PRE-ASSESSMENT FOR LEADERS Continuous Improvement (CI)

PRE-ASSESSMENT FOR LEADERS
Continuous Improvement (CI)

Your information below is for analysis purpose only. It’s managed with confidentiality.

In preparation to the Lunch & Learn Session of CI, I would like to have your answers to the following questionnaire, that will give me a better perspective of the organizational status on this matter and your own involvement and understanding on this fascinating principle towards excellence.

CI is clearly an element pretty much used as part of Lean Manufacturing concepts. Some of the questions will refer to some lean elements as well.

You will have until February 7th, to answer this questionnaire.

Please choose the answer that better reflects current state, in the way the site is performing.

Name:

Area *

Annual Planning is defined, fully connected, aligned and deployed at all levels in the organization. Individual performance is tied up to this plan. (Direction)

(N/A) Not applicable- No interest to implement and or enforce this item in our organization. Not Existent / At this point this element has not been implemented in our Operating System Starting / We are understanding and learning element. Advancing / Deployed but not matured Fully implemented / Achieving high level of maturity Pursuing excellence / Element is consistently under continuous improvement.

Direction is defined under Long-Term Vision for at least 5 years ahead. (Direction)

Working Environment is fully standardize. Every function, person pursue for process standardization and working on strengthening under systemic approach. (Operational Capability)

Every person in the organization is capable to guide and perform Problem Solving. This includes all levels, functions, including hourly personnel. (Operational Capability)

All Employees, including hourly personnel, are capable to describe Operating System? (Culture)

All support functions develop processes and metrics in full support of Value stream (Center of Universe…people and place where results are obtained). (Inverted Pyramid)

Organizational Structure facilitate inverted pyramid, Roles and Responsibilities are well defined including lean expectations, span of control, minimal layers, reflect full support to direction under lean strategy. (Organizational Capability)

Andon System is implemented and empowers operator to stop the line. Is this concept extended to all functions in the organization? (Operational Capability)

Is there a formal “Cross-Training/Assignment” at all roles, functions, and levels? (Organizational Capability)

Is there a formal methodology to enhance: “Two Way Communication”? (Lean Culture)

HR Policies and processes foster Mutual Trust, Respect, Credibility? (Culture)

Escalation process is in place and empowers employees to solve issues? (Operational Capability)

Performance Management fosters: Process Focus, Problem Solving, Creativity, Consensus…and most critical elements of Lean Strategy. (Organizational Capability)

Teamwork is strongly enforced in the organization. (Culture)

Improving every day is a clear expectation to all team members and leaders. No need to wait for “special events” to close systemic gaps or solve problems. (Culture)

Is there Standard Work for Leaders at all levels and functions? (Operational Capability)

Decisions are made preferable by consensus. Use of A3s are used to Foster Deep thinking, change, approvals, etc. (Management)

Tier Accountability Meetings are performed daily and include support functions. (Operational Capability)

Suggestions, Ideas, innovation, creativity, deep thinking, discipline and achieving results are consistently recognized and celebrated. (Organizational capability)

Leaders walk the talk by promoting and modeling principles and values according to Lean strategy. (Leadership)

There is a job/operation rotation in shop floor to allow team members to know more than one operation, keep good ergo conditions and practices, to mention some. (Operational Capability)

Changes in the organization, follow planned steps and Flow smoothly. (Culture)

PDCA, or similar tool, is used to strengthen kaizen and management systems. (Operational Capability)

“EYE of abnormality” environment is enhanced due to high level of standardization. (Culture)

Genba/Gemba as Go and See/Observe to offer support, remove barriers, provide coaching, pulsing and touching, is a general practice to all support employees? (Operational Capability)

“Servant Leadership and Inverted Pyramid” are implemented across all the organization (Culture)

Leading by COACHING style is prevalent and remarkably preferred in the organization to enhance CI (Culture)

Quality is every person’s responsibility, clearly identified in roles and responsibilities. (Culture)

TPM, is integrated as part of the Machine or Skilled Operator. (Operational Capability)

Challenge status quo is a typical practice that enhances continuous improvement. (Culture)

VSM / Value Stream as well as Process Map, are used as key tools for all functions (Operational Capability)