Trial Assess1

Lean Assessment
Purpose of this template Links

To assess progress of lean transformation. Link
Help & Training

for ANY Systems2win template
Instructions to use ANY Systems2win template Links
Open a Blank Sheet

where you will do your work
In the Systems2win menu, select
Open a Blank Sheet
Start
Start
Here
Here
Ensure that your computer is set up correctly Link
The Systems2win Excel Add-in is required
Watch the Quick Start Training Videos

to learn what every user should know about any Systems2win template Video
Optional Links
To easily switch between languages,
and/or user-defined substitute phrases
Translations and Substitutions >
Select Translations and Substitute Phrases for THIS Template
Translations - Learn More Link
Example: Link
Try it. Click the 'Select Translations and Substitutions' menu item,
then select from the dropdown lists, and notice how this cell changes.
Special features for users with disabilities Link
How to personalize your Systems2win templates Link
Provide your feedback & ideas Link
to continuously improve your tools for continuous improvement
Link
Template Systems2win. Filename: 351060927.xlsx, Worksheet: Help, Page 1 of 327

Instructions to use THIS template
Also refer to 'User-Defined Training' at the bottom of this page
What is (and is not) translated? Link
Before you start Links
Users of this template are expected to have already completed this foundational training
Initial Training - Quick Start Link
Before using this tool Link
your Leaders should have already personalized this template
Special tips for how to personalize this type of assessment template Link
Online Training
See training online Link
Training Videos Link

Additional Help
More training online Link
Excel Tips most valuable for using THIS template Link
Tip: You can optionally use the 'User-Defined Training' section at the bottom of this sheet to provide additional help Link
(in any language).
Personalized Training & Mentoring Links
Ideally - each supervisor will personally train their people
Use the TWI Job Instruction method Link
Record progress using a Cross Training Matrix Link
Personalized Training & Mentoring Link
is also available from Systems2win or a qualified consultant
Systems2win. All rights reserved.
Advanced Training
Advanced Training Links
How to personalize your Systems2win templates Link
Special tips for how to personalize this type of assessment template Link
How to personalize text Link
Unprotect the sheet Link
Change Printer
Systems2win menu > 'Change Printer' will temporarily change your default printer:
a) only for Excel
b) only for this session
(it will revert back to your Windows default printer the next time you open Excel)
Suggested Reading
Suggested Reading Links
Systems2win online training and videos Link
to learn more about this subject
Suggested Reading and Resources Link
Systems2win Training & Support home page Link
with links to many free training videos
License Agreement Link
for your Systems2win templates

Systems2win Newsletter Link
for valuable tips, announcements, & webinar invitations

Excel Training
Tips for using ANY Systems2win Excel template Links
Excel Training Link
2LearnExcel - Self-Paced Learning Tool Link
How to use the Systems2win menu Link
that has many features to extend Excel
Use the special Systems2win utility to Copy a Sheet
Systems2win menu > Copy Sheet Link
This is the ONE thing that is different about using your Systems2win templates.
You can use everything you know about Excel
except that you must use this special utility to copy sheets
Known issues Link
for different versions of Excel
Excel Tips most valuable for using THIS template Links
How to unprotect a sheet Link
Re-protect your worksheet as soon as possible,
so that you don't accidentally damage formulas
Hide or Unhide Rows or Columns Link
Right-click > Hide or Unhide
Tip: Always look for hidden rows or columns
before inserting or copying new ones.
Don't Insert Rows or Columns
Important Tip: Rather than inserting a row or column,
it is almost always better to COPY a similar blank row or column
Copy Cells, Rows or Columns
Insert Copied Cells Link
Move entire rows or columns Link
Right-click & drag entire row or column;
'Shift Down & Move'
Move individual cells
It is easy to corrupt a formula, so first save a back up
and then experiment with various ways of moving cells Link
Set Print Area
Set Page Breaks
View > Page Break Preview Link
drag the blue borders to change the print area and page breaks
For "paragraphs" within a cell Link
ALT+ENTER
Thin gold lines Link
to keep your ranges and lists intact
+++Learning Experiment+++
Try it! Change the row height of the thin gold line below, then select
Systems2win menu > Reset Thin Gold Lines

User-Defined Training
Your leaders can personalize this template with your own training
User-Defined Training Links
Personalization Upgrade Utility
When you upgrade your templates using Systems2win's Personalization Upgrade Utility, Link
anything you add in the 'User-Defined Training' section below will be copied automatically to the new upgraded
version of this template.
Link Icons
You can also add Link Icons to link to any web page, Link
or to link to your own Word documents, PDFs, PowerPoints, etc.
and the 'Links' column in the User-Defined section
will be automatically transferred to your new template when you upgrade.
User-Defined Training Links
It is okay to insert more rows in the User-Defined Training section above.

Date History by Date
Lean Assessment Systems2win menu > Print

Trends
12/25/2016
z
z
<Subtitle: e.g. Facility, VStream, Process> to print History & Trends,
1/7/2017
1/1/2017
or 'Print Audit Checklist'
z
Where Area Audited: Sample Team, Process, or Value Stream for the checklist only.
z
Area Owner: Supervisor: Auditor:
z
Category Audit Criteria - Gemba Walk Topic Score
Trend Charts
Lean Mgmt Lean Management Systems Lean Mgmt
z
Lean Mgmt
Daily use? By every leader at every level? 5 5 4
Weekly review with superiors? Archives? 5
Leader Standard Work Continuous improvement? 4
z
3
How often? 5 3 4
How comfortable? 2
Gemba Walk How effective? 1
z
Auditing the right things? 2 2 4 0
Audits Consistently? Helpfully?
z
Tiered meetings: Team, Department, Value Stream, Executives. 4 4 4
Stand Up Meetings Consistency? Effectiveness?
z
z
z
Lean Mgmt - Total Average Score 4 3.5 4
Visual Controls Visual Contr
z
Clearly define normal vs. abnormal conditions?
How easy to understand? Visual Controls
How pervasive? 3 3 4
How well monitored? 5
Visual Management Systems Used for improvement? 4
z
Every Team?
2 2 4
3
Correctly used?
Team Accountability Board Consistently? 2
z
1
3 3 5
Task Assignment Board How visual? Consistency of use? Sources of tasks? Work breakdown structures?
0
z
Invite someone unfamiliar with the work area
to stand at the clearly-marked Process Observation Point, and then ask: "Is this 1 1 5
Acid Test for Visibility of Flow process flowing as expected?" Their answer is either yes or no.
z
z
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Visual Controls - Total Average Score 2.3 2.3 4.5
6S Also see 5S Assessment 6S
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6S
5
Filename: 351060927.xlsx, From Systems2win template: Assess.xlsx, Worksheet: Sample, Page 6 of 327
4
2
Trend Charts
The first 3 S's: Sort, Straighten Shine
Cleanliness?
6S
3 3 4
Workplace organization? 5
5S Assessment Audits? Results?
z
4
3 2 3 3
Ergonomics?
Safety Safety Audits? Results?
2
z
1
Section3 - Cat3 Section3 - Topic3
z
0
z
z
z
6S - Total Average Score 3 2.5 3.5
Standard Work Also see 5S Assessment Standard Wo
z
Does standard work documentation exist?
For every process, sub-process, and support process?
Standard Work
2 3 4
Using the right tools? Visible? Visual? 5
Standard Work Instructions Current? Used?
z
4
2 3 4 3
Is detailed training documentation available? For everything?

Job Instructions Current? Used?
2
z
1
3 3 4 0
How?
Training TWI? (Training Within Industry)
z
2 2 3
Consistently performed?
Standard Work Audit Correctly?
z
z
z
Standard Work - Total Average Score 2.3 2.8 3.8
TQM Reliability Total Quality Management TQM Reliabili
z
2 3 4 TQM Reliability
Quality Methods - FMEA, Control Plans
Fundamental Poke yoke, corrective action systems 5
z
4
1 3 3
How much? How well?
3
Total Preventative Maintenance OEE? 2
z
1
5
Category Audit Criteria - Gemba Walk Topic Score 3
2
Trend Charts
1
Quality Methods -
0
Advanced - Six Sigma (leave response blank if no advanced methods are needed)
z
z
z
TQM Reliability - Total Average Score 1.5 3 3.5
Flexibility Flexibility
z
Flexibility
1 2 4
Cross Training Matrix? 5
Labor Planning Rotation Plan? Attendance Log? 4
z
3
Small batch sizes? 1 2 4

Quick Change Overs? 2
Batch Size Pitch? 1
z
Responsiveness to customer? 1 2 3 0
Product Development Rapid cycle?
z
z
z
Flexibility - Total Average Score 1 2 3.7
Flow Flow
z
Flow
Past, current, and planned state value stream maps? 4 2 4 5
Team Roles? 4
Value Stream Mapping Product Families?
z
3
Flow where you can? Pull where you can't? Only push with a FIFO lane?
Fewest possible information control points? Farthest upstream? 3 3 4
2
Build to Pitch? Jidoka swarm problems? 1
Flow of the thing being processed Low Inventory levels? Travel distances? Lead times?
z
0
Appropriate scheduling systems?

(Pitch Chart, Heijunka Box, Lean Pull Priority Queue, Job Log) 2 3 4
Heijunka Load Leveling Non-clumpy demand flow?
z
z
z
Flow - Total Average Score 3 2.7 4
Lean Green Lean Green
z
SIPOC? Energy audits? Systematic energy use reduction? Clean energy
2 3 4
Lean Green
Energy Waste sources?
z
5
SIPOC? Water audits? Systematic water use reduction? Rainwater harvest? Re- 2 3 4 4
Water Waste use? Clean water discharges? 3
z
2
SIPOC? Systematic reduction of material wastes? Minimum virgin materials? End 3 4 4

Materials Waste of life re-use, recycle, or compost?
1
z
0
4

1
Trend Charts
Systematic reduction of garbage? Hazardous waste? Reuse? Recycle?
0
1 2 2
Garbage Waste Compost?
z
3 3 3
Transportation Waste Minimize travel distances? Environmentally friendly modes of transportation?
z
In the value stream? Supply chain? Heating, ventilation, and air conditioning? 3 2 3
Emmissions Waste Emissions from our product after it is sold?
z
1 1 3
Community and Environmental Watershed? Nearby biological habitat? Surrounding community? At ALL
Impacts locations?
z
z
z
Lean Green - Total Average Score 2.1 2.6 3.3
Continuous Improvement Also see 5S Assessment Continuous
z
Continuous Improvement
3 2 4
VSM, 5S, Process Observation, Pareto, Lean Management System, lean
Learning to see waste metrics 5
z
4
PDCA, DMAIC, root cause analysis, kaizen, A3, 8D, stand up meetings 3 2 4 3
Problem Solving Repeatable, teachable?
z
2
People development skills and habits? 3 2 4

Use, teach, and mentor scientific methods?
0
Lean Culture Creatively apply lean principles to unique challenges?
z
Strategic Planning and Policy Value Stream Plans? 3 2 4
Deployment Hoshin Kanri Policy Deployment?
z
z
z
Continuous Improvement - Total Average Score 3 2 4
CatHead10 CatHead10
z
2 2 3 CatHead10
z
5
Section10 - Cat2 Section10 - Topic2 4
z
3
z
2
z
1
z
z
z
Trend Charts
z
z
z
z
z
z
CatHead10 - Total Average Score 2 2 3
CatHead11 CatHead11
z
Do not skip a Category section.
3 3 4 CatHead11
Section11 - Cat1 There must not be any hidden Category sections between unhidden ones.
z
5
You can overwrite the default Categories and Audit Criteria with either:
Option 1) User Substitutions in the Translation Table 4
Option 2) Simple text 3
Option 3) Link to your own user-defined translations in the User-Defined section

Section11 - Cat2 of the Translation Table 2
z
Within each Category section, you can hide, unhide, add, delete, or move rows, 1
Section11 - Cat3 but be sure to see online training.
z
0
See online training for special tips for how to personalize this type of assessment
template:
Section11 - Cat4 http://www.systems2win.com/solutions/assessment.htm#personalize
z
z
z
z
z
z
z
z
z
CatHead12 CatHead12
z
Each Category section needs enough content (or empty space) to provide room
4 4 5 CatHead12
Section12 - Cat1 for the default chart height of 2 inches.
z
How to get chart height exactly 2 inches:
5
Select the chart (using CTRL+click). 4
Section12 - Cat2 Then right-click, Format Object > Size.
z
3
0
CatHead12
5
Category Audit Criteria - Gemba Walk Topic Score 4
Trend Charts
3
It looks more professional to get height of the charts right on your master
template, but if you don't notice that chart heights automatically resize every 2
Section12 - Cat3 time that you use the 'Print Trends' button. 1
z
z
z
z
z
z
z
z
z
z
z
Total 2.6 2.7 3.9
Total
z
Comments for Improvement (Also use margins. Then transcribe handwritten notes into To Do List tasks.)
5
Learning Experiment: 4
Set Print Area

Set Page Breaks
3
View > Page Break Preview

drag the blue borders to change the print area
1
and page breaks 0
Link
Customization Log
Write down brief reminders of any customizations that are not automatically found and transferred, and Link
therefore will need to be manually reproduced in your new template each time you upgrade. (See
online training)
It is okay to insert rows between the gold lines,
and your entries in this Customization Log will automatically be transferred to your new template each
time you upgrade.
Has this master template been personalized? 0 <<< Personalized?

The Personalization Upgrade Utility will Link
automatically find & transfer personalizations each time that you upgrade
only if you manually change this answer to "TRUE"
If the 'Personalized' field on your 'CLog' sheet = TRUE, Link
then the next time you upgrade - the 'Upgrade Log' sheet in your MultiUserChecklist.xlsx workbook will
remind you to visit this page to make manual changes to your upgraded template.
Brief Description Links Where
Template Systems2win. Filename: 351060927.xlsx, Worksheet: CLog, Page 12 of 327

Data Validation Dropdown Lists
Score
Score Code
The rating scale must be 1-5. 1
Higher is better. 2
3
You define what each score means on the 4
'Template' and 'Scorecard' sheets. 5
.
Filename: 351060927.xlsx, Worksheet: DV, Page 13 of 327

User1DV User2DV
Code Description Code Description
Define Define
Your Your
Own Own
User1DV User2DV
Codes Codes
on DV on DV
Worksheet Worksheet
Filename: 351060927.xlsx, Worksheet: DV, Page 14 of 327

Translation Table
Selected Translation (never edit this column)

English - No Substitutions
Use Systems2win menu > 'Select Translations and

Substitutions' to select or refresh the phrases that will
be used in all sheets in this workbook.
TABLE
. OF CONTENTS
Click the Links to go to each section.
INSTRUCTIONS to use this Translation Table
STRING TRANSLATIONS - COMMON

SHAPE TRANSLATIONS - COMMON
STRING TRANSLATIONS - UNIQUE

SHAPE TRANSLATIONS - UNIQUE
USER-DEFINED TRANSLATIONS
INSTRUCTIONS
. to use this Translation Table
You can purchase language translations from

Systems2win.
If you select a 'User Substitution', then any cell that is

not blank in that 'User Substitution' column will
override the default translation for that row.
User Substitutions can be used for any creative use -

like switching between terminology for Production vs.
Office vs. Healthcare.
The maximum number of substitutions allowed for this
template is
Systems2win is the Author of all columns other than
the User Substitutions.
Carefully follow Instructions before making any
changes.
Template Systems2win. Filename: 351060927.xlsx, Worksheet: TT, Page 15 of 327

DO NOT EDIT ANYTHING IN THE
'SELECTED TRANSLATION' COLUMN
because it will just be overwritten the next time you
select a translation
Use the 'Customization Log' to make a note of any

changes that you make that will not be automatically
transferred when you upgrade.
Rather than making changes in any language column,

make your changes in a 'User Substitution' column -
(so that your changes get automatically transferred to
your new template each time that you upgrade).
Do not insert, delete, or move any columns

on this TT sheet.
The only exception = it is OK to copy or move
columns within the 'User Substitutions' section
Do not insert, delete, or move rows
above the 'User-Defined' section.
It is OK to insert, delete, or move rows only in the

'User-Defined' section at the bottom of this sheet.
3 WAYS TO TRANSLATE
DIFFERENT TYPES OF DROPDOWN LISTS
ON THE DV SHEET
Follow ALL of the guidelines for How to Personalize

your Systems2win templates.
UPGRADE INSTRUCTIONS
How to keep your user-defined translations in sync

after each upgrade
If the 'Personalized' field on your 'CLog' sheet =
TRUE,
then the next time you upgrade - the 'Upgrade Log'
sheet in your MultiUserChecklist.xlsx workbook will
remind you to visit this page to make manual changes
to your upgraded template.

Template Systems2win
Use 'CTRL+F' to FIND keywords
Titles and Purposes of Systems2win templates

Master Template
<Title>
<Purpose>
Blank Template
To create your own custom templates, starting with
the Styles and features that are already familiar to
your users.
Learn Excel
Learn Word
Self-Paced Learning
To learn useful features of Microsoft Excel,

and Systems2win's innovations to make Excel even
more useful.
Learn
Team Charter
To clearly define the scope of a project or team

in a format that is easily copied to PowerPoint.
Customization Log
To make software upgrades easier by maintaining a

log of customizations
Results Metrics
To clearly communicate process design objectives,

and to monitor progress toward achieving them.
Revision Log
Copy this Revision Log worksheet to any other

Systems2win workbook -
for an easy document revision tracking system.
Multi-User Setup Checklist

Upgrade Log

Your leaders use this checklist to ensure that your
Systems2win templates get set up correctly - for easy
sharing by multiple users.
Tool Selection Matrix
To choose the right tool which you then find and
open using:
Value Stream Map
Value Stream Mapping Power Tool
1) to graphically illustrate the flow of the thing being

processed and the information needed to process it -
for one Product Family
2) to highlight problems and proposed
countermeasures - in highly visual ways
3) to focus direction for your lean transformation
teams
4) to serve as a dashboard to monitor and
continuously improve
Value Stream Management
Value Stream Mapping
Supply Chain Value Stream Map
To graphically illustrate the flow of inventory and

information for one Product Family - through a value
stream that involves multiple supply chain partners.
Supply Chain Map
Learn Value Stream Mapping
To learn some of the fundamental concepts of value
stream mapping,
and how to use the Systems2win value stream
mapping tools.
Product Family Matrix
To define your product and service families

(which is the first step in the Value Stream Mapping
process)
Value Stream Plan
To continuously improve the value stream - by
establishing clear objectives, responsibilities, and
deadlines - and then holding people accountable for
results.
Lean Assessment
To assess progress of lean transformation.

Values List

To narrow a list of options (usually to one choice) -
when personal preferences are most important.
Approvals
To clearly define approvals needed, obtained, and still
missing -
in a way that makes it easy to understand and follow
the scientific method.
Prioritization Matrix
When there are serious consequences for a wrong
choice
Balanced Measures Scorecard
Balanced Scorecard
To translate vision and strategy
into a coherent set of performance measures.
Policy Deployment X Matrix
X Matrix
To develop & implement strategic plans and unique

competitive advantages - benefiting from input &
ownership from all levels of the organization - in a way
that greatly accelerates organizational learning and
leadership development.
Hoshin Plan
Hoshin
Change Management
To develop strategies and incentives to embrace
change
Decision Matrix
To enable a team to make decisions

that are well-considered and well-documented.
Gantt Chart
To plan and control a project - with a graphic timeline.

Gantt Summary Milestone Chart
Gantt Summary
Milestone Chart
Simple projects can be planned using this simple tool.

More commonly, you will copy this Milestone Chart to
an A3 Report
to provide an at-a-glance summary of a more-detailed
Gantt Chart or To Do List.
Job Log
Compare estimated to actual set up times and run

times per job - with explanations of reasons for each
miss - which are then used to continuously improve
the process.

Action List
1) Collect Issues & Ideas as they arise during an
Improvement Event - and then make sure that they
get the attention they deserve - even if outside of the
scope of this Event.
2) Assign and complete follow-up assignments - to

ensure the sustainability of process improvements.
Kaizen Agenda
A time-phased action plan for a Kaizen Event

Event Audit
30-Day Audit
To ensure that improvements are sustained
Event Plan
Event Plan Checklist
To plan for an Improvement Event
Potential Future Improvements
One central place to collect ideas for potential future

improvements, which can then periodically be
reviewed and prioritized for upcoming Events.
Training Session Planning Checklist

To design a training session.
Training Session Agenda
Event Schedule
To publish a calendar of upcoming events for
continuous improvement.
Organization Chart
To define organizational relationships - both formal
and informal.
Pitch Chart
To level the flow of work,
and to measure expected vs. actual output per pitch
cycle.
Monthly Pitch Log
To provide at-a-glance visual analysis of trends for

hour-by-hour attainment of the target production rate
(known as "pitch").
Pull Queue Hourly Status
To view trends over time - of how backed up the

queue of work requests are - leading to a work center
that responds to pull signals.
To Do List
A Leader can maintain a master list of assignments
for Team Members.

Issues & Ideas
To organize and resolve any type of issues & ideas
affecting your project or team.
Project Cost Estimating
To estimate the costs of a project.
Software Data Conversion
To plan and control transfer of data
from old software to new software.
Leadership Skills Assessment
To mentor lean leaders to improve their coaching
skills.
Process Analysis
To thoroughly understand & analyze a process
(before suggesting countermeasures)
5S Assessment
5S Scorecard
To maintain a clean, well-organized work environment
- for increased productivity, safety, and the revelation
of hidden problems.
5S Standard
To clarify expectations for 5S workplace organization

and housekeeping,
and/or to serve as a "before and after" storyboard.
5S Red Tag Log
Used for the first category of 5S - Sort.

Red Tags provide a system to label potentially
unneeded items, approve their suggested disposition,
and track what has been done.
5S Sustainment Checklist
Checklist for cleaning and preventative maintenance

A3 Stick Figure Illustrator
A3 Illustrator
Illustrate A3 Reports and PowerPoints with stick figure
drawings
A3 Gemba Interview
To interview the person doing the work.
Standard Work Instructions
To analyze, improve, and maintain consistency -
for a repetitive process.
Cross Functional Flowchart
To graphically depict the flow of a process that

crosses functional workgroups - to identify and
eliminate waste.
Flow Chart
To visually illustrate how a process flows
Process Flow Diagram

Process Flow
Job Instructions
Work Instructions
To provide thorough training for how to perform a job -

with pictures and detailed written instructions.
Job Breakdown
TWI Training Within Industry
To teach someone how to do a job.
Layout Diagram
Spaghetti Diagrams - showing work paths and flow.

