Assessment Objectives

Supporting Information Click Input Hours Description Output Comments

1 Schedule a conference call 0.5 Prepare the site for the upcoming audit
2 Discuss the (4) dimensions / how the scoring works Tell them to inform the plant - simply answer the questions asked
3 Prepare them for the assessment What to do: tell the truth. The audit is in place for the site to improve.
4
5 Schedule a conference call 0.5 Prepare the audit team for the upcoming audit
6 Pre-read the Shingo 'Assessment Criteria' document
7 Pre-read the Shingo training slide deck
8
9 24.0 Conduct an audit that assesses the (4) dimensions of Shingo Assessment score (1,000 total) This assessment may go hand-in-hand with the VSM standard work
10 Dimension(x)-Location(y) tab Review / audit / change questions to fit the application Modified list of questions (3) questions on a mundane topic will have 3X weight over (1) important question
11 Dimension(x)-Location(y) tab Ensure the questions & scorecard are working properly Learn how the question dashboard works
12 Scoring tab Review %'s on scorecard - adjust OtC weighting %'s per OtC location Make minor adjustments based on where cost, lead time, errors, and complexity in OtC
13 Break team into teams of 2 or 3 - Assign locations with OtC to audit Team assignments by OtC location Important: (4) OtC locations * (4) dimensions = 16 audit scores required
14 Dimension(x)-Location(y) tab Explain to team dimensions 1 - 3 and then 4 definitions Print questions on posters Freq, duration, intensity, scope (1-3), stability, trend, alignment, improvement (4)
15 Perform the audit and save 'Dimension(x)-Location(y) Excel findings Dimension 1 - Location Operations (example) Please retain "dimension(x)-Location(y)" results for each OtC area
16
17 Enter ++ / -- scores of each dimension:OtC location in scorecard
18 Capture all opportunities discovered
19 Produce findings / recommended next steps Can be a list of projects for the project pipeline
20

1
2
3
4
5
6
13 12 11 10 9 8 7
20 19 18 17 16 15 14
 VSM
T S TRAINING DAY (Optional) T S Day 1 T S
7:30 7:30 7:30
8:00 8:00 8:00
Team introductions / Ice Breaker SLT Kickoff Presentation
8:30 8:30 8:30
9:00 9:00 9:00
9:30 Review dimension 1 & questions 9:30 9:30
10:00 10:00 10:00
10:30 10:30 Site tour / Genba walk 10:30
11:00 Review dimension 2 & questions 11:00 11:00
11:30 11:30 11:30
12:00 12:00 12:00
12:30 12:30 12:30
13:00 13:00 13:00
Team review of assignments
13:30 Review dimension 3 & questions 13:30 13:30
14:00 14:00 14:00
14:30 14:30 14:30
15:00 15:00 Audit session 15:00
15:30 Review dimension 4 & questions 15:30 15:30
16:00 16:00 16:00
16:30 16:30 16:30
Make team assignments Load + / - scores
17:00 17:00 17:00

Course Timing: Hours Daily deliverables from team:

Simulation
Book Report
.pptx Module
Teachback / Exercise

Status
On schedule
Late
Missed
M
Day 2 T S Day 3
7:30
8:00
Audit session 8:30 Audit session
9:00
9:30
10:00
Audit session 10:30 Prepare Initial Report Out
11:00
11:30
12:00
12:30
13:00
Audit session 13:30 Audit session
14:00
14:30
15:00
Team discuss findings/observations. Start building SLT Debrief & Report Out (Initial Only)
15:30
recommendations
16:00
16:30
Load + / - scores Travel Out
17:00

Daily deliverables from team: Daily deliverables from team:

24 1. CULTURE ENABLERS Frequency Duration Intensity Scope Notetaking
Optional. Enter 1 - 5 (1 = low, 5 = high). Definitions a
Individual or job-specific development plans; On-the-job coaching in lean practices, Some Genba walks being conducted. Some departments have metrics that are reviewed
separating orientation training from regular employee training;
a. Genba walks
b. Passive observation of supervisors coaching
c. Structured feedback loops

