Welcome to your JobshopLean Assessment Tool Today is September 7th 2024 Name:Job Title:Company:Address:Phone:Website:Email:Toyota is a low-mix high-volume manufacturer of a limited variety of similar assemblies. Compared to Toyota, would you say that you are a high-mix low-volume manufacturer of a large variety of dissimilar components? Yes NoSeveral performance measures, such as Order Flow Time, Inventory Dollar Days (Work-In-Process Inventory) and $ Shipped per Day (Throughput), focus on the speed with which an order is shipped to and paid for by a customer (Cash Flow Velocity). Now, Lean recommends to focus on the elimination of the Seven Wastes (Overproduction, Waiting, Transportation, Over-processing, Inventory, Operator Motion and Scrap/Rework). Can the impact of Waste Elimination be measured using Cash Flow Velocity? Yes NoDoes your product mix consist of 100’s, maybe 1000’s, of different components whose routings are dissimilar? Yes NoIf you answered “Yes”, have you analyzed the product mix to find the groups of components with identical or similar manufacturing routings (aka “component families”)? Yes NoCreation of flexible work instructions for an entire part family Yes NoSelection of flexible automation Yes NoGeneration of quotes Yes NoEstimation of standard costs and times Yes NoReduction of setup times when the same machine has to be changed over many times Yes NoDesign of tooling families to plan tool magazine layouts for CNC machines Yes NoStandardization of part designs (Variety Reduction) Yes NoRationalization of product mix Yes NoCross-training of employees Yes NoAutomation of office processes Yes NoWhat is the current method for production control, operations scheduling and shop floor control? Enterprise Resource Planning (ERP) without Finite Capacity Scheduling (FCS) Enterprise Resource Planning (ERP) with Finite Capacity Scheduling (FCS) Drum-Buffer-Rope aka CONWIP (CONstantWIP) Level Loading (Heijunka) OtherOur product mix consists of several business segments ex. Runners, Repeaters, One-Off’s, etc. Yes NoWe see our product mix change every year Yes NoOur product mix has a large number of products with dissimilar routings Yes NoAverage Order Flow Time (= Ship Date – Start Date) is high Yes NoThe value of inventory (Finished Goods, WIP and Raw) as a % of $ales is high Yes NoLead Times quoted to customers are based on current Order Flow Times Yes NoPerformance metrics are not based on Throughput, Operating Cost and Inventory Yes NoVendor lead times are high, their deliveries are unpredictable and quality rejects are common Yes NoLimited work has been done to standardize products, and processes for our entire product mix Yes NoLimited work has been done to standardize products, and processes for our entire product mix Yes NoThe material flow in the facility is chaotic Yes NoWe could not manually map all the routings of our entire product mix Yes NoThe layout of the facility “just happened over time” as the business grew Yes NoThere is significant material handling activity involving fork lifts, bridge cranes, etc Yes NoThere is significant walking around by employees having to search for tools, chat with friends, move product from their machines to other machines, search for material handling equipment to move orders that they have completed, etc. Yes NoWe have a functional layout with equipment of the same or similar processing capabilities being co-located in one area Yes NoWe have not explored how to implement manufacturing cells to produce families of parts Yes NoProduct is moved on pallets and/or large storage containers for any inter-operation transfer Yes NoThere is no visual LOS (Line Of Sight) for order progressing between key work centers Yes NoWe have no knowledge of how much floor space in our current facility is wasted Yes NoOur layout is not flexible to handle changes in product mix and/or production volumes Yes NoWe plan to re-layout the entire factory or portions of it Yes NoWe plan to add a new building to expand the existing facility Yes NoWe plan to move and re-locate into another facility Yes NoWe plan to build a new facility and re-locate into that facility Yes NoWe plan to add new equipment or replace existing equipment Yes NoOur $ales department pushes orders into production regardless of WIP levels Yes NoOur ERP system lacks good data especially BOM’s, Routers, Standard Times, etc. Yes NoOrders are released into production without good knowledge of available capacity, especially at system bottleneck/s Yes NoWe rely on our ERP system to produce a daily schedule based on infinite capacity Yes NoWe have an end-of-month frenzy to meet shipping revenue goals Yes NoWe have to “search and find” to track down an order when a customer calls Yes NoOur on-floor tracking and inventory control of tooling and shop consumables is poor Yes NoMany work centers have significant number of orders in queue waiting to be processed Yes NoToo many setup changes occur due to repeated schedule changes Yes NoWe have no formal program to reduce setup times on bottleneck equipment Yes NoWe do not have a preventive maintenance schedule for our key equipment Yes NoOrders are released without complete paperwork Yes NoOrders are released without complete paperwork Yes NoThe use of 5S in the office and in the factory is limited primarily to housekeeping Yes NoEach work center maintains a white board that tracks key metrics (SQDIP) Yes NoEmployee performance in any work center is measured using Efficiency and Productivity Yes NoMachine operators rely on the Inspection department to check the quality of their work Yes NoThe Owner, VP-Operations, Plant Manager, etc. visit the floor often Yes NoEmployees can do problem-solving using 5 Why’s, Ishikawa Diagrams, etc. Yes NoManagers, supervisors and employees have daily morning huddles Yes NoEmployees take extended breaks, start the shift late, end the shift early, etc. Yes NoEmployees wait for their supervisors to tell them which orders to work on Yes NoEmployees submit their ideas for improvement to management Yes NoValue Network Mapping Yes NoProduct Mix Segmentation Yes NoDesign for Flow Yes NoPart Family Formation using Routings Yes NoPart Family Formation using Group Technology Yes NoMulti-product Manufacturing Cells Yes NoHybrid Cellular Layout (aka Mixed Mode Facility Layout) Yes NoShop Floor Control using Water Striders Yes NoProduct Mix Rationalization Yes NoERP with Finite Capacity Scheduling Yes NoMES (Manufacturing Execution System) for Asset Monitoring Yes NoSetup Reduction using Tooling Families Yes NoFlexible Work Instructions using Part-Process Families Yes NoVariety Reduction across Multiple Product Bills Of Materials Yes No
Welcome to your JobshopLean Assessment Tool
Today is September 7th 2024
