program budget.
R&M process used to minimize spare part requirements. Plan for
spare part maintenance process developed regardless of ownership.
Majority of parts are paid for when used.
Standard machines allow for use of standard interchangeable spares.
Procurement timing plan developed with CMS. Allocation for spares
procurement contained by plant business plan.
Spares reduced to minimum levels through R&M strategy
Standard spares carried by suppliers. Spares strategy updated based
on change in customer demand.
Labor Content
Operations manned at maximum capacity and complexity.
Requirements based on maximum allowable operating pattern with
contingency. Indirect labor allocated as a percentage of direct labor.
Labor cost per unit is inversely proportional to volume.
Workload analysis performed to determine appropriate level of
indirect labor consistent with internal logistics plan and maintenance
requirements.
Workload analysis performed to determine appropriate level of
indirect labor consistent with internal logistics plan and maintenance
requirements.
Manning estimated through simulation and tested on prototype floor
with SE team and the effected workgroup.
Workgroups will lead effort to determine manning requirements using
trial build process. Fluctuations in work content due to complexity
absorbed by varying manning levels.
Labor cost per unit is constant at varying levels of demand. All non-
value added tasks have been identified and reviewed for elimination.
Advanced Process Quality Planning
Product designed without input from
operations. Quality is "inspected in."
Minimal use of quality planning tools
(FMEA, DCP). Scrap and rework is
considered in capacity planning.
Perfrom Value S
Value Stream Map Raw M
Value Stream Map Supplier In Bo
Value Stream Map Suppl
Value Stream Map From our Fa
Value Stream Map Organizations B
Value Stream Indivdual Component or C
Identify Value Added vs Non-Value A
Identify Waste and
Use Six Sigma to ID and Eli
Identify areas of
Identify areas of excess invent
Identify wast
Identify areas where parts or
Investiage opportunities for transpo
Investiage opportunities for transportation im
Investiage opportunities for transportation improv
Investiage opportunities for transportation impro
Ideintify areas were
Re-layout of Process to elimin
Re-layout of Warehouse to Process to
Identify long set-up time
Identify Incapa
Ideintify areas of p
Identify areas of Po
Idenitfy areas where L
Ideintify areas where Lack of A
Ideintify areas where P
Identify areas where Inconsisten
Ideintify areas where ineffective Pro
Identify areas where lack of W
Work on Project to improve
Work on Project to im
Work on Project to reduce supplier lead time
Identify Type of T
Training on the need for Cont
Training on Total Prod
Training on the Valu
Training on 5 S
Training on Was
Training on E
Training on SMED
Training on Pro
Training on Time Study a
Training on Theo
Training on Quality Management Sys
Training on using cre
Training on Employee Involvement with simpl
Training on J
Training on Internal K
Training on External K
Training on Downtime Red
Training on E
Training on On
Training on Use of S
Training on Ide
Training on W
Training on Using and Implm
Training on implmenting A
Training on EH & S System (Id
Idenitfy areas for Just In Time
Production and non
Evalute current pull
ID opportunity for improving m
Investigate possibility for smal
Identify opportunities for o
Identify area for eliminating Mu
Ideintify opportunities for creating
Identify Opportunities for creating
Analyize if Production
Identify area to convert packagin
Identify area to convert packagin
Identify area to Increa
Identify area to imporve
Identify areas to improve
Identify Areas Autonomation
Does the machine have automatic o
Analyize if the the machine stops when an
Identify the process or machines
Ideintfy iof the machine can send def
Identify means for detection of defective
Identify the processes capability to br
Analyize Design Poka Yoke, Design Visual Poka Yoka, Proc
Evaluated Pokayoka effectiveness aga
Evaluate Pokayoka ability to tops flow without m
Determine for provide low co
Identify where Pokoyoka ideas have been m
Determine if the pokayoka is simp
Determine if the Pokayoka can be
Determine if the Pokayoka w
Implement Peopl
Work Group area Board with Takt Time, Standard WIP
Work Group boards For Materials: Kanban;
Work Group boards For Machines: Andon; broken dow
Investigate the need f
Rate machines ability to detect abnorm
Rate if machine abnorma
Quantify if quantity abnormality leads to
Quantify if the machines detect the requi
Identify Effectiveness of
Run each product every day in t
Run mixed model sequence when w
Total Quali
Identify if Quality Control requires the participation of a
Identify if excessive Quality Co
Idenitfy effectivness of Quality Control Data recording, data ret
Define the use of or implement the use o
Identify area where product val
Identify area where protoy
Identify area where the product de
Identify areas where the CAD, FEA and simulation are
Identify effectivenes of
Timing of setups (inc
Timing of packagin
Timing of human
Best combination of worker and machine to achieve outp
Verify or establish and clarify th
Develop for specific area Quality, Quant
Identify Takt tim
Create or Identify th
Identify Sta
Perfrom a Takt Tim
Define customer time period co
Define customer net operating time is total available tim
Idenitfy allmanual operations, walking, inspec
Idenitfy if opportunities to eliminate waitin
Define sequence of activities that each wo
ID Standard W
Specify the minimum number of pieces of inventory
Automatic operations require standard WIP to enable the
Identify if no standard WIP is r
IdenitfyOpportunities for Tool Ch
Lower setup times = more frequent setups =
Define and record typ
Define necessary ite
Idenitfy what components nee
Idenitfy what components n
Idenitfy what components ne
Define and establish a plan for Setu
Define and separate inter
Convert internal to
Reduce all remaining a
Define operating conditio
Establish methods of Preheat-Cool down m
Standardize necessary change over funct
define with the tool change that tools or materilas replace a
Idenitfy the opportunity for the
Identify the opportunity for pre
Define the list of i
Define parallel operations that can b
Identify the opportunity for improve clamping
Identify the opportunity to eliminate all ad
Identify the opportunity to autom
Define where and enforce Tools, die
Define or implment the use o
OVERVIEW OF SOME OF THE CONTINUO
Time Observ
Process Cap
Standard Work Co
Standard W
Setup Reduction O
Spaghetti
Set-up time Reductio
Extrenal Set-u
Pre-Post Kaizen Documentation
5S Area Evalu
Visual Contro In
Kaizen Target Progre
Process Capa
Cycle Time Versus
Red Tag and Red
Wip and Inventory
Workplace La
Measureable Re
Downtime Rec
Spare Parts Tr
Lean Asses
Mistake Proffing
Worker Flexia
House Keep
PFMEA-Contr
DPMO
Reliability and Maintain
Tool Chan
Takt Time Reo
PM Check off and
Supplier Au
House Keep
Quality Chart Genera
Fishbone D
SIPOC D
House of Qua
5 Why Ana
House Keep
TYPICAL KAIZEN WO
Quick and Crude is bette
First try improvements with
Improve up
Base analysis on
The germ of the next action
This leads to quick a
Standard Approach for P
Observe current process by timing and
Analyze Current P
Develop Process Capacity Table
Create Cycle Time vs
Finalize KAIZE
Determine desire
Revise layout and n
Establish sta
Run full production and v
Develop new cycle tim
Develop new Standard W
Develop new Stan
Implement new Visual M
Kaizen
Keep an open m
Maintain a pos
Never leave in a si
Create a blamele
Practice mutual re
Treat others as you
One person, one vot
No such thing as
Understand the thought pro
Review samples produced on production process
Is the basic appearance of the sample parts acceptable?