Structured education programs related to continuous improvement concepts;

a. Training records
b. Training matrices
c. Leaders standard work

Formal methods (e.g. formal meetings, inhouse training programs, etc.) for
capturing and transferring lessons learned
a. AAR’s
b. Project trackers
c. Evaluate (for Kaizen)
d. Standing management meetings
e. BDP’s

The use of standardized work procedures and an organized training program

(positional to specific jobs) to ensure that all employees know and follow
these procedures;
a. Training records
b. Master schedule
c. SWISS
          i.     Available
          ii.     Being followed
          iii.     Being updated

Specific training philosophy similar to Training Within Industry, which assures

everyone knows precisely how to do the job;
a. Written instructions or policies
          i.     E.g. – timed certifications, required hours performing a job, etc.
b. Validation

Cooperative endeavors with schools and training organizations to ensure a

qualified workforce; and
a. Training agreements
b. Interns
c. Local schools

Cooperative community endeavors that demonstrate the company and its

employees are socially responsible.
a. Sponsors (e.g. – adopt a highway, chamber of commerce, allowed hours to be
off the job to volunteer, etc.)
System for encouraging voluntary employee suggestions and improvement
activities;
a.    Employee suggestion program
b.    Evidence it’s used, routine it’s reviewed
c.    CAR – corrective action request

Formal system that clearly outlines the boundaries within which employees can act
on their own, encouraging and acknowledging employees for taking
initiative within those boundaries;
a.     Responsibility matrix
b.     Tables of authority (purchasing policy)
c.    Repercussion standard for i) when an associate works within their responsibility
incorrectly, and/or ii) an associate works outside their responsibility incorrectly

Company procedures that facilitate all employees sharing problems and

exchanging ideas with customer and/or supplier employees:
a.     Formal employee sharing program
b.     AAR / lessons learned when they return from customers / suppliers

Recruitment and succession planning system that proactively ensures a competitive

workforce;
a.     Written recruitment policy

Cross-training program and regular job rotation to maintain skills and enrich the job;

Carefully designed and clearly communicated hiring and promotion standards for
leaders and associates;
a.     Is it well designed to accomplish it’s objective

Alignment of job descriptions and compensation to the philosophy of excellence

and continuous improvement;
a.     Promotion standards
b.     Do job instructions include continuous improvement capabilities
c.     Are additional certifications tied to compensation increases

Union partnership initiatives, including collaborative work arrangements; (n/a)

Communication and measurement of quality, cost, and delivery standards

throughout the organization;
a.     Visual KPI’s actively tracked
b.     Do employees understand it
c.     Is there active involvement with the metrics

An understanding by employees of the strategic goals and objectives and their

ability to affect those goals;
a.     Do they have metrics
b.     Are they clearly communicated
c.     Do they understand the metrics & how they impact them

Use of teams for continuous improvement, problem solving, etc.;

a.     JDIs
b.     Work outs
c.     SCORE
d.     Projects
e.     GO teams
f.      Safety committee
g.     Saturation matrix

Exemplary involvement and personal commitment of all the organization’s leaders

in a systematic approach to include and eliminating waste (muda, mura, & muri),
or anything that inhibits the flow of value; (GM’s direct reports is our focus)
a.     Management involvement on Kaizen teams
b.     Quality steering committees
c.     Substantial amount of LSW content focused on waste elimination and
improvement of flow
d.    Book reading reviews, Lean libraries

An organizational philosophy that encourages and recognizes innovations,

entrepreneurship, and improvements wherever they originate in the
organization; and
a.     Rewards program (e.g. wooden nickel)
b.     Dedicated time in all-hands meeting to recognize individuals
c.     Internal trophies, programs

Recognition and reward systems for the organization (e.g., gain sharing), teams
and/ or individuals contributing to continuous improvement.

