Title Page

  • Site conducted

  • Conducted on

  • Prepared by

  • Location
  • Functional Area


  • Are safety walks performed?

  • Does the Supervisor and/or Team Leads participate in the safety walk on a routine basis?

  • How often is the routine?

  • Preventative measures are taken on a routine basis

  • How often is routine

  • Management is engaged in improving the overall safety of the facility

  • Employees recognize "Risks" and report unsafe conditions

  • There is a defined Ergonomic improvement process

  • Safety Indicators/Flags are included in Standardized Work Instructions


  • All tools have a location and are labeled

  • Tool locations are determined by frequency of use

  • Area is free of debris and oils

  • Daily 5S activities completed with checklist and leadership audits

  • Inside of cabinets / toolboxes have dedicated tool locations and labeling

  • Cross-functional audits routinely performed

  • Floors are clearly marked

  • Color coding is being maintained

  • Inventory min and max are clearly defined and adheard to

Visual Management

  • Production boards in place with SQDCP (Safety, Quality, Delivery, Cost, and People) that apply

  • Action items with owner and due dates are posted and reviewed daily

  • Andon signaling is present and monitored by supervisors and team lead

  • Ahead or behind schedule is clearly displayed next to production lines

  • Training and cross-training matrix displayed and utilized

  • Leaders review Key Performance Indicators (KPS's) on a routine basis

  • Continuous Improvement activities are track and monitored for effectiveness

Standard Work

  • Standardized Work Instructions (SWI) are posted in the area

  • TAKT Time is properly calculated and time of each step is part of documentation

  • SWI's align with Quality and Safety

  • Employees have been trained on SWI and are following the process

  • More than 1 employee trained on every job

  • Leadership perform SWI audits and review with the employees

  • Process for improving SWI exist and is followed

  • Work load distribution (Yamizumi charts) are posted and used for line balancing

  • Optimal line rate setup and correlating standard work (Playbook) is up to date and used by the supervisors


  • Key product quality features called out in standard work

  • FTQ tracked throughout the day and timely feedback system is in place

  • Defects are quarantined and dispositioned within one week

  • Employees understand key quality features pictured in standard work

  • Scrap used for long-term action for resolve

  • FTQ used for long-term action for resolve

  • Are key quality featured been error-proofed

  • Quality policy and objectives are posted and understood by all associates

  • Is there a Automated system that stops the process when an error is detected (Jidoka)

Process Flow

  • All aspects of the process has been considered for flow of material

  • Value stream maps are completed and displayed

  • All access points are unobstructed

  • Workstations are adjustable for employee height

Employee Engagement

  • Employees are active in defining the standard work

  • Employee suggestions are used

  • All employees are part of problem solving

  • Employees are engaged in Continuous Improvement events


  • Schedule is level loaded

  • Point of Use material presentation is optimized

  • Is there a set mix for scheduling (hiejunka)

  • Is there a pull system in place with re-order points

  • Are lead times for both make and buy materials documented

  • Is there a safety stock set up for each part based upon historic usage, forecast, and leadtime.

  • Are there clearly marked locations for materials that correspond with the ERP system

Set Up Reduction

  • Changeover times are tracked visually and preplanned

  • Set up processes are documented

  • Set up processes are commonized

  • Are there visual controls for set up tools

Total Productive Maintenance

  • Operational Availability is tracked

  • Operator performed a daily maintenance process

  • Scheduled Preventative Maintenance is performed on time

  • Is there a Predictive Maintenance system in place

  • All maintenance activities are tracked

  • KPI's in place to measure OEE in addition to MTTR or MTBF for improvements


  • Leadership for the area is using documented standard work

  • Leader standard work includes daily and weekly taskes

  • Leader standard work includes recognition of opportunities

  • Support staff for the line is using documented standard work

  • Evidence of cascading audits is noted and easily linked to follow-up actions

  • Leader standard work includes coaching and knowledge sharing

  • Leadership and commitment with respect to the quality management system

The templates available in our Public Library have been created by our customers and employees to help get you started using SafetyCulture's solutions. The templates are intended to be used as hypothetical examples only and should not be used as a substitute for professional advice. You should seek your own professional advice to determine if the use of a template is permissible in your workplace or jurisdiction. You should independently determine whether the template is suitable for your circumstances.