Standard bin sizes but quantities not in standard increment of time. External logistic plan
developed and sequenced to production with some lineside delivery.
Does a current state value stream map of the part exsit that defines optimal internal/external supplier
inventories and optimal production locations in terms of transportation cost versus piece price?
Has the Material EPDB been evaluated for accruacy in terms of supplier lead times, min/max orders
allowed, optimal method of release to supplier and does this data match with packaging and logisitical
plans and assumptions?
Capability to develop specifications for the purchase of machines. Specification package
knowledge includes machine mechanical design standards, machine electrical design standards,
Print documentation standards, Pneumatic Design Standards, Hydraulic Design Standards,
Ergonomic Machine Design Standards, Machine Noise Control Standards, Machine PLC Logic
and Documentation Design Standards, In bound Product Design packaging Standards,
Outbound
Capability Product
to develop Design packaing Standards,
manufacturing processes Material
from eitherHandling
defined Conveyor
or undefined Design Standards,
Capability
EquipmenttoGeneral read product design Standards,
Specification prints and interpret
Robotic the Safetycritical characteristics
Standards, Operator ofproduct
the
Safety
designs.
product
from those prints.
Standards, lockoutThe andEngineer should beInable
tagout standards. to propose
addition design must
the engineer criteria betocapable
the Cadofdesignerdeveloping
prior to beginning the design of the product. The
all these specification's into small package for special machine designs that areAdvanced Engineer should be meeting
application
frequently
specific. with the CAD designer to insure all product design's are capable of being tooled. The
Advanced Engineer should work with the Product Engineer to minimize the number of critical
characteristic's to check and to have the largest tolerance possible on those critical
characteristics. The advance engineer should be well knowledgeable of Design for Assembly and
Design for Manufacturing Concepts and should train the CAD designer in those concepts.
Capability to read any machine mechanical, electrical, pneumatic, hydraulic, or other unique
machine design print or PLC logic printout. The Manufacturing Enginner should have the ability to
used those prints on the floor with the required hand tools to perfrom troublshooting of
Capability
manufacturing to develop
equipment fromor scratch
tooling. or using vendor equipment outlines a plant floor layout using
AutoCAD Version 14 or higher which shows the manufacturing process and all inbound and
outbound material flow. The Engineer should also be knowledgeable of how this manufacturing
process effects material flow in the plant from the receiving dock to the shipping dock. All stored
Capability
in process to define and
inventory for allcost out the and
in-bound packaging
outbound for product
all inbound and be
should outbound packaging
well understood.
associated
Ability to work with their specific
with commidity process.
component This would
purchasing include estimating
buyer tobased reviewon the pieces/container,
allacomponent supplier
The ability
containers/skid,to obtain preliminary
the logistics plan,equipment vendorofquotations
the calculation containers or skids list of assumption's
needed in the that
system
quotations
concerning to analyze
in-process the labor
quality content,
checks thatequipment
the engineer and tooling
will assume cost and assumptions
that the manufacturing the to
support
supplier the logistics
haswillincluded plan, whether the container is disposable or returnable,
into their piece price. The enginner should define with the quality engineer if returnable, the cost
equipment
of the returnable perform.
containers, the cost of the tool to make the returnable container, the proposed
all required gaging or quality checks required for the in-bound component based on supplier
supplier
suggestions. of theThisreturnable
information or non returnable
should help the container,
buyer get theprice
logistics plan how
reductions fromthe it'sreurnable
supplier base
conatiner
and eliminate after SOP supplier pricing and quality issues by resolving these enginner
will be returnable to either the component supplier or our plant. The issues prior should
to the
know what the standard container/pallet
supplier getting sourced with the production component. sizes exist in the plant today so the new produce
inbound/out bound containers can fit into the manufacturing plant pre-engineered material
Capability to workand
storage locations withcontainer
the Quality sizeEngineer
constraints.to define
If theall manufacturing
container equipmentthe
is non returanble in process
check capabilities at the conception of the manufacturing
enviromental engineer should be informed to make adjustments waste stream reduction process. The Advanced Engineer with
the assistance
expections. of the Product and Quality Engineer should be able to define all the required off-
Capability
line qualitytocontrol
obtaintestingfrom the equipment
equipment cost,suppliers
equipment all utility
layout requirements
and equipment for their
capacitymachineloadingsuch as
ventilation,
associated chilled
with thewater, testing process
equipment. water,The compressed
Adavncedair, electrical
Enginner power
should alsodrophave requirement,
a detialed gage
steam
plan to insure that any supplier gage check methods are not being repeated at the requirement.
requirement, nitrogen or CO2 gases, natural gagses and fresh air make-up
Any special structural
manufactuiring location requirements
where the component such as pits, partfoundation
is to be used. or building column or roof supports
should also be identified with cost defined. The Advanced engineer should also have an idea how
the plant communication
Capability to understand basic system will be effected
accounting practices withfor theequipment/tooling
implementation ofdepreciation, a new product into
the plant
understand and the
our cost
customers to add capability
equipment/tooling to this system.
funding The Advanced
responsibilities Engineer
associated should
with our bepiece
able to
Capability
summarize tothis
work with Sales
information to Cost
the Estimating
Plant enginner to develop
so the all component
Plant Engineer material
can develop cost, a layout
prices and the ability
equipment/tooling costto internal
developora with list ofcomponent
product, manufacturing
suppliers and and prototype
expected profitassumptions
margins made
in the
showing
with our all planned
product utility
quotation drop locations.
proposals. The This
Engineerdocument should can bebeableused to to estiamte
manage T- out equipment
Accounts to
quoting process
installation of a new product. This is currently refered to as the CAA form. to support the
control line cost.
item by The Plant
line itemEngineer
all tooling should be able
and capital to define
expenditures if existing
associated utilities
with the
new
implementation of a new product and be responsible to insure that the projectsupply
line exist in the new planned manufacturing area and where those utility locations
expenditures come
exist. If the current utilities are over utilized the plant
in or at budget. The Engineer should be made aware of how over expenditures will effect Engineer should be able to define thepiece
specific
price and equipment
profit margins required for the facility
associated with the upgrades
product they and the arecost associated
attempting with these upgrades
to launch.
so the captial
Capability expense
to define cost can
material be built
handling flowinto our piece
racks for inboundprice analysis.
component Theand Engineer
outbound should be
finished
aware
goods of any special
associated withplant environmental (clean
the manufacturing process. roomTheorengineer
temp and humidity
should havecontrolled
the ability to specify
requirements
any required storage associated with the manufacturing
racks/shelving associated with process or testing
the project. Theequipment
engineer should and build be this
ablecost
to
into theirthe
specify captial
type estaimte.)
of conveyor system required for handling parts transfer such as blue steel gravity
Capability to coordinate with equipment and utility installation contractors for the installation of all
roller conveyor,
equipment. I.E., chain on edge,pipe
iron workers, flat fitters,
belt chain,
welders,monorail,
cranepower and free,
operators, invertedmachine
millwrights, power and free,
repair
powered roller, gravity roller, zone conveyor, plastic chain,
specialist, laborers, masonaries, plumbers, heating and cooling specilist, sheet metal workers, automated storage and retrieval
systems,
etc... elevator systems, pick and place transfer systems, palletized transfer systems, belt
conveyor, slotted belt conveyors, conveyor buffering systems, conveyor parts storage systems
and other such types of conveyance systems. The engineer should be knowlagable of how and
The
why Advanced
these different Engineer typesshouldof conveyor be knowledgeable
systems are used of lean and manufacturing concepts such
their typical applications. Any as
Single Minutes Die Exchange Systems, Kanban pull
knowledge of the cost differences per foot for the conveyor types would also be helpful.systems, Hoshin, standard work combination
sheets, operator/machine time study methods, operator/machine line balancing methods, Theory
of Constraints manufacturing concepts, 5 S systems, product display boards and shadow boards,
identification systems for all equipment and tooling, Total Productive Maintenance Systems,
computerized maintenance and MRO inventory management systems used in the plant.