Proactive systems to maintain an ergonomic, clean, and safe work environment;

a.      Safety committee
b.     House keeping program
c.      5s sustainability
d.     ‘Pat’ test dummy with near miss (e.g. – stop lights)
e.      Encouragement of near miss reporting
f.      Genba walk closed loop plan to act on findings
g.     Ergonomic standards, equations, programs

Defining the scope of environmental, health, and safety (EH&S) efforts to

encompass product design from womb to tomb, including alternative materials
and supplies, packaging materials, safety features, transportation, intended life
span, and recycling or reuse: (n/a)

Initiatives regarding environmental issues (e.g., conservation of resources, reducing

industrial waste, appropriate handling of hazardous waste,
sustainability and management of carbon footprint, etc.); and education,
awareness, and practices aimed at employee health and wellness.
 a.      Green initiatives
b.     Water conservation
c.      Recycling programs

37 2. CONTINUOUS PROCESS IMPROVEMENT

System for assessing the voice of the customer;

a.    Customer complaints
b.   QFD (quality function deployment)
c.    Customer visits

Customer-facing processes such as order taking, delivery commitment, flexibility for

change orders, responsiveness to problems, invoice, and collections;
a.    8D (automotive industry tool)

Using quality function deployment, concurrent engineering, etc. for product

development; (n/a)

Process benchmarking of global best practices and product benchmarking of

competitors’ products; (n/a)

New market development and current market exploitation; (n/a)

Systems that make the customer/supplier linkage visible throughout all stages of
the process, and encourage/require regular communication;
a.      VSM’s – updated, used, value streams identified
b.      Customer / supplier visits
c.      Customer complaint status board / process to respond to complaints
d.      And ‘where’ are these located

Design for manufacturability, testing, maintenance, assembly — i.e., making it

simpler and easier to deliver best quality and quickest, most reliable response
to the customer at the lowest cost; (n/a)

Variety reduction (e.g., component standardization and modularity);

a.    Procedure / process for SKU rationalization
b.   Raw material process for rationalization
c.    Any written process to reduce variety

Innovations in customer analysis, prototype development, test-market design,

and/or knowledge management (databases on "lessons learned" design
standards, etc.); (n/a)

Innovations in market service and logistics; (n/a)

Involve suppliers and customers in product/ service design; (n/a)

Flow and Pull;

a.    Kanban
b.   SWIP

Value stream mapping;

Value Analysis;

Time-based or just-in-time manufacturing;

Total productive, preventive, or predictive maintenance TPM;

Quick changeover or setup reductions (SMED);

Zero Defects through Poka-yoke;

Reducing information deficits, human error, and scheduling complexity through

visual devices and systems or "through visual solutions")

Cellular layout;

Kaizen and breakthrough improvement;

Distributing work intelligently and efficiently or level-loading;

Theory of constraints – managing bottlenecks;

Benchmarking Processes;

A3 Thinking;

5S, visual workplace, visual displays, and visual management;

Right-sized equipment and facilities;

 Six sigma, statistical process control, design of experiments (DOE);

Tools of quality (i.e., pareto charts, storyboarding, cause-and-effect diagrams, 5-

whys, or similar problem-solving techniques);

Production Process Preparation (3P);

The integration of the company and its suppliers in establishing value-creating

methods and practices across company boundaries;
a.    Customers / suppliers involved in Kaizen events
b.   Customers / suppliers involved in problem solving events

Recognition that suppliers are part of the value stream and therefore can affect
quality, cost, flexibility, and risk;
a.    Have suppliers / customers been on site
b.   Have suppliers / customers been in an event

Distribution and transport alliances to ensure product quality and productivity;

a.    Incoming / outgoing shipping procedures (truck inspections, LTL policies, etc.)
b.   Transportation / shipping selection criteria

Respect for suppliers;

a.    Code of ethics
b.   Inbound truck route (driving) directions
c.    Location for truckers to stay (lounge)

Commitment to supplier development;

a.    Activity / engagement to help suppliers address RCFA
b.   Vendor managed inventory
c.    Supplier development program

Alignment and integration of administration functions to support the value stream;

(n/a)

Emphasis on direct observation (go and see) and data-based decisions and
actions;
a.    Genba walks
b.   Daily management boards (and location at cell level)
c.    Pareto charts
d.   A3’s
e.    Where is data being used to make decisions

17 3. ENTERPRISE ALIGNMENT
A system for creating reporting requirements based on lean principles and policy
deployment;
a.      OEE reports
b.      X matrix
c.      Reporting requirement standards

Common management and reporting systems across the enterprise, with some
allowances for local variations;
a.      MRP
b.      ERP
c.      Shared production calculations & consistent use

