1.0 Leadership & Culture
1.1.1 Strategic Planning Process – How do your senior leaders accomplish strategic planning? What are the key process steps
and who are the participants? How do you ensure that the process addresses strengths, weaknesses, opportunities, and threats;
major shifts in technology, markets, and competition? What are your key strategic goals, measureable targets, and timetables?
How are goals and metrics deployed throughout the organization?
1.1.2 Leadership Communication Process – How do senior leaders communicate and reinforce company direction and
expectations (vision, goals, mission, and values) to all employees, customers, and key suppliers/partners? What are the key
process steps and who are the participants? How do senior leaders encourage frank, two-way communication throughout the
organization? How do senior leaders create and re-enforce a high-performance work culture that embraces standard work,
process maturity, and lean production techniques? How do senior leaders involve themselves in reward and recognition that reenforces
a high-performance work culture?
1.1.3 Organizational Performance Review Process - How do senior leaders review organizational performance to assess
organizational success, competitive performance, and progress relative to strategic goals and action plans? How do senior
leaders select, organize, and assess key performance metrics and measureable goals? How do senior leaders translate
organizational performance review findings into priorities for continuous improvement?
1.1.4 Continuous Improvement Management Process – How does your organization select improvement priorities and review
progress on improvement initiatives? How are process owners, master trainers, and strategic champions included in this
process? How are improvement projects and teams selected and given direction? How is a standard problem-solving model
deployed throughout the organization? How are recognition and sharing of key learning accomplished? How are process
improvement ideas solicited, reviewed, approved, and implemented? How is a high level of workforce participation ensured?
How are improvement suggestions recognized? How are suggestions made visible in work areas?
1.1.5 Workforce Development Process – How do senior leaders evaluate the need for workforce development and select topics
for each level and function? How does the selection of training topics integrate with strategic goals and process improvement
needs? How is the workforce-training plan prepared and monitored? How does your organization ensure continuous learning
from improvement projects, customers, and suppliers? How does your organization integrate benchmarking into the learning
process? How does your organization integrate such learning into on-going employee education, training, and development?
1.2.1 Supply Chain Integration Process – How do senior leaders select supply chain improvement projects? How does your
organization integrate its customers and suppliers into its improvement strategies? How do you qualify suppliers in quality,
delivery and ability to respond to pull signals? How do you integrate suppliers into your lean strategies such as in suppliermanaged
inventory, min-max, consumption-based ordering, pull signals? How does your organization make use of teaming
agreements to drive alliances that improvement supply chain performance?
1.3.1 New Product Startup Process – How does your organization contribute to the immediate success of customer startup
operations including first article and early production efforts? How are processes like Advanced Product Quality Planning “APQP”
and Production Preparation Process “3P” used to pro-actively ensure value for customers? How are customers needs for
reduced lead time and high levels of initial quality considered in the startup process?
2.0 Workforce Development
2.1.1 Job Skills & Cross-Training Certification Process - How is job skills training and certification accomplished? How does your
organization ensure that processes selected are linked to key priorities for improvement? How is cross-training accomplished?
How is the team of master trainers maintained and expanded? How is the training and cross-training program reviewed?
2.2.1 Work Area Continuous Improvement Process – How is continuous improvement supported in all work areas? How are
improvement projects linked to work area goals? How does the work area integrate continuous improvement into their daily
operations? How are problem-solving and corrective action methods standardized in all workgroup processes? How are work
areas and cells reviewed by senior management? How are statistical methods integrated into the standard work for appropriate
managed processes? How ar
3.0 Operational Excellence
3.1.1 Kaizen Process – How does your organization set and review priorities for Kaizen events? How are Kaizen events
conducted? How is recognition for team members provided and are senior managers and the workforce involved? How are
lessons learned shared with others who can benefit? How are process improvements documented and deployed to others using
the same or similar processes? How are internal Kaizen leaders developed and deployed? How are goals set for Kaizen
leadership and how is progress monitored?