manufacturing
conforming in-boundprocess should be well
components or non defined prior toinquoting
conforming processproduct
goods piece pricing.
or finished The are
goods
Adavanced Enginner should get copies of all MSDS sheets of raw
updated to insure proper inventory control in the MRP system of all scrap, components scrap materials to be used in theiror
manufactring
finished goods related to the product to be manufactured. The Engineer should work withthe
process and yearly estimated usage of these materials should be given to the
Enivormental
warehouse Engineer.The
manager to Adavnced
insure that Enginner
adequate should
storage notifyexist
space the in Health
the and Safety
current department
warehouse ( if a
Since
of any so manyHazardous
special of our component
Material parts
Trainingare stamped
required parts
for the the Advanced
handling of theEngineer
raw shouldor
materials be
warehouse
aware concept
andwaste
knowledgeableis used) for all inbound
of progressive and
stamping finished
die goods
concepts, components.
stamping Any additional
press tonnage's and
materials
storage devices by product.The
or facility Adavnced
modifications Engineer
to support theshould get copies
implementation and notification of when
how
any stamped
enviromental parts material
permit waste is calculated.
application's have been In addition
requested and manyofofthis
sinceexpected ourproduct should
components
approval dates.
be
are
The
included
injection with the the
molded newengineer
product should
piece price.
be An example ofofthis
knowledgeable may be
internal and the need toinjection
external add an molding
Advanced
addtional Enginnerand
shipping should obtain
receving from
dock orthenonEnviromental
conforming Engineer
parts any storage
location cost associated
point. mold with
capabilities such as molding
preforming pollution modelingmachine
studies tohnnage capabilities,
that the goverment may lbs. per hour
require the injection
for permit approval. The
machine can process,
Enviromental Enginnertype shouldof plastic
informmaterial
the Adavnced the injection
Engineer mold machine
if any special is capable
pollution of processing
control
The
and Adavnced
the
equipmentinjection engineer
molding
that should beshould
equipment be aware
incoporated into of
material how
their asset's
process
capital are discarded
settings for the
expendiutre in to
themeet
specific
plan's manufacturing
product it is
goverment
operation,
regulationshow
processing. Thestripped
Engineer parts fromhave
should those assets
strong are re-entered
knowledge into the
of whether thespare
moldsparts crib if they
are cooled or
can workdesigned
heated, on otherfor equipment
quick changein thecapability
plant andor hownot,spare
whatparts
the toolfrom special
design machines
standard are
is so all molds
eliminated
running fromsupply
at our the spare
baseparts
can becrib. The Engineer
brought in house, should be and
the size able type
with of
thecavities
assistance
and of their
tooling and equipment
runners/tool, if the tool suppliers
perfroms an to estimate the number
insert molding of spare parts
or overmolding required
process. and the cost
The enginner should
estimate
know howfor thethose
part spare
will beparts.
degated from the injection molding process through the tool or off-line
trimming machine or manual trimming process. The Engineer should be able to give the injection
molding supplier some % of the regrind material scrap and gate material that could be used in a
finished goods injection molded component. The Advanced engineer should be aware of how he
expects the plastic part to be gauged with the Quality Engineer and define this to the injection
molded components supplier.
The Engineer should have a good understanding of plating, priming and finish coating processes.
He should be aware of the difference between copper, zinc or galvanized coatings how the
applied via dipped, sprayed on, powder coated, stationary spray guns, HVAC Bells or robotic
spray gun applied to the part surface. The engineer should be aware of how these finishes are
measured for quality purposes.
Provides Process Engineering support to manufacturing for all sensor and control product lines.
Works within the QS9000 Quality System and supports the Automotive Industry requirements.
Develops and maintains effective production techniques, labor and material standards for new
and existing product lines.
Uses Lean Manufacturing techniques to develop new processes. Includes the theories of one
piece flow, just in time, waste elimination, part travel minimization, standardized work, 5S,
inventory reduction, kanban, SMED, poka yoke, work cells, takt time and visual management.
Prepares original process definition for products, designating tooling, equipment and processes
to be used. Provides documentation such as PFMEA, Process flow chart, Router info, project
status reports, time studies, manpower planning charts, requisitions and Station Instructions.
Designs production tools, jigs, fixtures, etc. Orders these items, offering suggestions for their
construction. Approves the final design and coordinates their evaluation and implementation into
production in the appropriate production areas
Recommends and implements design changes to products, tooling, and equipment to improve
yields, performance, and reduce costs. Provides recommendations regarding manufacturability
and processing feasibility.
Travel to Customers and Suppliers as necessary and represent the company’s interests. Assists
with the finding and development of new sources.
Justifies and purchases capital equipment to achieve capacity, cost and quality goals.
Successfully transfers assets to the Manufacturing plant.
Is involved in the preparation of labor, tooling and equipment cost estimates for new products.
Reviews and evaluates new methods, processes, and materials to further the state-of-the-art in
manufacturing
Recommends efficient plant layouts with good material flow
Prepares work station designs with good motion patterns, ergonomic construction, environmental
consciousness, regulatory compliance and good safety practices.
Provides Manufacturing Engineering support in the activities of New Products Team.
Recommends the development of manufacturing tooling, processes, and techniques through the
pre-production phase.
May supervise one or more analysts/engineers on a project basis
Provides direction to Manufacturing and technical Engineering professionals, and clerical support
personnel
May be involved in documentation reviews and sign for Process Engineering. Participates in
Design Reviews.
Responsible to maintain revision control as appropriate on all documents under Process
Engineering jurisdiction.
Train personnel in the new processes, procedures, and in the use of tooling and equipment.
Advise Design group of new tooling and equipment concepts which my have application now or
in the future.
Keep current on trends and developments in the process, tool and equipment industry.
Participates in Continual Improvement projects, evaluating new methods, cost reduction
opportunities, productivity improvements, and reductions in cycle time and variation.
Has the facility implemented and maintained an Environmental Management System consistent with the Ford Environmental S
certified to ISO14001 by an external third-party? If not, see the Guideline and Assessor instructions.
Have all Improvement Notes, and Nonconformance's identified in the most recent cycle of External Third Party ISO14001 Audi
certification) been addressed/managed? (e.g., Corrective Action Requests or equivalent documents have been prepared and i
Have all Improvement Notes, and Nonconformance's identified in the most recent cycle of Plant Internal System Audits and Co
Assessments been addressed/managed (e.g., Corrective Action Requests or equivalent documents have been prepared and i
Are any of the improvement notes, or nonconformance's identified in the most recent cycle of Internal or External Audits repea
earlier audits?
Repeat issues are identified but plant does not have an adequate effective plan to prevent recurrence.
Repeat issues are identified but plant has appropriate corrective action planned or in place;
Has the facility reviewed all applicable Environmental Aspects from the current Corporate Environmental Aspect List in its EMS
Has the Environmental Quality Office been contacted to review significant new or proposed international, national, or local req
plant?