A financial reporting system embraces lean accounting practices;

a.      VSM costing

Continuous flow and eliminating waste in the entire enterprise;

a.      Do employees, not only recognize, but value:
                                          i.     SCORE (recognition & use)
                                        ii.     WORMPIIT (recognition & use)

Simple and visual information systems;

Scientific thinking as a philosophy;

a.      Do employees, not only recognize, but value:
                                          i.     PDCA

A planning system for establishing and deploying vision, mission, values,

strategies, and goals (e.g., policy deployment, management by objective, etc.);
a.      Policy deployment X matrix
b.      AIPs
c.      A3s

A system for aligning objectives and projects with multi-lateral discussion;

a.      RCFA prioritization matrix
b.      How do you take AIP’s to A3’s
c.      How do you deploy A3’s in our organization
d.      Is there a formal review of VSMs?

Assessment system to check reality;

a.      Shingo audit
b.      Culture surveys
c.      Exit surveys for employees
d.      Quality assessment
e.      RCFA assessment
f.       Bowling charts from X matrix
 A system to align tools, systems, and principles to values, mission, and vision;
a.      Is there a value statement
b.      Is there support of the value statement

A daily management system;

a.      Daily management at tier 1, 2, and 3
b.      Genba walks
c.      LSW
d.      Andon boards

The development and widespread communication of well-aligned vision, mission,

and values statements consistent with lean principles that make sense relative
to stakeholder requirements;
a.      Formal communication plan
b.      Values, mission , vision

Use of voice of the customer in forming organizational strategy and a system to

ensure all business processes are aligned in the pursuit of that strategy
(e.g., policy deployment);
a.      How does senior team use NCR (quality, service, delivery) in their annual
planning

The use of a business assessment system that evaluates all aspects of

performance, not just financials; (e.g. balanced scorecard)
a.      Method & frequency of review of bowling charts, etc.
b.      What actions stem from these discussions

Systems to develop and sustain ethical behavior in organizational governance,

management, and fiscal accountability;
a.      Assess vision statement / mission statement for ethos (ethical component),
logos (logical component), and pathos
(emotional component) components

The use of knowledge management systems and active information and idea
sharing at all levels of the company and across the greater enterprise; and
a.      BDPs
b.      HyperOffice (shared intranet)
c.      Financial call

Proactive relationships with key stakeholders such as stockholders, employees,

governments, communities,
and educational institutions.
a.      Ask Jenny

46 4. BUSINESS RESULTS

11 4.A Quality

Measures that could be provided are:

Internal quality – quality within the plant,
 Quality to the customer – quality received by customers,

Designs that meet customer needs,

Conformance to clearly communicated expectations, (n/a)

Ultimate customer satisfaction,

Finished product first-pass yield and/or rework,

Unplanned scrap rate,

Overall cost of quality,

Process variation measures,

Warranty cost, and

Other appropriate measures.

9 4.B Cost / Productivity

Measures that could be provided are:

Labor Productivity – organizational physical or financial output as compared to
labor quantity;

Asset Productivity – organizational output compared to value of physical assets

employed;

Inventory Turns – organizational raw, working, and finished inventories compared

to relevant total cost or revenue;

Cost structure – reduction in key cost categories;

Materials;

Key value stream margins;

Energy productivity – physical or financial output compared to energy cost or

quantity;

Resource utilization (floor space, vehicles, etc.);

Maintenance profiles (% preventive for example); and other appropriate measures.

11 4.C DELIVERY

Total Lead Time – the time from customer order to customer receipt (assuming no
finished goods inventory);
 On-Time Delivery;

Time from or to supplier to receipt of materials;

Customer awards, audits, and surveys;

Processing cycle time (into manufacturing to out-of manufacturing);

Premium Freight as percent of production costs; Mis-shipments;

Warranty response and service;

Reorder rate;

Field Performance data;

Backorder data;

System availability; and other appropriate measures.

9 4.D Customer Satisfaction

Measures that could be provided are:

Market share,

Customer Satisfaction – external and internal,

Lead time,

Flexibility,

Ease of doing business,

Linked and synchronized processes,

Customer survey results,

Customer awards,

Customer audits, and other appropriate measures.

