I would like to know what other experienced manufacturing professionals think should be a good checklist when observing an operation for the first time. Here is what I look for and why: (Followed by suggestions as I receive them) Waynelund@worldnet.att.net

1- Clean employee restrooms. If they are messy, as in most cases, it is a clear indication that management does not really care about their front line employees and may be difficult to introduce any change.

2- Ask any employee their reason for being there and if a hint of the leader’s mission statement is not perceived, then again, chances of making any significant improvement are nil since it’s obvious the enterprise is without a helm.

3- Look for suggestion boxes, or at least a clearly defined method for employees, customers and vendors to get their ideas up the chain of command in such a way that they will be listened to. Actively listened to!

4- Area managers and supervisors use critical variable checklist every day?

5- No conveyors. More movement from station to station by hand. Enough space for only a few articles in queue. It is impossible to determine the slowest station in a moving conveyor or rotary table system with more than three or four operators. By observing queue an ME can focus on speeding up that particular station and continue to do so again and again, forever speeding up the line and making work more fun for employees and management.

6- Tools in good shape, instructions clearly written and amply illustrated, good lighting conditions, comfortable work areas.

7- Quality materials are fed into the system and are there when needed.

8- Kan-Ban type supply system where everything is where it should be when needed.

9- Neat reward system such as early time off when quota is completed, simple celebrations from time to time, recognition for exceptional work.

10- A method for people to work on exceptional projects which means the organization has a CPI in place and there is a potential for a success spiral.

11- Supervisors are teachers and leaders, the foreman blames himself for errors made by his people and takes corrective action to make sure they don’t happen again by implementing better tools, training or systems for people to succeed.

12- A real and working Request for Corrective Action process throughout the organization including vendors and customers.

13- Measurables, clearly in sight, well understood, including financial information so employees know the consequences from activities, mistakes, advances, etc.

14- Does every employee know the destination of their work upon completion?

15- Are designs drawn in 3D database, under configuration control, and used as-is to generate tool-paths, jigs, fixtures, molds, gages, final packaging, assembly instructions, sales literature, spare parts catalog?

16- On NC mills do you see two vices, one being machined while an operator services the second vice by taking off the finished part and reloading with raw material?

17- Do you see evidence of quick-change tooling at work?

18- Do you see a proliferation of job aids, ready and available on demand? Things such as cardboard templates, plastic molded fixtures, modified hand tools, one-shot bench cutters, trimmers…??

19- Is there a dual career path open to those wishing to stay in technical fields?

20- Is training considered an expense or an investment?

How about you? What do you think should be on a checklist as the first step toward any process improvement?

From JohnN486

Waste takes on many shapes and forms. It can be associated with, but is not
limited to:

Wasted time.
Wasted materials or parts.
Unplanned equipment downtime.
Scrap production.
Poor quality.
High overtime.
Absenteeism.
Accidents.
Inventory.
Obsolete equipment, sitting around and taking up space.
Poor communications.
Stocked tools that haven't been used in years.
Things you see in trash bins, that are still usable; i.e., nuts, bolts, pipes,
etc.
Environmental fines.
Missed customer shipments.
Customer complaints.
Misdirected freight.
Old problems keep reappearing.
Redundancies and duplication of work.
Misdirected efforts.
Wasted time on nonessential activities.
All things that have to be redone.
Accounting errors.
No parts in warehouse, to include wrong or bad parts.
Excessive paperwork.
Computer, LAN or system down-time.
Not receiving the right training to do a good job.
Substandard equipment that always is in the maintenance shop
Etc., etc., etc.