Does the facility have access to and follow the Ford Automotive Procedures (FAPs), Company Standards, and EQO regulatory
their facility?
Has the facility communicated to EQO and Division/Operations (where applicable) on a timely basis regarding any significant c
or non-routine information requests received from external agencies since the last Ford Production System (FPS) assessment
Have all neighbor/ community environmental concerns or complaints been properly addressed (managed)?
Does the facility EMR and Environmental Engineer subscribe to the EQO "Notices and Announcements" subscription service (
Does the facility have a process for prompt notification of Facility Management, (and as appropriate Operations/Division Mana
Quality Office (EQO)) when significant potential regulatory non-compliance issues are identified?
Does the facility have a process to review reports prior to submittal to external agencies for accuracy of the data or information
indication of deterioration in performance or changes in facility processes?
Are Permit Teams formed to develop a strategy to secure permits, licenses, certificates, registrations, etc. in a timely manner (
Is the EMR or designee notified on a timely basis regarding projects which affect the facility that are prepared elsewhere (e.g.
Does the EMR or designee receive notification of environmental control equipment malfunctions and breakdowns in a timely m
actions taken (e.g., corrective repairs, notification to authorities, etc.)?
Does the Environmental Management Representative and/or environmental engineer participate in facility emergency respons
environmental impacts?
Is the EMR or environmental engineer contacted promptly when managed materials are spilled, released or leaking?
Does the EMR or designee make notifications to off-site authorities where appropriate to protect the environment or to meet go
when environmental emergencies occur?
Does the facility contact Central Station or the Environmental Quality Office promptly (within 24 hours) when reportable environ
emergency situations occur?
Does the facility coordinate the EQO and Operation/Division (where applicable) regarding clean-up requirements and mitigatio
environmental incidents and emergency situations occur?
Does the facility have a process, including established roles and responsibilities to review materials used for the first time at th
potential environmental impacts?
Has the facility identified a list of materials, hazardous substances, or chemical substances which must be controlled (e.g., pro
regulated) or monitored at the facility to meet governmental requirements, company objectives or environmental management
Managed Materials")?
Has the documented list of Environmental Managed Materials been communicated to the Industrial Material (IM) activity and th
Flow (SMF) coordinator (and/or other affected departments)?
Has the facility established and implemented methods for tracking or recording the usage of the identified managed materials?
Has the facility evaluated methods and where appropriate prepared plans to control/reduce the purchase, storage, inventory, a
environmental managed materials
Has the Environmental Management Representative or designee developed, documented and maintained facility specific com
Include applicable information from the Environmental Compliance Assurance Program guidelines (Global and Country Specif
available)), published by EQO.
Include applicable information from local governmental requirements and site-specific requirements such as facility equipment
certificates, etc?
Has the facility updated the facility-specific compliance documents annually based on:
Assessment findings;
Does the facility have a list of required routine reports to governmental agencies which includes required due dates for reportin
Has the Environmental Management Representative (EMR) or designee planned, scheduled and implemented (conducted or d
assessments for environmental regulatory compliance at least annually?
Does the plant evaluate need for and conduct internal regulatory compliance assessments more frequently for areas with high
or due to regulatory revisions or previous assessment results?
Has the Environmental Management Representative conducted Quarterly (or more frequent) meetings to review open complia
documentation, with facility management?
Has the facility completed and submitted a report of open significant potential regulatory compliance issues to EQO and Opera
by January 15?
Does review of the plant's annual compliance assurance self-assessment and supporting Environmental System elements ind
significant compliance issues?
System elements require improvement in content or application to prevent significant compliance issues (e.g., potentially signi
were not identified by the plant, or CARs were not written or implemented to address the issues)
System elements are adequate to identify potentially significant compliance issues and, if appropriate, CARs have been written
adequately resolve the issues.
System elements are robust to assure compliance; none or only minor potential issues were identified or observed.
Is the facility Environmental Management System integrated with the facility Quality System into a single system?
Does the facility integrated Quality/Environmental System utilize the applicable Ford Automotive Procedures (FAPs)?
Has the facility included all applicable environmental programs from the current Corporate Environmental Control Plan into its
Does the facility utilize the environmental metric trends to make changes in objectives, targets or management programs?
Do the environmental-related process metrics show improvements or control (as appropriate) since the last FPS assessment?
Are the management programs adequate and appropriate to address the identified significant aspects, promote prevention of
improvement?
Are the facility environmental metrics reported into the corporate EUWM database and is the reporting up-to-date (previous ca
Does the facility demonstrate continual improvement in its environmental performance since the previous FPS assessment (or
Has the facility environmental emergency plan been tested (e.g. a spill drill conducted or actual response performed) and revie
year?
Is the environmental emergency plan integrated into the overall facility Emergency Plant?
Are the facility's Environmental Work Instructions included in QPS operator instruction sheets in areas where FPS is implemen
Has the facility identified environmental equipment that requires preventive maintenance and/or calibration?
Has the facility communicated the requirements for environmental equipment preventive maintenance and/or calibration for the
office?
Are environmental equipment preventive maintenance and/or calibration requirements scheduled and coordinated by the PM/F
Have required environmental equipment preventive maintenance and/or calibration requirements been completed and recorde
control procedure) since the last assessment?
Work Group members (or other appropriate floor operating personnel) have incorporated key environmental -related process c
instructions, and collect/monitor associated metrics.
Are FPS Visual Factor concepts applied to identify location of environmental documents and records?
Are central environmental display board(s)) used to post information on environmental performance, key characteristics, enviro
information?
Are Work Group display boards used throughout the facility for communication of environmental key characteristics, metrics, p
environmental issues?
Has a review of training needs been conducted since the last FPS assessment to identify any new environmental training need
documented and communicated to the training function or other appropriate personnel?
Does the EMR or designee participate in evaluation the effectiveness of environmental training in on-the-job application(s).
TECHNICAL INFORMATION AVAILIBILITY
1. Are actual drawings available for production ?(Within 1 Hour)
2. Are all Technical regulations available ? (Within 1 Hour)
3. If supplier is design responsible has a DFMEA been used to develop
the PFMEA ?
QUALITY SYSTEM DOCUMENTATION
4. Is a process Flow Diagram available and is it acceptable ?
5. Is there a process FMEA available and is it acceptable? (Logical)
6. Has a control plan been developed, properly filed does it predict
logical problems?
7. Is there direct correlation (common numbering scheme)
between the Flow Diagram, PFMEA, Process Control Plan ?
8. Have all operations that effect KPCs and KCCs been identified
on the Flow Diagram, PFMEA and Control Plan ?
9. Do the Flow Diagram, PFMEA and Control Plan identify operations
for rework, labeling, scrap, gaging/inspection and shipping ?
10. Are all “Current Controls” listed on the PFMEA detailed on the Control
Plan ?
11. Are process controls in place in the Control Plan to address the high
Risk Priority Numbers (RPNs) in the PFMEA? (A focused plan on high RPN’s)?
QUALITY SYSTEM PLAN IMPLEMENTATION
12. a.) Are controls in place to ensure only acceptable incoming material
is released for production ?
b.) Is there control activities for suppliers in the tiers?
13. Is the workplace properly configured (adequate space, light etc.) ?
14. Are all tools and gage available and properly identified ?
15. Are understandable operator instructions visible at each operation ?
16. Do all gages have operator instructions attached to the gage and are
they clearly visible ?