6 4.E Safety / Environment / Morale

This section will look at behavior as it relates to measures:

Employee survey,

Participation in activities,
Number of ideas per employee,

Grievances,

Exit interview data, and

Referrals for work.

1 Customer service / scheduling / engineering / tech services In these areas distribute questions
2 Operations 50% Managers
3 Logistics / warehousing 30% Supervisors
20% Associates
For sections 1, 2 & 3
1 2 3 4 5
Infrequent Event-based Frequent Consistent Constant
Frequency
Rare Irregular Common Predominant Uniform
Initiated Experimental Repeatable Established Culturally Ingrained
Duration
Undeveloped Formative Predictable Stable Mature
Apathetic Apparent Moderate Persistent Tenacious
Intensity
Indifferent Individual Commitment Local Commitment Wide Commitment Full Commitment
Isolated Silos Predominantly Operations Multiple Business Processes Enterprise-wide
Scope
Point Solution Internal Value Stream Functional Value Stream Integrated Value Stream Extended Value Stream

For section 4 (Results)

1 3 5
Little to no evidence Begun to stabilize Stable
Little to no predicability Initiating predictability Predicatable
Stability Beginning to implement Building maturity Long-term
Comfortable w/ measures Mature
0 - 1 years 2 - 3 years 4 + years
Level is low Moderate improvement High attainment
Trend is poor Benchmarking industry focused Considered world class
Little evidence of goals Trends mostly positive Benchmarks used constantly
Trend / Level
Little evidence benchmarking Benchmarks function of process
Positive trend
Trend well above expectations
Isolated / inconsistent use of Some areas aligned All measures align to corporate
(cont.d) measures Performance measures aligned (cont'd.) goals to lowest level
Alignment Little alignment Silos are beginning to fall Enterprise-wide extended
Strong silos Moving towards enterprise-wide (cont'd.) value stream
(cont'd.) alignment No silos
Isolated, no feedback Regular feedback some areas Routine feedback
Sporadic feedback All areas don't address feedback Evidence of feedback all areas
Improvement
Little evidence of goal setting (cont'd.) systematically Almost all areas have
Process in pace to set goals (cont.d) challenging goals
 Customer service / scheduling / engineering / tech services Operations Logistics / warehousing

1. CULTURE ENABLERS
Count Count Count
-- -- --
- - -
0 0 0
+ + +
++ ++ ++

2. CONTINUOUS PROCESS IMPROVEMENT

Count Count Count
-- -- --
- - -
0 0 0
+ + +
++ ++ ++

3. ENTERPRISE ALIGNMENT
Count Count Count
-- -- --
- - -
0 0 0
+ + +
++ ++ ++

4. BUSINESS RESULTS
Count Count Count
-- -- --
- - -
0 0 0
+ + +
++ ++ ++
 Current dashboard represents the following area:
Logistics / warehousing

1. CULTURE ENABLERS 2. CONTINUOUS PROCESS IMPROVEMENT

-- 7 -- 9 --
- 2 - 7 -
0 3 0 4 0
+ 5 + 9 +
++ 7 ++ 8 ++
Total 24 Total 37 Total
Average 3.1 Average 3.0 Average
Avg. Rating 0 Avg. Rating 0 Avg. Rating

Location OtC Weight

Customer service / scheduling / engineering / tech services 0.30 Auditor Initial(s)
Operations 0.50 Auditor Initial(s)
Logistics / warehousing 0.20 Auditor Initial(s)
1.00 Weighted Avg. Rating
Weighted Avg. Rating
Average
Score

Dimension Scores
400
350
350
300
250
250
200 200 200 200
200
150
100 70
50 40

0
1. CULTURE ENABLERS 2. CONTINUOUS 3. ENTERPRISE 4. BUSINESS RESULTS
PROCESS ALIGNMENT
IMPROVEMENT

Actual Ideal
3. ENTERPRISE ALIGNMENT 4. BUSINESS RESULTS
Summary 4.A Quality 4.B Cost / Productiv
4 -- 7 -- 1 --
6 - 10 - 3 -
3 0 8 0 2 0
2 + 11 + 3 +
2 ++ 10 ++ 2 ++
17 Total 46 11
2.5 Average 3.2
- Avg. Rating 0

