Diagnostico Sistema de Trabajo

7/26/2019 Diagnostico Sistema de Trabajo

1/17

$or% System &iagnostic 'ersion 2.2 (Last )pdate* 0+!020-2aturity Le/el

System System Component 00.## --.## 22.##

eam Structure

ro3lem Sol/ing

Impro/ement

ersonal astery

eople&e/e

lopment

&e/elopment,appraisal, and

promotion

Limited / no orientation ofnew hires, performance

appraisal generic,

occurring annually or notat all

General orientation of new hiresto company's mission / history

and processes, annualperformance appraisal

level 1 plus basic skills training for newhires, some training education classesoffered, biannual performance appraisals

tied to rewards

! plus clearye"perienc

re#uired /

level, periodde

no teams evident,absence of team identity

in personnel groups

occasional use of work andspecial purpose teams

level 1 plus work teams e"ist at valuecreation interface (ideal ) *% per team+with limited cross training, informal cross

functional support teams

! plus crossup to ! le

interface, foteams (

no visible problem solvinge"ists in the area (reports,

-* worksheets, .$'s,fishbone diagrams, etc+,

reactive firefightingbehavior model

0isible problem solving e"ists but

is infre#uent and lackingsystematic formal application

learning not achieved2

Problem solving is a formal standardied

process, reports are visible and up to date,learning is accessible to people from other

areas (reports based on learning+

! plus amethods ar

with ma5oritfundamentsolving deve

-* cards,system

no ability of workforce toimprove their processes,large scale improvements

none"istent

workforce can make infre#uentminor informal process

improvements, 8nfre#uent largescale improvements occur withonly managers and supervisors

involved

workforce make informal changes to theirprocesses, event driven rapid

improvement prevalent with involvement ofworkforce

! plus woprocessessupport pe

im

no standardied work,re#uires help in

accomplishing tasks,minimal understanding of

work, mistakes madefre#uently

occasional use of standardiedwork, partial understanding of

tasks, needs supervision

standardied work e"ists, crosstrainingwith 5ob rotation is visible9 large number of

workforce understands work

! Plus procstandardiedoes not ne

mistake

Communication Interaction

no formal communicationmeetings evident

infre#uent meetings reviewingkey performance indicators(=P8s+ / problems with onlymanagers and supervisors,limited high level corporated

1 plus daily sunrise meetings reviewing=P8s / problems with managers,

supervisors, and support staff, fre#uentinteraction between workforce up to !

! plus roomwork team

updated visusuperviso

time comm


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g p ptime comm

$or% System &iagnostic 'ersion 2.2 (Last )pdate* 0+!020-2

aturity Le/elSystem System Component 00.## --.## 22.##

9nergy

Sa

fety

9

rgo9n/i

rome

9ducation,4wareness :

Communication

no education orcommunication evident9

visible violation of legal orcompany saftey,

ergonomic (ergo+, orenviromental (enviro+

procedures9 proceduresare outdated or don't

meet legal re#uirements9high number of >4?.

recordables, P.violations etc3

no education or communicationvisible beyond what is legally

re#uired (@4A4, >4?. training,fire e"its, rainwater runoff, wastedisposal, etc+ occasional use ofsafety task forces, annual safety

slogans visible

1 plus =P8s relating to safety, ergo, andenviro are visible and followed up on,

support staff specialiing in safety, ergo,and environmental assist with

improvements

! plus incideindustries arfrom9 when safety statis

procedures, are fo

eople androcess Safety

Systems

visible violation ofre#uired personal

protective e#uipment(PP+9 poor safety

culture9 improper use oftools

visible adherence to PPre#uirments, when asked,

personnel know shelter location /evacuation routes

1 plus standards for PP in each areaposted9 maps of evacuation routes andshelters posted in highly visible areas,safety incidences tracked and posted

! plus safpolicies to releadership adisaster / e

9rgonomics 9arly Symptoms

In/estigation

no standardied work orergo assist devices visible

standardied work and ergoassist devices on critical safety

processes

1 plus ergonomics considered on allprocesses, standardied work is available

for all processes

! plus 5obselected wor

posted in a

no visible energyreduction efforts

energy reduction consideredimportant, pilot programs in place

in a few selected areas9 efforts

1 plus energy reduction programs e"ist insignificant portion of facility9 energy

consumption is traceable to consuming

! plus enere"ist in near

consumpti


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;uiltin


4/17



=low

$or%:

>I

5S 'isualControls

no D4 involvement ofpersonnel9 no visualcontrols (no shadow

boards+9 structure andstatus of work system notevident, reliance on tacitknowledge for workplace

organiation

4ome D4 involvement ofworkforce9 unnecessary items

have been red tagged forremoval9 some visual controls inplace (layout, work production9

e#uipment, tools, fi"tures,inventory, #uality, improvement

targets+9 Ere#uent visiblenonconformance to visual

controls

1 plus all needed items are organied andstored at the designated locations withclear visual controls , D4 measurement

system is not in place, structure and statusare evident but it takes time for response,4ome visible nonconformance to visual

controls

! plus respo:/@ by desis done fre#place9 struwith immed

time monitortemp

countenonconfo

Standardi?ed$or%

Fo standardied work(4/+ visible at the value

creation interface

4ome 4/ is in place but lackingclear visuals and out of date,

often kept away from the valuecreation interface, workforce not

involved in 4/ creation

4/ e"ists but infre#uently updated,workforce can influence 4/, workforce

often fails to follow 4/

orkforce rthey follow it

f

roductionControl ull

no control9 work ispushed into the valuecreation interface9 no

orkinProcess (8P+capping

work is launched utiliingsupervisor 5udgement9 go, see,

and stop adhoc system in placeto control overproduction, some

use of pull production techni#ues

work is controlled utiliing a pull productionsystem9 work force often fails to follow pull

production discipline9 e"pediting andmisplacement of work still prevalent

! plus pulstrictly followfluctuations

fre#uent interruptions of

work flow9departmentaliedstructure9 backtracking of

work prevalent9 highlevels of work betweenprocesses (high 8P+

some interuption of work flow9

work stages colocated butimproperly grouped and poorly

interfaced9 backtracking stillpresent9 some efforts to reduce

8P visible

little interuption of work flow9 work stage

colocation achieved through application ofgroup technology principles9 work

se#uencing, handling and setup issuesprevalent9 flow (thoughput+ time stablied

through 8P controls

! plus infre#se#uencingdemand

visible9 effe


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'ision

Leader

ship

no / outdated / short termfocused company vision9when asked, personnelcan not e"plain vision

updated company vision9 seniormanagement communicates

vision throughout organiation

1 plus when asked, management caneffectively e"plain company vision

! plus whee"pla

olicy

deployment &ailyanagementSystems

Fo =ey Performance

8ndicators (=P8's+ and/orimprovement plan visible

0isible =P8s plan with limiteddetail9 when asked, work force

can not e"plain how =P8's / planlink to critical business issues,measures are not consistent in all

areas

1 plus =P8s show improvement and plandetail visible9 senior management hasidentified critical business issues and

information boards throughout theworkplace are posting key information atleast daily9 some managers, when asked,can e"plain how =P8s plan link to critical

business issues

! plus senob5ectives

addressinformat

workplace for daily hourly3

personnel, w plan link

=P8s are

'alue Streamanagement

no value stream analysis9functional departmentlayout, metrics, and

management structure9

traditional costinganalysis

limited value stream analysis9process mapping informally done9some group technology strategyvisible, functional departments

using systematic layout planning,some system metrics visible

1 plus some value stream analysis (currentstate map, production flow analysisPE.+9

some product families defined, someproduct flow sections supported by value

stream manager

! plus e"te(current

maps for mfamilies de

value spersonne

value

Culture ;eha/iors

no management at valuecreation interface, paper /

computer basedcommand controldecisions, visible

measures outdated

supervisors are present at valuecreation interface, limited go

see decision making, visualcommunication board =P8s

updated

1 plus management reviews =P8s at valuecreation interface on informal basis during

visits, management involves somepersonnel in decision making process

! plus =P8meetings w managem

managemformal infocreation inte

ransformationalStructure

no transformation planestablished

transformation plan beingdeveloped, steering committee

has been formed, seniormanagement has been educated

in transformational strategies,

1 plus transformation plan completed,steering committee holds regular meetings9

model line / factory transformation beingused as training area, company and facility

! plus stassesse

effectivenpresent,

coaches / f(?B+ aggre


6/17

Policy deployment


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8/17

Aevelopment, appraisal, and promotion:eam 4tructureProblem 4olving8mprovementPersonal @astery

- i ti / 8 t0i i/ Aaily @anagement 4ystems

0alue 4tream @anagement-ulture / ehaviors:ransformational 4tructure

-omposite Badar -hart


9/17


10/17

ti


11/17


12/17

'ision

olicy de

'alue StreamCulture ;eha/iors

ransformational Structure

L94&91SBI

Aevelopment, appraisal, and promotion

:eam 4tructure

Problem 4olving

8mprovement

Personal @astery

-ommunication / 8nteraction

&

D

98L9 &9'9L897

9ducation, 4wareness : Com

6e

9rgo9nergy

$aste

S4=959128 97'I187.9754L

anagement : Support

;uiltin I


13/17

&e/elopment, appraisal, and promotion

eam Structure

ro3lem Sol/ing

Impro/ement

ersonal astery

Communication Interaction

&

D

eople &e/elopment


14/17

9ducation, 4wareness : Communication

eople and rocess Safety Systems

9rgonomics 9arly Symptoms In/estigation9nergy

$aste

&

D

Safety 9rgo 9n/ironmental


15/17

@anagement 4upport

uiltin 6uality

Boot -ause .nalysis-ulture / ehaviors

6uality :ools / methods

&

D


16/17

5S , 'isual Controls

Standardi?ed $or%

6roduction Control , 6ull

=low

'alue Creation

Single .inute 9@change of &ie (S.9&A , otal 6roducti/e .aintenance (6.A

&

D

$or% and >I


17/17

'ision

olicy deployment &aily anagement Systems

'alue Stream anagementCulture ;eha/iors

ransformational Structure

&

D

Leadership

Documents

Diagnostico Sistema de Trabajo