measuring maturity of a lean organization j rosen 3-31-09

8/12/2019 Measuring Maturity of a Lean Organization J Rosen 3-31-09

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How to measure the maturity of a lean organization?

1. What is the best practice for measuring how lean an

organization is becoming during its' lean transformation?Response Contributor

1. Go to Maskell.com or google Brian Maskell. Look for their free

publications. You will have to input your contact info to get it but

the agile survey is very good. I used it annually with about 50% of

our stakeholders with very good results. In our third year our score

actually went down which worried me. When I started asking

around as to why the answer was fantastic! They said we now

know so much more about lean and the potential, that were not as

good as we thought we were. Cant ask for more than that. Gregg Miner

We have found the LESAT developed by MIT to be very useful in

assessing and reporting Lean Maturity. Ed Sosnoski

Lean Enterprise Self-Assessment Tool

Use the Shingo Prize Criteria.. Im on a Shingo site visit now at Ft. Rucker, Ala. Bill Baker

Thats what Shingo is all about; see Shingo.org

I would be happy to visit them and do an assessment for a fee

Brian Maskell has a CD in hisPractical Lean Accountingbook that

has both a lean process and a lean accounting maturity instrument. I

have seen a very large global company use it successfully every

quarter to keep track of all their plants transformation. After a couple

of years, they changed the questions on it somewhat to make it more

appropriate for their company. I am attaching an excerpt from the

transformation model from which the tool draws. I use it to illustrate

maturity paths. The tool itself uses a gap metric (where you are vs.where you think you can go) on various lean aspects. I think it is

pretty good. I am not aware of anything special for pharma industry. Frances Kennedy


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1. 2. There are several measuring tools. You can use the criteria for

the various awards in the subject such as the Shingo Prize or the

Baldridge Award. A simple tool that can be self-administered was

developed by Richard Schonberger as part of his World Class

Manufacturing the Next Decade book (1996). Attached is a PDF file

with the template. Drew Locher

I am a lean consultant working for the DVIRC (Delaware Valley

Industrial Resource Center). The DVIRC is a member of the IRC

Network (Industrial Resource Center) of Pennsylvania and the MEP

network (Manufacturing Extension Partnership) nationally. Rush Johnson

1. Have the organization document specific goals and objectives

and reasons for wanting to go lean, then measure if those

objectives are being met. If so, what percentage of your goals are

you obtaining? We measure the lean progress by utilizing a

Profile and Target sheet.

It is also a good idea to measure the following Universal

Lean Measurements

- Inventory Turns

- Lead time from customer receipt to customer

delivery

- Percentage of on time delivery

- Customer satisfaction

I use SAE J4000 to assess my clients status and progress. I suggest doing it

annually, by an unbiased outside body. Mike Micklewright


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Company E-mail

SCORE Business Systems [email protected]

United Solar [email protected]

Speed to Excellence [email protected]

Clemson University [email protected]
mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]


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Change Management Associates [email protected]

Delaware Valley Industrial

Resource Center [email protected]

QualityQuest, Inc. [email protected]


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Phone Notes

919-376-3197

Southeast Regional Board

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248-370-5438

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505-466-4423

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AME National Board Member

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(609) 876-7936

AME Mid-Atlantic Region Board

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(215) 464-8550

(847) 401-0442

AME Midwest Region Board

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How to measure the maturity of a lean organization?2. What is the best tool, or maturity model that

provides a way to conduct a measuring process of

individual manufacturing sites or functions within

a large organization?

Response Contributor . a ue ream app ng as een ca e e assessmen

and planning tool of lean practitioners. When used properly, it

clearly shows the areas for improvement, as well as

before/after metrics. The visual nature of the tool is very

effective in displaying the impact of changes realized or

planned. Reference The Complete Lean Enterprise: Value

Stream Mapping for Administrative and Office Processes

(2004) Dont let the title fool you, it can be used on an

enterprise level basis, and the case study within is just that. Drew Locher

N/A We work with mostly mid to small manufactures. Rush Johnson


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Company E-mail Phone

Change Management Associates [email protected] (609) 876-7936

Delaware Valley IndustrialResource Center [email protected] (215) 464-8550


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Notes

AME Mid-Atlantic Region Board

Member


Committee


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How to measure the maturity of a lean organization?3. What is the best tool to show the results

and areas for improvement after having

measured the current lean transformation

progress at a site or function within a large

organization? Response Contributor Company1. Value Stream Mapping is a great tool to

identify opportunities for improvement and

develop a plan for implementing that

improvement. Rush Johnson

Delaware Valley

Industrial Resource

Center


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E-mail Phone Notes

[email protected] (215) 464-8550


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How to measure the maturity of a lean organization4. Is there a better tool or maturity

model specifically for the biotech,

pharma, or process industry?Response Contributor

4. The tools mentioned are non-industry

specific. There is really no reason to look for

industry specific ones. Drew Locher

1. I believe you can use the lean tools for

any industry. We are measuring the

process. Processes can be measured for

any industry. Rush Johnson


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?