17. Is there a plan for preventive maintenance on tools and equipment
and is it followed ?
18. Do process control instructions correspond to the control plan?
19. Are the described tests and inspections actually performed as stated ?
20. Are operators aware of KPCs/KCCs when related to their job ?
21. Where the Control Plan calls for SPC is the data properly recorded ?
22. Are out of control points noted with the corrective action taken ?
23. Where the Control Plan calls for SPC which of the following exists ?
Normal Variation
Special Causes
24. Where the Control Plan calls for SPC does the data make sense; are
reasonable control limits shown; do people act based on the data?
25.Does packaging and material handling protect parts from damage ?
QUALITY SYSTEM IMPLEMENTATION BY MANAGEMENT
26. Are instructions for handling Work In Process (WIP)well
documented and followed?
27. Are out of control conditions managed ?
Are Action Plans followed
Is responsibility for implementation of action plans assigned and
do people understand their responsibility ?
28. Are problems quickly communicated to people who can help ?
29. If more than one shift, does information get passed across shifts ?
30. Does the support system respond to the operator ?
31. Are the standardised measures effective ?
Process focus layouts with departments grouped to reflect product family sequence of operation. Parallel
processing occurs. Non linear material flow path.
Product focus layout. Point of use docks are included. Material flow path is linear. Strategic buffers planned for
constraint operations and finish goods inventory. Productive constraints used to control inventory and increase proce
flow.
Production oriented flow defined. Process systems located close together. Layout enables process mgt. by work grou
Traffic and visual impediments removed (4' - 5' foot high site line). U/S shaped cells sometimes used.
Product focused manufacturing systems designed with machines/stations close together. Monument machines integra
into the flow of the parts. Buffers designed base as Standard work in process (SWIP) requirements based on
complexity.
Product focused linked manufacturing systems designed for single piece flow. No machine foundations are required
Machine and support system design allows for easy relocation and re-arrangement.
What portion of total space is used for storage and material handling?
How would you rate overall housekeeping and appearance of the plant?
How would you rate overall housekeeping and appearance of the plant?
How well could a stranger walking through your plant identify the processes and their sequence?
Finished goods packed into containers which are portable by the operator (maximum 22 pounds) and which represent no more than 10 minutes of production
Products are moved to the end of line finished goods storage by the last person on the line
Finished goods storage placed close to the last operator on the line
FIFO management of the finished goods inventory
Empty finished goods containers accessible by the last operator without travel
Possible to store all the finished goods at the end of line (not counting the shipping inventory)
Does the project review process include documentation and appropriate sign-off for impact on:
Safety/loss control
Environmental aspects
Ergonomic considerations
Energy use
Reliability and maintainability
Lean manufacturing design
Life cycle cost
Relevant regulations, codes, and industrial standards?
Future State Map
Does the project review and approval process require input and sign-off by all affected areas, including input from specialists a
employees with experience related to the process, job, etc. being reviewed?
Does the project review and approval process include reviews for potential changes at defined intervals during the project from
concept through launch?
Does the project review and approval process include a follow-up system to ensure all identified risks are acceptably controlled
prior to start-up?
Is management approval of a project contingent upon execution of the facility's project review and approval process?
Supplier/Contractor Selection Process
Does the facility's supplier/contractor selection procedure require review of the supplier's or contractor's ability to meet:
The facility's health and safety requirements, including ergonomics?
The facility's environmental compliance requirements, including method statements?
The facility's manufacturing feasibility requirements?
The facility's reliability and maintainability requirements?
Does the facility's supplier/contractor selection procedure require consideration of performance records?
Does the facility maintain supplier/contractor records of performance in terms of manufacturing feasibility, health and safety, an
environmental compliance?
Are the facility's supplier/contractor performance records kept up to date?
Contract Review Process
Do Requests for Quote (RFQ) include requests for method statements when applicable?
Does the facility's contract/purchase order review procedure require verification of supplier/contractor understanding prior to
contract acceptance?
Pre-contract review activities cover the following requirements:
* Environmentally significant aspects of goods and services
* Method statements
* Contract Obligations
* Organizational procedures and work instructions
* Regulatory requirements
* Facility monitoring and level of control
Verification is documented and signed off by supplier/contractor.
Does the facility's contract review procedure require regular reviews of compliance during the performance of the contract and
define the frequency of reviews?
Upon completion of the contract, does the facility conduct a work-site inspection?
Are all contract review activities documented and maintained in accordance with the retention process and local document con
process?
Are all contract review activities documented and maintained in accordance with the Ford Global Information Standards (GIS)
records retention process and local document control process?
Reliability and Maintainability
Does the plant have a point of contact?
Are the roles & responsibilities defined for the point of contact?
Is the point of contact trained in R&M engineering?
Are the facility's R&M objectives for the acquisition of new machinery and equipment developed through the Value Stream map
and are they driving towards the Future (Lean) State environment
"Reliability & Maintainability (R&M) Specification" used by Central or Plant Engineering for Equipment acquisition?
An R&M specification is included in equipment acquisitions.
The Corporate Reliability & Maintainability (R&M) Specification for Manufacturing Equipment is included in equipment acquisiti
Is a tailored R&M matrix used in connection with the R&M specification identified in 4.5.5?
* A tailored matrix is used.
* The R&M tailored matrix (ref. Appendix A of the "Reliability and Maintainability (R&M) Specification for Manufacturing Equipm
is used with the Corporate R&M specifications
Does the tailored R&M matrix contain the following elements?
1. MTBF requirements (10)
2. MTTR requirements (5)
3. Useful life requirements (5)
4. Design Internet
5. Environment
6. "Top Ten" Analysis
7. Problem Resolution
8. How many additional techniques are required in the R&M Program Task?
(0)__ 1-2__(15)__ >2__(30)__
9. How many additional techniques are required in the R&M Program Task?
(0)__ 1-2__ (15)__ >2__(30)__
10. How many additional techniques are required in the R&M Continuous
Improvement Tasks?
(0)__ 1-2__ (15)__ >2__(30)__
What plant data/input used when establishing the R&M elements listed in 4.5.7?
Does the supplier's R&M plan address the tailored R&M Matrix?
Have design improvements been made by the supplier to address the "top 10" problem?
Have a majority of the problems been addressed by design improvements rather than by process improvements or controls?
Process Layout
Does the physical manufacturing process correspond to
the Process Flowchart and the Process Layout?
Freque Number of changeovers performed during available operating time, per day
Time lost in a process as a result of changing consumable tooling or
Consumablreplenishing consumable material sources.
Work Analysis Sheets are current and reflect the information on the QPS-Operator
Instruction Sheets plant-wide.
In conjunction with engineering personnel, do the Work Group Leaders participate in the
development of the Work Analysis Sheets?
Implemented in IAA or less than, or equal to 25% of the plant.
Implemented in greater than 25%, but less than or equal to 50% of the plant.
Implemented in greater than 50%, but less than or equal to 75% of the plant.
Implemented in greater than 75%, but less than 100% of the plant.
Process implemented plant-wide.
In conjuction with engineering personnel, do the Work Groups utilize the Work Analysis
Sheet, in conjunction with the Operator Instruction Sheet, to analyze operations for
continuous improvement opportunities.
Implemented in IAA or less than, or equal to 25% of the plant.
Implemented in greater than 25%, but less than or equal to 50% of the plant.
