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  Lean Maturity Assessment Part 1

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Version Lean Maturity Assessment Tool...

By Felix Niederhauser 

Part 1 Introduction and Leadership A
Part 1-B Leadership B
Part 2 Factory Organization
Part 3 Empowerment and Team Work
Part 4 Inventory and Supply
Part 5 Manufacturing Processes
Part 6 Continuous Process Improvement Learn: 

Where Are You In The Process To Lean Manufacturing?

How Far Or Close Is Your Operation From World Class? 

Introduction and Leadership A

This is a quite common and very legitimate question that we have in mind when we really have the goal to succeed in this indispensable transformation. I have heard it from beginners and also from experienced managers who sincerely want to measure their accomplishments in the Implementation of the Lean Manufacturing Strategies and Culture. Especially in these competitive times it is healthy to be able to tell where we are and in what direction we should be moving to achieve a realistic and noticeable progress.

Felix Niederhauser presents here a very valuable and thorough assessment tool to help us face our challenges, strengths and weaknesses, so we can take the pertinent actions.

Our highly qualified European associate literally “digs” into the core of the required skills and improvement processes that we all need to not overlook.

At the first reading of this Lean Manufacturing assessment tool, it may feel somewhat overwhelming, but if you try to assimilate it step by step, it will become friendly and enlightening.

One bite at a time

Taking one evaluation or section at a time (starting by essential step #1) and devoting to it about one week of your team’s attention will generate some valuable discussions and awareness of the current status of your operation. Have the participants write down the main concerns discovered in each step and the actions that would convey the solutions you need. Then go to step #2 and so on. After one month you will probably might have experienced numerous signs of progress and that will keep you focused and motivated to continue.

Are we there yet?




Section / Term


1. Leadership

Visionary change must be led from the top down. To transform toward lean manufacturing, leadership develops and deploys a vision of a lean production system. That vision supports the physical and organizational structure of production, including support, and recognizes empowered teams, minimization of inventory, suppliers as business partners, continuous process improvement, and manufacturing processes. Leadership places significant emphasis on developing trust and the right culture in the factory through honest, direct and frequent communications. Production leadership has the authority to control the essential elements of its production system through a product based organization. Some aspects of that authority--residing traditionally in HR, procurement, quality and engineering functions--must be at the disposal of production leaders. Finally, the work force is crucial to success and must be recognized and treated as a business partner. This is essential if the worker is to commit him or herself to improving the productivity of his or her job.

1.3.1  Gain-sharing

The work force shares the financial fate of the enterprise. The company shares production performance with employees uniformly. Gain sharing is timely and dependent on individual product centre performance. Employees understand the gain sharing system, find it tangible, fair and motivational

1.3.2  Job Stability

The threat of layoffs creates an impediment to workforce trust and commitment . An employment policy that diminishes this obstacle will foster improved productivity.  A Job Stability Policy  is not  guaranteed, but rather a commitment by the employer to provide alternatives such as training or job placement.


If you find all this free information useful, just imagine how much your operation will improve when we can work together one on one!

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