UTL Safe, Repeatable, Reliable & Under Control Audit

Scan Area to Begin Audit

QFD "needs measures matrix" QFD in place which captures customer requirements and if we are measuring them

* QFD is informing the right metrics aligned to Customer Requirements and the KPI's on the Comm Cell reflects this
* QFD includes H&s, Internal Customer and External Customer Requirements
*Evidence of the QFD being reviewed and documents with the last 3 months

** 3 points to be issued if all of the above is in place but 0 if one of them fails

Run Charts or SPC's* Metrics The QCD metrics on the Comm Cell are in a Run Chart or SPC Format (If SPC chart is not validated by Green Belt and Normal data then it should not be used)

If SPC is in place then data must be normal, local GB must be supporting the area and SPC rules must be being applied (if the SPC is incorrect then score = 0 on that metric

OPE OPE is in place to drive CI activity

ZERO POINTS TO BE ISSUED IF OPE IS NOT LINKED TO TAKT TIME
* OPE is in place and recording the top level process efficiency at least daily = 2 points

KPI's on Comm Cell (QCD) The Quality, Cost and Delivery metrics are in place and are relevant to the team - with clear links to the Customer (QFD)

*Quality measure in place linked to Customer (QFD) = 1 point
*Cost measure in place linked to Customer (QFD) = 1 point
*Delivery measure in place linked to Customer (QFD) = 1 point
*All of the above measures in place and driving CI = 1 point

Area has a step change target for one of more of the QCD KPI's Target aligned to the Customer / Business needs, Management can articulate the need and plans to deliver., Team members are aware of the challenge and their role in this.

* Management are able to explain their improvement / step change targets aligned to the customer abd business = 2 points
Team members are aligned to the management and are able to explain their role in delivering the challenge of the area - 2 points

Management Accreditation There is a plan in place and it is on track for all TL's and Ops Mangers linked to the area to gain full accreditation

There is a plan in place for all management to gain full accreditation = 3 points

Team Members can explain KPIs Talk to 2 team members can they explain where they are against target as a team and as an individual

If team member can not explain KPI then the score would be 0 regardless of being able to articulate if they are above or below target

* Team = 2 points
* Individual = 1 point

Team Members can explain OPE Talk to 2 team member can they explain OPE and where they are against target as a team

If Team member can not explain OPE then the score would be 0 regardless of being able to articulate they are above or below target

Process Maps Accurate and highlighting VA / NVA

* Process map is detailed with all steps within that process and has been reviewed in the last 6 months = 1 point
* the process map details the value and non value add within the process = 1 point

Value Stream Map In place with Cycle Times, Takt Times, Lead Time and Inventory with Value Add and Non Value Add percentage

* 3 points if VSM is in place meeting all the criteria stated and has been reviewed & updated within the last year - 0 points to be issued otherwise

Process Trials and Cycle Times is up to date for the area

* Process is measured from start to finish with an end to end time to complete that process = 1 point
* Process is measured at an element, step by step level which covers the end to end process = 2 points

Process Capacity Charts is up to date for the area

Process Capacity Charts in place aligned to the Current Cycle Times = 1 point

Resource Calculations Calculated daily based on Customer Demand, Current Cycle Times

* Takt time is used to calculate resource = 1 point
* Takt time and latest Ctycle times (validated within the last 6 months) are used to calculated resource = 1 point
* Resource required is calculated based on customer demand at least daily = 1 point

Work Sequence and Work Layout is up to date for the area

* The work sequence and layout documentation is in place and reflects the current process = 1 point
* The process has H&S sign off with Key H&S point indicated in the above documentation = 1 point

Health & Safety Risk Assessments, WPA, and Safety Pauses are being used to improve Safety in the area

* The Risk Assessments in the area are up to date and signed off = 1 point
* The Health & Safety workplace audit has been conducted and is up to date = 1 point
* The latest safety pause has been issued and signed off by all in the team = 1 point
* The area has demonstrated that they encourage near miss spotting to help reduce accidents = 1 point

SOP's Our People are trained to up to date SOP's

* SOP review schedule is up to date (each SOP to be reviewed at least once per year or if the process has changed) = 1 point
*Check a recently reviewed SOP to ensure that those that are doing the job have signed off to it = 1 point
* Check the competency matrix for on SOP to make sure it matches = 1 point

Area can demonstrate progress to achieving their improvement targets aligned to the customer

Each area should have a step change / improvement target for quality, cost or delivery aligned to the customer / business needs. Can management of the area able to explain how they are working to meet the improvemetn target
*The management can explain the approach they are taking to drive the improvements and it shows how they are integrating the tools = 1 point
* The management can show evidence of process towards achieving the improvement target = 1 point

Team understand Standard Work 2 Team members are able to explain SW and how it works in their area ( Level 1 + awareness)

