UTL Safe, Repeatable, Reliable & Under Control Audit

* 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

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

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

*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

* 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

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

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

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 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

* 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 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 in place aligned to the Current Cycle Times = 1 point

* 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

* 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

* 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 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

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

* 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 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

*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?

* 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

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

* 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

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

*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 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

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

* 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

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

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

* 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

* 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)