Diagnostico Sistema de Trabajo

Work System Diagnostic - Version 2.
2 (Last Update: 08/30/2012

Maturity Level
System
P
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System Component
0-0.99
1-1.99
2-2.99
Development,
appraisal, and
promotion
Limited / no orientation of
new hires, performance
appraisal generic,
occurring annually or not
at all
General orientation of new hires

to company's mission / history
and processes, annual
performance appraisal
level 1 plus basic skills training for new

hires, some training & education classes
offered, biannual performance appraisals
tied to rewards
3 plus 360 degree self / direct report / peer /

2 plus cleary defined standards regarding
supervisor competency survey used for
experience, training, and education
personal development, frequent coaching
required / offered for each promotion
from supervisory staff, well-established robust
level, periodic performance planning and
review mechanisms to enable accelerated
development reviews
personnel development
Team Structure
no teams evident,
absence of team identity
in personnel groups
occasional use of work and

special purpose teams
level 1 plus work teams exist at value

creation interface (ideal = 4-6 per team)
with limited cross training, informal cross
functional support teams
2 plus cross trained team structure exists

3 plus team structure exists in all groups and
up to 2 levels above value creation
levels of the organization, in addition to,
interface, formal cross functional support
experimentation with self-managing teams
teams (value stream alignment)
Problem Solving
2 plus advanced problem solving

no visible problem solving
methods are utilized (i.e. C4/Six Sigma)
exists in the area (reports, Visible problem solving exists but Problem solving is a formal standardized
with majority of people trained / applying
C4 worksheets, A3's,
is infrequent and lacking
process, reports are visible and up to date,
fundamental problem solving, problem
fishbone diagrams, etc),
systematic formal application
learning is accessible to people from other
solving development programs exist (i.e.
reactive "firefighting"
{learning not achieved}
areas (reports based on learning)
C4 cards, Quality Circles, suggestion
behavior model
system, internal conferences)
workforce can make infrequent
minor informal process
improvements, Infrequent large
scale improvements occur with
only managers and supervisors
involved
Improvement
no ability of workforce to
improve their processes,
large scale improvements
nonexistent
Personal Mastery
no standardized work,
requires help in
accomplishing tasks,
minimal understanding of
work, mistakes made
frequently
occasional use of standardized

work, partial understanding of
tasks, needs supervision
no formal communication
meetings evident
infrequent meetings reviewing

key performance indicators
(KPIs) / problems with only
managers and supervisors,
limited high level corporated
communication system
(newsletter, tv monitor)
Communication /
Interaction
3-3.99
NOTE: In the absense of observed activities/data the default action is to score low
Copyright, Institute for Lean Systems, 2006, contact ray.littlefield@theleanway, 502-322-6579
workforce make informal changes to their

processes, "event" driven rapid
improvement prevalent with involvement of
workforce
2 plus workforce regularly improve

processes through a formal process,
support personnel are part of regular
improvement activities
4-5
Rating
Goal
3 plus extensive use of advanced problem

solving processes (i.e. C4/Six Sigma) for
system maintenance, new product launch,
and continuous improvements. Statistical
Quality Control (SQC) is utilized where
appropriate. Extensive use of C4 cards by
team members and peer coaches
3 plus formal suggestion system in place to

organize and with evident horizontal
applications (continuous improvement
database), Improvement integrated into
performance evaluation expectations
standardized work exists, cross-training

with job rotation is visible; large number of
workforce understands work
Significant skill level, Thorough

understanding of the work, highly motivated,
2 Plus process for changing / improving confident, committed, faced many challenging
standardized work exists and is utilized,
tasks, can explain standardized work
does not need supervision, rarely makes anytime and anywhere, pride in workmanship
mistakes, confident, experienced
[add judgement, response to abnormalities],
Quality Conscious, Can make quality
products the first time consistently
1 plus daily "sunrise" meetings reviewing

KPIs / problems with managers,
supervisors, and support staff, frequent
interaction between workforce up to 2
levels above value creation interface
3 plus support personnel are integrated into

2 plus room exists at work area for daily
work teams and involved in daily
work team communication meetings;
communication, system exists to
updated visual communication board and
communicate problems / learning throughout
supervisors desk is in work area, real
the organization, people exhibit teamwork
time communication of business system
enhancing behaviors, effective meeting
status of entire facility to workforce
facilitation evident
Average Rating
Comment by Appraiser
0.0
Page 1 of 17
Work System Diagnostic - Version 2.2 (Last Update: 08/30/2012

