|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.