Team members are able to explain the reason why we use Standard Work and what value it gives to the team = 2 points

Visual Management Visual Controls are in place (not just monitoring the process but inspiring improvements)

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* Visual Control board monitoring the process at least hourly and is based on Takt times / Customer Demand - utilising the latest Cycle times = 1 point
* you can understand the current status of the process within 2 minutes = 1 point
There is evidence that the Visual Management is supporting the containment of issues = 1 point
* There is evidence that counter measures are in place where the process has been off target = 1 point

There is evidence that Visual Management is used to control the area:
*5S standards are in place and reviewed - 1 point
* use of andon or kanban as a visual or audible indicator to control the process = 1 point

MDI MDI for off target performance

* MDI in place and used to capture issues when they occur & are being transferred to the 3C's or OCC's created where appropriate
* MDI issues not just being captured by occurrence but also by time lost = 1 point

Run Charts or SPC's* metrics Run charts or SPC's QCD metrics are highlighting opportunities and driving CI

*If run charts are in place there is evidence that any off target performance is logged on the 3C's - and these are SMART - looking to get to route cause
* If SPC is in place, "Special Cause" behavior will be flagged by an SPC rule having been broken, If special cause has occurred then are the 3C approaches evident?

Work Place Audit is in place with questions related to maintaining the standard

* Audit is being being conducted at all levels up to GM = 1 point
* Audit questions are supporting the sustainmment of Standard work = 1 point
* Issues are being highlighted and transferred to 3C's = 1 point
* Questions are being reviewed with evidence of changes with the last 3 months = 1 point

Insight Stars area regularly conducted to check for more opportunities to improve

* Evidence of an insight star conducted using SOP's within the last 3 months = 1 point
* Evidence of above but conducted monthly = 1 point

Communication Cell in place and being used daily, engaging the team, supporting delivering the plan and driving improvements

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* Daily team briefs are conducted for each shift = 1 point
* Evidence of two way communication - speak to the Team Member to get their feedback = 1 point
* Comm Cell Board is Group Standard (People, Performance & CI) and documents are up to date = 1 point
* Evidence of 3C's / OCC's created identifying opportunities to improve = 1 point
* PDM in place with links to MRITB objectives at team level = 1 point

Leaders Accreditation The plan for all to TL's and Ops Managers in the area to achieve full accreditation is on track and 50% or more have achieved this

The plan for full accreditation is on track
50% or more have achieved this. Full accreditation includes all 3 elements (SHIELD, Behavioural and UW)

* Score 5 points if both criteria met

Issue Management Issues identified are being acted upon and countermeasures in place where appropriate

*3C's are being created which are SMART and being closed off in a timely manner (30 days) = 1 point
* Evidence of CPS tools used to resolve 3C issues = 1 point
*Sustainment of resolutions can be evidenced / results explained and impact on relevant KPI's = 1 point

OCC's being used to deliver improvements / bring back to standard

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*OCC participation is on target for the month to meet 100% by year end = 1 point
* All current and closed OCC's are logged and closed off on the Group database = 1 point
* Ask a team member and the Team leader to explain their role in an OCC conducted within the last year = 1 point
* OCC's have financial benefits - validated by finance = 2 points

Metric U is metric U being used to resolve our key issues

*Is there evidence of the use of Metric U to identify the biggest issues and then work on them to resolve them?

Health & Safety There is evidence of acting upon H&S issues identified

* Incident and Near Misses or Hazard reporting and completion of this with the required steps to improve = 1 point
* OCC's linked to H&S = 1 point

Leaders Accreditation 100% of Team Leaders and Ops Manager linked to the area are fully accredited

Full accreditation includes SHIELD level 3, Behavioural Gate to Great and UW Gate to Great elements.

SCORE only when all 3 elements are passed by all management - if less than 3 elements are passed - score 0

Level 1 Gameification

3 points if all Team Members and Management in the area (1 month or more service) have completed Gameification

Step Change There is evidence of results delivered for the Client / business aligned to the planned improvement targets for the area

* 2 points for Management able to demonstrate and evidence improvements aligned to the planned targets for the area
* 1 point if Team Members understand and are able to explain their role in deliver of the improvements of the area and what impact it has had

Standard Work & CI There is evidence that Standard Work has been reviewed and improved within the last 3 months

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* There is evidence that the KPI's of the areas have improved as a result of delivering Continuous Improvement of the Standard Work in the area = 1 point
* Evidence of Sustainment of KPI improvement (3 month period) = 1 point
* Evidence of OPE driving CI = 1 point
* Evidence of Team Leaders proactively identifying and progressing further improvement opportunities = 1 point
* Evidence of involvement of Team Member in improvement activities - taking the lead on CI initiatives proactively (not solving issues in the area but looking to support the next step change)

Team Leader Signature

Team Member (1) Signature

Team Member (2) Signature

Scan area to complete