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1、LEAN MANUFACTURING AUDIT1. Continuous improvement : KAIZEN持续改善：KAIZENSCORE_ / 302. Production Human Organization生产人员的组织及管理SCORE_ / 303. Quality Basics & Auto-quality品质基础和自动品质SCORE_ / 304. TPM: Total Productive Maintenance TPM:全面生产维护SCORE_ / 305. Just in Time: Chasing the wastes.JIT：排除浪费SCORE_ / 306.
2、 Just in Time: Final Assembly Lines, Logistic stocks and Expeditions JIT：总装线、物料存储及配送SCORE_ / 307. Supply Orders and Transportation、Reception物料采购、运输以及接收SCORE_ / 308. Storage & Line Supply Management仓储和生产线物料供应管理SCORE_ / 30LEANOVERALL _ / 240For each topic to check a range from 0 to 3 points is applied
3、-对每个主题，从0-3进行评分0: Nothing-完全没有1: Some elements exist-知道一些，但现场没有切实运用2: Some existing elements are applied-了解并且现场正在运用3: The elements exist and they are perfectly applied-理解而且在现场得到了很好的运用1. Continuous improvement: KaizenFACTSRelated DocumentScore / 3COMMENTS1. The top and medium level Management is abso
4、lutely committed and actively involvement in developing Lean Manufacturing and Supply Chain in the organization.01232. The key personnel has been thoroughly trained in all aspects of Lean Manufacturing and Lean thinking.There is a deployment plan of LEAN knowledge throughout the company.01233. There
5、 are Value Maps for all Supply Chain processes clearly identifying value added and non-value added activities, bottlenecks, queues, cycle times etc.01234. There is an organized cross functional structure to Lead Kaizen events in the Organization. It is actively supported by the management team and t
6、he KAIZEN coordinator reports to the plant manager.01235. “Customer” is defined as the next person in the process. Throughout the organization there is a clear understanding of who is the customer. Customers (internal and external) have been invited to participate to KAIZEN events01236. There is a p
7、lan to continuously reduce LEAD Time over the year. LEAD Time is regularly monitored and is understood as the main progress indicator. Any improvement implies the revision of Stocks or WIP levels. 01237. Everyone understands that 5S is a cornerstone to eliminating waste, controlling processes, estab
8、lishing safe working conditions, improving quality, maximizing value-added work, and achieving overall control.01238. Everyone has been trained to a Problem Solving methodology. Everyone has been involved in such a group. Every managers (top & medium level)can train and is currently leading a Proble
9、m Solving Group01239. There is a scheme to emit, approve, implement and reward every employee improvement ideas. All approved ideas are implemented on time as planned. There are at least 15 ideas/people/year.012310. There is a systematic feed-back from the learned experiences on the shop floor to Pr
10、oduct Design and Process Engineering. It leads for the design and implementation of new programs with shorter Lead Time and more efficiency.0123TOTAL /301. 持续改善 ：KAIZEN评价项目相关文件得分备注及解释1. 中高层管理层完全认同，并积极参与精益生产/精益供应链的推动。01232. 核心人员在精益生产和精益的思维上得到全面的培训，整个公司有比较详尽的精益知识推广计划。01233. 所有的供应链流程都有一个清晰的价值图，对有附加价值额作
11、业、无附加价值的作业、瓶颈工程、排程、C/T时间等的定义清晰。01234. 在组织中，专门有跨功能的小组去推动KAIZEN活动。并得到管理层的有力支持，KAIZEN团队的协调人定期与工厂主管沟通及汇报。01235. “客户” 的定义是指下一工程（站）的人员。整个组织的人员都应该清楚谁是你的客户，不论外部客户还是内部客户都应该参与到KAIZEN活动中。01236. 要有一个持续降低L/T 的计划，并和其他的主要改善指标一样被定期跟踪检查和得到完全的理解。L/T上的任何改善都应该意味着库存和在制品水平的减少。 01237. 每个人都要理解，5S是一切工作的基础。比如消除浪费、掌控整个生产流程、建立
12、一个安全的工作环境、提高品质、提高有附加价值的作业在整个作业中所占的的比例，以及要得到对生产的全面管理，等等。都需要5S做为基础。01238. 每个参与培训的人员都应该掌握问题分析与解决的方法。在每个改善团队中，团队的管理者（中高层）都能够去培训别人，并有在带领团队去分析和解决问题。01239. 对每个成员的改善项目都应该经过发表、核准、执行和成果确认的过程。被核准的项目要在计划的时间适时完成，要求每个成员每年至少要提出15个改善的项目。012310. 对在现场学习到的有关产品设计和工艺工程的知识和经验，应该能被系统的回馈。这些工具/方法是用来规划和推动新项目以达到缩短L/T和使生产更高效的目
13、的。0123TOTAL /302. Production Human Organization FACTSRelated DocumentScore / 3COMMENTS11. The plant is organized in Autonomous Production Units, Autonomous Production Area and Autonomous Production Teams. There is a named manager for each APU, a supervisor for each APA and a Team Leader for each APT
14、.012312. In every APT there are some Operational Indicators (SQCDM) followed up by the operators in Real Time. Any problem with the indicator level triggers a reaction in real time by the Team Members.012313. On the shop floor, there is a communication area for each APT where display boards shows ob
15、jectives and action plan related to the SQCDM indicators. They are filled daily by the operators 012314. There is a KAIZEN workshop in every APT that continuously shows improvements. There is a communication board for each workshop.012315. The teams members hold every shift a five minutes meeting where they review Safety Quality Cost Deliveries indicators.012316. In every APT, the define