Maturity Level
System
S
a
f
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y
/
E
r
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o
E
n
v
i
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t
a
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System Component
Education,
Awareness &
Communication
People and
Process Safety
Systems
Ergonomics /
Early Symptoms
Investigation
0-0.99
1-1.99
no education or
communication evident;
visible violation of legal or
no education or communication
company saftey,
visible beyond what is legally
ergonomic (ergo), or
required (MSDS, OSHA training,
enviromental (enviro)
fire exits, rainwater runoff, waste
procedures; procedures
disposal, etc) occasional use of
are outdated or don't
safety task forces, annual safety
meet legal requirements;
slogans visible
high number of OSHA
recordables, EPA
violations etc.
visible violation of
required personal
protective equipment
(PPE); poor safety
culture; improper use of
tools
visible adherence to PPE

requirments, when asked,
personnel know shelter location /
evacuation routes
no standardized work or
ergo assist devices visible
standardized work and ergo

assist devices on critical safety
processes
Energy
no visible energy
reduction efforts
Waste
no visible waste reduction

efforts; trash, non
hazardous, hazardous,
industrial wastes are
disposed of in violation of
federal law; workforce is
indifferent to waste
management
2-2.99
4-5
Rating
Goal
1 plus KPIs relating to safety, ergo, and

enviro are visible and followed up on,
support staff specializing in safety, ergo,
and environmental assist with
improvements
3 plus Team members are coached daily by

2 plus incidents at other facilities & similar
leadership on safety issues during lineside
industries are communicated and learned
safety talk; near miss reports & problem
from; when asked, most personnel know
solving reports are posted, safety,
safety statistics, environmental clean-up
ergonomics, and enviromental projects are a
procedures, and ergo, safety suggestions
priority; basic first aid aid / CPR training for
are followed up immediately
workforce
1 plus standards for PPE in each area

posted; maps of evacuation routes and
shelters posted in highly visible areas,
safety incidences tracked and posted
3 plus Lock-out tag-out procedures / systems

2 plus safety cages clearly marked,
are in place and are followed, Auto shut down
policies to reduce reoccurance of issues,
devices, estops, light curtains, position
leadership adhers to safety procedures,
sensors, machine lock-out tag out systems,
disaster / evacution procedures known
machine guards, gates, etc. are in place to
and posted
enhance safety
3 plus Standardized work is posted and

followed, ergonomic evaluations have been
conducted on each operation, job rotation
schedule from high burden to low burden
process occurs, ESIs occur as needed
2 plus energy level reduction programs

exist in nearly all areas of facility; energy
consumption can be pinpointed to the
consuming operation
3 plus pneumatic air leak task forces, autolight/ m/c shut down systems, h-vac
optimization, sustainable energy generation
systems, electric consumption tracking and
improvements, energy demand leveling /
power factor optimization
waste reduction visible in work areas;

waste levels improving only through
actions of management; internal
packaging eliminated through reusable
dunnage and colocation of processes;
"paperless" systems utilized in
tranactional processes
3 plus zero landfill policies in place,

hazardous materials aggressively being
eliminated / replaced with alternative
products, recycling strictly enforced and
standardized, sustainability focus in process
design
1 plus ergonomics considered on all

2 plus job rotation is implemented in
processes, standardized work is available selected work areas, standardized work is
for all processes
posted in all stations so as to be visible
energy reduction considered

1 plus energy reduction programs exist in
important, pilot programs in place
significant portion of facility; energy
in a few selected areas; efforts
consumption is traceable to consuming
being made in tracking aggregate areas; energy conservation considered an
energy consumption
essential value of the facility
little waste reduction efforts

visible in work areas; no
accountability or source
identification of waste outputs;
limited visible tracking of waste
level outputs
3-3.99
some waste reduction efforts visible in

work areas; sources of waste identified
and waste levels tracked at facility level by
management; some restrictions on
packaging / waste levels receiving from
suppliers; excessive packaging / container
usage within facility
Average Rating
0.0
Page 2 of 17