Work Area Floor Plans - for production lines,
warehouses, hospitals, offices
Process Observation
To observe a process or a value stream.
Cycle Time Observations
To observe process cycle times

(without details of operator work elements)
Standard Work Audit
To ensure that work is actually being done

the way management believes it is being done
Training Matrix
Cross Training Matrix
Job Design Matrix
Job Resources Matrix
Job Transitions Assessment
To re-design job responsibilities to fit re-designed

processes.
Process Reengineering Matrix
To clarify details that don't fit neatly into a flow chart,

and to untangle and re-design even the most complex
process.
Machine Balancing
To ensure that any machine cycle time does not
exceed Target % of Takt Time.
PDCA Coaching
For learner and coach to maintain a record of past

experiments, results, and learnings - and to plan the
next experiment.
Block Diagram
To provide a very simple sketch of a process.
PDCA Coaching Observations
Used by a Coach's Coach - to mentor PDCA
Coaching.

Yamazumi
To rearrange tasks to eliminate waste and balance
work loads.
OEE Overall Equipment Effectiveness
OEE
To measure and improve the effectiveness of asset
utilization.
OEE Filtered Data Analysis for
Daily Events Log
Preventive Maintenance
Checklist for preventative maintenance tasks that

occur on a monthly cycle or greater.
House of Quality QFD
QFD
To rapidly design and deploy new products and
services.
Quadrant Chart
To visually understand relationships between two
factors affecting an issue.
Root Cause Analysis
To gain clearer understanding of possible root causes,

and stimulate ideas for creative solutions.
Fishbone Diagram
SIPOC Diagram
1. To provide an "at a glance" overview of a process.

2. To define the start and stop boundaries of a
process (and project scope)
3. To clarify relationships of the suppliers of inputs to
the process
4. To identify process customers (internal and
external),
and the process outputs that they seek
5. To identify unintended wastes output by the
process
8D Problem Solving
8D
Problem Analysis
Action List
A systematic way for a team to permanently resolve a
problem
that has uncertain root causes.
Cause & Effect Matrix
To identify the few process input variables that
provide the greatest opportunity to improve the key
process outputs.
FMEA Failure Mode Effects Analysis
To anticipate problems and minimize risks.

FMEA
Design FMEA
DFMEA
Process FMEA
PFMEA
Control Plan
After initial Corrective Actions have been made on the

FMEA,
use this Control Plan to more diligently control risks
that have high probability or severity.
P-Diagram
To analyze inputs and outputs,
and factors that can affect performance
Interface Matrix
To identify and clarify system interfaces.

Design Matrix
DVP&R
Design Verification Plan and Report
Formalized testing of product to assure compliance
with all requirements.
"Critical To" Tree Diagram
Critical to Quality
Critical to Satisfaction
To ensure that the product or process characteristics
that you measure and control will actually satisfy your
customers' desires.
Measurement Assessment Tree Diagram
To identify and stratify data that is (and is not) worth
measuring and controlling.
Tree Diagram
To systematically direct your thinking to increasing
levels of specific details.
Customer Segmentation
To identify and focus attention upon the customer
segments that generate the most value from the
product or service.
Measurement Selection Matrix
To choose the measures
that are most strongly linked to customer
requirements.
Operational Definitions
To ensure that everyone collects and interprets data
in a consistent way.
Pareto Chart
To identify the most common 20% of problems

causing 80% of your headaches - so that you know
where to focus your continuous improvement efforts.

Pareto
Relations Diagram
To identify root causes of a complex, non-linear
problem.
Trends Scorecard
Scorecard Data
A well-organized system to gather and analyze data.

One of the basic tools of quality.
Check Sheet
To collect data about quality problems when and
where they happen.
Voice of the Customer Translation
To translate potentially vague customer comments

into measurable design requirements
Bowling Chart
Timeline of monthly progress
toward year-end targets.
Characteristic Matrix
To identify process steps that can compromise
product characteristics
One Good Idea
Before and after storyboard
Control Chart
To determine whether a process is in control.
Run Chart
To analyze data and trends over time.

Histogram
To graphically illustrate the probability distribution of
something happening.
Word templates
Standard Operating Procedure
Evaluation Survey
Ground Rules for Working Together
Empowerment Boundaries
Presentation of Results
Brainstorming
Software Design Specification
TWI Pocket Cards
Leader Standard Work
A3 Report
Document Storage and Naming Conventions

Time Observations
Alternative User Interfaces
Agenda
Force Field Analysis
Lessons Learned
Word template
COMMON FIELD LABELS

What
Title
Subtitle
Purpose
Title Description
Workbook
Workbooks
Blank Forms
Worksheet
Sheet
Sheets
Extra Worksheet
Row
Hide Row
Column
Col
Filter
Filters
Description of Filters
Log
Log
Log #
Report
Button
Team Accountability Board
Task Assignment Board
Documentation
Trial
List
Selection
User-Defined
User
User Calc
User Field
Unique User Fields

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Category
Categories
Cat
Type
Type of Waste
User Fields
User Data
Class
Class Codes
Legend
User1
User2
User3
User4
User5
User6
User7
User8
User9
Cat1
Cat2
Cat3
Rule
Bundle
Customer Segment
.
.
.
User1DV
User2DV
Process
Processes
Process(es)
Process Step
Delivery Processes
Critical Path Processes
Simultaneous Processes
Between Processes
Process Flow
Flow
Value Stream
VStream
Program
Programs
Action Programs
Project
Projects

Project Scope and Boundaries
Phase
Job
Jobs
Task
Tasks
Work Element
Work Elements
Standard Work Elements
Activity
Activities
Step
Steps
Steps / Images
Steps that create value
Steps - within process
Steps - between processes
Major Steps
Value Add Steps
Total Steps
Transportation Links
Work Breakdown Structure
WBS
Sequence
Seq
Kaizen Event
Event
Events
Event Name
Event Type
Process Name
Process Design
Before and after pictures
Routings
Bills of Materials
Kaizen
Lean
Scope
Pre-Production
Post-Production
Pre
Post
Utilization
Lean Journey
Critical Path
(could be handed off)
Product

Products
Service
Services
Product Family
Service Family
Product or Service Family
Product or Product Family
Product/ Family
Products & Services
Our Offering
Deliverables
# of Product Variations
Variation
Product Mix
System
Sub-system
Component
Product Characteristics
Size
Unit of Measure
Units of Measure
UOM
Default Unit of Measure
Default Units of Measure and Data
UOM Ratio
Default UOM
Process UOM
Factor
Problem
Problems
Problems per Unit
Define the Problem
Problem Summary
Additional Documentation of the Problem
How Big?
Is this a repeat problem?
Root Concerns
Voice of the Customer
Functional Requirements
Waste
User-Defined Waste
Sigma
Problem Solving
Six Sigma

Decision Making
Decision
Obstacles Parking Lot
Chart
Charts
Chart Labels
Custom Charts
Trend Charts
Radar Chart
Waterfall Row #
Grid
Grid Lines
Waterfall Chart
Trend Chart
Scatter Plot
c Chart
p Chart
u Chart
UCL
LCL
Chart Lines
Chart Data
Is the chart updated?
X Axis
Y Axis
Assessment
Performance
Performance
Performance Measures
Results
Actual Results
Production Results
Measured Performance
Results Status
Attained
Standard Work
Quality
Checklists
Results Broadcast
Improvement
Number
Raw Score

Score
Scores
Total Average Score
Data
Optional Data
Data Labels
Header Data
Working Data
Vertical Data
Horizontal Data
Color
Sample Data
Rating
Ratings
Rating Scale
Target Rating Level
Quantity
Qty
Units
(units)
Rate
Cost
Cost per Unit
$
Activity Based Cost Analysis
Low
High
Range
Drawing Scale
Maturity Level
First Pass Yield
Sales Points
CD
(Difficulty of Transition)
Difficulty of Transition
Aptitude
History
History by Date
Customer Evaluation
Customer Eval
Target Level of Satisfaction
Composite
Desired Targets
Desired Direction of Measure
Desired Direction
Total Importance
Weighted Total Importance
Kano Analysis
Difficulty
Relationship

Stratification
Primary Segments
Sub-Segments
What, Where, When IS and IS NOT?
IS
IS NOT
Operational Definition
(What the measure IS)
What it IS NOT
Selected to Improve
Primary OEE Measures
Production
Control Characteristic
Question
Questions
Response & Ideas
Roof
Satisfaction
Pareto Data
more than the average
Competency Ratings
Total Quality Management
Continuously Improve
Checklist
Weight
Lowest
Repeatable
More
Loss
Productivity
Analysis
Unit
Software
Network
Internet
FAX
Printer
Plotter
Copier
Sticky notes
Interfaces
Print Orientation
Software Project
Inventory
Inventory (Standard WIP)

Std WIP
Work In Process
WIP
Part
Parts
Part Number
Part #
Item Number
Item #
Finished Goods
Raw Materials
ppm
Item
Material
Parts & Materials
Asset
Assets
Resource
Resources
Resources provided by
Machine, Device, or Tool
Machine/Asset
Machine Loads
Equipment
Safety Equipment
Computer
Equip/Tools
Shared
Tools & Supplies
Facilities & Supplies
Supplies
Instruments
Tools
Furniture
Paperwork
Templates & Tools
Policies and Documents
Money
Petty Cash
Pre-approval for urgent purchase of anything needed

Energy
Spatial
Safety / Tools
Pacemaker
Constraint
Outside

Description
Desc.
Title & Brief Description of Issue or Idea
Brief Description
Filter Description
Identification
ID
Code
Codes
Document Number
DCN
Controlled?
Version Control
ID Table
ID Code
(if needed)
(specify)
(optional)
Specify
Demand
Demand per Shift
Demand per Week
Demand UOM
Demand/Wk - Common UOM
Demand/Wk - Unique UOM
Capacity
Process Capacity
Capacity/week
Capacity per Person
Current Capability
Input
Inputs
Outputs
In
Out
Batch Size
Pitch Batch Size
Ship Batch Size
Smallest Batch Size
Available
Unavailable
Availability
Capability
Delivery
Output
Batch

Links
Links
Hyperlinks
Links to Related Documents
Related Documents
Icons
Link
Information Systems
Systems
Technology
Field Label
Field No.
Field Length
New Software
Field Name
Data Source
Data Source Field Name
Data Type
Orig Data Source
Import Data Source
Special instructions for this field for this conversion

Header Fields
Named Cell
Number Format
Default Data
Step Label
General
General
with word wrap
Text
Currency
Company policies
Compliance regulations
Union policies
Information
Filename
to find and open using the Systems2win menu
Also Known As
How
Comments
Comments, and Ideas to Eliminate Waste
Comments &
Links

Notes
Key Points
Message
Issues & Ideas
Other
Observation
Differences
Don't Edit
Comments / Key Points
Ideas
Design
Observations
Safety Warnings
Online Training
Training
Instructions
Video
Training Aids
At a Glance
Learning Validation
Learning Topic
Learning Phase
Question or Task
Your Response
Learning
Validation
More Info
Organizational Learning Perspective
Internal Processes Perspective
Training Before the Event
Team Training
Train the Workers
Language Translation
Translation
Training Presentation
Handouts
Team "Ice Breaker"
Required Attendance Notice
Courtesy Invitation
Entertainment
Instructor Notes
Learning Game
Language
Primary Language
Show all
Expand Your Thinking
Registration
Prerequisites
Homework

What was Learned
Helpful Tips
Training & Skills Required
Definitions
Evaluation of Learning
Answers to the Learning Questions found in the
online training
Exclusive Training
Available only to Systems2win users by clicking

this Link in this Help sheet
Training Design
Show
Corrective Action Needed

Corrective Actions and Comments
CAR
Actions Completed
Action
Sample Size
Frequency
Error Check
Quantity tested / defective
How many objects have the defect?
(list part #s and descriptions)
How many defects per object?
Defect
Defects
Good
Good Units Produced
Reject
Rejects
Reject Category
Rework
Not Needed
Duplicate
Worn
Scrap
Obsolete
Disposition
Discard
Move to Red Tag Storage
Move to: ____________
Return
Returns
Return (needed after all)
RMA
NCMR
Purchase
% Complete & Accurate

Potential Failure Mode
Potential Failure Effect
Severity
Occurrence
Detection
Risk PN
Control Method
Detection Method
Reaction Plan
Actions Recommended
Action Plan
Event Control
Cleaning
Prevention Method
Failure Rate
Process Control
Design Control
Severity of Effect of Failure Mode
Noise Factors
Piece to Piece Variation
Interactions with Other Systems
Customer Usage and Duty Cycle
Degradation Over Time
Environment
Control Factors
Ideal Functions
Error States
System within the Boundary Diagram
Sources of Variation
Test Method
Test Plan
Test Report
Acceptance Criteria
Correct
Error
Err
If that doesn't work
Predictions
Defective
Failure
Plan
Do
Check
Act
Planning
Plan
Planned
Alternatives
Countermeasures

Scenario
Path
Override
Impact
Objective Measures of Impact
Factors Affecting Effort
Is emergency response needed?
Implement & Verify Interim Containment Actions

Identify & Verify
Short description of proposed future improvement
Proposed Permanent Corrective Actions
to prevent Recurrence
to prevent Escape
30-Day Action List
Always To Do
Bring As Is?
Communication Plan
Communication
Constrained Resource Analysis
Specification
Specifications
Tolerance
Tolerances
Factors to Consider
Additional Criteria
Yes/No
Req
Y/N
Optional
Document and Analyze the Current State
Improve and Test the New Process
Clean Up and Present
S&OP (units)
Process Specifications
Required
Add details to
Brainstorm
Strategic Planning
Policy Deployment
Strategic
Effective
Achievable
Strategic Alignment
Collect current state data

Solicit improvement ideas
Prepare training materials

Ensure that preparation assignments are being
completed
Review data gathered and ideas received.
Clarify if needed.
Confirm that EVERYTHING is ready
Test equipment
Play catchball until agreement is reached for
Job Requirements
Job Descriptions
Requirement
Process Requirement
Labor
Establish the Team
Staff Unavailability
Availability Strategy
Peak Volume Strategy
Incentives
Individual Assessments
Evaluations
Potential Concerns
Approaches to Gain Acceptance
Measures of Acceptance
Facilitate Transition
Optimize Performance
Measures of Improvement
Attendance
6S
5S
5 Whys
Accidents
Date of Last Accident
Poke Yoke
RED TAG
Days since last accident
Verification
Audit Criteria
Audit questions that can't be phrased in a way so that

"yes" is the desired answer

Eval. Measurement Technique
Discipline
Gemba Walk
Gemba Walk Topic
Lean Management Systems
Visual Controls
Implement & Validate
Permanent Corrective Actions
Prevent Recurrence
Similar Systems
Congratulate & Celebrate
If Problem Recurs or Side Effects are Noticed

Error-free
Visual Scorecard
Little or no effort
Showing some effort, but unacceptable results

Minimum acceptable
Very good
Must receive outstanding scores for 5 audits in a row
to reach this level
Inspection
Inspection Instructions/Forms
Maintenance Schedule
Production Scheduling/Control
Unacceptable
Showing effort
Just Acceptable
Sustained Excellence
Gages
Engineering Change Approval
PPAP Production Part Approval Process

Very
Moderately
Moderate
Minor
Remote
Almost Impossible
Almost Certain
without warning
with warning
Hazardous
None
No discernable effect
Annoyance
Loss of
Degradation of

Primary Function
Secondary Function
Function
Prioritized
Unprioritized
Prioritized List
Unprioritized List
Satisfier
Dissatisfier
Delighter
Simple
Transportation
Air travel
Parking
Height
Width
Row height
Column width
Why
Reason
Reasons
Reasons for Misses
Root Cause
Root Causes
Potential Cause
Possible Root Causes
Possible Cause Theories
Ultimate Root Cause(s)
Determine Root Cause(s)
How did this Occur?
How did this Escape?
Current situation (why does this need to be
improved?)
Cause
Where
Company
Location
Location(s)
Department
Dept
Functional Area
Functional Areas
Work Area
Work Center
Work Station

WS
Machine
Distance
Between
Within
Distance Within
Distance Between
Feet
Meters
Miles
Kilometers
Conference room
Break out rooms
Rooms
Hotel
Gemba
Teleconference
Web conference
Red Tag storage area
Shelves & bins
Enter data here
Office
Page Navigation
Top
When
Date
Date (orig)
Version
Revised
Rev
Revision Number
Rev #
Release Date
Release Status
Release Approval Status
Status
Status/Notes
State
Process State
Old State
Old
Expiration Date
Due Date
Due
Scheduled Date
Scheduled
Target Date
Dates & Times Needed

Completion Date
Completed
Done Date
Done
Resolve Date
Final Closure
Class Date
Class Hours
Study Hours
Today
Before
After
Start Date
End Date
Released
Key Date
Date Identified
Before you start
Not Started
Analyzed
Stabilized
Standardized
Visual
Self Healing
Time
Period
Year
yr
Years
yrs
Annual
Month
mo
Months
mos
Monthly
Week
week
Weeks
weeks
wk
wks
Weekly
Day
day
Days
days

Time Period
Work Days
wDays
Periodic
Calendar Days
cDays
Daily
Every day
Shift
shift
Shifts
shifts
Hour
Hours
hours
hrs
hr
Hourly
Minutes
minutes
mins
min
Seconds
seconds
secs
sec
(in seconds)
Lead Time UOM Converter
to switch between
Jumping Off Point
Prior Year
This Year
Year To Date
YTD
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Before each gemba walk
On a periodic basis
perhaps monthly
perhaps weekly

perhaps daily
First
Last
Soon After
Pre-Event
Post-Event
Kick-off Presentation
Interim Briefing(s)
Final Presentation
Celebration
Working meals
Permanent
Next
Number of Rolling Periods
Process Change at Row
Work Time Available

WTA
Available Time
Avail Time
Unavailable Time
Work Time Available/day
WTA/day
Work Time Available/shift
WTA/shift
Work Days/week
Days/week
Lead Time Work Days
Shifts/day
Hours/shift
Mins/shift
Mins/day
Mins/week
Break
Breaks
Break minutes/shift
Breaks & Out of Cycle Work
Start Time
Start
Restart
Planned Start Time
End Time
End
Overtime
Work Time Available/week
WTA/Week
Start & End
Out of Cycle Work

Run Time Available
Run Cycle
Cycle Analysis
Personal, Fatigue and Delay
Run
Run Cycle Analysis
Sunday
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday
Sun
Mon
Tue
Wed
Thu
Fri
Sat
Duration
Duration Days
Queue Time
Lead Time
Lead Time
LT
Work Calendar Adjustment Factor
WCA
Process Lead Time
Process Lead Time
Process Lead Time Override
Process Time
Process Time
Effort Hours
Effort
Value Add Time
Value Add
Value Add?
Value Add Include
VA
NVA
Cycle Time
Cycle Time
CT
Cycle Time Unit of Measure
Cycle Time
Unit of Measure
Cycle Time UOM

CT UOM
Effective Cycle Time
Target Cycle Time
Takt Time
Takt Time
Target %
Pitch
Pitch Cycle
Pitch Cycle End Time
Value % of Time
Activity Ratio
Ideal Cycle Time
Ideal CT in Minutes
Actual CT in Minutes
Time per Cycle
Quantity per Cycle
Takt and Cycle Time
Queue Time - Takt calc
Operator Cycle Time
If you change Cycle Time UOM, you must recalculate

Cycle Time Unit of Measure is used for
Process Time, Cycle Time, and Takt Time.
Current
Prior
Prior Months
Prior Periods Avg
Current Month
Current Period Avg
Current Time Period
Current Period
Prior Periods
Work
Work
Walk
Walk
Wait
Wait
Machine Time
Mach
Incidental
Machine Cycle Time

Effective Machine Cycle Time
Time Avail. for Change Overs

Change Over
Change Overs
CO
Change Over Time per Day
Longest Change Over Time
Change Over Cycle Time
Unload, Load & Start
Batch Setup (mins)
Batch Change Over Time Goal
Run Time (mins)
Quick Changeovers
External Operators
Time Per Change Over
Load Balancing
Lost Time
Lost Time Events
Downtime
Machine Downtime
Downtime Threshold
Planned Downtime
PD
Unplanned Downtime
UD
Standby
SB
Planned Uptime
Loading Effectiveness
Operating Time
Productive Time
Downtime Loss
Performance Loss
Ideal Operating Time
Net Operating Time
Performance Time
Quality Time Loss
Lost Time Category
Lost Time Reason
Scheduling Priority
Scheduling Control Point

Implementation Schedule (months)
Implementation Plan Review

Review
Time Needed per Week
Guaranteed Turnaround Time
Intervals/wk
At the beginning of each

At the end of each
At specified times
Any time
Who
Name
Person
Person, Title, or Team
Who or CRUDS Code
Contact Info
Phone
Email
Emails
Reminder Email
Job Title
Role
Roles
Team Roles
Responsibilities
Skills
Knowledge
Knowledge Threshold
Mentoring Skills
Not Doing
Novice
Learning
Competent
Expert
Author
Responsible
Resp
Responsible Team Member
Primary Responsibility
Responsible (Role)
Accountable
Accountable Executive

Executive
Executive Sponsor
Champion
Value Stream Manager
Coach
Process Owner
Team
Shift or Team
Team Member
Team Members
Team Membership
Team Formation
Team Leader
Leader
Leaders
Project Leader
Mentor
Facilitator
Coordinator
Co-Leader
Observer
Manager
Management
Supervisor
Supervisor Name
Instructor
Learner
Learner Name
What do you call your workers?
Workers
Employees
# of Workers
Operators
Operator
Op
Staff
Staff Level
Smallest Possible Staff
On-Call Support
Candidates
Learners
Leadership
Executive Leadership
Team Leadership
Launch a New Team
People Development
Daily Management
Visual Management
Project Management
Worker

Customer
Customers
Customer(s)
for Typical Customer
Customers Perspective
Supplier
Suppliers
Competitor
Competitors
Employee
Employer
Stakeholders
Stakeholder Roles
Stakeholders Perspective
Representatives of every group of affected
stakeholders
Supplier or Customer
Auditor
Initials, Date & Time
Periodic Review
Leader Reviews
Recipients
Recipients & Methods of Communication
Approval
Request
Initiator
Initial Approval
Approval Signatures
Authorization to Begin This Project
Authorization to Implement
People with primary decision-making authority for
proposed changes
Review and approve all changes
Approve
Notify
Publicly recognize and thank
those that most deserve it
Approval 1
Approval 2
Approval 3
Approval 4

Who1
Who2
Who3
Measures
Measure
Measures & Targets
Metric
Metrics
Objective
Objectives
Objectives, Measures & Targets
Process Design Objectives
Goal
Goals
Target
Targets
Learning Objectives
Strategic Challenge
Next Target Condition
Current Condition
Priority
Pri
Our Priority Ranking
Importance
Imp
Importance to Customer
Rank
Formula
Formulas
Percent
Ratio
Average
Averages
Avg
Summary
Sum
Sums
Subtotal
Subtotals
Total
Totals
Grand Total
Change
Change
Critical Path Totals
Sub-Stream Totals
Value Stream Totals

Value
Correlation
Correlations
Trend
Trends
Cumulative
Cum.
Summary by
Max
Peak
Ideal
Typical
Adjusted
Summarize
Probability
Standard
Median
All
Large
Include in Value Stream Totals?
Small
Projected
Actual
Variance
Var.
Gap
Red
Yellow
Green
Modifiers
and
&
or
per
#
of
by
for
in
to
and/or
then
with
without

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CTRL+K
Link Icons
Systems2win menu > Insert Link Icon
Split Window or Freeze Panes
to always have column or row labels visible as you
scroll
Borders
Thin gold lines
Try it! Change the row height of the thin gold line
below, then select

How to Bend an Arrow
or another type of bent shape
How to use Excel hierarchy diagrams
To Copy Visible Cells Only
Select the Filtered area that you want to copy, then
Home > Find & Select > Go To Special > Visible Cells
Only
Unless you unprotect the worksheet...

