A study on lean practices of organization name of

Question

Assignment -

Instructions for the Assignment

1. Collect as many questionnaires as possible from managers of departments relevant for the implementations of lean practices.

2. Record the collected data either on a excel sheet or on a SPSS sheet.

3. Analyze the data.

4. Present the data so analyzed.

5. Write a discussion on the findings.

6. Write a section on conclusions that arise through the discussions.

A Study on Lean Practices of Organization (name of organization)

Section I -

1. Organization

2. How many years have you been working for this organization?

a. Less than 1 year

b. 2 years <= 5 years

c. 6 year <= 10 years

d. 11year < =20 years

e. >= 21 years

3. What does Lean Practices mean to you?

4. What types of Lean practices are being followed at presently in your company?

Waste minimization
Continuous improvement
Defects minimization
JIT and pull
Cross-functional teams
Employee involvement
Information availability

5. To what extent you have implemented Lean?

a) 0-20%

b) 21-40%

c) 41-60%

d) 61-80%

e) 81-100%

6. What type of Lean tools and techniques are being used at presently in you company?

Cellular manufacturing
Just -in-time
Value stream  mapping
Total productive maintenance
Set up reduction
Total Quality Management
5S

7. How effective was the implementation of each tool?

	Extremely ineffective	Ineffective	Neutral	Effective	Extremely Effective
Cellular manufacturing
Just -in-time
Value stream  mapping
Total productive maintenance
Set up reduction
Total Quality Management
5S

8. Does your company use any other Lean Tool? If so please indicate.

9. What is your overall perception regarding following Lean?

a) Lean practices are effective

b) Lean practices reduced the complexity of my work

c) Lean practices made my work more coordinated

d) Lean practices improved worker engagement

e) Other (Please specify)

10. To which extent you satisfied with the training you had regarding Lean practices? (Select one)

Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied

11. What did you expect to gain from implementing Lean?

12. What are the benefits you gain from implementing Lean?

13. Please indicate the level of top management support.

a) Very unsupportive

b) Unsupportive

c) Neutral

d) Supportive

e) Very Supportive

From item 14 to 24, please indicate your view for each question in the scale strongly agrees to strongly disagree by ticking the relevant answer.

Section II -

14. Waste

	Strongly Agree	Agree	Neutral	Disagree	Strongly Disagree
Supervisors provide the amount and quality of supervision needed
Production planning give warehouse personnel suf?cient advance notice of items and stock activity
There aren't any excessive accumulation of materials awaiting repair, rework, or return to vendors
Materials appear to be standing around piled up unnecessarily on the receiving platform
Once a machine has been installed, there is a follow-up to see if it performs according to speci?cations
Work procedures screen  out redundant or unnecessary work
Lot sizes are maintained at the minimum possible level
Machine set-up times are maintained at the minimum possible level
Machine down time is maintained at the minimum possible level
Value of work in progress is maintained at the minimum possible level

15. Continuous Improvement

	Strongly Agree	Agree	Neutral	Disagree	Strongly Disagree
organization has mechanisms for evaluating manufacturing processes
My organization follows best practices of continuous improvement available in the industry
My organization has continuous improvement system which is integrated to strategic goals and objectives
organization has a culture open to continuous improvements

16. Defects Minimization

	Strongly Agree	Agree	Neutral	Disagree	Strongly Disagree
Problems leading to defects are identified promptly to prevent occurrences of defects in the production line
Sources of defects are identified promptly through constant monitoring of production process
Defective parts (machine error) are identified promptly to take corrective action
Employees  are concerned about   manufacture of  fault free items

17. JIT and pull

	Strongly Agree	Agree	Neutral	Disagree	Strongly Disagree
Amount of materials scheduled through backward requests is maintained at the maximum possible level
Usage of backward requests in the material flow is maintained at the maximum possible level
Amount of time spent in processing each order is maintained at the minimum possible level
Employees are provided with right parts, in the right quantity at the right point in time

18. Cross Functional Teams

	Strongly Agree	Agree	Neutral	Disagree	Strongly Disagree
Performances of teams are being assessed using multiple criteria (such as quality and lead times etc.)
Employees are given training on different functional areas (such as maintenance and quality control etc.)
Employees are given training on different  and multiple  tasks
Sufficient amount of training is given to newly hired employees to orient them to cross-functional team work

19. Employee Involvement

	Strongly Agree	Agree	Neutral	Disagree	Strongly Disagree
Employees accept responsibility for their work in the shop-floor
Employees rotate team leadership among members in the team
Employees accept responsibility to perform tasks that span across different functional areas(such as maintenance and quality control)
Each employee rotates across different tasks in the shop floor