Maturity Level
System
System Component
Management &
Support
Built-in Quality
Q
u
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l
i
t
y
Root Cause
Analysis
0-0.99
no intervention by
management and support
staff to assist in quality
1-1.99
first line supervisor spot
checks/audits for quality issues
and implements temporary
countermeasures, little
involvement from workforce
2-2.99
3-3.99
4-5
Rating
robust system exists for workforce problem

1 plus supervisor 2 levels above value
2 Plus supervisor responses immediately
identification (andon system), response team
creation interface spot checks/audits for
to workforce problem identification,
to assist in temporary and permanent
quality issues, assists in temporary
response team assists in temporary
countermeasures, automatic stops
countermeasures, and identifies targets for
countermeasures, supervisors and
responded to, quarantine and immediate
improvement, defective work identified,
response team assists in defective work
resolution of products / services that are
quarantined, and dispositioned within 1
identification, quarantine, and disposition
defective, quality problem and kaizen
week
within 1 day.
database exists for learning
no source inspection at
self inspection using go/no go
1 plus successor inspections, all
process, a good product
gauges or required field entry /
inspections are integrated into
is a lucky product,
proofing for office applications, standardized work, quality check standards
reliance solely on
colocated gages to value creation visible at value creation interfacere, defect
workforce diligence and
interface
and rework rates tracked (first time thru)
tacit knowledge
2 plus error proofing devices integrated

into processes and work design, instation quality control achieved through
workforce stoppage when defect occurs
and occational use of SPC
2 plus workforce trained and applying the

basic tools of problem analysis (7 tools of
management and support personnel use
quality), C4 Cards utilized on every issue
elementary attempts are made to advanced problem solving (C4 cards and
no visible root cause
to at least the first "why"; 5 why process
determine root cause of a
worksheets or equivalent) for recurring or
analysis performed, work
used on recurring problems; clear
problem through first identifiable
systemic problems; one time or nonaround and "band-aid"
escalation of problems through
fix ; problem solving activities
recurring problems not investigated; some
fixes employed
management, and deployment of problem
visible in area
evidence of training and development of
solving teams using advanced problem
the workforce for problem solving skills.
solving methods (C4/Six Sigma) to
resolve issues quickly.
Goal
3 plus SPC utilized on process inputs not only

inputs, Zero defect rate on error-proofed
defects, rework, repair, first time through rate
goals being met, support of supplier quality
improvement initiative exist
3 plus six sigma process, defect resolution

ultilized; 5 why problem solving techniques
integrated into standard procedures and
employed on every issue
Culture /
Behaviors
blame environment,
"sweep it under the rug"
culture
indifferent environment, blame is

no longer an issue, but there is
no incentive for a worker to be
concerned with quality
errors are expected to be reported without

fear of reprisal, but the worker has no
insight as to how a defect affects the
customer or the company image
2 plus finding an error is considered

extremely positive in that a defective
product never reaches the customer,
rewards for suggestions may be offered
3 plus error detection and prevention is firmly

integrated into the organization's culture,
workforce is empowered and eager to stop
and fix problems as it is considered the right
thing to do
Quality Tools /
methods
no evidence of use where

work is done, acceptance
sampling may be used at
the end of production
quality tools/methods are used,

but only management and
support personnel utilize them
workers are provided rudimentary training

in quality tools/methods
2 plus workers are fully trained in the use

of quality tools/methods
3 plus use is visually evident in the work

environment
Average Rating
0.0
Page 3 of 17

Maturity Level
System
System Component
5S / Visual
Controls
W
o
r
k
3-3.99
4-5
Rating
Goal
workforce owns the S/W, they follow it and

continuously improve it on a daily basis
3 plus Work-in-process (WIP) is smoothed,

leveled, capped (max level), and authorized
by visual signals (kanban) according to
customer demand (takt time); Work levels
between work tasks are continuiously
monitored and lowered as process capability
and system level syncronization improves.
little interuption of work flow; work stage

2 plus infrequent interuption of work flow;
3 plus work flows continuously through
colocation achieved through application of
sequencing to balance against customer
dedicated; colocated work stages in the
group technology principles; work
demand and work content variation
smallest practical batch size; conformance to
sequencing, handling and set-up issues
visible; effective work handling systems flow (pace) metrics are tracked and are being
prevalent; flow (thoughput) time stablized
are in place;
visibly improved
through WIP controls
attempts have been made to