(which you should only do for a short time if you
REALLY know what you're doing)
*** Do not insert, delete, copy, or move rows or
columns in this workbook!!!
You can:
Hide and Unhide rows and columns
Copy less than an entire row or column
*** Do not use 'Wrap Text' in this workbook

Or your chart will no longer align with rows.

Instead of 'Wrap Text' -
refer to notes in the Comments text box, or use a Link
Icon.
*** In this workbook Do not use both 'Filter' and
'Hide Rows' at the same time.
The count needed to import from sheet to sheet will
be incorrect.
*** You should almost never move a cell in this
workbook
without moving the entire row.
How to unprotect a sheet
Every Process Box cell is related to:

a) 6 columns (The Process Box and the 5 columns to
the right)
b) 4 rows (the Process Box and the row above it, and
the 2 rows below it)
and these rows and columns must always stay
together.
Do not move or delete the first, second, or last

Process.

*** To define predecessor relationships between tasks

you can use any Excel calculation
For example: The Start Date for a task might be equal

to the End Date for the preceding task. Or equal to
the Start Date for the Phase + 14 days. Or you might
write IF statements.
See Sample worksheet for examples.
*** Don't move individual cells, which will corrupt
formulas
Instead use Copy, then Paste Special > Values

*** You cannot Insert, Delete, Copy, or Move columns
in this workbook
You can:
Hide and Unhide columns
Copy less than an entire column
The purpose of this unique learning tool is to teach
just about everything that you need to know about
Excel.
There are no special Excel tips for this template.

For any other Systems2win template -
you will want to come to this section to quickly review
the few Excel tips that are most valuable for using
THAT template.
*** To quickly copy a box
Copy & Paste an entire cell containing a similar blank
box and arrow
*** Do your editing in the formula bar

not directly in the cell.
(This is especially important when copying bullets)

Printer Page Setup
The default is to print everything on one page, and

You have all the power of Excel's 'Page Setup'
features
to print any way you want to.
Merge Cells
*** Copy only values (not formulas and formats)
Paste Special > Values
Tips to avoid broken links
Transpose
between horizontal and vertical data
Sample
Shapes above are affected by row hide, copy

Favorite Shapes
To avoid distorting shapes, Column width =
To avoid distorting shapes, Column width = 45

Standard Shapes
Easily copy & paste Standard Shapes:
Systems2win menu > Copy Shapes
Where to find this document
Anything on this side of this line is subject to conflict

with the Custom Formula Zone
To optimize view size: View > Zoom
Scroll down for help and more shapes

For instructions, see Systems2win 5SRedTag
template
Master Data Entry Sheet
Otherwise do ALL of your editing here (on a copy of
the 'Template' sheet)
Then 'Generate Report' only when ready to print to
paper or PDF.
To manually resize an image, drag its lower right
corner.
To automatically resize row heights, use the button to

'Renumber Steps'. Do not use AutoFit Row Heights.
ALT+ENTER for paragraphs.
Don't leave any Instructions blank.
Confidential and proprietary. Do not use or disclose
outside of intended purpose.
To use empty space, use a clear text box grouped
with the image.
* Explain on back of tag
Add or Remove a Process
Do not edit any data below this line
Any image wider than 2.1" will have its own row when
you 'Generate Report'.
Sketch layout of work area
Legend of Color Codes
To select multiple objects, use the 'Select Objects'
arrow
Unhide Columns
Do not edit this section
Do not edit
Do not edit grey cells
Hide Columns
Always move or copy ENTIRE ROWS
Date
Description
Author
.
.
.
Template
HELP
from this working document

Working Document
Some features have been removed
Help for Systems2win working documents

sheet is missing data

Advanced Training
Also refer to 'User-Defined Training' at the bottom of
this page
Major Steps in bold
Personalized Training & Mentoring
Ideally - each supervisor will personally train their
people
Use the TWI Job Instruction method
is also available from Systems2win or a qualified
consultant
The most important thing to learn about this template

is
Users of this template are expected to have already
completed this foundational training
Record progress using a Cross Training Matrix
(which can be overwritten in the header field of any

sheet)
Before using this tool
your Leaders should have already personalized this
template
Change Printer
Systems2win menu > 'Change Printer' will temporarily
change your default printer:
a) only for Excel
(it will revert back to your Windows default printer the
next time you open Excel)
See example on the 'Sample' sheet.
Fill in the printed checklist in handwriting

as you physically inspect the gemba
Transcribe the scores
from your handwritten checklist into the 'Score'
column

Ponder and reflect
to continuously improve
Add or update tasks
on your Team Accountability Board.
Archive the handwritten checklists in a 3-ring binder
as part of routine Leader Standard Work.
Any point above UCL or below LCL (+/- 3 sigma)

Bias -- n points in a row above or below the Average
Center Line
Trend -- n points in a row increasing or decreasing

Oscillation -- n points in a row alternating up and
down
Zone 1 bias -- n of n+1 points above +2 sigma or
below -2 sigma
below -1 sigma
Hugging -- n points in a row inside 1 sigma (Zone 3)
Jumping -- n points in a row outside 1 sigma (Zone 3)

Logical steps
that advance
the work
Tips that will:
make or break
+ avoid injury
make it easier
Reasons for key points
"If the learner hasn't learned, the teacher hasn't
taught"
Perhaps use brainstorming
See training for List Reduction

Create list of items to be prioritized
Compare two items at a time
Define the decision that needs to be made
Make decision
Ensure that everyone understands and agrees

Follow the online instructions
Do a Coaching Cycle

Do the Learning Experiment
Header Row for a Page Break

z

BANNERS
TABLE OF CONTENTS
Shapes
Custom Shapes
Kanbans
Information Flow
Healthcare
Editing
Movement
Snap To Grid Shapes
Snap Off Shapes
Additional Shapes
Flow Chart Shapes
Flow of the Thing Being
Processed
Our Rating Systems

Buttons
Select Translations and Substitutions
Open a Blank Sheet

Hide / Show Rows
Add Columns
Change Lead Time UOM
Import Old State Data
Print
Print Audit Checklist
Print Trends
Change Printer
Add to History
Choose Source Data
Print Rating Criteria
Add Image
Renumber Steps
Generate Report
Print Comments
Sort by Date/Shift
Generate Filtered Log
Import from Daily Log
Generate Filtered Sheet

Andons
Pre Post
Change # Rows and Columns
4 Phase QFD Wizard
Add or Remove Columns
Import Data
Show
Pareto Refresh
Add Rows
Configure Chart
Chart All Operators

Chart Selected Operator(s)
Change Currency
Apply Chart Labels
Copy RevLog
to Target Workbook
Select Translations and Substitute Phrases for
THIS Template
Generate a Working Document
Period End Processing
Select Language of Data
Fix Row Heights
Recalculate
Copy Chart
Update Chart
Objects
Unprotect
Protect Sheet
Print Area 1
Print Area 2
Print Area 3

Systems2win menu
Initial Training
How to Find and Open Templates
Copy Sheet
Insert Link Icon
Copy Shapes
Styles
More
User Group
Road Map Lean Transformation
Reset Gold Lines

Training
Sitemap Training and Support
Videos
Excel Training
Drawing with Excel
Tips for Hyperlinks
Languages
Lean Glossary
How to Save As PDF
Unlock Sheets
Activate && Deactivate Systems2win
Installation and Setup Instructions

Change Path to Systems2win Portal
Sync Now
Turn Scheduled AutoSync On && Off

Select Language for the Systems2win Menu and
Dialogs
What's New
Upgrade
Who to Contact in our Company to Get Upgrades

Free Update
Suggestions
About Systems2win Templates
Templates
Systems2win Portal
Local Computer
Lean Training
Charts
Setup
Installation FAQ's
Translations and Substitutions
Sheets
Personalize
Systems2win Functions
This Template
Reset Filter
Open a Legacy Document
Systems2win Templates
Excel Ribbon menu > Systems2win tab >
Systems2win Leadership Roles

CHART TITLES & LABELS
Cause & Effect Pareto
OEE Waterfall Chart - Summary Average
OEE Waterfall Chart for specified Row Number

Unplanned Down
Value Add Analysis

Operator Load Balance
Machine Balance
Impact Effort PICK Matrix
Quality Screen
Delivery Screen
Demand Amplification Screen
Work Balancing Chart
Sort
Straighten
Shine
Standardize
Sustain
Safety
Total

Duplicates
in the Systems2win menu, select
Hide / Show Rows
Print
Link a Cell or Text Box to show the value of
another cell

Text Boxes
Contents

Click the link
Help
When you have finished reviewing

this
HELP & TRAINING

SAMPLE
Click the button

Click this button
Click the button
use the 'Template' sheet
(or a copy of it)
as the starting point
for YOUR work
Training
Training & Video
See training for this template online
Purpose
Benefits
Learning Experiments
Learning Experiment:
Try it.
Follow the step-by-step instructions on the 'Help'
sheet.
Assignment:

to learn how to use basic and
advanced features of this template
Unhide Rows & Columns
Select the rows or columns on either side of the

hidden ones, then Right-click > Unhide.
Always look for hidden rows or columns before

inserting or copying new ones.
And get in the habit of hiding rows or columns -
rather than deleting them.
Set Page Breaks
Set Print Area
and page breaks
How to set 'Page Breaks'
Cell Links
Any cell on this sheet can be instantly updated

with the value from any other cell on any Excel
worksheet.
Perhaps link to or from cells in the 'Custom
Formula Zone' of this or any other Systems2win
template.
Viewing Tips
View > Zoom
& Freeze Panes
Tips
Tip
How to do it
How to use Filter

Thin Gold Lines
Custom Formula Zone

The lower right quadrant of each sheet is the
zone where you can write your custom formulas
without conflict with the primary work area.
How to use Excel as a drawing tool

without Visio
How to Select Shapes

Multiple methods
How to Copy Shapes
How to get Help
for any shape
Custom Shapes
How to add your own
Try the other

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so when you purchase, there will be
no need to transfer your work from
your trial to your new licensed
template.
Tip: Don't do too much real work on a
trial template.
It is VERY IMPORTANT
to follow the
Excel Tips for THIS template
Instructions for how to use this tool
See Instructions on the 'Help' sheet
For more rows or columns
Copy a similar blank row or column

using 'Insert Copied Cells'
(Don't use 'Insert > Rows')
1) Unprotect the sheet
2) Copy a similar blank row
3) Reprotect the sheet
Unprotect the sheet
Reprotect the sheet
Pop-Up Help
Click any row or column header for pop-up help
Glossary
Styles
Styles can be particularly useful on this template

Systems2win menu > Styles

Avoid accidentally deleting formulas
Systems2win provides convenient ways to

identify cells containing formulas.
To recalculate manually
Tip: Whenever your data doesn't look correct,

first try to recalculate manually
CTRL+SHIFT+ALT+F9
Then recalculate
Import Old State
Comparison Data
Make sure that the other sheet is displaying the
Scenario that you want to import, and its data
has been recalculated
2) Click the 'Import Old State Comparison Data'
button, then recalculate
Best practices for the 'Who' code
1) Have codes for teams and roles,

(rather than specific people)
2) Have codes that start with "U" for "unspecified"

person or team that will become specified as the
time gets closer.
Optionally link to document(s) defining

responsibilities for each role.
Row Heights
Types of Arrows
Adjust width of this column to adjust width of chart

(This box doesn't print)

ALT+ENTER
For "paragraphs" within a cell
Training Videos
Kaizen Training
Training videos
Training video
Lean & Kaizen training
Online Education
Balanced Scorecard teachings & ideas
Cell Comments
Right-click > Insert Comment
Dropdown lists are defined on the DV sheet.

Dropdown Lists
If an arrow appears when you click a cell, click

the arrow to select from the dropdown list.
Use this DV sheet to maintain your user-defined

dropdown lists.
1) Easy dropdown choices
2) Consistent terminology
3) Avoid typo errors
Personalize Your Document
Add a Dropdown List
Simply Copy one of the cells below, and then
'Paste Special > Validation' on your other sheet.

Personalize
Sample Dropdown List

Select the white cell above, and then click the
dropdown arrow that appears, which will then
display the Sample Dropdown List.
Personalize it
To insert cells
Right-click > Insert > Shift cells down
Keep Descriptions aligned with Codes.
There can't be any blanks in the middle of your

Code lists.
Link To Related Documents
You can (optionally) use Link Icons to link to

related documents or web pages.
Try it for yourself.
Personalize your own lists
Your leaders should have already personalized
the 'DV' sheet in your master template - so that
you are starting with typical dropdown lists for
YOUR company.
And then you can make additional changes for

this unique working document. (if needed)
Change the Codes in the Sample Dropdown List,

and notice how your changes show up in the
dropdown list in the white cell above.
Styles
Copy Sheet
To copy a sheet in any Systems2win template,
you should always use
which protects you from a whole series of known

bugs with Excel's usual 'Copy Sheet' command.
Instructions
Online Instructions

See complete instructions on the 'Help'
worksheet.
See the 'Advanced Training' section of the 'Help'
worksheet.
Month, Year
Comments
Quality Functional Deployment

Matrix
Importance
Competitive Analysis
Demanded Qualities
Category Level 1
Category
Man
Machine
Methods
Materials
Process Inputs
Customer Requirements
Potential Output Measurement Metrics
Objectives
Responsible
Problem Analysis

Each stakeholder representative "signs off" when
they agree that
the presenting problem and its root causes

appear to have been sufficiently analyzed.
Countermeasures
alternative countermeasures have been
sufficiently identified and improved upon.
Periodic Reviews
Keep scheduling periodic reviews (and copying

this column) until satisfied that the desired
improvements have proven to be sustained.
Maximum Impact
If you want your highest-rated alternative to have

an Impact rating lower than 10, (because none
your alternatives are THAT good), then you can
adjust the scale.
Timeline Shapes
Start
Quality Check
Milestone Completion
Not Used
This Systems2win template does not use a
'Template' worksheet.
All editing is done directly on the other
worksheets - (without the need to first copy a
'Template' worksheet).
If you add or delete rows

You will need to copy formulas from a blank row
for 'Cum. Goal' and 'Cum. Actual' and paste them
into the row just below where you added or
deleted.
Pitch Actual

column always needs a number -
even for Breaks
('Pitch Actual' for 'Breaks' is usually zero)
Compare anything you want

Copy the grey cells from this Sample to your
worksheet
What?
How?
Why?
How?
Audit Procedure Instructions
Audit one job per day per team.

Audit several full process cycles. (not just one)
Audit one person for a few days, then another.
For any questions answered "no", corrective
action should be taken by the supervisor before
the end of the shift.
Your Chart will only work correctly after you

Define your Project Start Date
Enter the 'Start Date' in the 'Total Project' row.

Select Systems2win menu > Configure Chart
Tip: If your 'Project Start Date' ever changes, you

need to do this again.

Important reminders
Don't insert rows - copy blank rows instead

(to include all formulas and formats)
Study all Excel Tips on the Help worksheet
Delete this textbox to begin editing
Hide unused sections

(don't delete)
How to hide and unhide rows and columns
Hide & unhide rows & columns

Copy the entire cell
that contains the text box and the
arrow
rather than copying the textbox and the
arrow individually
Link Cells
Concatentate Linked Cells
Hide blank columns

Rating System for
1-10 scale
(Whole numbers only)
Objectives
Measures & Targets

Action Programs
Action Items
to choose the sheet and date to analyze.
Color / Level Thresholds
The values you define here determine the colors

on all sheets in this workbook.
Don't copy this sheet
Do not edit the top Comments text box,

which gets auto-populated when you select
For greatest impact - hand write 'Additional

Comments' on the printed paper that you post on
your Team Accountability Board.
Level
Whenever you make a change to a workbook

that has a Revision Log:
1) Make an entry in the 'RevLog' sheet.
2) Save an archive copy of all old versions of

your document - following your company's
'Document Storage and Naming' conventions.
Tip: Use RevLog.xlsx to copy a 'RevLog' sheet to

any Systems2win template.
How to edit your own

Conditional Formatting
Using symbols
for red, yellow, green Visual Controls

Use this sheet as one central place to update
field labels and default data for every sheet in
this workbook.
Learn More
Personalize your header fields

It is okay to edit field labels,
but do not insert, move, or delete
rows or columns on the VC sheet.
rows or columns in this table.
Standard Work
Combination Table
Standard Work Analysis
To quickly hide and unhide marked rows
Absolute and Relative Cell References

How to change between them
Study the Examples

on this 'Sample' sheet
on the 'Sample' sheet
in the Lean Assessment template (Assess.xlsx)

Charts need 3 dates of History to display trend
lines.
Hide or unhide the history you want to chart.
Charts automatically resize
Special tips for how to personalize this type of

assessment template
Link to Pictures

Use a Link Icon to link to YOUR folder that
contains pictures related to this process.
Rating Criteria
Optionally define 5 levels of Rating Criteria for
each topic
Systems2win menu > Print Trends

to print History & Trends,
for the checklist only.
Also see 'RevLog' sheet
Important - when you hide, copy, or move

columns,
it is critical to keep related columns
together
Always keep a primary column together with the

calculation column to its right.

rows or columns,
it is critical to keep related columns and
rows together
Core Team
Repeat Data
DON'T MERGE CELLS
For Filter and Pivot Tables to work correctly -
identical data must be repeated in some
columns.
Data in Multiple Languages
In any Language Translation section

(to the right)
Select the pink cell containing the name of your
desired Language, then
If a column exists in the Language Translations
section

then you must first do your editing in the Primary
Language
If a column does not exist in the Language
Translations section,
then you edit those columns in the main form.
Provide Training
perhaps using TWI Training Within Industry Job

Instruction methods
and/or Systems2win instructor-led training
Multiple Languages
See online help for how to create dropdown lists

in multiple languages
How to personalize text
Follow these instructions instead.

Pictures and Charts
Pictures
Diagram
Hide Unused Rows
Hide Unused Columns
Page Navigation
Hide unused rows and columns
One Row Per Shift

Chart Alignment
See Training on the Help sheet
See training online
Important
To add or delete cells

Select cells
To Delete -- Ctrl+- (minus symbol)

To Insert -- Copy, then
Insert Copied Cells
Ctrl+Shift++ (plus symbol)

To copy a picture of your selected chart to the
clipboard, where you can then paste it to any
other document
Stability Analysis
Rolling Time Periods

Flat Line Threshold
Copy as picture
To copy to Word, PowerPoint, Excel, or any other

document - you can copy cells as a static picture,
which can then be pasted just like any other
image.
Grey cells = Task not required on this day
List your options, with no attempt to prioritize

them.
Enter the ID number for your preferred choice.
For each pairing of items on your list, ask

"If you could have one of these but not the other,
which is more important?"
"Which is more important, and how much more?"

Select from the dropdown list
Training for Excel Shapes

Start Date = the MONDAY that starts this work

period, or the MONDAY before the start of this
work period.

Header fields marked with an asterisk (*) must be
edited on the 'DV' sheet.
Start Here
Follow Links
for Contact Info
and Role Clarification
To see your selected language in the main FMEA

form
which sets the borders and cell formats for the

main FMEA form, and all Language Translations.
Before you analyze, print, or publish -

always click these buttons
Use the buttons in the Systems2win menu in the

Excel Ribbon bar.
Andon Button
See online training for how to print different

areas.
This Sample data assumes that (on the 'Help'

sheet) you have chosen the Cycle Time Unit of
Measure:
If you're not using translations, you can overwrite

any VLOOKUP formula with simple text.

z

Spend a few minutes reviewing these Assessment
topics
as an excellent way to prepare yourself mentally.
each supervisor, Value Stream Manager, and
manager/executive completes a Lean Assessment for
their area of responsibility.
Also see 5S Assessment
Categories
Lean Mgmt
Gemba Walk
Audits
Stand Up Meetings
Section1 - Cat5
Section1 - Cat6
Section1 - Cat7
Section1 - Cat8
Section1 - Cat9
Section1 - Cat10
Visual Controls
Visual Management Systems
Acid Test for Visibility of Flow
Section2 - Cat5
Section2 - Cat6
Section2 - Cat7
Section2 - Cat8
Section2 - Cat9
Section2 - Cat10
6S
5S Assessment
Safety
Section3 - Cat3
Section3 - Cat4
Section3 - Cat5
Section3 - Cat6
Section3 - Cat7
Section3 - Cat8
Section3 - Cat9
Section3 - Cat10
Standard Work

Job Instructions
Training
Standard Work Audit
Section4 - Cat5
Section4 - Cat6
Section4 - Cat7
Section4 - Cat8
Section4 - Cat9
Section4 - Cat10
TQM Reliability
Quality Methods -
Fundamental
Total Preventative Maintenance
Quality Methods -
Advanced - Six Sigma
Section5 - Cat4
Section5 - Cat5
Section5 - Cat6
Section5 - Cat7
Section5 - Cat8
Section5 - Cat9
Section5 - Cat10
Flexibility
Labor Planning
Batch Size
Product Development
Section6 - Cat4
Section6 - Cat5
Section6 - Cat6
Section6 - Cat7
Section6 - Cat8
Section6 - Cat9
Section6 - Cat10
Flow
Flow of the thing being processed
Heijunka Load Leveling
Section7 - Cat4
Section7 - Cat5
Section7 - Cat6
Section7 - Cat7
Section7 - Cat8
Section7 - Cat9
Section7 - Cat10
Lean Green
Energy Waste
Water Waste
Materials Waste
Garbage Waste

Transportation Waste
Emmissions Waste
Community and Environmental Impacts
Section8 - Cat8
Section8 - Cat9
Section8 - Cat10
Learning to see waste
Problem Solving
Lean Culture
Strategic Planning and Policy Deployment

Section9 - Cat5
Section9 - Cat6
Section9 - Cat7
Section9 - Cat8
Section9 - Cat9
Section9 - Cat10
CatHead10
Section10 - Cat1
Section10 - Cat2
Section10 - Cat3
Section10 - Cat4
Section10 - Cat5
Section10 - Cat6
Section10 - Cat7
Section10 - Cat8
Section10 - Cat9
Section10 - Cat10
CatHead11
Section11 - Cat1
Section11 - Cat2
Section11 - Cat3
Section11 - Cat4
Section11 - Cat5
Section11 - Cat6
Section11 - Cat7
Section11 - Cat8
Section11 - Cat9
Section11 - Cat10
CatHead12
Section12 - Cat1
Section12 - Cat2
Section12 - Cat3
Section12 - Cat4
Section12 - Cat5
Section12 - Cat6
Section12 - Cat7
Section12 - Cat8
Section12 - Cat9

Section12 - Cat10
Rows with ID > 50,000 are not pre-translated

They are pre-linked to make it easy for you to use
User Substitutions
See online training:
http://www.systems2win.com/solutions/assessment.ht
m#personalize
Scorecard Rating Criteria

All leaders are using all elements of Lean
Management System. Lean culture is now a habit.
All leaders are using most elements of Lean
Management System - consistently.
Most leaders are using most elements of Lean
Management System.
Some leaders starting to use some elements of Lean
Management System.
Performance is almost exclusively based on financial
numbers. Little interest in the processes that produce
results. "Just make it happen."
Abnormal conditions are visually obvious and
corrective actions happen quickly.
With a quick visual sweep, it is obvious if everything is
as it should be - for every process, sub-process, and
supporting process.
Every team uses their Team Accountability Board.