Company E-mail Phone Notes


AME Mid-Atlantic

Region Board

Member

AME Annual

Conference

Committee


Resource [email protected] (215) 464-8550


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5. What is the best way for a corporate lean

transformation office to measure and report

back improvement opportunities of the

transformation progress of individual mfg.sites and support functions?

Response Contributor

4. Again, the Value Stream Mapping tool coupled with

other communication techniques such as A3 reporting

is extremely powerful. Drew Locher

1. My suggestion would be for the lean

transformation office to establish standard work

on how and what they want to measure, thenestablish standard work on how each individual

site should report this information back to the lean

transformation office. Rush Johnson


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Resource Center [email protected] (215) 464-8550


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Notes

AME Mid-Atlantic Region

Board Member


Committee


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How to measure the maturity of a lean organizatio6. What is the best organizational

model and reporting structure for a

corporate lean transformation office

that supports several mfg. sites and

functions?Response Contributor

4. 7. The corporate lean office should

be working to develop the internal

resources at each site, so that the local

site can reduce its dependency on

corporate. This must be done effectively

and efficiently for lean to be successfully

implemented and sustained at the various

sites. Drew Locher

1. N/A We work with mostly mid to small

manufactures. Rush Johnson


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AME Mid-

Atlantic

Region

Board

Member

AME

Annual

Conferenc

e

Committee




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7. What is the best functional organizationor team for a corporate lean transformation

office to report into?Response Contributor

4. 7. The corporate lean office should be

working to develop the internal resources at

each site, so that the local site can reduce its

dependency on corporate. This must be done

effectively and efficiently for lean to be

successfully implemented and sustained at the

various sites. Drew Locher

In our case, working with small to mid size

companies, a cross functional steering team is

developed which normally includes the Operations

Manager, Procurement Manager, Purchasing

Manager, Quality Manager, and Sales. We follow a

standardized format for reporting lean results.

Perhaps the most important part of all is having

the lean team doing the work involved in thereporting of results to the steering team. This

helps in the buy in process and develops the

lean culture. Rush Johnson


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AME Mid-Atlantic

Region Board Member

AME Annual

Conference

Committee




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Best Practices Contributor

Typically, folks from various functional areas are pulled to create

the corporate lean office. There are corporate resources that have

strength in office areas, while others have strength in production.

However, this is unimportant for any deep lean thinker. More

importantly is that the member of the corporate lean office

understand and embody the principles of lean (i.e. practice what we

preach). Enthusiasm alone is insufficient. Drew Locher

The corporate lean office should report to the President, CEO, or at

least the COO. Reporting relationship is important in the messagethat it sends to the organization, as well as peoples understanding

that lean is an enterprise-wide business model, and not simply a

manufacturing program.

Once local resources have been sufficiently developed, the role of

the corporate lean office changes. It should then work to

communicate best practices across sites, provide ongoing

educational support to new and existing employees, monitor that

the system is being adequately sustained, and mentor the local

resources as they expand their understanding and application of

lean.

- Use of Target & Profile sheets to identify measure and track

specific lean results. Rush Johnso

- Value Stream Mapping to identify opportunities and develop a

plan to realize those opportunities.


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AME Mid-

Atlantic

Region

BoardMember

AME

Annual

Conferenc

e

Committe

e




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Lessons Learned Contributor yp ca y, o s rom var ous unc ona areas are pu e

to create the corporate lean office. There are corporate

resources that have strength in office areas, while

others have strength in production. However, this isunimportant for any deep lean thinker. More

importantly is that the member of the corporate lean

office understand and embody the principles of lean

(i.e. practice what we preach). Enthusiasm alone is

insufficient. Drew Locher

The corporate lean office should report to the President,

CEO, or at least the COO. Reporting relationship is

important in the message that it sends to the

organization, as well as peoples understanding that

lean is an enterprise-wide business model, and not

simply a manufacturing program.

nce oca resources ave een su c en y eve ope ,

the role of the corporate lean office changes. It should

then work to communicate best practices across sites,

provide ongoing educational support to new and

existing employees, monitor that the system is being

adequately sustained, and mentor the local resources

as they expand their understanding and application of

lean.


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Change Management Associates [email protected] (609) 876-


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Notes

AME Mid-Atlantic Region Board Member

AME Annual Conference Committee

measuring maturity of a lean organization j rosen 3-31-09

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