LeanBenchmark

There are 8 sections which will take approximately 15 to 20 minutes to complete. Once started you must complete all questions. The top tips offer advice and guidance in order to achieve the most accurate self assessment of your Lean Performance.

Read carefully the statements given, then select and mark the current performance of your organisation:

Top Tips

  1. Not relevant or not found anywhere in this company
  2. Found in some areas
  3. Commonly found, but not in the majority
  4. Very typical, some exceptions
  5. Found everywhere, no exceptions
  • Organisation Details

    Please provide the following details about the organisation being benchmarked:

  • Lean Leadership

    The organisation's vision, mission and goals are written down; the objectives are measurable and are understood at all levels
    Staff can accurately describe the organisation's objectives and how their job contributes to the achievements of those objectives
    There is a Lean strategy and the organisation's goals are linked to the implementation of Lean principles
    Senior Managers are regularly seen on the shop floor discussing current issues and improvement programmes with production teams
    A non-blaming culture, fact-based, process driven atmosphere exists throughout the organisation
    The roles, responsibilities and accountabilities of team leaders, supervisors and managers are clearly set out and published
    Promotions, pay and rewards are decided in a fair and structured way. All staff understand how their Team Leader or Manager rates their performance
  • Customer Focus

    The proportion of business with each customer (or demand rate for each pathway) is known at all levels in the organisation
    Daily quality and delivery performance to the end customers is known at all levels in the organisation
    Clients regularly visit the operational work areas within our organisation and can speak directly with any member of staff
    The key actions being taken to improve quality performance are documented and understood at all levels in the organisation
    There is an expectation and focus at all levels to achieve 100% delivery performance and meet customer demands
    Supplier performance is measured in terms of quality and delivery and is acceptable
    Suppliers are made aware of the end customer's specifications and delivery requirements. Where appropriate, contracts reflect a joint commitment to meet targets
  • Empowerment

    The Standard Operating Procedures and Visual Works Instructions have been developed by the team leaders with input from other staff as necessary
    A Skills Matrix is in place, this is used to encourage flexible working. Staff are trained, and can if needed work in different a role related to their main job function.
    Team authority and accountability is clearly defined, boundaries are set but team decisions are not superseded by senior management
    Training is offered to all employees including coaching in the use of Lean techniques. Training records are kept up to date and training effectiveness is reviewed
    Everyone in the organisation is encouraged to be actively involved in continuous improvement teams to identify and eliminate waste
    There are regular formal gatherings (Continuous Improvement meetings) where improvements are proposed, discussed and progressed
    There is a budget for Lean. Authority for expenditure on process improvements is delegated to teams
  • Communication

    External and internal business performance data is readily available to all employees and updated regularly
    Team performance data is collected and displayed close to each process by those responsible for the activity
    Information Display Boards are visible throughout. Information includes; Training, Safety, SOP's, Quality, Cost and Delivery measures
    All staff understand the displayed information in their area and are comfortable explaining it to visitors
    There are periodic (two way) communication sessions carried out by senior management cascaded through the organisation
    Senior Managers receive regular feedback from individuals and teams regarding lean activities and improvements implemented
    A 360 degree feedback process is used by senior managers as part of their personal development and to improve inter-personal relationships
  • Core Processes

    The Value Stream is fully mapped, products and services are segregated into family streams
    The Value Stream is regularly reviewed to identify improvements. Action plans are in place to reduce lead times and improve performance
    Standard Operating Procedures exist for all core production / business process
    Workplace organisation is clearly evident. Essential items are close to hand. All equipment, work stations and material holding areas are organised, clearly marked and free from debris. (5s approach)
    Defective items are immediately detected. Remedial action is taken and the root cause is established using problem solving techniques. Poor quality never move to a downstream process.
    5S workplace organisation is sustained through regular audits. The 5S condition is evident across the organisation.
    It is easy for a stranger to identify work content, material flow and current performance for any work area
  • Machines & Equipment

    Work area layouts have been implemented to support a team-working environment and enable continuous (ideally one-piece) flow
    Travel distances have been analysed and reduced by moving equipment and workstations closer together. Workstations are adapted to improve Safety and Ergonomics
    Error-proofing devices and methods have been developed to eliminate reoccurring quality defects within each process
    Key processes are equipped with audible or visual signals. These are either machine or manually activated and assistance arrives promptly when a problem is encountered
    There is a process for monitoring changeover / set up times with a view to identifying improvement opportunities using set up time reduction methodology
    When new equipment is purchased or existing equipment replaced, operator training is carried out and SOP's are updated
    Preventative maintenance activity is clearly defined and communicated for both maintenance and production employees. Compliance to this is tracked and recorded over time
  • Support processes

    Management and /or partners and key stakeholders present staff with clear unambiguous product /service specifications
    Up stream teams deliver clear unambiguous requirements in order for the right quality to be delivered
    Management commit the organisation to achievable quality and performance targets based on a full understanding of available resources and capabilities
    Support services (IT, Engineering, Facilities Management, Estates) provide the necessary information to allow work to be started and completed to the scheduled plan
    HR provides a performance management framework and offer support with both individual and team development & training. Roles and responsibilities are defined for all staff
    New (or amendments to existing) products or services are introduced on time and to budget, specifications are clear and fixed
    Lean Accounting practices are in place. Finance provides unambiguous, useful information. All products/services are fully costed and where appropriate have a bill of materials
  • Lean Supply Chain

    The procurement strategy has been established considering business risk and relative spend
    A structured supplier selection process exists which supports the organisations drive towards reducing its carbon foot print
    Supplier performance is measured objectively in terms of quality, delivery, price and service
    Materials and stock items are managed effectively, shortages are rare and the stock reduction program results in an increase in stock turns each year
    All stock items have been ABC classified and are appropriately managed using Kanban, Water spiders , consignment stock, Vendor managed Inventory, JIT principles
    We regularly benchmark our internal capabilities and where appropriate reassess our make versus buy policy for non-core activities
    Outsourcing decisions are taken considering the Total Cost of Acquisition

Lean Leadership

Score: Not Complete

Customer Focus

Score: Not Complete

Empowerment

Score: Not Complete

Communication

Score: Not Complete

Core Processes

Score: Not Complete

Machines & Equipment

Score: Not Complete

Support processes

Score: Not Complete

Lean Supply Chain

Score: Not Complete

Total

Total Score: Not Complete

 

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