2 plus some non value add work (NVAW)
distinguish between value add
1 plus most work has been classified as
has been eliminated; workforce involved
8 wastes are highly
and non value add work (VAW vs.
value add or non value add; workforce
in elimination of waste; waste elimination
3 plus high value add work (VAW)
visible but workforce
NVAW), management aware of
have some involvement in the elimination
occurs frequently; aggressive value
percentage; waste elimination a way of life;
unaware; low value add
waste; some efforts to reduce
of waste; efforts to eliminate waste visible;
stream redesign occurs at regular
value stream redesign to increase processing
ratio at work stage level
waste visible; value stream
value stream analysis prevalent (current
intervals (6 to 18 months); processing
time ratio aggressively pursued
and system level (<10%),
analysis has been started
and future state map visible)
time ratio approaching world class (20(current state map)
30%)
set-up times are measured; some

1 plus set-up times are measured and
2 plus set-up time goals are being met
long set-ups with high
internal set-up activities have
goals are set; workforce has been trained
and continously improved; TPM
proportion of setup being been converted to external; little
in total productive maintenance (TPM) with responsibilities and actions are posted at
internal, workforce has no set-up reductions efforts evident;
some application; some set-up reduction
the work station; short set-up times
knowledge of set-up
no involvement of workforce in
efforts visible; total equipment
prevalent; high level of total equipment
reduction concepts;
maintenance, maintenance only
effectiveness charting present but outdated
effectiveness;
done by maintenance department
Production
Control / Pull
no control; work is
pushed into the value
creation interface; no
Work-in-Process (WIP)
capping
Flow
frequent interruptions of
work flow;
departmentalized
structure; backtracking of
work prevalent; high
levels of work between
processes (high WIP)
Single Minute
Exchange of Die
(SMED) / Total
Productive
Maintenance
(TPM)
2-2.99
3 plus when asked, workforce can explain

that 5S is a foundation for learning &
improvement, Daily adherence and
involvement is a way of life, no visible
nonconformance to visual controls
No standardized work
(S/W) visible at the value
creation interface
Value Creation
1-1.99
Some 5S involvement of
2 plus responsibilities are allocated to the
no 5S involvement of
workforce; unnecessary items
1 plus all needed items are organized and T/M by designating work areas, auditing
personnel; no visual
have been red tagged for
stored at the designated locations with
is done frequently to make sure 5S is in
controls (no shadow
removal; some visual controls in
clear visual controls , 5S measurement
place; structure and status are evident
boards); structure and
place (layout, work & production;
system is not in place, structure and status with immediate response (toyota's real
status of work system not
equipment, tools, & fixtures,
are evident but it takes time for response, time monitoring system); system exists for
evident, reliance on tacit inventory, quality, & improvement
Some visible nonconformance to visual
temporary and permanent
knowledge for workplace
targets); Frequent visible
controls
countermeasures; Little visible
organization
nonconformance to visual
nonconformance to visual controls
controls
Standardized
Work
&
J
I
T
0-0.99
Some S/W is in place but lacking

clear visuals and out of date,
often kept away from the value
creation interface, workforce not
involved in S/W creation
S/W exists but infrequently updated,

workforce can influence S/W, workforce
often fails to follow S/W
Workforce realize the importance of S/W,

they follow it and update it with the help of
first line supervisor
work is launched utilizing

work is controlled utilizing a pull production 2 plus "pull" production control of work
supervisor judgement; go, see,
system; work force often fails to follow pull strictly followed by workforce; work level
and stop ad-hoc system in place
production discipline; expediting and
fluctuations still prevalent due to limited
to control overproduction, some
misplacement of work still prevalent
level loading
use of pull production techniques
some interuption of work flow;

work stages co-located but
improperly grouped and poorly
interfaced; backtracking still
present; some efforts to reduce
WIP visible
3 plus set-up done in minutes or seconds,

high level of standardardization. Total
Equipment effectiveness approaches 100%
Average Rating
0.0
Page 4 of 17

Maturity Level
System
L
e
a
d
e
r
s
h
i
p
System Component
0-0.99
1-1.99
Vision
no / outdated / short term

focused company vision;
when asked, personnel
can not explain vision
updated company vision; senior

management communicates
vision throughout organization
3-3.99
4-5
2 plus when asked, most personnel can

explain the company vision
vision has clear long term focus, evident that

vision is part of everyday decision making
processes, formal check if behaviors align
with vision, senior management can
communicate company vision with passion
Policy
deployment/ Daily
Management
Systems
2 plus senior management has aligned

