Welcome to your JobshopLean Assessment Tool Today is January 13, 2025 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 No None Several 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 No None Does your product mix consist of 100’s, maybe 1000’s, of different components whose routings are dissimilar? Yes No None If 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 No None Creation of flexible work instructions for an entire part family Yes No None Selection of flexible automation Yes No None Generation of quotes Yes No None Estimation of standard costs and times Yes No None Reduction of setup times when the same machine has to be changed over many times Yes No None Design of tooling families to plan tool magazine layouts for CNC machines Yes No None Standardization of part designs (Variety Reduction) Yes No None Rationalization of product mix Yes No None Cross-training of employees Yes No None Automation of office processes Yes No None What 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) Other None Our product mix consists of several business segments ex. Runners, Repeaters, One-Off’s, etc. Yes No None We see our product mix change every year Yes No None Our product mix has a large number of products with dissimilar routings Yes No None Average Order Flow Time (= Ship Date – Start Date) is high Yes No None The value of inventory (Finished Goods, WIP and Raw) as a % of $ales is high Yes No None Lead Times quoted to customers are based on current Order Flow Times Yes No None Performance metrics are not based on Throughput, Operating Cost and Inventory Yes No None Vendor lead times are high, their deliveries are unpredictable and quality rejects are common Yes No None Limited work has been done to standardize products, and processes for our entire product mix Yes No None Limited work has been done to standardize products, and processes for our entire product mix Yes No None The material flow in the facility is chaotic Yes No None We could not manually map all the routings of our entire product mix Yes No None The layout of the facility “just happened over time” as the business grew Yes No None There is significant material handling activity involving fork lifts, bridge cranes, etc Yes No None There 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 No None We have a functional layout with equipment of the same or similar processing capabilities being co-located in one area Yes No None We have not explored how to implement manufacturing cells to produce families of parts Yes No None Product is moved on pallets and/or large storage containers for any inter-operation transfer Yes No None There is no visual LOS (Line Of Sight) for order progressing between key work centers Yes No None We have no knowledge of how much floor space in our current facility is wasted Yes No None Our layout is not flexible to handle changes in product mix and/or production volumes Yes No None We plan to re-layout the entire factory or portions of it Yes No None We plan to add a new building to expand the existing facility Yes No None We plan to move and re-locate into another facility Yes No None We plan to build a new facility and re-locate into that facility Yes No None We plan to add new equipment or replace existing equipment Yes No None Our $ales department pushes orders into production regardless of WIP levels Yes No None Our ERP system lacks good data especially BOM’s, Routers, Standard Times, etc. Yes No None Orders are released into production without good knowledge of available capacity, especially at system bottleneck/s Yes No None We rely on our ERP system to produce a daily schedule based on infinite capacity Yes No None We have an end-of-month frenzy to meet shipping revenue goals Yes No None We have to “search and find” to track down an order when a customer calls Yes No None Our on-floor tracking and inventory control of tooling and shop consumables is poor Yes No None Many work centers have significant number of orders in queue waiting to be processed Yes No None Too many setup changes occur due to repeated schedule changes Yes No None We have no formal program to reduce setup times on bottleneck equipment Yes No None We do not have a preventive maintenance schedule for our key equipment Yes No None Orders are released without complete paperwork Yes No None Orders are released without complete paperwork Yes No None The use of 5S in the office and in the factory is limited primarily to housekeeping Yes No None Each work center maintains a white board that tracks key metrics (SQDIP) Yes No None Employee performance in any work center is measured using Efficiency and Productivity Yes No None Machine operators rely on the Inspection department to check the quality of their work Yes No None The Owner, VP-Operations, Plant Manager, etc. visit the floor often Yes No None Employees can do problem-solving using 5 Why’s, Ishikawa Diagrams, etc. Yes No None Managers, supervisors and employees have daily morning huddles Yes No None Employees take extended breaks, start the shift late, end the shift early, etc. Yes No None Employees wait for their supervisors to tell them which orders to work on Yes No None Employees submit their ideas for improvement to management Yes No None Value Network Mapping Yes No None Product Mix Segmentation Yes No None Design for Flow Yes No None Part Family Formation using Routings Yes No None Part Family Formation using Group Technology Yes No None Multi-product Manufacturing Cells Yes No None Hybrid Cellular Layout (aka Mixed Mode Facility Layout) Yes No None Shop Floor Control using Water Striders Yes No None Product Mix Rationalization Yes No None ERP with Finite Capacity Scheduling Yes No None MES (Manufacturing Execution System) for Asset Monitoring Yes No None Setup Reduction using Tooling Families Yes No None Flexible Work Instructions using Part-Process Families Yes No None Variety Reduction across Multiple Product Bills Of Materials Yes No None Time's up
Welcome to your JobshopLean Assessment Tool
Today is January 13, 2025
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?