Most critical processes have effective visual controls.
The few visual controls that exist often lack reasons
for misses, and management doesn't do much about
them anyway.
Few or no Visual Controls. Few or no Team
Accountability Boards.
Problems are easily noticed against the background

of cleanliness and preventative maintenance.
Permanent Red Tag system actively used. Cleaning

schedules are routinely followed and monitored.
Everything has a place, and is in its place. Systems

are in place for workplace cleanliness and safety.
First round sorting is complete. Cleaning is getting
better.
Some elements of the workplace are disorganized,
unclean, and/or unsafe.

Systems for continuous improvement are working
great. Improvement itself has become routine.
Every sub-process is clearly documented, and well-
trained people do it the right way.
Every process (and sub-process) is clearly
documented.
Most important processes have up-to-date

documentation publicly displayed near the work area.
Many processes have little or no documentation, or it
is not current.
It is near impossible to make a mistake. Corrective
action is swift and smooth. Disaster recovery is
thorough and tested.
FMEAs address most failure modes. Mistake-proofing
is widespread. OEE maximizes equipment
effectiveness.
FMEAs address worst-case possibilities. Most
workers trained in quality methods. TPM maintenance
widespread.
Line workers do their own inspection and planned
maintenance as much as practical.
Rely heavily on inspection. Little employee
involvement. Corrective action often involves finger
pointing.
Every team is cross trained. Delivery speed and rapid

product development are competitive weapons.
Training Matrix for every team. Everyone understands
and works to Pitch.
Changeover times continue to improve. Most teams
using labor planning tools. Cross functional product
development.
Changeover times reduced in bottleneck process.
More teams using labor planning tools. More attention
to Voice of the Customer.
Rely heavily on tribal knowledge. Litte cross training.

Large batches. Might be losing market share.
Every sub-process is flow, pull, or FIFO. Minimal
information control points. Very fast delivery, with very
low inventory.
Using flow for low volume high mix. Jidoka problem
swarming. All mission critical families manage
demand flow.
Actively managed Value Stream Plans for most
product families. At least one family is scheduled for
unclumpy demand flow.

Beginning to reorganize by product family. First VSM's
created. Initial training is complete for fundamentals
of lean flow.
Batch & queue. Spaghetti workflow. Frequent
expediting. Piles of non-strategic inventory. VSMs
missing or out of date.
Close to zero toxic outputs. Surrounding community is

proud and grateful to have you in the neighborhood.
Systematically measure and improve key
performance metrics that are important to outside
stakeholders.
Have establish the INTENT to reduce wastes, and
have begun the journey.
Have identified uses, sources, and disposition of
wastes.
Shareholders are only interested in "lean green" that
makes them money.
Scientific methods of continuous improvement are
being learned, taught, used, and INVENTED on a
daily basis - at EVERY level of the organization.
Every team actively using CI tools and methods. Top-
level Hoshin Team. Multi-tiered mentoring.
Every team trained to see waste and scientifically

solve problems. Every value stream has active Plan.
Executives & managers trained for Value Stream
Planning & Hoshin Policy Deployment. Blame-free
focus on exposing and solving problems.
Management doesn't really want to hear about
problems. "If it works, don't fix it." "Problems float
downstream - not upstream."
Section10 - Level 5
Section10 - Level 4
Section10 - Level 3
Section10 - Level 2
Section10 - Level 1
Section11 - Level 5
Section11 - Level 4
Section11 - Level 3
Section11 - Level 2
Section11 - Level 1
Section12 - Level 5
Section12 - Level 4
Section12 - Level 3
Section12 - Level 2
Section12 - Level 1

Daily use? By every leader at every level?
Weekly review with superiors? Archives?
Continuous improvement?
How often?
How comfortable?
How effective?
Auditing the right things?
Consistently? Helpfully?
Tiered meetings: Team, Department, Value Stream,
Executives.
Consistency? Effectiveness?
Section1 - Topic5
Section1 - Topic6
Section1 - Topic7
Section1 - Topic8
Section1 - Topic9
Section1 - Topic10
How easy to understand?
How pervasive?
How well monitored?
Used for improvement?
Every Team?
Correctly used?
Consistently?
How visual? Consistency of use? Sources of tasks?
Work breakdown structures?

to stand at the clearly-marked Process Observation
Point, and then ask: "Is this process flowing as
expected?" Their answer is either yes or no.
Section2 - Topic5
Section2 - Topic6
Section2 - Topic7
Section2 - Topic8
Section2 - Topic9
Section2 - Topic10
Cleanliness?
Workplace organization?
Audits? Results?
Ergonomics?
Safety Audits? Results?
Section3 - Topic3
Section3 - Topic4
Section3 - Topic5
Section3 - Topic6
Section3 - Topic7
Section3 - Topic8

Section3 - Topic9
Section3 - Topic10
For every process, sub-process, and support
process?
Using the right tools? Visible? Visual?
Current? Used?
Is detailed training documentation available? For
everything?
Current? Used?
How?
TWI? (Training Within Industry)
Correctly?
Section4 - Topic5
Section4 - Topic6
Section4 - Topic7
Section4 - Topic8
Section4 - Topic9
Section4 - Topic10
FMEA, Control Plans
Poke yoke, corrective action systems
How much? How well?
OEE?
(leave response blank if no advanced methods are
needed)
Section5 - Topic4
Section5 - Topic5
Section5 - Topic6
Section5 - Topic7
Section5 - Topic8
Section5 - Topic9
Section5 - Topic10
Cross Training Matrix?
Rotation Plan? Attendance Log?
Small batch sizes?
Quick Change Overs?
Pitch?
Responsiveness to customer?
Rapid cycle?
Section6 - Topic4
Section6 - Topic5
Section6 - Topic6
Section6 - Topic7
Section6 - Topic8
Section6 - Topic9
Section6 - Topic10

Past, current, and planned state value stream maps?
Team Roles?
Product Families?
Flow where you can? Pull where you can't? Only push
with a FIFO lane?
Fewest possible information control points? Farthest
upstream?
Build to Pitch? Jidoka swarm problems?
Low Inventory levels? Travel distances? Lead times?
(Pitch Chart, Heijunka Box, Lean Pull Priority Queue,
Job Log)
Non-clumpy demand flow?
Section7 - Topic4
Section7 - Topic5
Section7 - Topic6
Section7 - Topic7
Section7 - Topic8
Section7 - Topic9
Section7 - Topic10
SIPOC? Energy audits? Systematic energy use
reduction? Clean energy sources?
SIPOC? Water audits? Systematic water use
reduction? Rainwater harvest? Re-use? Clean water
discharges?
SIPOC? Systematic reduction of material wastes?
Minimum virgin materials? End of life re-use, recycle,
or compost?
Systematic reduction of garbage? Hazardous waste?
Reuse? Recycle? Compost?
Minimize travel distances? Environmentally friendly
modes of transportation?
In the value stream? Supply chain? Heating,
ventilation, and air conditioning? Emissions from our
product after it is sold?
Watershed? Nearby biological habitat? Surrounding
community? At ALL locations?
Section8 - Topic8
Section8 - Topic9
Section8 - Topic10
VSM, 5S, Process Observation, Pareto, Lean
Management System, lean metrics
PDCA, DMAIC, root cause analysis, kaizen, A3, 8D,
stand up meetings
Repeatable, teachable?

People development skills and habits?
Creatively apply lean principles to unique challenges?
Value Stream Plans?
Hoshin Kanri Policy Deployment?
Section9 - Topic5
Section9 - Topic6
Section9 - Topic7
Section9 - Topic8
Section9 - Topic9
Section9 - Topic10
Section10 - Topic1
Section10 - Topic2
Section10 - Topic3
Section10 - Topic4
Section10 - Topic5
Section10 - Topic6
Section10 - Topic7
Section10 - Topic8
Section10 - Topic9
Section10 - Topic10
There must not be any hidden Category sections
between unhidden ones.
You can overwrite the default Categories and Audit

Criteria with either:
Option 1) User Substitutions in the Translation Table
Option 2) Simple text
Option 3) Link to your own user-defined translations in
the User-Defined section of the Translation Table
Within each Category section, you can hide, unhide,
add, delete, or move rows, but be sure to see online
training.
See online training for special tips for how to
personalize this type of assessment template:
m#personalize
Section11 - Topic5
Section11 - Topic6
Section11 - Topic7
Section11 - Topic8
Section11 - Topic9
Section11 - Topic10
Each Category section needs enough content (or
empty space) to provide room for the default chart
height of 2 inches.

Select the chart (using CTRL+click).
Then right-click, Format Object > Size.
It looks more professional to get height of the charts

right on your master template, but if you don't notice
that chart heights automatically resize every time that
you use the 'Print Trends' button.
Section12 - Topic4
Section12 - Topic5
Section12 - Topic6
Section12 - Topic7
Section12 - Topic8
Section12 - Topic9
Section12 - Topic10
1 Management judges performance almost

exclusively based on financial numbers. They are not
interested in the processes that produce the results.
"Just make it happen."
2 Leaders might use standard work for the people
they manage - but are just beginning to grasp the
benefits of standard work for their own leadership
responsibilities.
3 Most leaders carry their standard work with them
most of the time, and consistently complete the
checklists every day, and store them in an archive
binder where they are regularly reviewed by their
superiors.
4 All leaders use standard work every day. All
superiors review subordinates' std work weekly. Std
work is a cental part of leadership mentoring and
training.
5 Leader standard work is diligently & effectively used
to identify opportunities for process improvement.
Leader standard work is systematically and
continuously improved.
1 Some leaders spend very little time where the work
is actually done. Many leaders aren't clear about the
difference between a purposeful gemba walk and "just
being out on the floor".
2 Most leaders are doing regularly scheduled gemba

walks. Some are not yet fully comfortable with them.
3 All leaders are doing weekly gemba walks with each
of their subordinates.

4 All leaders are not only comfortable with gemba
walking, but are demonstrating measurable
effectiveness.
5 Every leader is continuously improving their already-
excellent abilities to use weekly gemba walks to teach
& mentor.
1 If audits are done at all, they are done sporadically,
and with little or no follow up.
2 Audits are done fairly regularly, but there are some
things that should be audited that aren't (e.g. 5S,
standard work, supermarkets, etc).
3 Audits are consistently done for everything that
should be audited, but follow up could be more
effective and helpful.
4 Audits are performed regularly - and consistently
generate Action Items that consistently get
implemented.
excellent abilities to use audits to teach & mentor (as
well as inspect).
1 Team meetings are sporadic, and lack consistent
structure.
2 Team meetings often lack compelling purpose. Most
focus on results and schedule - rather than process
improvement. Few task assignments, and poor follow
up.
3 All tier meetings regularly held. Start & end on time.
Excellent attendence and participation - including
support groups at value stream level.
4 For each tier - a publicly visible Task Assignment
Board serves as agenda that is increasingly effective.
No one sees these stand-up meetings as a waste of
time.
5 Accountability is routine at all tiers. Tasks are

consistently completed. Everyone works together well.
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Each user of this template can optionally define their

own 5 levels of rating criteria for each topic.
See online training for How to Personalize Your
Systems2win templates
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1 There are few or no visual controls in obvious sight.

The few that exist might not have red/green coding, or
be understandable to a newcomer 10 feet away.
2 The few visual controls that exist focus on
production numbers. Reasons for misses are absent
or vague. Management doesn't do anything about
them anyway.
3 Production charts are completed regularly. Reasons

for misses are usually specific and actionable. Visuals
are reviewed daily, and major interruptions trigger
specific actionable assignments.
4 Diverse visuals used at both flow and pull

operations. All misses have clear actionable reason
codes. Visuals are reviewed at least daily, and even
minor interruptions trigger either immediate swarming
or specific actionable assignments.
5 Diverse visuals are used for all production and
supporting operations. Even hidden computer data is
made visual. Many charts are initialed several times a
day by multi-tiered management. Regularly analyzed
for continuous improvement.
1 Few (if any) teams have a Team Accountability
Board.
2 Some, but not all teams have and use their Team
Accountability Board. Some of the boards are not up
to date or actively used.

3 Every team has an obvious Accountability Board
very near their workplace - which serves as the
agenda and meeting place for Stand Up Meetings.
4 Every Team Board has up-to-date consistently-used
visuals that are truly helpful - including Task
Assignment Board, performance monitoring visuals,
suggestions, etc.
5 Team Boards are the hub and heartbeat for every

team. Any newcomer can quickly see what the team is
working on, and has recently accomplished.
1 There are few or no publicly visible Task Assignment
Boards.
2 Few tasks assigned. Even fewer escalated from
Team to Department or Value Stream. Many tasks
incomplete, or have changed due date.
3 Task Assignment Boards are used consistently, but

most tasks are in response to disruptions. Most use
green/red coding, and stay on original due date.
4 Task assignments come from many sources.

Assignments flow up through all 3 tiers. Green/red
coding is routine. Many completed tasks.
5 Leaders are skilled at breaking down larger projects
into bite-size tasks. Know when & how to use kaizen,
A3, and 8D problem solving.
1 Fail
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1 Yikes. Someone better clean this up before

someone sends an anonymous tip to the Fire
Marshall.
2 Measurable progress is being made - even though
issues still remain.
3 Only essential inventories, equipment, tools,
supplies & instructions. Everything has a clearly
marked place. Everything neatly in its place.
Everything is clean.
4 Systems are in place to routinely audit, analyze, and
improve 5S organization and housekeeping -
including regular review of audit scorecards by
multiple tiers of management.
5 Not only is 5S being almost flawlessly performed

and improved - but every worker truly understands
and is able to tell a newcomer why it is so important.
1 Many safety and ergonomic concerns are not
addressed. Tools might be used for improvised
purposes. Team members required to lift loads,
stretch for items, and exert forces in the normal
completion of their tasks.
3 Safety, first aid, fire equipment, and emergency
stops are well-marked, tested, and accessible. No
hazards. Safety info is clearly posted. Good lighting,
ventilation, temperature, seating, floor pads, work
surface heights.
improve safety and ergonomics.
5 Existing operations have excellent safety and

ergonomics, and swift response systems to improve.
New operations are proactively planned with
extensive consideration to safety and ergonomics.

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1 If process documentation exists, it is out of sight,

out of date, or does not match actual practices.
2 Progress is being made to replace obsolete
documentation with the right lean tools for different
types of standard work.

3 Most processes and support processes have up-to-
date standard work - documented using appropriate
tools for that type of work - for at least the current takt
time.
4 Every process is documented and posted in sight
(including supporting processes). Standard work and
operator balance charts are posted for each takt time
(if needed).
5 Graphics and visuals are creatively used. Actual

practice matches documentation. Systems are in
place to encourage and update changes.
1 If training documentation exists, workers don't know
where to find it, or it isn't very helpful, or it does not
match actual practices.
2 Progress is being made to replace obsolete training
documentation with the right tools for learning
different types of jobs.
date training documentation - using diverse training
tools appropriate for different types of work and
different types of learning.
4 Every process (and its supporting processes) has
up-to-date truly helpful training documentation that is
easily accessible to all workers at or near the point of
use.
5 Actual practice matches training documentation for

all processes. Graphics, audio-visuals, and self-paced
learning tools are creatively used. Systems are in
1 Training consists mostly of informal passing of tribal
knowledge, and/or giving the trainee something to
read.
2 Every worker at least has access to up-to-date
training materials - knows where to find them, and is
encouraged to use them.
3 Formal TWI training is available to all supervisors,
and some are beginning to demonstrate competence
using TWI Job Instruction methods to ensure that
each learner demonstrates that they have actually
learned.
4 Most supervisors and second-line supervisors have
been through TWI training, and consistently use it.
Every worker has easy access to up-to-date training
materials. A Training Matrix is maintained for every
role.

5 Anyone who supervises anyone consistently and
competently uses TWI training methods. Every worker
has PROVEN their competence at every key job.
1 If Standard Work is audited at all, it is through
informal spot checks.
2 Standard work audits are performed somewhat
consistently for some of the most important
processes.
3 Standard work audits are completed consistently for
most production processes and key support
processes, but sometimes lacking useful reason
codes or appropriate follow up.
4 Standard work audits are completed consistently
and correctly for all production processes and key
support processes.

and correctly for all repetitive processes - production,
support, and management.
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1 There are a few simple (perhaps informal) systems
for quality control. Rely too heavily on inspection by
process outsiders. Corrective action often involves
finger pointing.
2 Some of the most important processes have some

fundamental quality system elements in place. Some
in-process inspection is designed into standard work.
3 Clear quality targets have been set, and progress is

steady. In-process inspections are relied upon far
more than external inspections. FMEA Control Plans
address the most terrifying possibilities.
4 Jidoka producton-stopping systems are used, even

though corrective action systems still have kinks.
FMEA addresses most conceivable failure modes.
Poke yoke mistake-proofing is widespread.
5 FMEA is complete and continuously improved. It is
near impossible to make a mistake. Corrective action
swarming is swift and smooth. Disaster recovery
plans are thorough and tested.
1 Little or no employee involvement maintaining
equipment. Maintenance Dept is not closely audited
by higher-level management.
2 Every piece of equipment has a schedule of
planned maintenance. Some equipment maintenance
tasks are incorporated into line workers' standard
work.
3 TPM maintenance checklists are monitored by at
least one supervisory entity outside the Maintenance
Dept. Line supervisors systematically supervise line
worker maintenance.
4 OEE is used to maximize effectiveness of some
critical equipment. Production, Maint, Mgmt, and
equipment makers all work together effectively for
TPM.
5 OEE/TPM is used for all critical equipment.
Improvement is continuous, and monitored religiously
by multiple tiers of management.
1 Process leaders have not yet been trained in
advanced quality methods that might help improve the
quality of this process.
2 One or more Green Belts have been trained. Some
processes use SPC, run charts, histograms, etc - but
many opportunities remain.

3 Six Sigma training is widespread. Every critical
process has at least been studied for possible
advanced methods, and many diverse methods are
being used.
4 One or more people from this group have earned
their Black Belt or are in training. Many processes are
yielding measurable results from diverse six sigma
quality methods.
5 Sufficient Black Belt resources within this work
group. All advanced six sigma methods have been
considered, and appropriate methods are being used
effectively.
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1 Cross training is rare, and usually in the form of
informal tribal knowledge. Attendance issues are
viewed as management's problem.
2 More teams use some or all of the big 3 labor
planning tools.
3 Most teams use most of the big 3 labor planning
tools, but not always complete, up-to-date, or publicly
posted.
4 Every team has up-to-date Cross Training Matrix.
Rotation Plans are prepared for multiple takt times,
and are used daily. Attendance Log is publicly
displayed.
5 Every role has field-proven cross-trained workers.
Training Matrix, Rotation Plan, and Attendance Log
are public, up-to-date, and used regularly. Morale and
attendance are high.
1 Batch sizes are large and clumpy. Batch sizes vary
greatly. Most people don't even know the definition of
Pitch. Reducing Change Over times hasn't been a
priority.
2 Reducing Change Over times is now a priority, and
measurable progress is being made on the bottleneck
pacesetter process.
3 Change Over Time for the bottleneck process has
been dramatically improved. CO time for other
processes is now also being improved.
4 Change Over Batch Sizes are now small enough to
be a competitive weapon. Pitch Batch Size is used
and understood by everyone.
5 Both Change Over and Pitch Batch Sizes are small
enough to be a competitive weapon, and continue to
get smaller. Every sub-process has SMED quick
change overs.
1 "We're pretty sure we know what our customers
want. We've been doing this for years." (And yet, we
keep losing market share)
2 Initial training has been completed for lean product
development methods to listen and respond to the
Voice of the Customer.
3 Product development is done with cross functional

team, doing things concurrently and synergistically
that used to be done sequentially in isolation.
4 Advanced product development tools and methods
are being used when appropriate.
5 Rapid concurrent product development using lean
methods is deeply ingrained in our culture.
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1 No value stream maps, or out of date. Many people

are unable to correctly explain the differences
between a value stream map and a traditional flow
chart.
2 Initial Value Stream Mapping training is complete.
First maps have been created.
3 Most work groups have up-to-date product-family-

specific current and 90-day VSM's publicly displayed,
with actively-used Value Stream Plans. At least one
team member is a proficient value stream mapper.
4 All supervisors are proficient value stream team
members, and use VSM to systematically identify
opportunities. All Value Stream Team Members have
been trained and know the performance evaluation
criteria for their roles.