Implemented in greater than 50%, but less than or equal to 75% of the plant.
Implemented in greater than 75%, but less than or equal to 100% of the plant.
Process implemented plant-wide.
Can the facility demonstrate an ongoing process which defines the frequency and
responsibility for the review of the Work Analysis Sheets for continuous improvement
opportunities?
Work Analysis Sheets are regularly updated in the IAA, or less than 25% of the plant.
Work Analysis Sheets are regualarly updated in greater than 25%, but less than or
equal to 50% of the plant.
Work Analysis Sheets are regularly updated in greater than 50%, but less than or equal
to 75% of the plant.
Work Analysis Sheets are regularly updated in greater than 75%, but less than 100% of
the plant.
Work Analysis Sheets are regualarly updated plant - wide.
Do the Work Groups utilize the Work Analysis Sheet, in conjunction with the QPS -
Operator Instruction Sheet, to rebalance workloads among Work Group members?
Plan for every part using lineback principle. Line side min/max. inventory levels
established taking into consideration constraint operations. Finished goods and rough
stock inventory levels determined.
Standard material handling routes planned per time based replenishment cycle.
Lineside flow racks utilized. Returnable dunnage included in planning similar to
production parts. High volume low density (call) parts managed as required.
Material handling QPS developed. Min/max. levels based on customer demand rate
for a std. amount of time (e.g.. 2 hours inventory lineside). Finished goods inventory
between processes sized based on complexity and response time.
Smart Card /Call system utilized with Market place. Call triggers planned with
process design. Production instruction cards triggering upstream processes. Some
products capable of supporting In-Line Vehicle sequencing (ILVS).
Inventory
For the categories of Finished Goods, Work-In-Process (WIP) and Purchased/Raw Materials, what portion of middle
and upper managers can state from memory the current turnover and the purpose of each type?
What is the overall inventory turnover, including Finished Goods, WIP and Purchased/Raw material?
Scheduling/Control
What portion of work-in-process flows directly from one operation to the next without
intermediate storage?
Are parts storage areas at each operation labeled to show part numbers stored at that
location?
Is First In/First Out maintained at each operation?
Are Min/Max quantities displayed at each operation's part storage location?
Is the operator working ahead?
Is Work In Process minimized? (If operations are not bottlenecks, is one piece flow being
utilized)
Frontal storage of components should not increase the distance between workstations
Components are stocked directly from a small train by the driver, with little walking for the driver
Operator replaces empty containers with full ones without any travel by the operator (or anyone else)
Inflexible Equipment
Functional Layouts
Poor Quality
Inappropriate Scheduling
Response
0%-6%
7%-55%
56%-80%
81%-93%
94%-100%
0-3
4-6
7-12
13-24
25+
<=1.0
1.1-2.0
2.1-4.0
4.1-8.0
8.1+
Response
0%
1%-10%
11%-35%
36%-85%
86%-100%
0%
1%-10%
11%-35%
36%-85%
86%-100%
0%-50%
51%-70%
71%-80%
81%-95%
95%-100%
Alphanumeric
A character set that contains alphabetic characters (letters), numeric digits (numbers), and usually other ch
ANSI
American National Standards Institute
Autodiscrimination
The ability of a bar code reader to distinguish automatically between two or more symbologies (e.g. Interl
Carrier
The party that provides freight services
Character
In a bar code symbol, the smallest group of elements that represents one or more numbers, letters, punctua
Code 39
For the purposes of this guideline, Code 39 (also known as Code 3 of 9) shall be the symbology as specifi
Code 128
For the purposes of this standard, Code 128 shall mean the symbology as described in ISO/IEC15417
Compliance Indicator
A specified character or string of characters indicating that the message that follows complies with an indu
Container
A receptacle for shipping goods; examples are palletboxes, totes, and racks. (See also Pack, Package
Customer
In a transaction, the party that receives, buys, or consumes an item or service
Customer Part Number
The part number as defined by the customer
Data Element
The smallest named item of information that can convey data, analogous to a field in a data record or a wo
Decoder
An electronic assembly, that translates the proportional electrical signals from a scanner into recognizable
D-U-N- S®
Data Universal Number System, a 9-character company identifier assigned by Dun & Bradstreet to unique
Element
A single bar or space in a linear or stacked symbol or a single cell (module) in a matrix symbol (not the sa
Element Width
The thickness of an element measured from the leading edge of an element to the trailing edge of the same
Error Correction
A method used to correct erroneous data produced during the transmission, transfer, or storage of data
Error Detection
The automatic determination that a decoded message's content is incorrect. Error detection will keep the t
Goods
A term that refers to raw material and/or produced parts
VGSDB code
Global Supplier Data Base code, a 5-character company identifier assigned by UCCS. It is used to identify
Highlighting line
A horizontal divider line(s) placed above and/or below building block or blocks. Highlighting lines are ea
ID
Abbreviation for Identification
Item
A single part or material purchased, manufactured, and/or distributed
Label
A card, strip of paper, plastic, card stock or metal that is marked (by printing or some other means) and a
Labeller
A term to identify the organization responsible for the labelling of a container or unit load
Labelling Area
Area on the label available for printing
VLicense Plate
NOTE: Ford Motor Company will not require the use of this label element by suppliers at this time.
A license plate is assigned to a transport unit by its issuer. Any license plate issuer shall be authorised by a
A license plate number:
a) SHALL start with a string of characters, the issuing agency code (IAC), assigned to the is
b) SHALL conform to a format specified by the issuing agency;
c) SHALL be unique in the sense that no issuer re-issues a number until a sufficient period o
d) SHALL contain only numeric and upper case alphabetic characters
SHALL not contain more than 22 characters;
Like Parts
Same part/item number
Linear Symbol
A one-dimensional bar code Symbol, such as Code 128
An array (linear sequence) of variable width rectangular bars and/or spaces, arranged in a predetermined p
Lot
A quantity of homogeneous material either manufactured or received.
Manufacturer
Actual producer or fabricator of an item; not necessarily the supplier in a transaction
Master Load
A multiple pack or unit load of common items (sharing a single part number), such as a pallet
Master Pack
A unit load containing common (like parts) items.
Mixed Load
A multiple pack or unit load of mixed items (different part numbers), such as a mixed-container pallet
Multiple Pack
A pack containing smaller packages of items
Normative
Establishing a norm or standard.
Pallet
A platform to hold unit loads, permitting stacking of materials and the movement of the materials as a sing
Part
An identifiable item that has a unique name and/or number assigned to it.
Part Number
A unique code that identifies a part, assembly, component or kit
PDF417
A stacked 2D symbol use in the AIAG B16 Global Transport Label Standard for the Automotive Industry
Quantity
On a label, the marking that indicates the number of parts or items or the amount in any other unit of meas
Quiet Zone
Areas free from interfering markings surrounding a bar code symbol and, in particular, preceding the start
Also referred to as “light margin” or “clear area”.