3 plus policies (issues / objectives / goals /
1 plus KPIs show improvement and plan
objectives / goals / strategies / KPIs to
strategies / KPIs) have been clearly
Visible KPIs & plan with limited
detail visible; senior management has
address critical business issues.
communicated and deployed at every level;
detail; when asked, work force
identified critical business issues and
information boards throughout the
No Key Performance
information boards are updated in real time
can not explain how KPI's / plan
information boards throughout the
workplace have been refined, are used
Indicators (KPI's) and/or
by team members and include critical teamlink to critical business issues,
workplace are posting key information at
for daily meetings and are updated
improvement plan visible
focused and customer-focused information;
measures are not consistent in all least daily; some managers, when asked,
hourly. most managers, and some
when asked, all personnel can explain policy
areas
can explain how KPIs & plan link to critical personnel, when asked, can explain KPIs
deployment linkages, improvement goals met
business issues
& plan link to critical business issues,
consistently in all areas
KPIs are consistent in most areas
Value Stream
Management
2 plus extensive value stream analysis

3 plus enterprise value stream analysis
no value stream analysis;
limited value stream analysis;
1 plus some value stream analysis (current
(current & future state maps, process
(current & future state maps show tier 1
functional department
process mapping informally done;
state map, production flow analysis-PFA); maps for most processes, PFA), product supplier & customers); managers and support
layout, metrics, and
some group technology strategy
some product families defined, some
families defined, all work organized in a
personnel are dedicated to a value stream;
management structure;
visible, functional departments
product flow sections supported by value
value stream with some support
value stream accounting / metrics present;
traditional costing
using systematic layout planning,
stream manager
personnel dedicated to value stream,
aggressive future states achieved every 6 to
analysis
some system metrics visible
value stream metrics visible
18 months
no management at value
supervisors are present at value
creation interface, paper /
creation interface, limited go &
computer based
see decision making, visual
command & control
communication board KPIs
decisions, visible
updated
measures outdated
Culture /
Behaviors
Transformational
Structure
no transformation plan
established
2-2.99
1 plus when asked, management can
effectively explain company vision
2 plus KPIs reviewed at daily "sunrise"

3 plus senior management understand and
1 plus management reviews KPIs at value meetings with work teams, support staff,
demonstrate with action their primary role is
creation interface on informal basis during & management; workforce involved with
to teach / coach, are visible at the value
visits, management involves some
management in transformation work,
creation interface, work teams interface with
personnel in decision making process
formal & informal reviews of KPIs at value
management & support personnel daily
creation interface by senior management
transformation plan being

developed, steering committee
1 plus transformation plan completed,
has been formed, senior
steering committee holds regular meetings;
management has been educated model line / factory transformation being
in transformational strategies,
used as training area, company and facility
model line / factory
level champions identified and educated
transformation has begun
Rating
2 plus steering committee regularly

assesses transformation plan for
effectiveness, additional model lines
present, most managers becoming
coaches / facilitators, Human resources
(HR) aggressively screening new hires,
developing internal & external
infrastructure for development
3 plus HR changes performance evaluation,

reward, and incentive systems to reflect
transformation of values, internal
communication / learning conferences are
held to share best practices and continue to
aggressively improve organization
Average Rating
Goal
0.0
Page 5 of 17
Com
Value Stream
Policy deployment/ Daily Managem
System Com
NOTE: In the absense of observed activities/data the default action is to score

Single Minute Exchange of Die (SMED) / Total Productive Maintenance (TP
Value Crea
F
Production Control /
Standardized
5S / Visual C
System Co
NOTE: In the absense of
Composite Radar Chart
Development,
appraisal,
and
promotion
Transformational
Team
Structure
Culture / Behaviors
Problem
Solving
Value Stream Management
Improvement
eployment/ Daily Management Systems
Personal Mastery
Vision
Communication / Interaction
System Component
NOTE: In the absense of observed a
he default action is to score low