5 Value stream maps and plans are used regularly for
improvement planning. Taught to all workers. The
Current State VSM serves as a dashboard for key
performance measures.
1 Mostly batch & queue. There are stockpiles of

inventory in non-strategic places. Spaghetti diagram
looks like spaghetti. Rush orders require expediting.
2 Progress is being made. Are beginning to
reorganize by product family. Some experiments with
islands of flow.
3 At least one product family has been fully revamped
for the fundamentals of lean flow.
4 Now creatively experimenting with flow methods for
low volume high mix product families. Scientifically
stressing mature flow systems to continuously
improve. Jidoka problem swarming is focus of much
attention.
5 Lead time is a competitive weapon. Every sub-
process is flow, pull, or FIFO. Minimal information
control points. Jidoka teams swarm rapidly when
something goes wrong. Very low inventory.
Continuously improving.
1 Most people don't even know what heijunka
demand load leveling is - or why it is important.
2 Progress is being made. Schedulers are at least

being trained in the fundamentals of lean flow.
3 At least one product family is now being scheduled

in a way where the unclumpiness of demand flow is a
closely monitored important performance measure.
4 All mission critical product families are scheduled
using appropriate (and perhaps diverse) methods to
manage demand flow.
5 Every product and service family is scheduled using
diverse and creative ways to manage demand flow.
Continuous improvement of flow management is a
habit.
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1 "Energy is cheap."
2 Have identified all major uses and sources of
energy.
3 Have established the INTENT to use self-generated

clean energy, and have begun the journey.
4 All major uses of energy are measured, and
systematically reduced.
5 Dirty energy sources have been replaced with clean
ones.
1 "Water is cheap."
2 Have identified all major uses, sources, and
discharges of water.
3 Have established the INTENT to re-use water, and
4 All major uses and discharges of water are

measured, and systematically reduced. Discharge
contamination is systematically reduced.
5 Water consumption is near zero.
Toxic discharges are zero.
1 "Scrap isn't much of a problem."
2 Have a SIPOC diagram identifying all inputs and
outputs of all materials, supplies, and scrap.

3 Have established the INTENT to minimize virgin
material use, and have begun the journey.
4 All material inputs and outputs are measured, and
wastes are systematically reduced.
5 Our products are designed from the start to use little

or no virgin materials, and to be re-used, recycled, or
composted at the end of their life cycle.
1 "You're seriously asking ME to do a dumpster dive?"

2 Have identified all sources of garbage, and the
hazardous materials in the garbage.
3 Have established the INTENT to eliminate garbage,
and have begun the journey.
4 Garbage is systematically reduced, reused,
recycled, or composted.
5 Close to complete elimination of non-reusable or
non-biodegradable garbage.
1 "We gotta get from here to there."
2 Have measured travel distances and modes of
transportation in the value stream and perhaps the
extended supply chain.
3 Have established the INTENT to minimize
transportation, and use less environmentally
damaging modes of transportation.
4 Systematically reduce travel distances - especially

as part of long to medium term strategic planning.
5 Travel distances are much shorter than a few years

ago, and use mostly the least environmentally
1 "You can hardly see it or smell it. It's really not a
problem."
2 Have identified sources of emissions in the value
stream, in heating and air conditioning, and in the use
of our product after it is sold.
emissions, and have begun the journey.
4 Emissions are systematically measured and
reduced.
5 Emissions are close to zero, and any remaining
emissions are offset.
1 "That's not my job."
2 Have identified the watersheds, ecosystems, and
human communities in which you exist - and the ways
that you depend on them, and the ways that they
depend on you.

3 Have established the INTENT to support healthy
community and habitat, and have begun the journey.
4 Systematically measure, monitor, and improve key
performance metrics that are important to the health
and well-being of outside stakeholders.
5 People actually like your organization, and are

proud and grateful to have you in their neighborhood.
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1 Defensive reactions to often-blaming inquiries.

"We've done a lot of improvements over the years."
"This process is working well." "Why are you picking
on us?"
2 People are beginning to appreciate and adapt
behaviors to a blame-free culture - where systems
can only be improved if and when problems are
openly (and actively) exposed.
3 Every team has at least been through initial training

to learn to see waste, and every process has at least
been through one cycle of improvement.
4 Every team is actively using at least one CI method
to (consistently) identify opportunities for
improvement.
5 Every leader at every level knows how & when to
use every major waste-identifying method - and
actually uses and mentors others to use several of
them.
1 "Solving problems is the job of management. My job
is to do what I'm told."
2 The job description for every employee at every
level includes performance criteria for continuous
improvement. Actively managed like any other
performance criteria.

3 Every team has received initial problem solving
training. Every team has used at least one CI method
to solve at least one problem in the most recent audit
period.
4 Every team is consistently using at least a few
favorite CI methods to solve problems.
use every major problem-solving method - and
them.
1 Management doesn't really want to hear about
problems. "Just find a way to meet the schedule." "If it
works, don't fix it." "Problems float downstream - not
upstream."
2 Process improvement is mostly project-oriented,

and often led by outside consultants. Suggestions are
rare, and there is no effective system for routinely
acting upon team member suggestions.
3 Scientific methods of continuous improvement are
being learned, taught, and used on a daily basis -
from manager to subordinate - starting from the top
down. Every sensei has a sensei.
4 Every manager and team leader is skilled with all of
the major CI tools and methods. Seeing waste,
identifying root causes, and eliminating them comes
naturally now. Multi-tiered mentoring has become part
of our culture.

1 "Yeah, we've got a plan around here somewhere."

"What's catchball?"
2 All top executives and many managers have
received initial training for Value Stream Planning and
Hoshin Policy Deployment.
3 Every value stream has current and target state
maps, with actively-managed Value Stream Plans to
get from here to there.
4 The top-level Hoshin Team and perhaps the first-
level Tactical Teams have initiated the first stages of
Strategic Policy Deployment.
5 Hoshin Planning drives performance at every level

of the organization. Catchball communication is
bidirectional, invigorating, and game-changing.
RC9-21
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z
.

z

English
English
changes.
INSTRUCTIONS to use this Translation Table


this Translation
. Table
You can purchase language translations from

Systems2win.
If you select a 'User Substitution', then any cell that is

not blank in that 'User Substitution' column will
override the default translation for that row.
User Substitutions can be used for any creative use -

like switching between terminology for Production vs.
Office vs. Healthcare.
The maximum number of substitutions allowed for this
template is
changes.

DO NOT EDIT ANYTHING IN THE
'SELECTED TRANSLATION' COLUMN
because it will just be overwritten the next time you
select a translation
Use the 'Customization Log' to make a note of any

changes that you make that will not be automatically
transferred when you upgrade.
Rather than making changes in any language column,

make your changes in a 'User Substitution' column -
(so that your changes get automatically transferred to
your new template each time that you upgrade).
Do not insert, delete, or move any columns

on this TT sheet.
The only exception = it is OK to copy or move
columns within the 'User Substitutions' section
Do not insert, delete, or move rows
above the 'User-Defined' section.
It is OK to insert, delete, or move rows only in the

'User-Defined' section at the bottom of this sheet.
3 WAYS TO TRANSLATE
DIFFERENT TYPES OF DROPDOWN LISTS
ON THE DV SHEET
Follow ALL of the guidelines for How to Personalize

your Systems2win templates.
UPGRADE INSTRUCTIONS
How to keep your user-defined translations in sync

after each upgrade
If the 'Personalized' field on your 'CLog' sheet =
TRUE,
then the next time you upgrade - the 'Upgrade Log'
sheet in your MultiUserChecklist.xlsx workbook will
remind you to visit this page to make manual changes
to your upgraded template.

S - COMMON
Template Systems2win
Use 'CTRL+F' to FIND keywords
Titles and Purposes of Systems2win templates

Master Template
<Title>
<Purpose>
Blank Template
To create your own custom templates, starting with
the Styles and features that are already familiar to
your users.
Learn Excel
Learn Word
Self-Paced Learning
To learn useful features of Microsoft Excel,

and Systems2win's innovations to make Excel even
more useful.
Learn
Team Charter
To clearly define the scope of a project or team

in a format that is easily copied to PowerPoint.
Customization Log
To make software upgrades easier by maintaining a

log of customizations
Results Metrics
To clearly communicate process design objectives,

and to monitor progress toward achieving them.
Revision Log
Copy this Revision Log worksheet to any other

Systems2win workbook -
for an easy document revision tracking system.
Multi-User Setup Checklist

Upgrade Log

Your leaders use this checklist to ensure that your
Systems2win templates get set up correctly - for easy
sharing by multiple users.
Tool Selection Matrix
To choose the right tool which you then find and
open using:
Value Stream Map
Value Stream Mapping Power Tool
1) to graphically illustrate the flow of the thing being

processed and the information needed to process it -
for one Product Family
2) to highlight problems and proposed
countermeasures - in highly visual ways
3) to focus direction for your lean transformation
teams
4) to serve as a dashboard to monitor and
continuously improve
Value Stream Management
Supply Chain Value Stream Map
To graphically illustrate the flow of inventory and

information for one Product Family - through a value
stream that involves multiple supply chain partners.
Supply Chain Map
Learn Value Stream Mapping
To learn some of the fundamental concepts of value
stream mapping,
and how to use the Systems2win value stream
mapping tools.
Product Family Matrix
To define your product and service families

(which is the first step in the Value Stream Mapping
process)
Value Stream Plan
To continuously improve the value stream - by
establishing clear objectives, responsibilities, and
deadlines - and then holding people accountable for
results.
Lean Assessment
To assess progress of lean transformation.

Values List

To narrow a list of options (usually to one choice) -
when personal preferences are most important.
Approvals
To clearly define approvals needed, obtained, and still
missing -
in a way that makes it easy to understand and follow
the scientific method.
Prioritization Matrix
When there are serious consequences for a wrong
choice
Balanced Measures Scorecard
Balanced Scorecard
To translate vision and strategy
into a coherent set of performance measures.
Policy Deployment X Matrix
X Matrix
To develop & implement strategic plans and unique

competitive advantages - benefiting from input &
ownership from all levels of the organization - in a way
that greatly accelerates organizational learning and
leadership development.
Hoshin Plan
Hoshin
Change Management
To develop strategies and incentives to embrace
change
Decision Matrix
To enable a team to make decisions

that are well-considered and well-documented.
Gantt Chart
To plan and control a project - with a graphic timeline.

Gantt Summary Milestone Chart
Gantt Summary
Milestone Chart
Simple projects can be planned using this simple tool.

More commonly, you will copy this Milestone Chart to
an A3 Report
to provide an at-a-glance summary of a more-detailed
Gantt Chart or To Do List.
Job Log
Compare estimated to actual set up times and run

times per job - with explanations of reasons for each
miss - which are then used to continuously improve
the process.

Action List
1) Collect Issues & Ideas as they arise during an
Improvement Event - and then make sure that they
get the attention they deserve - even if outside of the
scope of this Event.
2) Assign and complete follow-up assignments - to

ensure the sustainability of process improvements.
Kaizen Agenda
A time-phased action plan for a Kaizen Event

Event Audit
30-Day Audit
To ensure that improvements are sustained
Event Plan
Event Plan Checklist
To plan for an Improvement Event
Potential Future Improvements
One central place to collect ideas for potential future

improvements, which can then periodically be
reviewed and prioritized for upcoming Events.
Training Session Planning Checklist

To design a training session.
Training Session Agenda
Event Schedule
To publish a calendar of upcoming events for
continuous improvement.
Organization Chart
To define organizational relationships - both formal
and informal.
Pitch Chart
To level the flow of work,
and to measure expected vs. actual output per pitch
cycle.
Monthly Pitch Log
To provide at-a-glance visual analysis of trends for

hour-by-hour attainment of the target production rate
(known as "pitch").
Pull Queue Hourly Status
To view trends over time - of how backed up the

queue of work requests are - leading to a work center
that responds to pull signals.
To Do List
A Leader can maintain a master list of assignments
for Team Members.

Issues & Ideas
To organize and resolve any type of issues & ideas
affecting your project or team.
Project Cost Estimating
To estimate the costs of a project.
Software Data Conversion
To plan and control transfer of data
from old software to new software.
Leadership Skills Assessment
To mentor lean leaders to improve their coaching
skills.
Process Analysis
To thoroughly understand & analyze a process
(before suggesting countermeasures)
5S Assessment
5S Scorecard
To maintain a clean, well-organized work environment
- for increased productivity, safety, and the revelation
of hidden problems.
5S Standard
To clarify expectations for 5S workplace organization

and housekeeping,
and/or to serve as a "before and after" storyboard.
5S Red Tag Log
Used for the first category of 5S - Sort.

Red Tags provide a system to label potentially
unneeded items, approve their suggested disposition,
and track what has been done.
5S Sustainment Checklist
Checklist for cleaning and preventative maintenance

A3 Stick Figure Illustrator
A3 Illustrator
Illustrate A3 Reports and PowerPoints with stick figure
drawings
A3 Gemba Interview
To interview the person doing the work.
To analyze, improve, and maintain consistency -
for a repetitive process.
Cross Functional Flowchart
To graphically depict the flow of a process that

crosses functional workgroups - to identify and
eliminate waste.
Flow Chart
To visually illustrate how a process flows
Process Flow Diagram

Process Flow
Job Instructions
Work Instructions
To provide thorough training for how to perform a job -

with pictures and detailed written instructions.
Job Breakdown
TWI Training Within Industry
To teach someone how to do a job.
Layout Diagram
Spaghetti Diagrams - showing work paths and flow.

Work Area Floor Plans - for production lines,
warehouses, hospitals, offices
Process Observation
To observe a process or a value stream.
Cycle Time Observations
To observe process cycle times

(without details of operator work elements)
Standard Work Audit
To ensure that work is actually being done

the way management believes it is being done
Training Matrix
Cross Training Matrix
Job Design Matrix
Job Resources Matrix
Job Transitions Assessment
To re-design job responsibilities to fit re-designed

processes.
Process Reengineering Matrix
To clarify details that don't fit neatly into a flow chart,

and to untangle and re-design even the most complex
process.
Machine Balancing
To ensure that any machine cycle time does not
exceed Target % of Takt Time.
PDCA Coaching
For learner and coach to maintain a record of past

experiments, results, and learnings - and to plan the
next experiment.
Block Diagram
To provide a very simple sketch of a process.
PDCA Coaching Observations
Used by a Coach's Coach - to mentor PDCA
Coaching.

Yamazumi
To rearrange tasks to eliminate waste and balance
work loads.
OEE Overall Equipment Effectiveness
OEE
To measure and improve the effectiveness of asset
utilization.
Daily Events Log
Preventive Maintenance
Checklist for preventative maintenance tasks that

occur on a monthly cycle or greater.
House of Quality QFD
QFD
To rapidly design and deploy new products and
services.
Quadrant Chart
To visually understand relationships between two
factors affecting an issue.
Root Cause Analysis
To gain clearer understanding of possible root causes,

and stimulate ideas for creative solutions.
Fishbone Diagram
SIPOC Diagram
1. To provide an "at a glance" overview of a process.

2. To define the start and stop boundaries of a
process (and project scope)
3. To clarify relationships of the suppliers of inputs to
the process
4. To identify process customers (internal and
external),
and the process outputs that they seek
5. To identify unintended wastes output by the
process
8D Problem Solving
8D
Problem Analysis
Action List
A systematic way for a team to permanently resolve a
problem
that has uncertain root causes.
Cause & Effect Matrix
To identify the few process input variables that
provide the greatest opportunity to improve the key
process outputs.
FMEA Failure Mode Effects Analysis
To anticipate problems and minimize risks.

FMEA
Design FMEA
DFMEA
Process FMEA
PFMEA
Control Plan
After initial Corrective Actions have been made on the

FMEA,
use this Control Plan to more diligently control risks
that have high probability or severity.
P-Diagram
To analyze inputs and outputs,
and factors that can affect performance
Interface Matrix
To identify and clarify system interfaces.

Design Matrix
DVP&R
Design Verification Plan and Report
Formalized testing of product to assure compliance
with all requirements.
"Critical To" Tree Diagram
Critical to Quality
Critical to Satisfaction
To ensure that the product or process characteristics
that you measure and control will actually satisfy your
customers' desires.
Measurement Assessment Tree Diagram
To identify and stratify data that is (and is not) worth
measuring and controlling.
Tree Diagram
To systematically direct your thinking to increasing
levels of specific details.
Customer Segmentation
To identify and focus attention upon the customer
segments that generate the most value from the
product or service.
Measurement Selection Matrix
To choose the measures
that are most strongly linked to customer
requirements.
Operational Definitions
To ensure that everyone collects and interprets data
in a consistent way.
Pareto Chart
To identify the most common 20% of problems

causing 80% of your headaches - so that you know
where to focus your continuous improvement efforts.

Pareto
Relations Diagram
To identify root causes of a complex, non-linear
problem.
Trends Scorecard
Scorecard Data
A well-organized system to gather and analyze data.

One of the basic tools of quality.
Check Sheet
To collect data about quality problems when and
where they happen.
Voice of the Customer Translation
To translate potentially vague customer comments

into measurable design requirements
Bowling Chart
Timeline of monthly progress
toward year-end targets.
Characteristic Matrix
To identify process steps that can compromise
product characteristics
One Good Idea
Before and after storyboard
Control Chart
To determine whether a process is in control.
Run Chart
To analyze data and trends over time.

Histogram
To graphically illustrate the probability distribution of
something happening.
Word templates
Standard Operating Procedure
Evaluation Survey
Ground Rules for Working Together
Empowerment Boundaries
Presentation of Results
Brainstorming
Software Design Specification
TWI Pocket Cards
A3 Report
Document Storage and Naming Conventions

Time Observations
Alternative User Interfaces
Agenda
Force Field Analysis
Lessons Learned
Word template
COMMON FIELD LABELS

What
Title
Subtitle
Purpose
Title Description
Workbook
Workbooks
Blank Forms
Worksheet
Sheet
Sheets
Extra Worksheet
Row
Hide Row
Column
Col
Filter
Filters
Description of Filters
Log
Log
Log #
Report
Button
Documentation
Trial
List
Selection
User-Defined
User
User Calc
User Field
Unique User Fields

Copy this row for unlimited user-defined
Category
Categories
Cat
Type
Type of Waste
User Fields
User Data
Class
Class Codes
Legend
User1
User2
User3
User4
User5
User6
User7
User8
User9
Cat1
Cat2
Cat3
Rule
Bundle
Customer Segment
.
.
.
User1DV
User2DV
Process
Processes
Process(es)
Process Step
Delivery Processes
Critical Path Processes
Simultaneous Processes
Between Processes
Process Flow
Flow
Value Stream
VStream
Program
Programs
Action Programs
Project
Projects

Project Scope and Boundaries
Phase
Job
Jobs
Task
Tasks
Work Element
Work Elements
Standard Work Elements
Activity
Activities
Step
Steps
Steps / Images
Steps that create value
Steps - within process
Steps - between processes
Major Steps
Value Add Steps
Total Steps
Transportation Links
Work Breakdown Structure
WBS
Sequence
Seq
Kaizen Event
Event
Events
Event Name
Event Type
Process Name
Process Design
Before and after pictures
Routings
Bills of Materials
Kaizen
Lean
Scope
Pre-Production
Post-Production
Pre
Post
Utilization
Lean Journey
Critical Path
(could be handed off)
Product

Products
Service
Services
Product Family
Service Family
Product or Service Family
Product or Product Family
Product/ Family
Products & Services
Our Offering
Deliverables
# of Product Variations
Variation
Product Mix
System
Sub-system
Component
Product Characteristics
Size
Unit of Measure
Units of Measure
UOM
Default Unit of Measure
Default Units of Measure and Data
UOM Ratio
Default UOM
Process UOM
Factor
Problem
Problems
Problems per Unit
Define the Problem
Problem Summary
Additional Documentation of the Problem
How Big?
Is this a repeat problem?
Root Concerns
Voice of the Customer
Functional Requirements
Waste
User-Defined Waste
Sigma
Problem Solving
Six Sigma

Decision Making
Decision
Obstacles Parking Lot
Chart
Charts
Chart Labels
Custom Charts
Trend Charts
Radar Chart
Waterfall Row #
Grid
Grid Lines
Waterfall Chart
Trend Chart
Scatter Plot
c Chart
p Chart
u Chart
UCL
LCL
Chart Lines
Chart Data
Is the chart updated?
X Axis
Y Axis
Assessment
Performance
Performance
Performance Measures
Results
Actual Results
Production Results
Measured Performance
Results Status
Attained
Standard Work
Quality
Checklists
Results Broadcast
Improvement
Number
Raw Score

Score
Scores
Total Average Score
Data
Optional Data
Data Labels
Header Data
Working Data
Vertical Data
Horizontal Data
Color
Sample Data
Rating
Ratings
Rating Scale
Target Rating Level
Quantity
Qty
Units
(units)
Rate
Cost
Cost per Unit
$
Activity Based Cost Analysis
Low
High
Range
Drawing Scale
Maturity Level
First Pass Yield
Sales Points
CD
(Difficulty of Transition)
Difficulty of Transition
Aptitude
History
History by Date
Customer Evaluation
Customer Eval
Target Level of Satisfaction
Composite
Desired Targets
Desired Direction of Measure
Desired Direction
Total Importance
Weighted Total Importance
Kano Analysis
Difficulty
Relationship

Stratification
Primary Segments
Sub-Segments
What, Where, When IS and IS NOT?
IS
IS NOT
Operational Definition
(What the measure IS)
What it IS NOT
Selected to Improve
Primary OEE Measures
Production
Control Characteristic
Question
Questions
Response & Ideas
Roof
Satisfaction
Pareto Data
more than the average
Competency Ratings
Total Quality Management
Continuously Improve
Checklist
Weight
Lowest
Repeatable
More
Loss
Productivity
Analysis
Unit
Software
Network
Internet
FAX
Printer
Plotter
Copier
Sticky notes
Interfaces
Print Orientation
Software Project
Inventory
Inventory (Standard WIP)

Std WIP
Work In Process
WIP
Part
Parts
Part Number
Part #
Item Number
Item #
Finished Goods
Raw Materials
ppm
Item
Material
Parts & Materials
Asset
Assets
Resource
Resources
Resources provided by
Machine, Device, or Tool
Machine/Asset
Machine Loads
Equipment
Safety Equipment
Computer
Equip/Tools
Shared
Tools & Supplies
Facilities & Supplies
Supplies
Instruments
Tools
Furniture
Paperwork
Templates & Tools
Policies and Documents
Money
Petty Cash
Pre-approval for urgent purchase of anything needed