Reader
A device consisting of a scanner and a decoder
Scanner
An electronic device to collect and convert reflected light from the elements (e.g. bars and spaces in linear
Serial Number
A string of numeric or alphanumeric characters in the issuer’s information system used for uniquely identi
Shall/Should
In this document, the word “SHALL” indicates a requirement and the word “SHOULD” indicates a recom
Ship From
On a transport label, the address of the location where the carrier will return the shipment if the container
Ship To
On a transport label, the address of the location where a carrier will deliver the shipment
Supplier
In a transaction, the party that provides or furnishes an item or service
Symbol
A graphic array of light and dark elements that forms a complete scannable entity
Symbology
A standard means of representing data in bar code form; each symbology specification sets out its particul
Syntax
The way in which data are combined to form messages; syntax also includes rules governing the use of ap
Tag
A label that is hung from an object, usually with a wire placed through a reinforced eyelet in the label/ tag
Trading Partner
Any organization in a customer/supplier relationship; all members within the channels of distribution with
Two-dimensional Symbol
A machine-readable symbol that must be examined both vertically and horizontally to read the entire mess
UN/EDIFACT
United Nations/EDI For Administration, Commerce, and Transport
The acronym for the international data standard for electronic business messages
VUCCS code
Uniform Company Coding System; an alphanumeric field which identifies a specific company
Unit Load
One or more containers held together by means such as seatbelts or banding, making them suitable for tran
3. INTERNAL DUNNAGE
3.1. Any necessary dunnage (the internal material required to protect and support the parts in the container) must be agreed with the F
3.2. Any internal dunnage that cannot be made captive or reusable must be 100% recyclable and also must have the approval of the Fo
3.3. The total weight and cost for all this internal dunnage must be provided on the MFG1121.
rs), and usually other characters such as punctuation marks
n following specific rules to represent elements of data that are referred to as characters; A bar code symbol typically contains a
d in ISO/IEC15417
upplemental bits introduced or source encoded into a data stream to allow automatic correction of erroneous bits and/or derivatio
r, or storage of data
only referred to as “ECC”, for error correction. Higher levels of error correction allow the correction of greater potential symbo
detection will keep the two-dimensional symbol from being decoded as erroneous data.
Highlighting lines are easily distinguishable from the horizontal separator lines used to separate other building blocks. This visua
me other means) and attached to an object to convey information
ntil a sufficient period of time has passed so that the first number has ceased to be of significance to any user responsible to the I
ed in a predetermined pattern, following specific rules, to represent elements of data; these bar and space patterns are referred to
les and approximate conversion to inches and millimetres).
xed-container pallet
ular, preceding the start character and following the stop character
bars and spaces in linear symbols) of a symbol into electrical signals for processing by the decoder.
used for uniquely identifying an individual item or entity for its life. This character string shall not be repeated within 365 days to
governing the use of appropriate identifiers, delimiters, separator character(s) and other non-data characters within the message.
d eyelet in the label/ tag
y to read the entire message. A 2D symbol may be one of two types of machine-readable symbols: a Matrix Symbol or a Stacked
fic company
TOYPE BUILD
NED STANDARDS
NED STANDARDS
ained by the Supplier.
ner) must be agreed with the Ford Packaging Engineers and must be captive or reusable. Dunnage to be approved on Production parts dunnage agreement.
must have the approval of the Ford packaging engineer.
bol typically contains a leading quiet zone, start character, data character(s), stop character, and a trailing quiet zone.
is not part of the data.
ous bits and/or derivation of missing bits, in accordance with a specific computational algorithm. See also “Error Correction Lev
(ISO/IEC JTC 1/SC 31 - Procedural Standard for unique identification of transport units). Issuing agencies are authorised and reg
patterns are referred to as characters. A bar code symbol typically contains a leading quiet zone, a start character, data characte
eated within 365 days to a single customer.
ers within the message. Syntax is the equivalent of grammar in spoken language.
rix Symbol or a Stacked Symbol. 2D symbols differ from linear bar codes in that they have the capability for high data content, s
o “Error Correction Level.”
es are authorised and registered by the Registration Authority.
character, data character(s) including a check character (if any), a stop character and a trailing quiet zone
for high data content, small size, data efficiency, and error correction.
COMPUTER COURSES
Outlook
Word
Excel
Powerpoint
MS Project Management
Engineering Change Suystem
World Wide Web - Introduction
TECHNICAL COURSES
Design for Assembly
Design for Manufacturing
Design for Serviceability
Product Development Systems Overview
Cad System PDM Introduction
Robustness Imperative
Recycling Awareness
Design Mgt Knowledge
Experimental design
DVP & PV
Global 8D-7Step-5-Step
Failure Mode and Effects Analysis - FMEA
Process Control Methods
Robustness: Parameter Design
Robustness: Tolerance Design
Reliability
Systems Engineering Fundamentals
Design Mgt Knowledge For Managers
BUSINESS COURSES
Empowerment
Data-Driven Decisions
Financial Decision Making for Non-Financial Personnel
QUAL/PLNG/PROB. SOLVING COURSES
Quality Operating System (QOS)
Quick Quality Function Deployment
Policy Deployment
ISO9000 Awareness
TECHNICAL MANAGEMENT COURSES
Benchmarking
Project Management Theory
COMMUNICATION COURSES
Effective Listening & Feedback
Assertive Communications
Successful Work Teams
Writing on Target
Facilitative Leadership
Outstanding Meetings
Power Presentations
Executive Communispond
HUMAN RELATIONS COURSES
Employee Feedback
Managing Personnel Diversity
Salaried Supervisors Institute
Diversity Awareness
Environmental Health & Safety Awareness
Coaching and Counseling
Men & Women as Colleagues
I have identified and named all the current projects in my area of
responsibility.
All of the projects are prioritized.
All the projects have clear goals and initiatives that have been
agreed upon.
All the projects are scheduled in writing.
All the projects have approved budgets.
All the projects have adequate resources for completion.
All the people and vendors involved with the projects are
appropriately skilled and adequately trained to complete the project
work.
Potential conflicts with other projects are easily identified because of
open communications and clear project plans.
The potential problems in my projects are easily identified in advance
and actions are consistently taken to eliminate or minimize them.
OR
Can the facility show that an Alternate External
Logistics Plan (e.g., Pay On Use, Kan Ban, etc.)
meets the following Criteria:
The Plan is being used for more than 5% but less
than 25% of the total parts
The Plan is being used for more than 5% but less
than 25% of the total parts
Used for at least 50%, but less than 75%
Used for at least 75%, but less than 100
Used for all parts applicable
Implement Material Flow Plan
Can the facility provide training documentation
that demonstrates the following:
Have all Production Operators in launched
application area received the SMF Overview and
Request Material Movement Training?
Have all Material Handlers in launched
application area received SMF Overview,
Internal Logistics and Request Material
Movement Training?
Has the facility established a Card or Scan
Market Area(s) that meet the following criteria:
Does each part have only a single Market
Address assigned to it?
Are the market addresses compatible with the
SMART System?
Does every rack have a standard SMART Market
Area Label attached to it and is the label correct?
Inventory
Freight Costs
Premium Freight Cost
Obsolete Inventory Costs
Total material handling labor cost
Detention/Demurrage Costs
Switching Costs
Bull Pen Trailer Inventory
Manage Internal Logistics - Receive Material
Mode Selection
Days of Inventory on Hand
Route Miles
Rate Per Mile
Daily Cube
IB Wkly Freq
OB Wkly Freq
Use internet purchasing exchanges to increase the number of suppliers participating in the bidding process - partic
Negotiate "Most Favored Nation" status when
outsourcing to ensure that competitors are
not given a better price.
Specifications and Content
Don't over-specify - use Design Of
Experiments (DOE) to substitute lower cost
materials without negative impact on the
process. See the MoreSteam.com Toolbox
tutorial on Design of Experiments.
Return of empties
Packaging concept (disposable/re-
usable)
How are empties returned?
