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April 17th 2012Piloting InnovationLean ChecklistSelf-AssessmentMarino Associates, LLC110 Greenwoods LaneEast Windsor, CT 06088Tel: 860 623-2521Fax: 860 623-0819E-mail: Danam333@aol.comwww.dmarinoassociates.comCopy right Marino Associates, LLC, 20051
LEAN CHECKLISTSELF-ASSESSMENTLow(See question explanations starting on page 10)1.Management provides leadership and vi sible participation in the lean program.2.A documented business plan, includi ng lean strategies, is communicatedthroughout the organization.3.Performance measures are estab lished by Best in Class benchmarking,made visible throughout the organizati on, and progress is reviewed on aregular basis – cost, quality and deliverability.4.Management uses a formal process to identify and track lean changes toproducts, processes and operating procedures.5.Lean activities are disper sed throughout the organization.6.Lean education and training facilit ators have been7.80% of the people, in the organiza tion, have received appropriate lean education.8.Continuing lean education and tr aining programs are in place.9.Ongoing cross-training programs for key functions are in place.10.Frequent proactive communication is(Demand Management)established with all key customers.11.Process capability has been demonstrtions.ated as meeting product12.Key process variables have been iand are being routinely controlled using statistical process control techniques. (SPC)13.Control processes are in place to allow only conforming materials, suppliesand components to be used.14.Policies and procedures are in plac e to ensure that production and measuring equipment is calibrated on an appropriate basis.and trained.Page 1 TotalsCopy write Marino Associates, LLC 20052Lean Checklist.docMed High
LEAN CHECKLISTSELF-ASSESSMENTLow(See question explanations starting on page 10)15.Customer satisfaction is routinel y measured and analyzed to identify areasfor improvement.16.Long-term relations are established wit h key suppliers based on their abilityto meet manufacturing needs: costs, quality and deliverability (JIT II.)17.Future plans (manufacturing volumes and new products) are routinelyof the supplier’s ability toshared with key suppliers resulting in cmeet projected requirements.18.Suppliers conform toions (quantity, quality and due date) whenreceived and require no further testing or inspection by the user.19.Supplier and customer visits occur to maintain a good understanding ofeach other’s needs: quality, quantity and deliverability (Supply Chain Management.)20.The total inventory of supplies between suppliers and customers is beingcontinually reduced. (VMI)21.Simultaneous improvement has been achiand lead time reduction. (KAISEN)22.Product and informationis being continually improved through implementation of lean cells and redesign of layouts for(HEIJUNKA)23.Production problem data is recorded, reviewed daily at the workplace and aprocess is in place to resolve thos e problems that impact theof the operation. (CCAR)24.Problems that have been i25.Processes utilize visual26.Good housekeeping practices and prin ciples are apparent throughout theorganization. (5S)27.Equipment28.Total productive maintenance c oncepts are understood and practiced.(TPM)eved in inventory turns, unit costare quickly resolved.management concepts. (5S)is bei ng continually evaluated and improved.Page 2 TotalsCop y write Marin o Associates, LL C 20053Lean Checklist.docMedHigh
LEAN CHECKLISTSELF-ASSESSMENT(See question explanations starting on page 10)Low29.Critical constrained resources(TOC)are identified and managed effectively.30.Setup time on key equipment is bei ng continually reduced. (SMED)31.Mistake-proof and fail-safe conc epts are understood and practiced throughout the organization. (POKKA-YOKE)32.Workplaces exhibit good ergonomic design principles.33.Product rationalization is performed.34.Waste reduction programs are in place and progress is documented andvisible throughout the organization. (MUDA – 7 WASTES)35.Products are produced and delivered at36.Production is stopped when off- standard material is detected.37.Tools, resources and supplies are available when and where needed.38.Multidisciplinary teams are estab lished and are responsible for operating,maintaining and improving the material flow.39.People have the opportunity and areupgrade their capabilities.40.Operations are designed using41.The workforce flexibility is being continually increased.42.Retraining is provided for people whose current skills are no longer needed.43.Lean implementation team performance, relative to the organization’s mission, principles and overall manufactu ring strategies, is defined and visible.the customer usage rate. (Kanban)expected to continually develop andinput from all key stakeholders.Page 3 TotalsCopy write Marino Associates, LLC 20054Lean Checklist.docMedHigh
LEAN CHECKLISTSELF-ASSESSMENT(See question explanations starting on page 10)Low44.Performance measures focus on thetion.overall45.Process engineering designs incorpor ate the lean concepts of short setuptime,processes, high reliability, and ergonomic design.46.Product design criteria maximize47.A process is in place to forecast and accommodate future needs for new orrevised customer product48.Small, simple and movable machinesare used where possible.49.Paperwork is continuously reduced and, where feasible, replaced by electronic information processing.50.Input source data is not needlessly repetitive within information systems. Ifrepetition does exist, it is managed electronically.of the organiza-ease of manufacturing. (QFD)that are similar to existing machinesPage 4 TotalsWhew! You are DONE!Copyright Marino Associates, LLC, 20055MedHigh
(5S) 26. Good housekeeping practices and prin ciples are apparent throughout the organization. (5S) 27. Equipment is bei ng continually evaluated and improved. 28. Total productive maintenance c oncepts are understood and practiced. (TPM) Page 2 Totals LEAN CHECKLIST SELF-ASSESSMENT . Copy write Marino Associates, LLC 2005 Lean Checklist.doc 4 LEAN CHECKLIST SELF-ASSESSMENT