Energy
Spatial
Safety / Tools
Pacemaker
Constraint
Outside

Description
Desc.
Title & Brief Description of Issue or Idea
Brief Description
Filter Description
Identification
ID
Code
Codes
Document Number
DCN
Controlled?
Version Control
ID Table
ID Code
(if needed)
(specify)
(optional)
Specify
Demand
Demand per Shift
Demand per Week
Demand UOM
Demand/Wk - Common UOM
Demand/Wk - Unique UOM
Capacity
Process Capacity
Capacity/week
Capacity per Person
Current Capability
Input
Inputs
Outputs
In
Out
Batch Size
Pitch Batch Size
Ship Batch Size
Smallest Batch Size
Available
Unavailable
Availability
Capability
Delivery
Output
Batch

Links
Links
Hyperlinks
Links to Related Documents
Related Documents
Icons
Link
Information Systems
Systems
Technology
Field Label
Field No.
Field Length
New Software
Field Name
Data Source
Data Source Field Name
Data Type
Orig Data Source
Import Data Source
Special instructions for this field for this conversion

Header Fields
Named Cell
Number Format
Default Data
Step Label
General
General
with word wrap
Text
Currency
Company policies
Compliance regulations
Union policies
Information
Filename
to find and open using the Systems2win menu
Also Known As
How
Comments
Comments, and Ideas to Eliminate Waste
Comments &
Links

Notes
Key Points
Message
Issues & Ideas
Other
Observation
Differences
Don't Edit
Comments / Key Points
Ideas
Design
Observations
Safety Warnings
Online Training
Training
Instructions
Video
Training Aids
At a Glance
Learning Validation
Learning Topic
Learning Phase
Question or Task
Your Response
Learning
Validation
More Info
Organizational Learning Perspective
Internal Processes Perspective
Training Before the Event
Team Training
Train the Workers
Language Translation
Translation
Training Presentation
Handouts
Team "Ice Breaker"
Required Attendance Notice
Courtesy Invitation
Entertainment
Instructor Notes
Learning Game
Language
Primary Language
Show all
Expand Your Thinking
Registration
Prerequisites
Homework

What was Learned
Helpful Tips
Training & Skills Required
Definitions
Evaluation of Learning
Answers to the Learning Questions found in the
online training
Exclusive Training
Available only to Systems2win users by clicking

this Link in this Help sheet
Training Design
Show
Corrective Action Needed

Corrective Actions and Comments
CAR
Actions Completed
Action
Sample Size
Frequency
Error Check
Quantity tested / defective
How many objects have the defect?
(list part #s and descriptions)
How many defects per object?
Defect
Defects
Good
Good Units Produced
Reject
Rejects
Reject Category
Rework
Not Needed
Duplicate
Worn
Scrap
Obsolete
Disposition
Discard
Move to Red Tag Storage
Move to: ____________
Return
Returns
Return (needed after all)
RMA
NCMR
Purchase
% Complete & Accurate

Potential Failure Mode
Potential Failure Effect
Severity
Occurrence
Detection
Risk PN
Control Method
Detection Method
Reaction Plan
Actions Recommended
Action Plan
Event Control
Cleaning
Prevention Method
Failure Rate
Process Control
Design Control
Severity of Effect of Failure Mode
Noise Factors
Piece to Piece Variation
Interactions with Other Systems
Customer Usage and Duty Cycle
Degradation Over Time
Environment
Control Factors
Ideal Functions
Error States
System within the Boundary Diagram
Sources of Variation
Test Method
Test Plan
Test Report
Acceptance Criteria
Correct
Error
Err
If that doesn't work
Predictions
Defective
Failure
Plan
Do
Check
Act
Planning
Plan
Planned
Alternatives
Countermeasures

Scenario
Path
Override
Impact
Objective Measures of Impact
Factors Affecting Effort
Is emergency response needed?
Implement & Verify Interim Containment Actions

Identify & Verify
Short description of proposed future improvement
Proposed Permanent Corrective Actions
to prevent Recurrence
to prevent Escape
30-Day Action List
Always To Do
Bring As Is?
Communication Plan
Communication
Constrained Resource Analysis
Specification
Specifications
Tolerance
Tolerances
Factors to Consider
Additional Criteria
Yes/No
Req
Y/N
Optional
Document and Analyze the Current State
Improve and Test the New Process
Clean Up and Present
S&OP (units)
Process Specifications
Required
Add details to
Brainstorm
Strategic Planning
Policy Deployment
Strategic
Effective
Achievable
Strategic Alignment
Collect current state data

Solicit improvement ideas
Prepare training materials

Ensure that preparation assignments are being
completed
Review data gathered and ideas received.
Clarify if needed.
Confirm that EVERYTHING is ready
Test equipment
Play catchball until agreement is reached for
Job Requirements
Job Descriptions
Requirement
Process Requirement
Labor
Establish the Team
Staff Unavailability
Availability Strategy
Peak Volume Strategy
Incentives
Individual Assessments
Evaluations
Potential Concerns
Approaches to Gain Acceptance
Measures of Acceptance
Facilitate Transition
Optimize Performance
Measures of Improvement
Attendance
6S
5S
5 Whys
Accidents
Date of Last Accident
Poke Yoke
RED TAG
Days since last accident
Verification
Audit Criteria
Audit questions that can't be phrased in a way so that

"yes" is the desired answer

Eval. Measurement Technique
Discipline
Gemba Walk
Gemba Walk Topic
Lean Management Systems
Visual Controls
Implement & Validate
Permanent Corrective Actions
Prevent Recurrence
Similar Systems
Congratulate & Celebrate
If Problem Recurs or Side Effects are Noticed

Error-free
Visual Scorecard
Little or no effort
Showing some effort, but unacceptable results

Minimum acceptable
Very good
Must receive outstanding scores for 5 audits in a row
to reach this level
Inspection
Inspection Instructions/Forms
Maintenance Schedule
Production Scheduling/Control
Unacceptable
Showing effort
Just Acceptable
Sustained Excellence
Gages
Engineering Change Approval
PPAP Production Part Approval Process

Very
Moderately
Moderate
Minor
Remote
Almost Impossible
Almost Certain
without warning
with warning
Hazardous
None
No discernable effect
Annoyance
Loss of
Degradation of

Primary Function
Secondary Function
Function
Prioritized
Unprioritized
Prioritized List
Unprioritized List
Satisfier
Dissatisfier
Delighter
Simple
Transportation
Air travel
Parking
Height
Width
Row height
Column width
Why
Reason
Reasons
Reasons for Misses
Root Cause
Root Causes
Potential Cause
Possible Root Causes
Possible Cause Theories
Ultimate Root Cause(s)
Determine Root Cause(s)
How did this Occur?
How did this Escape?
Current situation (why does this need to be
improved?)
Cause
Where
Company
Location
Location(s)
Department
Dept
Functional Area
Functional Areas
Work Area
Work Center
Work Station

WS
Machine
Distance
Between
Within
Distance Within
Distance Between
Feet
Meters
Miles
Kilometers
Conference room
Break out rooms
Rooms
Hotel
Gemba
Teleconference
Web conference
Red Tag storage area
Shelves & bins
Enter data here
Office
Page Navigation
Top
When
Date
Date (orig)
Version
Revised
Rev
Revision Number
Rev #
Release Date
Release Status
Release Approval Status
Status
Status/Notes
State
Process State
Old State
Old
Expiration Date
Due Date
Due
Scheduled Date
Scheduled
Target Date
Dates & Times Needed

Completion Date
Completed
Done Date
Done
Resolve Date
Final Closure
Class Date
Class Hours
Study Hours
Today
Before
After
Start Date
End Date
Released
Key Date
Date Identified
Before you start
Not Started
Analyzed
Stabilized
Standardized
Visual
Self Healing
Time
Period
Year
yr
Years
yrs
Annual
Month
mo
Months
mos
Monthly
Week
week
Weeks
weeks
wk
wks
Weekly
Day
day
Days
days

Time Period
Work Days
wDays
Periodic
Calendar Days
cDays
Daily
Every day
Shift
shift
Shifts
shifts
Hour
Hours
hours
hrs
hr
Hourly
Minutes
minutes
mins
min
Seconds
seconds
secs
sec
(in seconds)
Lead Time UOM Converter
to switch between
Jumping Off Point
Prior Year
This Year
Year To Date
YTD
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Before each gemba walk
On a periodic basis
perhaps monthly
perhaps weekly

perhaps daily
First
Last
Soon After
Pre-Event
Post-Event
Kick-off Presentation
Interim Briefing(s)
Final Presentation
Celebration
Working meals
Permanent
Next
Number of Rolling Periods
Process Change at Row
Work Time Available

WTA
Available Time
Avail Time
Unavailable Time
Work Time Available/day
WTA/day
Work Time Available/shift
WTA/shift
Work Days/week
Days/week
Lead Time Work Days
Shifts/day
Hours/shift
Mins/shift
Mins/day
Mins/week
Break
Breaks
Break minutes/shift
Breaks & Out of Cycle Work
Start Time
Start
Restart
Planned Start Time
End Time
End
Overtime
Work Time Available/week
WTA/Week
Start & End
Out of Cycle Work

Run Time Available
Run Cycle
Cycle Analysis
Personal, Fatigue and Delay
Run
Run Cycle Analysis
Sunday
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday
Sun
Mon
Tue
Wed
Thu
Fri
Sat
Duration
Duration Days
Queue Time
Lead Time
Lead Time
LT
Work Calendar Adjustment Factor
WCA
Process Lead Time
Process Lead Time
Process Lead Time Override
Process Time
Process Time
Effort Hours
Effort
Value Add Time
Value Add
Value Add?
Value Add Include
VA
NVA
Cycle Time
Cycle Time
CT
Cycle Time Unit of Measure
Cycle Time
Unit of Measure
Cycle Time UOM

CT UOM
Effective Cycle Time
Target Cycle Time
Takt Time
Takt Time
Target %
Pitch
Pitch Cycle
Pitch Cycle End Time
Value % of Time
Activity Ratio
Ideal Cycle Time
Ideal CT in Minutes
Actual CT in Minutes
Time per Cycle
Quantity per Cycle
Takt and Cycle Time
Queue Time - Takt calc
Operator Cycle Time
If you change Cycle Time UOM, you must recalculate

Cycle Time Unit of Measure is used for
Process Time, Cycle Time, and Takt Time.
Current
Prior
Prior Months
Prior Periods Avg
Current Month
Current Period Avg
Current Time Period
Current Period
Prior Periods
Work
Work
Walk
Walk
Wait
Wait
Machine Time
Mach
Incidental
Machine Cycle Time

Effective Machine Cycle Time
Time Avail. for Change Overs

Change Over
Change Overs
CO
Change Over Time per Day
Longest Change Over Time
Change Over Cycle Time
Unload, Load & Start
Batch Setup (mins)
Batch Change Over Time Goal
Run Time (mins)
Quick Changeovers
External Operators
Time Per Change Over
Load Balancing
Lost Time
Lost Time Events
Downtime
Machine Downtime
Downtime Threshold
Planned Downtime
PD
Unplanned Downtime
UD
Standby
SB
Planned Uptime
Loading Effectiveness
Operating Time
Productive Time
Downtime Loss
Performance Loss
Ideal Operating Time
Net Operating Time
Performance Time
Quality Time Loss
Lost Time Category
Lost Time Reason
Scheduling Priority
Scheduling Control Point

Implementation Schedule (months)
Implementation Plan Review

Review
Time Needed per Week
Guaranteed Turnaround Time
Intervals/wk
At the beginning of each

At the end of each
At specified times
Any time
Who
Name
Person
Person, Title, or Team
Who or CRUDS Code
Contact Info
Phone
Email
Emails
Reminder Email
Job Title
Role
Roles
Team Roles
Responsibilities
Skills
Knowledge
Knowledge Threshold
Mentoring Skills
Not Doing
Novice
Learning
Competent
Expert
Author
Responsible
Resp
Responsible Team Member
Primary Responsibility
Responsible (Role)
Accountable
Accountable Executive

Executive
Executive Sponsor
Champion
Value Stream Manager
Coach
Process Owner
Team
Shift or Team
Team Member
Team Members
Team Membership
Team Formation
Team Leader
Leader
Leaders
Project Leader
Mentor
Facilitator
Coordinator
Co-Leader
Observer
Manager
Management
Supervisor
Supervisor Name
Instructor
Learner
Learner Name
What do you call your workers?
Workers
Employees
# of Workers
Operators
Operator
Op
Staff
Staff Level
Smallest Possible Staff
On-Call Support
Candidates
Learners
Leadership
Executive Leadership
Team Leadership
Launch a New Team
People Development
Daily Management
Visual Management
Project Management
Worker

Customer
Customers
Customer(s)
for Typical Customer
Customers Perspective
Supplier
Suppliers
Competitor
Competitors
Employee
Employer
Stakeholders
Stakeholder Roles
Stakeholders Perspective
Representatives of every group of affected
stakeholders
Supplier or Customer
Auditor
Initials, Date & Time
Periodic Review
Leader Reviews
Recipients
Recipients & Methods of Communication
Approval
Request
Initiator
Initial Approval
Approval Signatures
Authorization to Begin This Project
Authorization to Implement
People with primary decision-making authority for
proposed changes
Review and approve all changes
Approve
Notify
Publicly recognize and thank
those that most deserve it
Approval 1
Approval 2
Approval 3
Approval 4

Who1
Who2
Who3
Measures
Measure
Measures & Targets
Metric
Metrics
Objective
Objectives
Objectives, Measures & Targets
Process Design Objectives
Goal
Goals
Target
Targets
Learning Objectives
Strategic Challenge
Next Target Condition
Current Condition
Priority
Pri
Our Priority Ranking
Importance
Imp
Rank
Formula
Formulas
Percent
Ratio
Average
Averages
Avg
Summary
Sum
Sums
Subtotal
Subtotals
Total
Totals
Grand Total
Change
Change
Critical Path Totals
Sub-Stream Totals
Value Stream Totals

Value
Correlation
Correlations
Trend
Trends
Cumulative
Cum.
Summary by
Max
Peak
Ideal
Typical
Adjusted
Summarize
Probability
Standard
Median
All
Large
Include in Value Stream Totals?
Small
Projected
Actual
Variance
Var.
Gap
Red
Yellow
Green
Modifiers
and
&
or
per
#
of
by
for
in
to
and/or
then
with
without

0
!NOT
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Process.

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See Sample worksheet for examples.
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Master Data Entry Sheet
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Advanced Training
Also refer to 'User-Defined Training' at the bottom of
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Major Steps in bold
Personalized Training & Mentoring
Ideally - each supervisor will personally train their
people
Use the TWI Job Instruction method
is also available from Systems2win or a qualified
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is
Users of this template are expected to have already
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Record progress using a Cross Training Matrix
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sheet)
Before using this tool
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Change Printer
Systems2win menu > 'Change Printer' will temporarily
change your default printer:
a) only for Excel
(it will revert back to your Windows default printer the
next time you open Excel)
See example on the 'Sample' sheet.
Fill in the printed checklist in handwriting

as you physically inspect the gemba
Transcribe the scores
from your handwritten checklist into the 'Score'
column

Ponder and reflect
to continuously improve
Add or update tasks
on your Team Accountability Board.
Archive the handwritten checklists in a 3-ring binder
as part of routine Leader Standard Work.
Any point above UCL or below LCL (+/- 3 sigma)

Bias -- n points in a row above or below the Average
Center Line
Trend -- n points in a row increasing or decreasing

Oscillation -- n points in a row alternating up and
down
below -2 sigma
below -1 sigma
Hugging -- n points in a row inside 1 sigma (Zone 3)
Jumping -- n points in a row outside 1 sigma (Zone 3)

Logical steps
that advance
the work
Tips that will:
make or break
+ avoid injury
make it easier
Reasons for key points
"If the learner hasn't learned, the teacher hasn't
taught"
Perhaps use brainstorming
See training for List Reduction

Create list of items to be prioritized
Compare two items at a time
Define the decision that needs to be made
Make decision
Ensure that everyone understands and agrees

Follow the online instructions
Do a Coaching Cycle

Do the Learning Experiment
Header Row for a Page Break

S - COMMON
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TABLE OF CONTENTS
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Healthcare
Editing
Movement
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Flow of the Thing Being
Processed
Our Rating Systems

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Select Translations and Substitutions
Open a Blank Sheet

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Add Columns
Change Lead Time UOM
Import Old State Data
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Add to History
Choose Source Data
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Renumber Steps
Generate Report
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Sort by Date/Shift
Generate Filtered Log
Import from Daily Log
Generate Filtered Sheet

Andons
Pre Post
Change # Rows and Columns
4 Phase QFD Wizard
Add or Remove Columns
Import Data
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Pareto Refresh
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Chart All Operators

Chart Selected Operator(s)
Change Currency
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Copy RevLog
to Target Workbook
Select Translations and Substitute Phrases for
THIS Template
Period End Processing
Select Language of Data
Fix Row Heights
Recalculate
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CHART TITLES & LABELS
Cause & Effect Pareto
OEE Waterfall Chart - Summary Average
OEE Waterfall Chart for specified Row Number

Unplanned Down
Value Add Analysis

Operator Load Balance
Machine Balance
Impact Effort PICK Matrix
Quality Screen
Delivery Screen
Demand Amplification Screen
Work Balancing Chart
Sort
Straighten
Shine
Standardize
Sustain
Safety
Total

Duplicates
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Contents

Click the link
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this
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SAMPLE
Click the button

Click this button
Click the button
use the 'Template' sheet
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Benefits
Learning Experiments
Learning Experiment:
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Follow the step-by-step instructions on the 'Help'
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Assignment:

to learn how to use basic and
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Unhide Rows & Columns
Select the rows or columns on either side of the

hidden ones, then Right-click > Unhide.
Always look for hidden rows or columns before

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rather than deleting them.
Set Page Breaks
Set Print Area
and page breaks
How to set 'Page Breaks'
Cell Links
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worksheet.
Perhaps link to or from cells in the 'Custom
Formula Zone' of this or any other Systems2win
template.
Viewing Tips
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Tips
Tip
How to do it
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Custom Formula Zone

The lower right quadrant of each sheet is the
zone where you can write your custom formulas
without conflict with the primary work area.
How to use Excel as a drawing tool

without Visio
How to Select Shapes

Multiple methods
How to Copy Shapes
How to get Help
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Custom Shapes
How to add your own
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Excel Tips for THIS template
Instructions for how to use this tool
See Instructions on the 'Help' sheet
For more rows or columns
Copy a similar blank row or column

(Don't use 'Insert > Rows')
1) Unprotect the sheet
2) Copy a similar blank row
3) Reprotect the sheet
Unprotect the sheet
Reprotect the sheet
Pop-Up Help
Click any row or column header for pop-up help
Glossary
Styles
Styles can be particularly useful on this template

Systems2win menu > Styles

Avoid accidentally deleting formulas
Systems2win provides convenient ways to

identify cells containing formulas.
To recalculate manually
Tip: Whenever your data doesn't look correct,

first try to recalculate manually
CTRL+SHIFT+ALT+F9
Then recalculate
Import Old State
Comparison Data
Make sure that the other sheet is displaying the
Scenario that you want to import, and its data
has been recalculated
2) Click the 'Import Old State Comparison Data'
button, then recalculate
Best practices for the 'Who' code
1) Have codes for teams and roles,

(rather than specific people)
2) Have codes that start with "U" for "unspecified"

person or team that will become specified as the
time gets closer.
Optionally link to document(s) defining

responsibilities for each role.
Row Heights
Types of Arrows
Adjust width of this column to adjust width of chart

(This box doesn't print)

ALT+ENTER
For "paragraphs" within a cell
Training Videos
Kaizen Training
Training videos
Training video
Lean & Kaizen training
Online Education
Balanced Scorecard teachings & ideas
Cell Comments
Right-click > Insert Comment
Dropdown lists are defined on the DV sheet.

Dropdown Lists
If an arrow appears when you click a cell, click

the arrow to select from the dropdown list.
Use this DV sheet to maintain your user-defined

dropdown lists.
1) Easy dropdown choices
2) Consistent terminology
3) Avoid typo errors
Personalize Your Document
Add a Dropdown List
Simply Copy one of the cells below, and then
'Paste Special > Validation' on your other sheet.

Personalize
Sample Dropdown List

Select the white cell above, and then click the
dropdown arrow that appears, which will then
display the Sample Dropdown List.
Personalize it
To insert cells
Right-click > Insert > Shift cells down
Keep Descriptions aligned with Codes.
There can't be any blanks in the middle of your

Code lists.
Link To Related Documents
You can (optionally) use Link Icons to link to

related documents or web pages.
Try it for yourself.
Personalize your own lists
Your leaders should have already personalized
the 'DV' sheet in your master template - so that
you are starting with typical dropdown lists for
YOUR company.
And then you can make additional changes for

this unique working document. (if needed)
Change the Codes in the Sample Dropdown List,

and notice how your changes show up in the
dropdown list in the white cell above.
Styles
Copy Sheet
To copy a sheet in any Systems2win template,
you should always use
which protects you from a whole series of known

bugs with Excel's usual 'Copy Sheet' command.
Instructions
Online Instructions

See complete instructions on the 'Help'
worksheet.
See the 'Advanced Training' section of the 'Help'
worksheet.
Month, Year
Comments
Quality Functional Deployment

Matrix
Importance
Competitive Analysis
Demanded Qualities
Category Level 1
Category
Man
Machine
Methods
Materials
Process Inputs
Customer Requirements
Potential Output Measurement Metrics
Objectives
Responsible
Problem Analysis

Each stakeholder representative "signs off" when
they agree that
the presenting problem and its root causes

appear to have been sufficiently analyzed.
Countermeasures
alternative countermeasures have been
sufficiently identified and improved upon.
Periodic Reviews
Keep scheduling periodic reviews (and copying

this column) until satisfied that the desired
improvements have proven to be sustained.
Maximum Impact
If you want your highest-rated alternative to have

an Impact rating lower than 10, (because none
your alternatives are THAT good), then you can
adjust the scale.
Timeline Shapes
Start
Quality Check
Milestone Completion
Not Used
This Systems2win template does not use a
'Template' worksheet.
All editing is done directly on the other
worksheets - (without the need to first copy a
'Template' worksheet).
If you add or delete rows

You will need to copy formulas from a blank row
for 'Cum. Goal' and 'Cum. Actual' and paste them
into the row just below where you added or
deleted.
Pitch Actual

column always needs a number -
even for Breaks
('Pitch Actual' for 'Breaks' is usually zero)
Compare anything you want

Copy the grey cells from this Sample to your
worksheet
What?
How?
Why?
How?
Audit Procedure Instructions
Audit one job per day per team.

