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Lean Maturity Assessment

This tool will help you to ascertain your organization’s adoption of lean practices.

Lean Maturity Assessment is designed around six areas – Leadership, Support Systems, Value Streams, Continuous Improvement, Lean Techniques and Standard Work. Each area has got five questions covering various relevant sub-areas.

In total there are 30 questions and should not take more than 5 minutes to complete the survey.

We are using a unique ranking scale. Though scale remains 1 to 10, but options for selection are 1, 3 and 9 only.

  • 1 stand for non-existing practice or situation
  • 3 stands for moderate or average implementation, adoption, or existence
  • 9 stands for near perfect situation

Please rank your answers appropriately.

Once assessment is form filled, we will get back to you within one working day on the assessment result.

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Leadership
# The Company focuses on the needs of the customers (as reflected by its KPIs)
  • 1
  • 3
  • 9
# Daily lean activities are directly linked to the company's strategy and goals
  • 1
  • 3
  • 9
# There is a structured approach to select and track lean projects
  • 1
  • 3
  • 9
# Lean review meetings are conducted on a regular basis to review lean maturity
  • 1
  • 3
  • 9
# Management provides the necessary resources & time for their people to engage in Lean
  • 1
  • 3
  • 9
# Lean performance indicators are tracked and reported regularly
  • 1
  • 3
  • 9
# Root causes for customer complaints are analyzed and corrective actions are identified
  • 1
  • 3
  • 9
# Skill matrices are utilized to manage and track lean skills of all work teams
  • 1
  • 3
  • 9
# Management empowers work teams to participate in lean through rewards & incentives
  • 1
  • 3
  • 9
# Regular lean audits are conducted to ensure improvements are sustained
  • 1
  • 3
  • 9
# A current state value stream map is identified for the main product (or product family)
  • 1
  • 3
  • 9
# A future state is developed which serves as a guide for future lean activities
  • 1
  • 3
  • 9
# Process maps and value stream maps are available to all work teams
  • 1
  • 3
  • 9
# Value stream maps are used to eliminate waste and streamline processes
  • 1
  • 3
  • 9
# Management understand where the current bottlenecks are and how to clear them
  • 1
  • 3
  • 9
# Kaizen events are used to solve problems and continually improve the value stream
  • 1
  • 3
  • 9
# Kaizen/improvement teams meet regularly to monitor improvement progress
  • 1
  • 3
  • 9
# The company has an internal forum for developing and sharing best practices
  • 1
  • 3
  • 9
# Opportunities for horizontal expansion of CI across similar processes are carried out
  • 1
  • 3
  • 9
# Team boards are used to prioritize problems, share countermeasures & open discussions
  • 1
  • 3
  • 9
# Several methodologies are used to implement the best solution depending on the nature of the problem
  • 1
  • 3
  • 9
# Root cause analysis are carried out to identify the true causes of problems
  • 1
  • 3
  • 9
# The flow of product and/or services is simple and direct (creating continuous flow)
  • 1
  • 3
  • 9
# There is a recognized 5S program in place and 5S responsibilities have been allocated
  • 1
  • 3
  • 9
# Work teams are trying to implement Poka Yoke to prevent problems from occurring
  • 1
  • 3
  • 9
# Implemented improvements are captured in the forms of SOPs and OPLs
  • 1
  • 3
  • 9
# SOPs are located for easy access to everyone within the operation
  • 1
  • 3
  • 9
# SOPs are routinely being updated as improvements are made
  • 1
  • 3
  • 9
# Visuals are used to simplify standard work and to demonstrate difficult concepts
  • 1
  • 3
  • 9
# Documented standard work are used for training new comers in performing activities
  • 1
  • 3
  • 9
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