【正文】 mple things, cleaning, etc. ? Aware of simple tools (5S, SMED) ?Application of small tool assessment ? Plant has defined goals ?Goal not translated past plant manager level ? Overall awareness outside on line improved through munication, not anization 5 4 3 2 1 ? Utilizes mentoring approach to increase subordinate capability ?Challenges all personnel to perform at higher level than fortable ?Makes strong shop floor presence for line side reviews ? Understands and requires the use of lean tools throughout all operational aspects ?Drives operational stability through high execution of ―the basics‖ (., meeting management, rapid problem resolution, etc.) ?Developed clear understanding of production system benefit and key elements ? Holds monthly review session with key personnel and plant ?Reviews results based on business plan in correlation with executive business plan ?Requires key subordinates to develop monthly activity plans and targets to support overall goals ?Holds weekly meeting with key personnel to verify progression of daily activities ? Requires standardization of best practices within all departments and between facilities ?Utilizes institutionalized learning through the use of standardized reports to document key learning ?Eliminates all functional barriers between departments (focused factory) ?Ensures frequent dialog between departments to promote collaborative culture ? Not involved in development of subordinates, top performers rise due to own capability and typically only to a certain level ?Little effort make to visit shop floor to drive activities ?Little concern about activities on floor primarily numbers driven ? Allows functional silos to exist ?Does not promote collaborative culture ?Has department ―favorites‖。 does not support equally ?Members not aware of things outside own line ? No understanding of lean tools or principles ?May feel lean is a program like SPC or 6? rather than a system ? No defined operational metrics, only macro outputs ?Does not required any business plan from subordinates ?Performance meetings infrequent often with no standard forms 5 SUPERVISORS Leadership/ change management Lean awareness Performance management/ethic Organizational interaction ? Tries to dedicate time to personnel development ?Establishes strong presence with immediate reports but not to shop floor ? Thorough understanding of lean tools and applies in process on a case by case basis ?Drives performance by measuring portions of process parameters ? Understands and municates performance against goals ?Suggests daily and weekly activities but does not enforce and usually reviews verbally ? Eliminates most branch within their control ?Tries to standardize key items in process but not all items ?Leverages personnel to both improve process and to solve major issues ? Requests and suggests personnel to develop themselves ?Tells personnel to do better on key items ?Understands key process performance but not detail ?Respected within immediate area ?Sometimes sought out for knowledge and initiative ? Understands lean tools and concepts and applies some elements to process ?Drives performance through highlevel key parameter tracking ?Developed production system in place ?Pushes personnel to improve process ? Understands and municates daily performance ? Meets periodically with management on 1 to 1 basis to update performance ?Personnel develops weekly activity plans ? Eliminates largest barriers for 12 key improvement items ?Utilizes resources well when large issues occur ?Provides environment for improvement but disconnected with shop floor ? Understands personnel needs and understands process but unsure how to change ?Thought of being too distant from people and process ? Understands lean tools but struggles with how to apply to process ?Requests personnel to improve process but does not require progress ? Communicates measurements of daily performance but only views results as good or bad ?Meets with management to defend or explain performance to numbers ? Utilizes resources on a crisis by crisis basis ?Verbally suggests improvement of any kind but does not drive or prioritize activities 5 4 3 2 1 ? Directly coaches and teaches key personnel ? Strong presence in area through detailed understanding of process and weekly reviews ? Drives process improvement and subordinate development ? Respected within and outside of immediate area ? Looked to within anization as a source of knowledge and a doer ? Detailed understanding of lean tools and applications in area process ? Drives area performance through daily execution of lean tools (., problem solving, waste elimination, system development and execution) ? Daily reinforcement of production system and benefits ? Promotes creativity and desire to improve ? Understands, reviews, and municates daily performance against goals ? Weekly reviews with upper management to municate performance and requests actions to achieve targets ? Requires key personnel to develop daily and weekly activity plans ? Eliminates barriers affecting area performance ? Standardization within area and between areas ? Leverages resources required to drive area performance ? Ensures collaborative environment for tangible ability to improve and empowerment ? Not involved in driving and development ?Does not coach personnel ?Poor understanding of process and process elements ?Viewed as ―boss‖ of area ? Does not realize barriers affecting performance ?Little standardization in process and between processes ?Poor use of resou