Several 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?
Does your product mix consist of 100’s, maybe 1000’s, of different components whose routings are dissimilar?
If you answered “Yes”, have you analyzed the product mix to find the groups of components with identical or similar manufacturing routings (aka “component families”)?
Creation of flexible work instructions for an entire part family
Selection of flexible automation
Generation of quotes
Estimation of standard costs and times
Reduction of setup times when the same machine has to be changed over many times
Design of tooling families to plan tool magazine layouts for CNC machines
Standardization of part designs (Variety Reduction)
Rationalization of product mix
Cross-training of employees
Automation of office processes
What is the current method for production control, operations scheduling and shop floor control?
Our product mix consists of several business segments ex. Runners, Repeaters, One-Off’s, etc.
We see our product mix change every year
Our product mix has a large number of products with dissimilar routings
Average Order Flow Time (= Ship Date – Start Date) is high
The value of inventory (Finished Goods, WIP and Raw) as a % of $ales is high
Lead Times quoted to customers are based on current Order Flow Times
Performance metrics are not based on Throughput, Operating Cost and Inventory
Vendor lead times are high, their deliveries are unpredictable and quality rejects are common
Limited work has been done to standardize products, and processes for our entire product mix
The material flow in the facility is chaotic
We could not manually map all the routings of our entire product mix
The layout of the facility “just happened over time” as the business grew
There is significant material handling activity involving fork lifts, bridge cranes, etc
There 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.
We have a functional layout with equipment of the same or similar processing capabilities being co-located in one area
We have not explored how to implement manufacturing cells to produce families of parts
Product is moved on pallets and/or large storage containers for any inter-operation transfer
There is no visual LOS (Line Of Sight) for order progressing between key work centers
We have no knowledge of how much floor space in our current facility is wasted
Our layout is not flexible to handle changes in product mix and/or production volumes
We plan to re-layout the entire factory or portions of it
We plan to add a new building to expand the existing facility
We plan to move and re-locate into another facility
We plan to build a new facility and re-locate into that facility
We plan to add new equipment or replace existing equipment
Our $ales department pushes orders into production regardless of WIP levels
Our ERP system lacks good data especially BOM’s, Routers, Standard Times, etc.
Orders are released into production without good knowledge of available capacity, especially at system bottleneck/s
We rely on our ERP system to produce a daily schedule based on infinite capacity
We have an end-of-month frenzy to meet shipping revenue goals
We have to “search and find” to track down an order when a customer calls
Our on-floor tracking and inventory control of tooling and shop consumables is poor
Many work centers have significant number of orders in queue waiting to be processed
Too many setup changes occur due to repeated schedule changes
We have no formal program to reduce setup times on bottleneck equipment
We do not have a preventive maintenance schedule for our key equipment
Orders are released without complete paperwork
The use of 5S in the office and in the factory is limited primarily to housekeeping
Each work center maintains a white board that tracks key metrics (SQDIP)
Employee performance in any work center is measured using Efficiency and Productivity
Machine operators rely on the Inspection department to check the quality of their work
The Owner, VP-Operations, Plant Manager, etc. visit the floor often
Employees can do problem-solving using 5 Why’s, Ishikawa Diagrams, etc.
Managers, supervisors and employees have daily morning huddles
Employees take extended breaks, start the shift late, end the shift early, etc.
Employees wait for their supervisors to tell them which orders to work on
Employees submit their ideas for improvement to management
Value Network Mapping
Product Mix Segmentation
Design for Flow
Part Family Formation using Routings
Part Family Formation using Group Technology
Multi-product Manufacturing Cells
Hybrid Cellular Layout (aka Mixed Mode Facility Layout)
Shop Floor Control using Water Striders
Product Mix Rationalization
ERP with Finite Capacity Scheduling
MES (Manufacturing Execution System) for Asset Monitoring
Setup Reduction using Tooling Families
Flexible Work Instructions using Part-Process Families
Variety Reduction across Multiple Product Bills Of Materials
Time's up