Folding ratio the containers
Emergency strategy
What is the procedure if the delivery in
the context of the standard process
cannot meet the delivery date?
What is the procedure if means of
transport fail?
With what logistics providers have
agreements been concluded (overland
and/or air) to carry out emergency
transports?
(Name, contacts, phone number)
What is the transport time?
What is the emergency procedure if
damaged or wrong parts have been
supplied to HB?
How much time is needed in an
emergency between notification of the
emergency and delivery?
What happens if delivery calls cannot be
sent or received?
Supplier’s contacts
Function Name Phone/f Mobile E-mail
ax
Plant Manager
Logistics management
Planning
Production
Dispatch
Quality
Empties control
Emergency (outside working hours incl. holidays)
EDI
Finances
Product Packaging
Is appropriate Ford approved packaging available and has
it been verified by shipping trials to protect the product
from damage while in transit to the Ford Assembly plant?
Is there a process to assure that accurate packaging
data for all parts on release is confirmed in the Ford
system?
Manufacturing Plan Development
Is there a launch plan for the indicated parts? By
launch plan, we are referring to an initial production plan
with "ramp up" quantities as tools and facilities become
available. This plan should be by part, by day in
sufficient quantities to support the customers
requirements. Provide latest example.
Do you develop and maintain a rolling "manufacturing
plan" that indicates your production plan, by end item or
part family, to support current customer requirements for
at least the next 6 months? Provide latest report.
Does the facility perform, on a weekly basis, a
comparison of capacity vs. the customer's present and
future requirements? Provide latest report.
Is there a process in place to assure that Ford
is advised immediately of any capacity shortfalls,
short and long term? Describe the process.
Do you maintain performance metrics regarding the shop
floor's performance to your schedules?
Provide example.
Do you monitor and track delivery performance to
Ford? Provide latest example.
Maintenance Performance
5
Maintenance implements improvement plans to increase staff utilization
5
Maintenance implements improvement plans to increase service level
5
Some maintenance staff is incorporated to production organization
Basic reactive maintenance is also performed by operators (short and easy
5
repairs)
5
All maintenance objectives are clearly linked to production operational goals
4
Preventive Maintenance Operations have standard allocated times
Maintenance workload is assessed & maintenance utilization ratio is measured
4
(workload vs. workforce)
4
Operators perform part of planned maintenance
Based on actual failures rates, preventive maintenance frequency is optimized to
4
reduce workload
Maintenance implements action plans to improve own processes for unplanned
and planned maintenance (sequence of operations and value added analysis,
4
tools, parts availability, root cause analysis …)
KPIs and improvement initiatives are monitored on maintenance teams display
4
panels
An action plan is implemented in case of any deviation in relation to service level
4
targets
3
There are detailed procedures describing Planned Maintenance operations
Duration of failures and repair work are recorded for all equipments and are
3
consolidated
3
KPIs include service level agreements to production
Operations performed by maintenance are recorded but remain dispersed on
2
paper supports attached to pieces of equipment
2
There is no consolidation of maintenance operations
There is neither tracking of maintenance staff utilization nor of maintenance
1
workload
Logisitics Performance
5
Logistics questions and transforms own policy to make breakthrough in efficiency
5
All logistics objectives are clearly linked to production operational goals
5
Logistics implements improvement plans to increase service level
Some incentive at team level is attached to achievement of performance & service
5
level targets
4
Overall logistics staff utilization is measured
Logistics implements action plans to improve own processes (reducing variability,
improving efficiency by reducing number of handling, increasing inventory
4
accuracy ...)
4
Meeting production requirements is a major concern
4
KPIs and improvement initiatives are monitored on logistics teams display panels
An action plan is implemented in case of any deviation in relation to service level
4
targets
3
Each flow has an estimated man hours time
Responsibilities for part flows are balanced between resources to maximize
3
individual staff utilization
3
Abnormalities are recorded
3
KPIs include service level agreements to production
2 Sets of flows of parts or material are assigned to specific persons in a simple way
(for instance allocation of all flows to and from a working station)
There is no time calculation, just a rough check that resource is adequate to
2
workload
1
There is no tracking of logistics staff utilization
Flows of parts or material are not clearly assigned to people, tasks are performed
1
by available staff
Manufacturing Engineering Performance
Some incentive at team level is attached to achievement of performance & service
5
level targets
Manufacturing engineering implements improvement plans to increase service
5
level
4
Utilization rates are measured for repetitive tasks
4 Industrial engineering implements action plans to improve own processes for main
deliverables (SOP, time calculation, tooling design, lay out design…)
4
Multi-skilling is developed to improve flexibility and utilization rate
KPIs and improvement initiatives are monitored on industrial engineering display
4
panels
All Manufacturing engineers are able to perform different types of tasks (time
4
calculation, writing instructions, designing tools)
A large part of Industrial Engineers are able to perform value added analysis, time
4
and motion studies
An action plan is implemented in case of any deviation in relation to service level
4
targets
There are rough estimates of workload for elementary and repetitive tasks (hours/
3
SOP, hours per € of tooling investment, …)
A majority of Manufacturing engineers are able to perform different types of tasks
3
(time calculation, writing instructions, designing tools)
Some Manufacturing Engineers are able to perform value added analysis, time
3
and motion studies
3
KPIs include service level agreements to internal & external customers
2
There are some procedures to describe deliverables of industrial engineering
2
There are no metrics to assess workload to each type of deliverables
Some Manufacturing engineers are able to perform different types of tasks (time
2
calculation, writing instructions, designing tools)
There is neither tracking of industrial engineering staff utilization nor of industrial
1
engineering workload
Other Support Function Performance
5
All support functions implement improvement plans to increase staff utilization
5
All support functions implement improvement plans to increase service level
5
Critical support resources are incorporated in production organization
These resources are no longer grouped by functions but cross functionally,
5
according to the production area covered
5
All functional objectives are clearly linked to production operational goals
5
A large part of functional activities are dedicated to operational improvement
4
All support functions track own staff utilization
Support functions implement action plans to improve own process (using tools as
4
flow and value added mapping)
4
Improvement plan is in line with production requirements
KPIs and improvement initiatives are monitored on support functions’ display
4
panels
4 Pre-shift and handover production team meetings are cross functional, involving
indirect functions like maintenance, logistics, engineering and quality
4
Support functions are located a few meters from assembly line
An action plan is implemented in case of any deviation in relation to service level
4
targets
All support functions have a set of performance objectives whose achievement is
3
measured by KPIs
There is a daily plant management meeting (cross functional) on the floor to
3
review production issues
3
Support functions are located within the same building as production
Support function team members are clearly identified on production team display
3
panel
3
KPIs include service level agreements to internal or external customers
There are scheduled weekly cross functional meetings at plant level (plant
2
management meetings)
There are identified interlocutors for each production team within each support
2
function
Support function have some KPIs but they don’t integrate function own
2
performance
1
There are no regular meetings between production and support functions
1
Support functions have no KPIs
Statement of Work
Inspection Metrhod
Method
Visual
Touch
Listen
Gage
Missing
Wrong
Damaged
Fit
Loose
Function
Effort
Surface
Color
Noise
Route
Level
Position
Leak
Binding
QTY
STA / POS
TOOL PART NUMBER
TOOL DESCRIPTION
TOOL LIFE (PCS)
CHG TIME (MIN)
SCHED FREQ (PCS)
EST SET UP TIME (MIN)