Information
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Document No.
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2015 OPEX Assessment
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Client / Site
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Conducted on
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Prepared by
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Location
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Personnel
Key Metrics
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Is the plants RIR performance better than target or show a (3) month trend of improvement?
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Is the plants Conversion Cost performance better than target or show a (3) month trend of improvement?
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Is the plants MOEE performance better than target or show a (3) month trend of improvement?
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Is the plants Complaints/10MM performance better than target or show a (3) month trend of improvement?
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Is the plants OTIF performance better than target or show a (3) month trend of improvement?
OPEX Assessment Scoring Criteria
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Is the plant showing positive performance in at least (3) of the (5) key metrics?<br>If yes, the plant can score a (2) for each compliant element.<br>If no, the plant can only score a (1) for each compliant element.
Assessment
A3 Thinking Minimum Expectations
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A strategic location A3 exists that is targeted at improving business performance and consistently meeting requirements and growing stable capacity (MOEE improvement).
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The background clearly states the critical details needed to understand the business case. The business case has critical specific gaps that must be closed with associated metrics to measure in solving.
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The current condition shows a process map of key leverage points connected to the specific problem area.
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The current condition contains the key leverage points or problems, and their specific impact to the business/metrics. Leverage points connect to the metrics in the business case.
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A high level problem statement is written containing an overall strategy to solve the problem/business case.
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The target condition shows a process map of countermeasures implemented to address the leverage points in the current condition.
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The target condition contains countermeasures that are logical and feasible in addressing the leverage points in the current condition. Countermeasures also contain the specific impact to the business/metric.
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Each countermeasure in the target condition contains a logical hypothesis.
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90 day action plans connected with the countermeasures exist and contain: specific action, single point of accountability (SPA), and due date.
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Metrics have been developed to track the progress of the countermeasures in solving the business case.
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Strategic A3's are living documents and are updated monthly. Plant leadership communicates key aspects of the strategic plan to plant associates at a minimum quarterly.
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Strategic A3's are cascaded throughout the departments and clearly link to the Plant A3. This will include at a minimum: EHS, Operations, Quality, Logistics, Maintenance, and Human Resources.
Daily Management Minimum Expectations
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Hour by hour boards are utilized (can be hour by hour sheets posted visually) at each production area and are visual. Red hours or hours not achieving targets are documented with the problems incurred and countermeasures. Supervisors initial the boards at a minimum every 2 hours for review and compliance.
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There is a Tier 1 shift handoff meeting led by Supervisors and sponsored by the lead team. Critical tasks/issues are identified, recorded, and communicated visually. Ongoing problems are escalated up to Tier 2 meeting for resources and prioritization. Attendance is faithful by the current and ongoing Supervisors, Team Leaders, Process Technicians, and Maintenance personnel.
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A Tier 2 meeting occurs daily to cover the previous 24 hours of performance, next 24 hour plans, and actions to solve problems around Safety, Quality, Cost, People, and Delivery. Tier 2 meeting is sponsored by the Plant Manager, led by the Production Manager, and attended by Lead team faithfully. Note: for small plants with 3 or less Lead Team members, a combination Tier 1 and 2 meeting is acceptable.
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Visual boards are utilized for the Tier 2 meeting. Trend and/or control charts are utilized to visually manage the KPI's connected to the Strategic A3. These include (but are not limited to): MOEE, Yield loss, Unplanned Downtime, Changeover, and Labor Variance.
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Tier 2 meeting utilizes a visual action board to capture unsolved problems escalated from Tier 1 and any other issues the plant leadership needs to address. Action board contains: specific action, single point of accountability (SPA), and due date. Due dates are managed and updated for accountability.
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Plant Manager and leadership team utilize a Gemba Walk (go and see) as part of their Daily Management process to follow up on current Tier 1 and 2 issues. Minimum 1 Gemba Walk per day 5 days a week.
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Gemba Walks include an hour by hour board review at the production lines and include discussions/feedback with associates operating the equipment.
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Help chain documents are posted visually at the lines for operator reference with clearly documented responders (who), time (when to call), and method of communication (how).
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Pareto or frequency charts are posted visually and utilized to identify/prioritize/solve problems.
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A formal process led by the location lead team exists quarterly to check the health of the Daily Management system. It verifies the effectiveness of the Tier meetings (timely, audience, solving problems, visual aids), hour by hour process/boards, and Gemba Walk.
Problem Solving Minimum Expectations
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The plant has a standard root cause problem solving process which follows the scientific method and is used to document problems and implement solutions. Problems are solved to root cause (when feasible) for both escape and occurrence when applicable.
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The plant has a standard meeting time and place to review problem solving sheets/activities. Problem solving sheets are reviewed within 72 hours of generation to assign appropriate resources, set priorities, and provide coaching feedback.
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Problem solving sheets include: participants and SPA, problem identification or trigger, point of cause, actions to restore flow (and who), Direct cause identification, 5 why (at least 3) process, root cause identification, and corrective/preventative action plans.
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The plant has developed clear triggers for plant teams to initiate the root cause problem solving process. Triggers are posted visually on the plant floor and communicated.
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Work standards are developed or updated based on solutions from the root cause problem solving process. Solutions are replicated across the plant wherever feasible.
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Plants open or work on a minimum of 3 root cause problem solving sheets per month. Problem solving metrics are tracked including: # open, #closed, #under review/30 day verification, and cost avoidance/savings.
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Corrective/Preventative action plans are logical with clear owners (SPA) and due dates. Due dates are managed and updated for accountability.
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A formal process led by the location lead team exists quarterly to check the health of the root cause problem solving system. It verifies effectiveness of trigger system (healthy/challenging number of problems being solved), compliance, quality and effectiveness of the root cause problem solving process.
Tiered Auditing Minimum Expectations
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A tiered auditing system exists in which members of plant leadership routinely check system compliance.
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The tiered auditing system is visual for easy access and management. Audits are located in a place where any employee can review results.
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Tiered audits are signed off by Managers and coaching is ongoing for continuous improvement.
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Non-compliance found during audits are addressed with actions meeting their due dates.
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Tiered audits are completed on time and per the plant schedule for each position.
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Tiered audits contain logical system checks that connect with the business case of the Strategic A3 initiatives.
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Tiered audits are changed based on continuous improvement activities such as problem solving, standardized work, and Kaizen events.
Kaizen Minimum Expectations
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The plant has a plan to conduct at least 1 multi-day Kaizen event each quarter (or 4 per year, can do more than 1 in a quarter) and is meeting the plan. Kaizen plans connect to Strategic A3 priorities.
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Multi-day Kaizens are conducted under the guidance of a coach using the prescribed methodology and involving the people who do the work and supporting staff organizations.
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Follow-up reviews involving people who do the work in the improvement area are conducted to ensure improvements have been implemented. Metrics are in place to ensure improvements are sustained and impact the business case.
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The plant has a documented plan to develop Kaizen facilitators and is on schedule.
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The plant sets goals and tracks employee participation around Kaizen events.
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The plant leadership team is present at Kaizen wrap up meetings for sponsorship and to ensure the improvements do not negatively impact other areas.
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Kaizen plans and results are reviewed with Director of Operations each quarter.
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Kaizen improvements are leveraged across the plant where applicable.
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Kaizen events result in at least one safety improvement as part of the measurement of success.
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Graham Packaging Kaizen event planning template is used to prepare, plan, execute, and follow up on the Kaizen. There is evidence that the Kaizen was planned days or weeks ahead of the event depending on the scope of the improvement.