20. Information Availability

	Strongly Agree	Agree	Neutral	Disagree	Strongly Disagree
Employees are provided with information of strategic nature (such as short-and long-term goals of the firm) constantly
Employees are provided with information about performance of different functional areas of the shop floor
Employees are provided with relevant information of the shop-floor on time

21. Culture

	Strongly Agree	Agree	Neutral	Disagree	Strongly Disagree
All leaders routinely spend time at the actual work locations where the actual work is performed
Leaders continuously seek the input of others, listen to their input and adapt their actions based on what they learn.
Leaders in all areas demonstrate a willingness to learn and publicly acknowledge important insights they have gained.
All managers constantly work with others to better align systems with ideal behaviors as defined by the guiding principles.
Managers across the enterprise ensure associates have the information they needed to be successful in their work and push decisions down to the appropriate levels.
Managers create a safe and productive work environment, keeping the safety of all associates as the highest of all priorities.
All employees, every day, demonstrate commitment to policies, principles and standards developed for the areas in which they work.
Employees seek out and learn from others in the organization including leaders, managers and peers.
All employees take full responsibility for their own personal development in relation to their contribution to the enterprise.
Employees demonstrate willingness to learn new skills, take initiative and share their learning and success with others.

22. Continuous Process Improvement

	Strongly Agree	Agree	Neutral	Disagree	Strongly Disagree
Every leader devotes a significant amount of his/her time (up to 80 percent) ensuring the principles of continuous improvement are deeply embedded into every facet of the organizational culture.
Every leader consistently evaluates their own behavior related to each of the principles.
Leaders ensure continuous improvement is part of their daily standard work and are accountable to others for their improvement.
All managers participate with employees as required on improvement initiatives.
Managers demonstrate knowledge of appropriate tools and use them regularly to solve problems related to their areas of responsibility.
All managers appropriately recognize employees for demonstrating ideal behavior and for achieving business goals.
Every employee in every part of the organization is engaged every day in using the appropriate tools of continuous improvement to eliminate waste and maximize value creation.
Employees everywhere seek to understand the principles (the why) behind the tools (the how); they learn and use that knowledge to continuously improve the application of the tools.
All employees demonstrate the courage and integrity to tell the truth, stop production and be accountable for defects they observe or create themselves.
Employees share their expertise in developing best practice standard work and demonstrate the discipline to follow it until a better way has been developed.

23. Enterprise Alignment

	Strongly Agree	Agree	Neutral	Disagree	Strongly Disagree
All leaders share a common, clear and compelling vision of the future and talk about it in a consistent way everywhere they go.
Leaders create and consistently execute a system of "catch ball" to present ideas on strategy down and across the organization, receive feedback and build organizational consensus.
Leaders establish a simple system of metrics and accountability that aligns and prioritizes the work, decision making and improvement efforts of the organization.
Leaders focus on results and behavior, setting targets and accountability for both.
Managers ensure a continuous flow of information (both horizontally and vertically) to employees, making sure they fully understand the context for their work and the goals they set.
Managers develop systems to ensure all associates employees understand strategy, tactics and metrics and know how their work contributes.
All managers ensure people have enough information and a broad enough perspective to know the implications of their recommendations and actions.
Employees ask questions that expand thinking to the broader context beyond their own jobs.
Employees seek job experiences that broaden their perspective.
All employees know the performance and behavioral metrics for their area, use them to create personal and team improvement and connect their work with company goals

24. Results

	Strongly Agree	Agree	Neutral	Disagree	Strongly Disagree
Leaders make sure the company scorecard is balanced between results and behavior.
Leaders ensure the voice of the customer is clearly heard throughout the entire organization.
Leaders systematically discuss all business results with employees, encouraging questions and discussion.
All managers implement systems that place value creation and waste elimination at the heart of management and improvement efforts.
Managers routinely discuss with employees the relationship between actual results and the systems and principles that are creating them.
Managers make sure that established metrics are aligned upward and side-to-side and are understood and committed to by the people who affect them, so people can see instantly where they are relative to the targets and they know how to move the dial.
All employees systematically review results and ask questions to understand cause-and-effect.
Employees use results metrics to prioritize and take personal initiative to make improvements that impact the areas where improvement is needed most.
Employees demonstrate a strong commitment to provide the greatest value for customers with the least amount of no value-added resource.
All employees seek to understand issues from the customers' point of view and strive to maximize the uninterrupted flow of value to them.

A Study on Lean Practices of Organization. Thanks for participation in the study.

Attachment:- Assignment Files.rar