Audit several full process cycles. (not just one)
Audit one person for a few days, then another.
For any questions answered "no", corrective
action should be taken by the supervisor before
the end of the shift.
Your Chart will only work correctly after you

Define your Project Start Date
Enter the 'Start Date' in the 'Total Project' row.

Select Systems2win menu > Configure Chart
Tip: If your 'Project Start Date' ever changes, you

need to do this again.

Important reminders
Don't insert rows - copy blank rows instead

(to include all formulas and formats)
Study all Excel Tips on the Help worksheet
Delete this textbox to begin editing
Hide unused sections

(don't delete)
How to hide and unhide rows and columns
Hide & unhide rows & columns

Copy the entire cell
that contains the text box and the
arrow
rather than copying the textbox and the
arrow individually
Link Cells
Concatentate Linked Cells
Hide blank columns

Rating System for
1-10 scale
(Whole numbers only)
Objectives
Measures & Targets

Action Programs
Action Items
to choose the sheet and date to analyze.
Color / Level Thresholds
The values you define here determine the colors

on all sheets in this workbook.
Don't copy this sheet
Do not edit the top Comments text box,

which gets auto-populated when you select
For greatest impact - hand write 'Additional

Comments' on the printed paper that you post on
your Team Accountability Board.
Level
Whenever you make a change to a workbook

that has a Revision Log:
1) Make an entry in the 'RevLog' sheet.
2) Save an archive copy of all old versions of

your document - following your company's
'Document Storage and Naming' conventions.
Tip: Use RevLog.xlsx to copy a 'RevLog' sheet to

any Systems2win template.
How to edit your own

Conditional Formatting
Using symbols
for red, yellow, green Visual Controls

Use this sheet as one central place to update
field labels and default data for every sheet in
this workbook.
Learn More
Personalize your header fields

rows or columns on the VC sheet.
rows or columns in this table.
Standard Work
Combination Table
Standard Work Analysis
To quickly hide and unhide marked rows
Absolute and Relative Cell References

How to change between them
Study the Examples

on this 'Sample' sheet
on the 'Sample' sheet
in the Lean Assessment template (Assess.xlsx)

Charts need 3 dates of History to display trend
lines.
Hide or unhide the history you want to chart.
Charts automatically resize
Special tips for how to personalize this type of

assessment template
Link to Pictures

Use a Link Icon to link to YOUR folder that
contains pictures related to this process.
Rating Criteria
Optionally define 5 levels of Rating Criteria for
each topic
Systems2win menu > Print Trends

for the checklist only.
Also see 'RevLog' sheet

columns,
it is critical to keep related columns
together
Always keep a primary column together with the

calculation column to its right.

rows or columns,
it is critical to keep related columns and
rows together
Core Team
Repeat Data
DON'T MERGE CELLS
For Filter and Pivot Tables to work correctly -
identical data must be repeated in some
columns.
Data in Multiple Languages
In any Language Translation section

(to the right)
Select the pink cell containing the name of your
desired Language, then
If a column exists in the Language Translations
section

then you must first do your editing in the Primary
Language
If a column does not exist in the Language
Translations section,
then you edit those columns in the main form.
Provide Training
perhaps using TWI Training Within Industry Job

Instruction methods
and/or Systems2win instructor-led training
Multiple Languages
See online help for how to create dropdown lists

in multiple languages
How to personalize text
Follow these instructions instead.

Pictures and Charts
Pictures
Diagram
Hide Unused Rows
Hide Unused Columns
Page Navigation
Hide unused rows and columns
One Row Per Shift

Chart Alignment
See Training on the Help sheet
See training online
Important
To add or delete cells

Select cells
To Delete -- Ctrl+- (minus symbol)

To Insert -- Copy, then
Insert Copied Cells
Ctrl+Shift++ (plus symbol)

To copy a picture of your selected chart to the
clipboard, where you can then paste it to any
other document
Stability Analysis
Rolling Time Periods

Flat Line Threshold
Copy as picture
To copy to Word, PowerPoint, Excel, or any other

document - you can copy cells as a static picture,
which can then be pasted just like any other
image.
Grey cells = Task not required on this day
List your options, with no attempt to prioritize

them.
Enter the ID number for your preferred choice.
For each pairing of items on your list, ask

"If you could have one of these but not the other,
which is more important?"
"Which is more important, and how much more?"

Select from the dropdown list
Training for Excel Shapes

Start Date = the MONDAY that starts this work

period, or the MONDAY before the start of this
work period.

Header fields marked with an asterisk (*) must be
edited on the 'DV' sheet.
Start Here
Follow Links
for Contact Info
and Role Clarification
To see your selected language in the main FMEA

form
which sets the borders and cell formats for the

main FMEA form, and all Language Translations.
Before you analyze, print, or publish -

always click these buttons
Use the buttons in the Systems2win menu in the

Excel Ribbon bar.
Andon Button
See online training for how to print different

areas.
This Sample data assumes that (on the 'Help'

sheet) you have chosen the Cycle Time Unit of
Measure:
If you're not using translations, you can overwrite

any VLOOKUP formula with simple text.

S - UNIQUE
S - UNIQUE
Spend a few minutes reviewing these Assessment
topics
as an excellent way to prepare yourself mentally.
each supervisor, Value Stream Manager, and
manager/executive completes a Lean Assessment for
their area of responsibility.
Also see 5S Assessment
Categories
Lean Mgmt
Gemba Walk
Audits
Stand Up Meetings
Section1 - Cat5
Section1 - Cat6
Section1 - Cat7
Section1 - Cat8
Section1 - Cat9
Section1 - Cat10
Visual Controls
Visual Management Systems
Acid Test for Visibility of Flow
Section2 - Cat5
Section2 - Cat6
Section2 - Cat7
Section2 - Cat8
Section2 - Cat9
Section2 - Cat10
6S
5S Assessment
Safety
Section3 - Cat3
Section3 - Cat4
Section3 - Cat5
Section3 - Cat6
Section3 - Cat7
Section3 - Cat8
Section3 - Cat9
Section3 - Cat10
Standard Work

Job Instructions
Training
Standard Work Audit
Section4 - Cat5
Section4 - Cat6
Section4 - Cat7
Section4 - Cat8
Section4 - Cat9
Section4 - Cat10
TQM Reliability
Quality Methods -
Fundamental
Total Preventative Maintenance
Quality Methods -
Advanced - Six Sigma
Section5 - Cat4
Section5 - Cat5
Section5 - Cat6
Section5 - Cat7
Section5 - Cat8
Section5 - Cat9
Section5 - Cat10
Flexibility
Labor Planning
Batch Size
Product Development
Section6 - Cat4
Section6 - Cat5
Section6 - Cat6
Section6 - Cat7
Section6 - Cat8
Section6 - Cat9
Section6 - Cat10
Flow
Flow of the thing being processed
Heijunka Load Leveling
Section7 - Cat4
Section7 - Cat5
Section7 - Cat6
Section7 - Cat7
Section7 - Cat8
Section7 - Cat9
Section7 - Cat10
Lean Green
Energy Waste
Water Waste
Materials Waste
Garbage Waste

Transportation Waste
Emmissions Waste
Community and Environmental Impacts
Section8 - Cat8
Section8 - Cat9
Section8 - Cat10
Learning to see waste
Problem Solving
Lean Culture
Strategic Planning and Policy Deployment

Section9 - Cat5
Section9 - Cat6
Section9 - Cat7
Section9 - Cat8
Section9 - Cat9
Section9 - Cat10
CatHead10
Section10 - Cat1
Section10 - Cat2
Section10 - Cat3
Section10 - Cat4
Section10 - Cat5
Section10 - Cat6
Section10 - Cat7
Section10 - Cat8
Section10 - Cat9
Section10 - Cat10
CatHead11
Section11 - Cat1
Section11 - Cat2
Section11 - Cat3
Section11 - Cat4
Section11 - Cat5
Section11 - Cat6
Section11 - Cat7
Section11 - Cat8
Section11 - Cat9
Section11 - Cat10
CatHead12
Section12 - Cat1
Section12 - Cat2
Section12 - Cat3
Section12 - Cat4
Section12 - Cat5
Section12 - Cat6
Section12 - Cat7
Section12 - Cat8
Section12 - Cat9

Section12 - Cat10
Rows with ID > 50,000 are not pre-translated

They are pre-linked to make it easy for you to use
User Substitutions
See online training:
m#personalize
Scorecard Rating Criteria

All leaders are using all elements of Lean
Management System. Lean culture is now a habit.
All leaders are using most elements of Lean
Management System - consistently.
Most leaders are using most elements of Lean
Management System.
Some leaders starting to use some elements of Lean
Management System.
Performance is almost exclusively based on financial
numbers. Little interest in the processes that produce
results. "Just make it happen."
Abnormal conditions are visually obvious and
corrective actions happen quickly.
With a quick visual sweep, it is obvious if everything is
as it should be - for every process, sub-process, and
supporting process.
Every team uses their Team Accountability Board.

Most critical processes have effective visual controls.
The few visual controls that exist often lack reasons
for misses, and management doesn't do much about
them anyway.
Few or no Visual Controls. Few or no Team
Accountability Boards.
Problems are easily noticed against the background

of cleanliness and preventative maintenance.
Permanent Red Tag system actively used. Cleaning

schedules are routinely followed and monitored.
Everything has a place, and is in its place. Systems

are in place for workplace cleanliness and safety.
First round sorting is complete. Cleaning is getting
better.
Some elements of the workplace are disorganized,
unclean, and/or unsafe.

Systems for continuous improvement are working
great. Improvement itself has become routine.
Every sub-process is clearly documented, and well-
trained people do it the right way.
Every process (and sub-process) is clearly
documented.
Most important processes have up-to-date

documentation publicly displayed near the work area.
Many processes have little or no documentation, or it
is not current.
It is near impossible to make a mistake. Corrective
action is swift and smooth. Disaster recovery is
thorough and tested.
FMEAs address most failure modes. Mistake-proofing
is widespread. OEE maximizes equipment
effectiveness.
FMEAs address worst-case possibilities. Most
workers trained in quality methods. TPM maintenance
widespread.
Line workers do their own inspection and planned
maintenance as much as practical.
Rely heavily on inspection. Little employee
involvement. Corrective action often involves finger
pointing.
Every team is cross trained. Delivery speed and rapid

product development are competitive weapons.
Training Matrix for every team. Everyone understands
and works to Pitch.
Changeover times continue to improve. Most teams
using labor planning tools. Cross functional product
development.
Changeover times reduced in bottleneck process.
More teams using labor planning tools. More attention
to Voice of the Customer.
Rely heavily on tribal knowledge. Litte cross training.

Large batches. Might be losing market share.
Every sub-process is flow, pull, or FIFO. Minimal
information control points. Very fast delivery, with very
low inventory.
Using flow for low volume high mix. Jidoka problem
swarming. All mission critical families manage
demand flow.
Actively managed Value Stream Plans for most
product families. At least one family is scheduled for
unclumpy demand flow.

Beginning to reorganize by product family. First VSM's
created. Initial training is complete for fundamentals
of lean flow.
Batch & queue. Spaghetti workflow. Frequent
expediting. Piles of non-strategic inventory. VSMs
missing or out of date.
Close to zero toxic outputs. Surrounding community is

proud and grateful to have you in the neighborhood.
Systematically measure and improve key
performance metrics that are important to outside
stakeholders.
Have establish the INTENT to reduce wastes, and
Have identified uses, sources, and disposition of
wastes.
Shareholders are only interested in "lean green" that
makes them money.
Scientific methods of continuous improvement are
Every team actively using CI tools and methods. Top-
level Hoshin Team. Multi-tiered mentoring.
Every team trained to see waste and scientifically

solve problems. Every value stream has active Plan.
Executives & managers trained for Value Stream
Planning & Hoshin Policy Deployment. Blame-free
focus on exposing and solving problems.
Management doesn't really want to hear about
problems. "If it works, don't fix it." "Problems float
downstream - not upstream."
Section10 - Level 5
Section10 - Level 4
Section10 - Level 3
Section10 - Level 2
Section10 - Level 1
Section11 - Level 5
Section11 - Level 4
Section11 - Level 3
Section11 - Level 2
Section11 - Level 1
Section12 - Level 5
Section12 - Level 4
Section12 - Level 3
Section12 - Level 2
Section12 - Level 1

Weekly review with superiors? Archives?
Continuous improvement?
How often?
How comfortable?
How effective?
Consistently? Helpfully?
Tiered meetings: Team, Department, Value Stream,
Executives.
Consistency? Effectiveness?
Section1 - Topic5
Section1 - Topic6
Section1 - Topic7
Section1 - Topic8
Section1 - Topic9
Section1 - Topic10
How easy to understand?
How pervasive?
How well monitored?
Used for improvement?
Every Team?
Correctly used?
Consistently?
How visual? Consistency of use? Sources of tasks?
Work breakdown structures?

to stand at the clearly-marked Process Observation
Point, and then ask: "Is this process flowing as
expected?" Their answer is either yes or no.
Section2 - Topic5
Section2 - Topic6
Section2 - Topic7
Section2 - Topic8
Section2 - Topic9
Section2 - Topic10
Cleanliness?
Workplace organization?
Audits? Results?
Ergonomics?
Safety Audits? Results?
Section3 - Topic3
Section3 - Topic4
Section3 - Topic5
Section3 - Topic6
Section3 - Topic7
Section3 - Topic8

Section3 - Topic9
Section3 - Topic10
For every process, sub-process, and support
process?
Using the right tools? Visible? Visual?
Current? Used?
Is detailed training documentation available? For
everything?
Current? Used?
How?
TWI? (Training Within Industry)
Correctly?
Section4 - Topic5
Section4 - Topic6
Section4 - Topic7
Section4 - Topic8
Section4 - Topic9
Section4 - Topic10
FMEA, Control Plans
Poke yoke, corrective action systems
How much? How well?
OEE?
(leave response blank if no advanced methods are
needed)
Section5 - Topic4
Section5 - Topic5
Section5 - Topic6
Section5 - Topic7
Section5 - Topic8
Section5 - Topic9
Section5 - Topic10
Cross Training Matrix?
Rotation Plan? Attendance Log?
Small batch sizes?
Quick Change Overs?
Pitch?
Rapid cycle?
Section6 - Topic4
Section6 - Topic5
Section6 - Topic6
Section6 - Topic7
Section6 - Topic8
Section6 - Topic9
Section6 - Topic10

Past, current, and planned state value stream maps?
Team Roles?
Product Families?
Flow where you can? Pull where you can't? Only push
with a FIFO lane?
Fewest possible information control points? Farthest
upstream?
Build to Pitch? Jidoka swarm problems?
Low Inventory levels? Travel distances? Lead times?
(Pitch Chart, Heijunka Box, Lean Pull Priority Queue,
Job Log)
Non-clumpy demand flow?
Section7 - Topic4
Section7 - Topic5
Section7 - Topic6
Section7 - Topic7
Section7 - Topic8
Section7 - Topic9
Section7 - Topic10
SIPOC? Energy audits? Systematic energy use
reduction? Clean energy sources?
SIPOC? Water audits? Systematic water use
reduction? Rainwater harvest? Re-use? Clean water
discharges?
SIPOC? Systematic reduction of material wastes?
Minimum virgin materials? End of life re-use, recycle,
or compost?
Systematic reduction of garbage? Hazardous waste?
Reuse? Recycle? Compost?
Minimize travel distances? Environmentally friendly
modes of transportation?
In the value stream? Supply chain? Heating,
ventilation, and air conditioning? Emissions from our
product after it is sold?
Watershed? Nearby biological habitat? Surrounding
community? At ALL locations?
Section8 - Topic8
Section8 - Topic9
Section8 - Topic10
VSM, 5S, Process Observation, Pareto, Lean
Management System, lean metrics
PDCA, DMAIC, root cause analysis, kaizen, A3, 8D,
stand up meetings
Repeatable, teachable?

Creatively apply lean principles to unique challenges?
Value Stream Plans?
Hoshin Kanri Policy Deployment?
Section9 - Topic5
Section9 - Topic6
Section9 - Topic7
Section9 - Topic8
Section9 - Topic9
Section9 - Topic10
Section10 - Topic1
Section10 - Topic2
Section10 - Topic3
Section10 - Topic4
Section10 - Topic5
Section10 - Topic6
Section10 - Topic7
Section10 - Topic8
Section10 - Topic9
Section10 - Topic10
There must not be any hidden Category sections
between unhidden ones.
You can overwrite the default Categories and Audit

Criteria with either:
Option 1) User Substitutions in the Translation Table
Option 3) Link to your own user-defined translations in
the User-Defined section of the Translation Table
Within each Category section, you can hide, unhide,
add, delete, or move rows, but be sure to see online
training.
See online training for special tips for how to
personalize this type of assessment template:
m#personalize
Section11 - Topic5
Section11 - Topic6
Section11 - Topic7
Section11 - Topic8
Section11 - Topic9
Section11 - Topic10
Each Category section needs enough content (or
empty space) to provide room for the default chart
height of 2 inches.

Select the chart (using CTRL+click).
Then right-click, Format Object > Size.
It looks more professional to get height of the charts

right on your master template, but if you don't notice
that chart heights automatically resize every time that
you use the 'Print Trends' button.
Section12 - Topic4
Section12 - Topic5
Section12 - Topic6
Section12 - Topic7
Section12 - Topic8
Section12 - Topic9
Section12 - Topic10
1 Management judges performance almost

exclusively based on financial numbers. They are not
interested in the processes that produce the results.
"Just make it happen."
2 Leaders might use standard work for the people
they manage - but are just beginning to grasp the
benefits of standard work for their own leadership
responsibilities.
3 Most leaders carry their standard work with them
most of the time, and consistently complete the
checklists every day, and store them in an archive
binder where they are regularly reviewed by their
superiors.
4 All leaders use standard work every day. All
superiors review subordinates' std work weekly. Std
work is a cental part of leadership mentoring and
training.
5 Leader standard work is diligently & effectively used
to identify opportunities for process improvement.
Leader standard work is systematically and
continuously improved.
1 Some leaders spend very little time where the work
is actually done. Many leaders aren't clear about the
difference between a purposeful gemba walk and "just
being out on the floor".
2 Most leaders are doing regularly scheduled gemba

walks. Some are not yet fully comfortable with them.
3 All leaders are doing weekly gemba walks with each
of their subordinates.

4 All leaders are not only comfortable with gemba
walking, but are demonstrating measurable
effectiveness.
excellent abilities to use weekly gemba walks to teach
& mentor.
1 If audits are done at all, they are done sporadically,
and with little or no follow up.
2 Audits are done fairly regularly, but there are some
things that should be audited that aren't (e.g. 5S,
standard work, supermarkets, etc).
3 Audits are consistently done for everything that
should be audited, but follow up could be more
effective and helpful.
4 Audits are performed regularly - and consistently
generate Action Items that consistently get
implemented.
excellent abilities to use audits to teach & mentor (as
well as inspect).
1 Team meetings are sporadic, and lack consistent
structure.
2 Team meetings often lack compelling purpose. Most
focus on results and schedule - rather than process
improvement. Few task assignments, and poor follow
up.
3 All tier meetings regularly held. Start & end on time.
Excellent attendence and participation - including
support groups at value stream level.
4 For each tier - a publicly visible Task Assignment
Board serves as agenda that is increasingly effective.
No one sees these stand-up meetings as a waste of
time.
5 Accountability is routine at all tiers. Tasks are

consistently completed. Everyone works together well.
RC1-21
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RC1-24
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RC1-27
RC1-28
RC1-29
RC1-30
RC1-31
RC1-32
RC1-33
RC1-34

RC1-35
RC1-36
RC1-37
RC1-38
RC1-39
RC1-40
RC1-41
RC1-42
RC1-43
RC1-44
RC1-45

RC1-48
RC1-49
RC1-50
1 There are few or no visual controls in obvious sight.

The few that exist might not have red/green coding, or
be understandable to a newcomer 10 feet away.
2 The few visual controls that exist focus on
production numbers. Reasons for misses are absent
or vague. Management doesn't do anything about
them anyway.
3 Production charts are completed regularly. Reasons

for misses are usually specific and actionable. Visuals
are reviewed daily, and major interruptions trigger
specific actionable assignments.
4 Diverse visuals used at both flow and pull

operations. All misses have clear actionable reason
codes. Visuals are reviewed at least daily, and even
minor interruptions trigger either immediate swarming
or specific actionable assignments.
5 Diverse visuals are used for all production and
supporting operations. Even hidden computer data is
made visual. Many charts are initialed several times a
day by multi-tiered management. Regularly analyzed
for continuous improvement.
1 Few (if any) teams have a Team Accountability
Board.
2 Some, but not all teams have and use their Team
Accountability Board. Some of the boards are not up
to date or actively used.

3 Every team has an obvious Accountability Board
very near their workplace - which serves as the
agenda and meeting place for Stand Up Meetings.
4 Every Team Board has up-to-date consistently-used
visuals that are truly helpful - including Task
Assignment Board, performance monitoring visuals,
suggestions, etc.
5 Team Boards are the hub and heartbeat for every

team. Any newcomer can quickly see what the team is
working on, and has recently accomplished.
1 There are few or no publicly visible Task Assignment
Boards.
2 Few tasks assigned. Even fewer escalated from
Team to Department or Value Stream. Many tasks
incomplete, or have changed due date.
3 Task Assignment Boards are used consistently, but

most tasks are in response to disruptions. Most use
green/red coding, and stay on original due date.
4 Task assignments come from many sources.

Assignments flow up through all 3 tiers. Green/red
coding is routine. Many completed tasks.
5 Leaders are skilled at breaking down larger projects
into bite-size tasks. Know when & how to use kaizen,
A3, and 8D problem solving.
1 Fail
RC2-17
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RC2-19
5 Pass
RC2-21
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1 Yikes. Someone better clean this up before

someone sends an anonymous tip to the Fire
Marshall.
3 Only essential inventories, equipment, tools,
supplies & instructions. Everything has a clearly
marked place. Everything neatly in its place.
Everything is clean.
improve 5S organization and housekeeping -
including regular review of audit scorecards by
multiple tiers of management.
5 Not only is 5S being almost flawlessly performed

and improved - but every worker truly understands
and is able to tell a newcomer why it is so important.
1 Many safety and ergonomic concerns are not
addressed. Tools might be used for improvised
purposes. Team members required to lift loads,
stretch for items, and exert forces in the normal
completion of their tasks.
3 Safety, first aid, fire equipment, and emergency
stops are well-marked, tested, and accessible. No
hazards. Safety info is clearly posted. Good lighting,
ventilation, temperature, seating, floor pads, work
surface heights.
improve safety and ergonomics.
5 Existing operations have excellent safety and

ergonomics, and swift response systems to improve.
New operations are proactively planned with
extensive consideration to safety and ergonomics.