3.1.2 6S Visual Workplace Process – How does your organization ensure effective deployment of 6S Visual Workplace
strategies for workplace organization? How are the 6S status, process flow, production status, employee training status, and
continuous improvement effort clearly displayed and visible in the office and factory floor? How does your organization ensure
that work areas are kept consistently free of dirt and clutter? How are improvements reviewed and recognized?
3.1.3 Quick Changeover/SMED Process – How does your organization continually reduce changeover and setup times? How
are changeover and setup times tracked and displayed on the factory floor? Have machine operators been formally trained in
SMED methods? How is progress reviewed and recognized? What metrics are monitored?
3.2.1 Material Management Process – How does your organization ensure the effectiveness of material management processes
in support of its lean and flow manufacturing objectives? How does your organization maintain a high level of inventory
accuracy? How do you maintain a high level of 6S in material storage areas? How are levels of obsolete, slow-moving and
expedited material maintained at a minimum? How are material handlers, material planners and supervisors formally trained in
material management methods? How does your organization integrate the requirements of a flow-based material process? How
are “pull” methods such as material Kanbans, consumption-based ordering and min-max utilized? How are Kanban
supermarkets integrated into factory floor operations?
3.2.2 Production Planning Process – How does your organization ensure the effectiveness of production planning processes in
support of its lean and flow manufacturing objectives? How often are production requirements updated and communicated to the
factory floor? How are production schedules communicated to different work centers? How are pull methods such as FIFO lanes
and supermarkets used to replace the need for detailed production schedules? How are production planners trained in
production planning methods? How does your organization integrate mixed model cell/line design into its operations throughout
the enterprise? How are production and industrial engineers, production managers and supervisors, and material management
personnel trained in the lean mixed model line design methods? How are major processes linked and balanced into a continuous
flow? How are pull methods such as In Process Kanbans, FIFO lanes and Kanban supermarkets integrated into the production
flow? How are operators cross-trained for multiple workstations?
3.2.3 Development Process – How does your organization design and develop new products or services? How are advanced
techniques such as Six Sigma, Design of Experiments, Design to Cost, Design for Manufacturability integrated into your
operations? How are customers and suppliers integrated into your development process? How is the development process
reviewed and improved?
4.0 Business Results
4.1.1 Inventory Turns – What is your organization’s monthly history in inventory turns?
4.1.2 Sales/Employee – What is your organization’s monthly history in sales per employee?
4.1.3 On-Time Delivery – What is your organization’s monthly history in on-time delivery?
4.1.4 Parts per Million – What is the organization’s monthly history in parts per million defects?
4.3.1 Process Maturity 3 and above – What is the organization’s quarterly history in processes achieving Level 3 process
maturity or above?
4.3.2 Quick Ratio – What is the organization’s monthly history for quick ratio?
Evaluation Criteria for Processes
Each process in the Roadmap will be evaluated as to its maturity and responsiveness to criteria requirements using the following
questions. The number at the beginning of each question corresponds to the maturity level. To pass Certification, all processes
must be at Process Maturity Level 3.
0 = The process does not meet any of these requirements
1 = The process addresses most requirements and has a process owner and value stream map
2 = The process is documented to the work instruction level for all major steps in the value stream map
3 = The process is standardized and a certified trainer has trained and certified each appropriate person
4 = The process is under control and is measured and analyzed using data
5 = The process shows positive trends of improvement over time and compares favorably with world class benchmarks
Evaluation Criteria for Business Results
Each Business Result in the Roadmap will be evaluated on its improvement level using the following scale. The most recent 15
months of data for each result must be reported. Twelve months will be evaluated against the average in the baseline (oldest 3
months.) To pass Certification, all Business Results must be at or above 3.
0 = No results reported
1 = No results in last 12 months better than baseline (prior quarter average)
2 = Some results (<49%) in last 12 months better than baseline
3 = Most results (> 50%) in last 12 months better than baseline
4 = All results in last 12 months better than baseline
Business results for OTD and PPM that fall within the Gold certification level band are not required to
meet the above evaluation criteria. |