Level 1 Dysfunctional System |
Level 2 Awakening System |
Level 3 Developing System |
Level 4 Maturing System |
Level 5 World-Class System |
| Economy of scale focus with long runs preferred. Time-consuming change-overs are the norm. The customers' voice is rarely heard, and then only at the top. | Quality steering committee has been formed; quality systems are assessed; quality initiatives are planned. A customer focus is a goal. | Tested practices are deployed to all major areas of the factory. Customer involvement is sought. | Seeks out and learns about best practices. Adapts improved practices for all areas. Customers, suppliers, and employees are integrated into the systems. | Retaining satisfied customers is key. Plant uses single-piece flow with cellular techniques. Improved throughput achieved through reduction of bottlenecks. |
| Rigid plant layout; nonintegrated systems, erratic workflow prelavent. Buffer stock everywhere. All jobs are rush. Firefighting is the norm. | Applicable lean management practices have been identified. Training is being conducted. | Flexible production layouts and cells are introduced. Cleanliness and neatness of individual work areas is stressed. | Production system allows short runs, greater product mix, speedy introduction of new products, and shorter cycle times. | Plant layout is agile and clean. Workers are self-inspecting in their work. Lean manufacturing tools and techniques are liberally applied. |
| Machinery runs at maximum speed without regard for its life or performance quality. Workplace is unorganized and unclean. | A small project is under way to implement and test improved quality management practices. | Pull-type production system under test in one area. Employee qualification system is in place. | Operating infromation is provided immediately with computerized displays. Errors are prevented with mistake proofing devices. | Preventative maintenance ensures availability and optimizes quality, efficiency, and life cycle cost. |
| No teamwork. Fiefdoms fiercely quarded from encroachment by other functions. No linkage between any overall strategy and production scheduling. | Bottlenecks and non-value-added functions in process flow are being examined. An equipment maintenance program is under development. | Cross-functional teams promote adherence to standards and ensure continuous improvement. | Teams, some self-managed, aid adherence to high standards, the focus on customers, and continual improvement. | Management is personally and visibly involved in continual improvement. Quality of information and decision making at all levels is exemplary. |
| Management by command. Poor workforce commitment and involvement. | A cross-functional team is being initiated to work on cycle-time reduction. | Systems are implemented to provide data for performance measurement and improvement. | An effective strategic planning process is instituted. | All employees are highly motivated, involved, and empowered. |
| Communication is one-way (downward) with few or no feedback loops. | Weekly production review meetings are held, chaired by the VP of manufacturing. | Overall strategy is linked to production planning and process improvement. | Supplier relations are based on collaborative communication and partnerships. | |
| Adversarial supplier relationships focus on price. | A supplier qualification system approach is under study. | A supplier certification program is in place. | Plant benchmarked by others in industry. | Plant benchmarked by others outside industry. |
| Customers frequently get poor quality and delivery. | Overall performance remains below industry norm. | Overall performance is about equal to industry norms. | Performance is above industry norm. | Performance is world-class. |