250 350 200

1. CULTURE ENABLERS 2. CONTINUOUS PROCESS IMPROVEMENT 3. ENTERPRISE ALIGNMENT
+ 4.0 -- 1.0 ++
+ 4.0 -- 1.0 ++
+ 4.0 -- 1.0 ++
4.0 1.0 5.0
+ -- ++
4.0 1.0 5.0
200 70 200
 4.B Cost / Productivity 4.C DELIVERY 4.D Customer Satisfaction 4.E Safety / Environment / Morale
2 -- 1 -- 2 -- 1
2 - 1 - 3 - 1
2 0 2 0 2 0 0
2 + 4 + 0 + 2
1 ++ 3 ++ 2 ++ 2
9 11 9 6

200 Used for lookups

NTERPRISE ALIGNMENT 4. BUSINESS RESULTS
5.0 -- 1.0 Zero 0.0
5.0 -- 1.0 -- 1.0
5.0 -- 1.0 - 2.0
1.0 0 3.0
-- + 4.0
1.0 ++ 5.0
40 510
nvironment / Morale

Key
Zero
--
-
0
+
++
 BRAINSTORMED SOLUTIONS/PROJECT IDEAS

# Importance Weighting:
1
2
3
4
5
6
8
9
10
11
12
13
14
15
16
17

Valuation Parameters

Net Income:
1 = Net Income impact of less than $25K
3 = Net Income impact of between $25K to $100K
9 = Net Income impact of greater than $100K

Cash Flow:
1 = $25K improvement in Cash Flow
3 = $25K to $50K improvement in Cash Flow
9 = Greater than $50K improvement in Cash Flow

Revenue Growth:
1 = Less than a 1% improvement in Revenue Growth
3 = 1% to 3% improvement in Revenue Growth
9 = Greater than a 3% improvement in Revenue Growth
People Resource Requirements:
1 = 240 or fewer people hours. For example, 1 week Kaizen Event with 6 people (not
including preparation & follow-up work)
3 = 240 to 520 people hours
9 = More than 520 people hours

Capital Expenditure Requirements:

1 = Less than $25K
3 = Between $25K and $100K
9 = Greater than $100K

Idea/Project Risk
1 = Low
3 = Medium
9 = High
 RECOMMENDED
PRIORITY
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
Benefit - Effort
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
Benefit / Effort
100%
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
TOTAL EFFORT
Project Risk (Low,
10%
EFFORT

Medium, High)
Capital Expenditure
70%

Requirements
Personnel
20%

Requirements
100%
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
TOTAL BENEFIT 10%
BENEFIT

Revenue Growth

60%
Cash Flow

30%
Net Income
 Project Name
Project Area Project Name Plant
Certify_Kaizen Facilitators
Certify 5 to 7 RCFA Analysts
Certify 5 to 7 ToyotaKata Coaches
Certify 8 to 12 SMED Experts
Certify_5s/Visual Experts
Certified Print Crews
Certified Cutter Crews
Certified Gluer Crews
3P Ideal Layout
Consolidate one or more locations
Drop Down Lists

Project Area Plant

Customer Service Baldwinsville

Scheduling Greensboro
Planning Hamilton
Purchasing Kansas City
Sheeting Montreal
Printing Hastings
Cutting Philadelphia Mill
Glueing Alexandria
Laminating
Windowing
Mill: Pulp Prep
Mill: Wet End
Mill: Forming
Mill: Drying
Mill: Coating
Mill: Wind-Up
Mill: Slitting / Rewind
Warehouse
Shipping
Facilities
Invoicing
Finance
Other
Problem Statement Alignment Estimated Annual Savings
$21,000
$21,000
$6,000
$17,500
$4,000
Alignment

1. Design and build an information systems infrastructure that supports ou

2. Create a process to increase sustainability by driving energy reduction
3. Create a platform to drive innovation from identification through implem
4. Implement a strategically aligned and dynamic packaging sales pipeline m
5. Create and implement company wide, “World Class” operating processe
6. Create a value focused packaging sales organization
7. Engage the entire organization to create a single high performance cultu
 1 - Enter and prioritize a new project