Productive Maintenance (TPM)
Value Creation
Flow
Production Control / Pull
Standardized Work
5S / Visual Controls
System Component
System Component
Education, Awareness & Commu
People and Process Safety Syst
Ergonomics / Early Symptoms In
Energy
Waste
NOTE: In the absense of observed
System Component
NOTE: In the absense of observed
activities/data
Management
theQuality
default
& Support
action is to score low
Quality
Tools
Built-in
methods
Culture
Root
Cause
/ /Behaviors
Analysis
art
ery
tion / Interaction
the absense of observed activities/data the default action is to score low
m Component
ation, Awareness & Communication
e and Process Safety Systems
omics / Early Symptoms Investigation
y
the absense of observed activities/data the default action is to score low
nent
score low
PEOPLE DEVELOPM ENT
SAFETY/ERGO ENVIRONMENTAL
Development, appraisal, and promotion

Education, Awareness & Communication
Team Structure
Waste
Personal Mastery
Problem Solving
People and Process Safety Systems
WORK & JIT

Energy
Improvement
Ergonomics / Early Symptoms Investigation
Single Minute Exchange of Die (SMED) / Total Productive Maintenance (TPM)
Standardized Work
LEADERSHIP
QUALITY
Value Creation

Flow
Vision
M anage m e nt & Support

Quality Tools / m e thods
Culture / Behaviors
Built-in Quality
Root Caus e Analysis
Transformational Structure
Culture / Behaviors
Policy deployment/ Daily Management Systems
People Development
Development, appraisal, and promotion

Team Structure
Personal Mastery
Problem Solving
Improvement
Safety / Ergo Environmental
Education, Awareness & Communication

5
Waste
People and Process Safety Systems

0
Energy
Ergonomics / Early Symptoms Investigation
Quality
Management & Support

5
Quality Tools / methods
Built-in Quality
0
Culture / Behaviors
Root Cause Analysis
Work and JIT
Single Minute Exchange of Die (SMED) / Total Productive Maintenance (TPM)
Standardized Work
Value Creation

Flow
Leadership
Vision
5
Transformational Structure
Policy deployment/ Daily Management Systems

0
Culture / Behaviors

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Work System Diagnostic - Version 2.

2 (Last Update: 08/30/2012

General orientation of new hires

level 1 plus basic skills training for new

3 plus 360 degree self / direct report / peer /

occasional use of work and

level 1 plus work teams exist at value

2 plus cross trained team structure exists

2 plus advanced problem solving

occasional use of standardized

infrequent meetings reviewing

Copyright, Institute for Lean Systems, 2006, contact ray.littlefield@theleanway, 502-322-6579

workforce make informal changes to their

2 plus workforce regularly improve

3 plus extensive use of advanced problem

3 plus formal suggestion system in place to

standardized work exists, cross-training

Significant skill level, Thorough

1 plus daily "sunrise" meetings reviewing

3 plus support personnel are integrated into

Work System Diagnostic - Version 2.2 (Last Update: 08/30/2012

visible adherence to PPE

standardized work and ergo

no visible waste reduction

Copyright, Institute for Lean Systems, 2006, contact ray.littlefield@theleanway, 502-322-6579

1 plus KPIs relating to safety, ergo, and

3 plus Team members are coached daily by

1 plus standards for PPE in each area

3 plus Lock-out tag-out procedures / systems

3 plus Standardized work is posted and

2 plus energy level reduction programs

waste reduction visible in work areas;

3 plus zero landfill policies in place,

1 plus ergonomics considered on all

energy reduction considered

little waste reduction efforts

some waste reduction efforts visible in

Work System Diagnostic - Version 2.2 (Last Update: 08/30/2012

robust system exists for workforce problem

2 plus error proofing devices integrated

2 plus workforce trained and applying the

3 plus SPC utilized on process inputs not only

3 plus six sigma process, defect resolution

indifferent environment, blame is

errors are expected to be reported without

2 plus finding an error is considered

3 plus error detection and prevention is firmly

no evidence of use where

quality tools/methods are used,

workers are provided rudimentary training

2 plus workers are fully trained in the use

3 plus use is visually evident in the work

Copyright, Institute for Lean Systems, 2006, contact ray.littlefield@theleanway, 502-322-6579

Work System Diagnostic - Version 2.2 (Last Update: 08/30/2012

workforce owns the S/W, they follow it and

3 plus Work-in-process (WIP) is smoothed,

little interuption of work flow; work stage

attempts have been made to

set-up times are measured; some

3 plus when asked, workforce can explain

Some S/W is in place but lacking

S/W exists but infrequently updated,

Workforce realize the importance of S/W,

work is launched utilizing