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1 If process documentation exists, it is out of sight,

out of date, or does not match actual practices.
2 Progress is being made to replace obsolete
documentation with the right lean tools for different
types of standard work.

date standard work - documented using appropriate
tools for that type of work - for at least the current takt
time.
4 Every process is documented and posted in sight
(including supporting processes). Standard work and
operator balance charts are posted for each takt time
(if needed).
5 Graphics and visuals are creatively used. Actual

practice matches documentation. Systems are in
1 If training documentation exists, workers don't know
where to find it, or it isn't very helpful, or it does not
match actual practices.
2 Progress is being made to replace obsolete training
documentation with the right tools for learning
different types of jobs.
date training documentation - using diverse training
tools appropriate for different types of work and
different types of learning.
4 Every process (and its supporting processes) has
up-to-date truly helpful training documentation that is
easily accessible to all workers at or near the point of
use.
5 Actual practice matches training documentation for

all processes. Graphics, audio-visuals, and self-paced
learning tools are creatively used. Systems are in
1 Training consists mostly of informal passing of tribal
knowledge, and/or giving the trainee something to
read.
2 Every worker at least has access to up-to-date
training materials - knows where to find them, and is
encouraged to use them.
3 Formal TWI training is available to all supervisors,
and some are beginning to demonstrate competence
using TWI Job Instruction methods to ensure that
each learner demonstrates that they have actually
learned.
4 Most supervisors and second-line supervisors have
been through TWI training, and consistently use it.
Every worker has easy access to up-to-date training
materials. A Training Matrix is maintained for every
role.

5 Anyone who supervises anyone consistently and
competently uses TWI training methods. Every worker
has PROVEN their competence at every key job.
1 If Standard Work is audited at all, it is through
informal spot checks.
2 Standard work audits are performed somewhat
consistently for some of the most important
processes.
3 Standard work audits are completed consistently for
most production processes and key support
processes, but sometimes lacking useful reason
codes or appropriate follow up.
and correctly for all production processes and key
support processes.

and correctly for all repetitive processes - production,
support, and management.
RC4-21
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1 There are a few simple (perhaps informal) systems
for quality control. Rely too heavily on inspection by
process outsiders. Corrective action often involves
finger pointing.
2 Some of the most important processes have some

fundamental quality system elements in place. Some
in-process inspection is designed into standard work.
3 Clear quality targets have been set, and progress is

steady. In-process inspections are relied upon far
more than external inspections. FMEA Control Plans
address the most terrifying possibilities.
4 Jidoka producton-stopping systems are used, even

though corrective action systems still have kinks.
FMEA addresses most conceivable failure modes.
Poke yoke mistake-proofing is widespread.
5 FMEA is complete and continuously improved. It is
near impossible to make a mistake. Corrective action
swarming is swift and smooth. Disaster recovery
plans are thorough and tested.
1 Little or no employee involvement maintaining
equipment. Maintenance Dept is not closely audited
by higher-level management.
2 Every piece of equipment has a schedule of
planned maintenance. Some equipment maintenance
tasks are incorporated into line workers' standard
work.
3 TPM maintenance checklists are monitored by at
least one supervisory entity outside the Maintenance
Dept. Line supervisors systematically supervise line
worker maintenance.
4 OEE is used to maximize effectiveness of some
critical equipment. Production, Maint, Mgmt, and
equipment makers all work together effectively for
TPM.
5 OEE/TPM is used for all critical equipment.
Improvement is continuous, and monitored religiously
by multiple tiers of management.
1 Process leaders have not yet been trained in
advanced quality methods that might help improve the
quality of this process.
2 One or more Green Belts have been trained. Some
processes use SPC, run charts, histograms, etc - but
many opportunities remain.

3 Six Sigma training is widespread. Every critical
process has at least been studied for possible
advanced methods, and many diverse methods are
being used.
4 One or more people from this group have earned
their Black Belt or are in training. Many processes are
yielding measurable results from diverse six sigma
quality methods.
5 Sufficient Black Belt resources within this work
group. All advanced six sigma methods have been
considered, and appropriate methods are being used
effectively.
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1 Cross training is rare, and usually in the form of
informal tribal knowledge. Attendance issues are
viewed as management's problem.
2 More teams use some or all of the big 3 labor
planning tools.
3 Most teams use most of the big 3 labor planning
tools, but not always complete, up-to-date, or publicly
posted.
4 Every team has up-to-date Cross Training Matrix.
Rotation Plans are prepared for multiple takt times,
and are used daily. Attendance Log is publicly
displayed.
5 Every role has field-proven cross-trained workers.
Training Matrix, Rotation Plan, and Attendance Log
are public, up-to-date, and used regularly. Morale and
attendance are high.
1 Batch sizes are large and clumpy. Batch sizes vary
greatly. Most people don't even know the definition of
Pitch. Reducing Change Over times hasn't been a
priority.
2 Reducing Change Over times is now a priority, and
measurable progress is being made on the bottleneck
pacesetter process.
3 Change Over Time for the bottleneck process has
been dramatically improved. CO time for other
processes is now also being improved.
4 Change Over Batch Sizes are now small enough to
be a competitive weapon. Pitch Batch Size is used
and understood by everyone.
5 Both Change Over and Pitch Batch Sizes are small
enough to be a competitive weapon, and continue to
get smaller. Every sub-process has SMED quick
change overs.
1 "We're pretty sure we know what our customers
want. We've been doing this for years." (And yet, we
keep losing market share)
2 Initial training has been completed for lean product
development methods to listen and respond to the
Voice of the Customer.
3 Product development is done with cross functional

team, doing things concurrently and synergistically
that used to be done sequentially in isolation.
4 Advanced product development tools and methods
are being used when appropriate.
5 Rapid concurrent product development using lean
methods is deeply ingrained in our culture.
RC6-16
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RC6-19
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S - UNIQUE
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1 No value stream maps, or out of date. Many people

are unable to correctly explain the differences
between a value stream map and a traditional flow
chart.
2 Initial Value Stream Mapping training is complete.
First maps have been created.
3 Most work groups have up-to-date product-family-

specific current and 90-day VSM's publicly displayed,
with actively-used Value Stream Plans. At least one
team member is a proficient value stream mapper.
4 All supervisors are proficient value stream team
members, and use VSM to systematically identify
opportunities. All Value Stream Team Members have
been trained and know the performance evaluation
criteria for their roles.

5 Value stream maps and plans are used regularly for
improvement planning. Taught to all workers. The
Current State VSM serves as a dashboard for key
performance measures.
1 Mostly batch & queue. There are stockpiles of

inventory in non-strategic places. Spaghetti diagram
looks like spaghetti. Rush orders require expediting.
2 Progress is being made. Are beginning to
reorganize by product family. Some experiments with
islands of flow.
3 At least one product family has been fully revamped
for the fundamentals of lean flow.
4 Now creatively experimenting with flow methods for
low volume high mix product families. Scientifically
stressing mature flow systems to continuously
improve. Jidoka problem swarming is focus of much
attention.
5 Lead time is a competitive weapon. Every sub-
process is flow, pull, or FIFO. Minimal information
control points. Jidoka teams swarm rapidly when
something goes wrong. Very low inventory.
Continuously improving.
1 Most people don't even know what heijunka
demand load leveling is - or why it is important.
2 Progress is being made. Schedulers are at least

being trained in the fundamentals of lean flow.
3 At least one product family is now being scheduled

in a way where the unclumpiness of demand flow is a
closely monitored important performance measure.
4 All mission critical product families are scheduled
using appropriate (and perhaps diverse) methods to
manage demand flow.
5 Every product and service family is scheduled using
diverse and creative ways to manage demand flow.
Continuous improvement of flow management is a
habit.
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1 "Energy is cheap."
2 Have identified all major uses and sources of
energy.
3 Have established the INTENT to use self-generated

clean energy, and have begun the journey.
4 All major uses of energy are measured, and
systematically reduced.
5 Dirty energy sources have been replaced with clean
ones.
1 "Water is cheap."
2 Have identified all major uses, sources, and
discharges of water.
3 Have established the INTENT to re-use water, and
4 All major uses and discharges of water are

measured, and systematically reduced. Discharge
contamination is systematically reduced.
5 Water consumption is near zero.
Toxic discharges are zero.
1 "Scrap isn't much of a problem."
2 Have a SIPOC diagram identifying all inputs and
outputs of all materials, supplies, and scrap.

3 Have established the INTENT to minimize virgin
material use, and have begun the journey.
4 All material inputs and outputs are measured, and
wastes are systematically reduced.
5 Our products are designed from the start to use little

or no virgin materials, and to be re-used, recycled, or
composted at the end of their life cycle.
1 "You're seriously asking ME to do a dumpster dive?"

2 Have identified all sources of garbage, and the
hazardous materials in the garbage.
3 Have established the INTENT to eliminate garbage,
and have begun the journey.
4 Garbage is systematically reduced, reused,
recycled, or composted.
5 Close to complete elimination of non-reusable or
non-biodegradable garbage.
1 "We gotta get from here to there."
2 Have measured travel distances and modes of
transportation in the value stream and perhaps the
extended supply chain.
transportation, and use less environmentally
4 Systematically reduce travel distances - especially

as part of long to medium term strategic planning.
5 Travel distances are much shorter than a few years

ago, and use mostly the least environmentally
1 "You can hardly see it or smell it. It's really not a
problem."
2 Have identified sources of emissions in the value
stream, in heating and air conditioning, and in the use
of our product after it is sold.
emissions, and have begun the journey.
4 Emissions are systematically measured and
reduced.
5 Emissions are close to zero, and any remaining
emissions are offset.
1 "That's not my job."
2 Have identified the watersheds, ecosystems, and
human communities in which you exist - and the ways
that you depend on them, and the ways that they
depend on you.

3 Have established the INTENT to support healthy
community and habitat, and have begun the journey.
4 Systematically measure, monitor, and improve key
performance metrics that are important to the health
and well-being of outside stakeholders.
5 People actually like your organization, and are

proud and grateful to have you in their neighborhood.
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RC8-50
1 Defensive reactions to often-blaming inquiries.

"We've done a lot of improvements over the years."
"This process is working well." "Why are you picking
on us?"
2 People are beginning to appreciate and adapt
behaviors to a blame-free culture - where systems
can only be improved if and when problems are
openly (and actively) exposed.
3 Every team has at least been through initial training

to learn to see waste, and every process has at least
been through one cycle of improvement.
4 Every team is actively using at least one CI method
to (consistently) identify opportunities for
improvement.
use every major waste-identifying method - and
them.
1 "Solving problems is the job of management. My job
is to do what I'm told."
2 The job description for every employee at every
level includes performance criteria for continuous
improvement. Actively managed like any other
performance criteria.

3 Every team has received initial problem solving
training. Every team has used at least one CI method
to solve at least one problem in the most recent audit
period.
4 Every team is consistently using at least a few
favorite CI methods to solve problems.
use every major problem-solving method - and
them.
1 Management doesn't really want to hear about
problems. "Just find a way to meet the schedule." "If it
works, don't fix it." "Problems float downstream - not
upstream."
2 Process improvement is mostly project-oriented,

and often led by outside consultants. Suggestions are
rare, and there is no effective system for routinely
acting upon team member suggestions.
being learned, taught, and used on a daily basis -
from manager to subordinate - starting from the top
down. Every sensei has a sensei.
4 Every manager and team leader is skilled with all of
the major CI tools and methods. Seeing waste,
identifying root causes, and eliminating them comes
naturally now. Multi-tiered mentoring has become part
of our culture.

1 "Yeah, we've got a plan around here somewhere."

"What's catchball?"
2 All top executives and many managers have
received initial training for Value Stream Planning and
Hoshin Policy Deployment.
3 Every value stream has current and target state
maps, with actively-managed Value Stream Plans to
get from here to there.
4 The top-level Hoshin Team and perhaps the first-
level Tactical Teams have initiated the first stages of
Strategic Policy Deployment.
5 Hoshin Planning drives performance at every level

of the organization. Catchball communication is
bidirectional, invigorating, and game-changing.
RC9-21
RC9-22

RC9-23
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SLATIONS
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RC10-19
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RC11-3
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S - UNIQUE

Date History by Date
Lean Assessment Systems2win menu > Print

Trends
z
z
Where Area Audited: for the checklist only.
z
Area Owner: Supervisor: Auditor:
z
Trend Charts
Lean Mgmt Lean Management Systems
z
Lean Mgmt
Weekly review with superiors? Archives? 5
Leader Standard Work Continuous improvement? 4
z
3
How often?
How comfortable? 2
Gemba Walk How effective?
z
1

0
Audits Consistently? Helpfully?
z
Tiered meetings: Team, Department, Value Stream, Executives.
Stand Up Meetings Consistency? Effectiveness?
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Lean Mgmt - Total Average Score
Visual Controls
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Filename: 351060927.xlsx, From Systems2win template: Assess.xlsx, Worksheet: Template, Page 317 of 327
Trend Charts
How easy to understand? Visual Controls
How pervasive?
How well monitored? 5
Visual Management Systems Used for improvement? 4
z
Every Team? 3
Correctly used?
Team Accountability Board Consistently? 2
z
1
Task Assignment Board How visual? Consistency of use? Sources of tasks? Work breakdown structures?
0
z
to stand at the clearly-marked Process Observation Point, and then ask: "Is this
Acid Test for Visibility of Flow process flowing as expected?" Their answer is either yes or no.
z
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z
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Visual Controls - Total Average Score
6S Also see 5S Assessment
z
Cleanliness?
6S
Workplace organization? 5
5S Assessment Audits? Results?
z
4
Ergonomics?
Safety Safety Audits? Results?
2
z
1
z
0
3

Trend Charts
1
z
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6S - Total Average Score
Standard Work Also see 5S Assessment
z
For every process, sub-process, and support process?
Standard Work
Using the right tools? Visible? Visual? 5
Standard Work Instructions Current? Used?
z
4
Is detailed training documentation available? For everything?

Job Instructions Current? Used?
2
z
1
How?
Training TWI? (Training Within Industry)
z
Standard Work Audit Correctly?
z
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Trend Charts
z
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Standard Work - Total Average Score
TQM Reliability Total Quality Management
z
TQM Reliability
Quality Methods - FMEA, Control Plans
Fundamental Poke yoke, corrective action systems 5
z
4
How much? How well?

3
Total Preventative Maintenance OEE? 2
z
1
Quality Methods - 0
Advanced - Six Sigma (leave response blank if no advanced methods are needed)
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TQM Reliability - Total Average Score
Flexibility
z
Flexibility
5
3
2
Trend Charts
Flexibility
Cross Training Matrix? 5
Labor Planning Rotation Plan? Attendance Log? 4
z
3
Small batch sizes?

Quick Change Overs? 2
Batch Size Pitch?
z
1
0
Product Development Rapid cycle?
z
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z
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Flexibility - Total Average Score
Flow
z
Flow
Past, current, and planned state value stream maps? 5
Team Roles? 4
Value Stream Mapping Product Families?
z
3
Flow where you can? Pull where you can't? Only push with a FIFO lane?
Fewest possible information control points? Farthest upstream? 2
Build to Pitch? Jidoka swarm problems? 1
Flow of the thing being processed Low Inventory levels? Travel distances? Lead times?
z
0
(Pitch Chart, Heijunka Box, Lean Pull Priority Queue, Job Log)
Heijunka Load Leveling Non-clumpy demand flow?
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Trend Charts
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Flow - Total Average Score
Lean Green
z
SIPOC? Energy audits? Systematic energy use reduction? Clean energy Lean Green
Energy Waste sources?
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5
SIPOC? Water audits? Systematic water use reduction? Rainwater harvest? Re- 4
Water Waste use? Clean water discharges?
z
3
SIPOC? Systematic reduction of material wastes? Minimum virgin materials? End 2
Materials Waste of life re-use, recycle, or compost?
z
1
Systematic reduction of garbage? Hazardous waste? Reuse? Recycle?

Garbage Waste Compost? 0
z
Transportation Waste Minimize travel distances? Environmentally friendly modes of transportation?
z
In the value stream? Supply chain? Heating, ventilation, and air conditioning?
Emmissions Waste Emissions from our product after it is sold?
z
Community and Environmental Watershed? Nearby biological habitat? Surrounding community? At ALL
Impacts locations?
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Trend Charts
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Lean Green - Total Average Score
Continuous Improvement Also see 5S Assessment
z
VSM, 5S, Process Observation, Pareto, Lean Management System, lean

Learning to see waste metrics 5
z
4
PDCA, DMAIC, root cause analysis, kaizen, A3, 8D, stand up meetings 3
Problem Solving Repeatable, teachable?
z
2

Use, teach, and mentor scientific methods? 0
Lean Culture Creatively apply lean principles to unique challenges?
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Strategic Planning and Policy Value Stream Plans?
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Option 1) User Substitutions in the Translation Table 4

Option 3) Link to your own user-defined translations in the User-Defined section
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#REF!
Lean Assessment
#REF!
Date: #REF!
Maturity Level
Maturity Level #REF! #REF! #REF! #REF! #REF! #REF! #REF! #REF! #REF!
Level 5 All leaders are using all Abnormal conditions are Problems are easily Systems for continuous FMEAs address most Every team is cross Every sub-process is flow, Close to zero toxic Scientific methods of
elements of Lean visually obvious and noticed against the improvement are working failure modes. Mistake- trained. Delivery speed pull, or FIFO. Minimal outputs. Surrounding continuous improvement
Management System. corrective actions happen background of cleanliness great. Improvement itself proofing is widespread. and rapid product information control points. community is proud and are being learned, taught,
Sustained
2.6
Lean culture is now a quickly. and preventative has become routine. OEE maximizes development are Very fast delivery, with grateful to have you in the used, and INVENTED on
Excellence habit. maintenance. equipment effectiveness. competitive weapons. very low inventory. neighborhood. a daily basis - at EVERY
level of the organization.
#REF! #REF! #REF! #REF! #REF! #REF! #REF! #REF! #REF!
Level 4 All leaders are using most With a quick visual sweep, Permanent Red Tag Every sub-process is FMEAs address most Training Matrix for every Using flow for low volume Systematically measure Every team actively using
elements of Lean it is obvious if everything system actively used. clearly documented, and failure modes. Mistake- team. Everyone high mix. Jidoka problem and improve key CI tools and methods.
Management System - is as it should be - for Cleaning schedules are well-trained people do it proofing is widespread. understands and works to swarming. All mission performance metrics that Top-level Hoshin Team.
Very good consistently. every process, sub- routinely followed and the right way. OEE maximizes Pitch. critical families manage are important to outside Multi-tiered mentoring.
process, and supporting monitored. equipment effectiveness. demand flow. stakeholders.
process.
Level 3 Most leaders are using Every team uses their Everything has a place, Every process (and sub- FMEAs address worst- Changeover times Actively managed Value Have establish the Every team trained to see
most elements of Lean Team Accountability and is in its place. process) is clearly case possibilities. Most continue to improve. Most Stream Plans for most INTENT to reduce wastes, waste and scientifically
Management System. Board. Most critical Systems are in place for documented. workers trained in quality teams using labor product families. At least and have begun the solve problems. Every
Just Acceptable processes have effective workplace cleanliness and methods. TPM planning tools. Cross one family is scheduled journey. value stream has active
visual controls. safety. maintenance widespread. functional product for unclumpy demand Plan.
development. flow.
Level 2 Some leaders starting to The few visual controls First round sorting is Most important processes Line workers do their own Changeover times Beginning to reorganize Have identified uses, Executives & managers
use some elements of that exist often lack complete. Cleaning is have up-to-date inspection and planned reduced in bottleneck by product family. First sources, and disposition trained for Value Stream
Lean Management reasons for misses, and getting better. documentation publicly maintenance as much as process. More teams VSM's created. Initial of wastes. Planning & Hoshin Policy
Showing effort System. management doesn't do displayed near the work practical. using labor planning tools. training is complete for Deployment. Blame-free
much about them anyway. area. More attention to Voice of fundamentals of lean flow. focus on exposing and
the Customer. solving problems.
Level 1 Performance is almost Few or no Visual Controls. Some elements of the Many processes have little Rely heavily on inspection. Rely heavily on tribal Batch & queue. Spaghetti Shareholders are only Management doesn't
exclusively based on Few or no Team workplace are or no documentation, or it Little employee knowledge. Litte cross workflow. Frequent interested in "lean green" really want to hear about
financial numbers. Little Accountability Boards. disorganized, unclean, is not current. involvement. Corrective training. Large batches. expediting. Piles of non- that makes them money. problems. "If it works,
Unacceptable interest in the processes and/or unsafe. action often involves Might be losing market strategic inventory. VSMs don't fix it." "Problems
that produce results. "Just finger pointing. share. missing or out of date. float downstream - not
make it happen." upstream."
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Leader Standard Work Continuous improvement? 4

Gemba Walk How effective? 1

Audits Consistently? Helpfully?

Visual Management Systems Used for improvement? 4

5S Assessment Audits? Results?

Section3 - Cat3 Section3 - Topic3

Section3 - Cat4 Section3 - Topic4

Standard Work Instructions Current? Used?

Is detailed training documentation available? For everything?

Total Preventative Maintenance OEE? 2

Category Audit Criteria - Gemba Walk Topic Score 3

Labor Planning Rotation Plan? Attendance Log? 4

Small batch sizes? 1 2 4

Batch Size Pitch? 1

Product Development Rapid cycle?

Past, current, and planned state value stream maps? 4 2 4 5

Value Stream Mapping Product Families?

Build to Pitch? Jidoka swarm problems? 1

Appropriate scheduling systems?

Water Waste use? Clean water discharges? 3

SIPOC? Systematic reduction of material wastes? Minimum virgin materials? End 3 4 4

Category Audit Criteria - Gemba Walk Topic Score

Problem Solving Repeatable, teachable?

People development skills and habits? 3 2 4

Lean Culture Creatively apply lean principles to unique challenges?

Section10 - Cat2 Section10 - Topic2 4

Section10 - Cat4 Section10 - Topic4

Section10 - Cat5 Section10 - Topic5 0

Section10 - Cat7 Section10 - Topic7

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