Financial Assumptions
 tems infrastructure that supports our operating processes
nability by driving energy reduction
on from identification through implementation
nd dynamic packaging sales pipeline management process
de, “World Class” operating processes
ales organization
reate a single high performance culture
ect
Benefit
Net Income Cash Flow P-A-Y:OEE
Net Income Cash Flow P-A-Y:OEE

0 - None 0 - None 0 - None

1 - Impact of less than $25K 1 - Impact of less than $25K 1 - Less than 3% improvement
3 - Impact of between $25K and $50K 3 - Impact of between $25K and $50K 3 - 3% to 5% improvement
9 - Impact of greater than $50K 9 - Impact of greater than $50K 9 - Greater than 5% improvement
 Effort
Personnel Requirements Capital Expenditures Risk
Personnel Requirements Capital Expenditures Risk

0 - None 0 - None 1 - Low (easy to train, easy to gain acceptance)

1 - 240 or fewer people hours 1 - Less than $5K 3 - Medium
3 - 240 to 520 people hours 3 - Between $5K and $25K 9 - High (difficult to train, hard to gain acceptance)
9 - More than 520 people hours 9 - Greater than $25K
 4 - Enter Project Savings

Primary Metric Project Type Primary Tool Owner Champion

Primary Metric Project Type Primary Tool

Cycle Time 1. Just-Do-It 3P

Down time 2. Work Out 5 Why's
Change over 3. SCORE 5s
Raw Materials: Scrap / Waste 4. RCFA Affinity Diagram
Defective Parts 5. DMAIC Autonomous Maintenance
Labor 6. Project Brainstorming
Supplies / Expenses Cellular design
Inventory (WIP, FG) Cross training matrix
Transactional Daily management
Lead time Data Collection Plan
Complaints / Returns Fishbone diagram
Safety Improvement FMEA
Gantt Chart
Histogram/Bar Chart
Kanban
Leader standard work
Mind Mapping
Mistake proofing
OEE calculation
Pareto analysis
Pivot tables
Prioritization Matrix
RACI Chart
Scatter Diagram
Separation of person / machine
SIPOCr
SMED
Spaghetti diagram
Standard work
Swim lane map
TAKT - line of balance
TPM
VSM
Why-Because
WORMPIIT form
……
DOE
Fault Tree Analysis
Heijunka
Policy deployment
QFD
Stakeholder analysis
Strategic SVSM
TRIZ
OTHER
4 - Enter Project Savings

Estimated Annual Savings Replication Opportunity Exists Tools & Standard Work used
$21,000
$21,000
$6,000
$17,500
$4,000
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
 (12) Month Plan
Estimated Estimated Estimated Actual Actual Actual
Brainstormed Ideas/Project Descriptions which Support the High-
Impact on Impact on Impact on Impact on Impact on Impact on
Level Business Goals
Goal #1 Goal #2 Goal #3 Goal #1 Goal #2 Goal #3
1 Project 1 $0 $0 $0
2 Project 2 $0 $0 $0
3 Project 3 $0 $0 $0
4 Project 4 $0 $0 $0
5 Project 5 $0 $0 $0
6 Project 6 $0 $0 $0
7 Project 7 $0 $0 $0
8 Project 8 $0 $0 $0
9 Project 9 $0 $0 $0
10 Project 10 $0 $0 $0
11 Project 11 $0 $0 $0
12 Project 12 $0 $0 $0

Estimated Current Year Impact = $0 $0 $0

Target = $0 $0 $0

Implementation Project Timing

September

November

December
February
January

October
August
March

June
April

July
May
Project 1 A project started on 1 January and
Project 2 completed in 3 months may only have 9
Project 3 months worth of impact
Project 4 A project started on 1 April and
Project 5 completed in 3 months may only have 6
Project 6 months worth of impact
Project 7 A project started on 1 July
Project 8 and completed in 3 months
may only have 3 months
Project 9 worth of impact
Project 10 A project started on 1
Project 11 October and completed in 3
months may not have any
Project 12 impact this year

(12) Month Plan Page 40

(12) Month Plan

(12) Month Plan Page 41