diagnostico sistema de trabajo
TRANSCRIPT
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$or% System &iagnostic 'ersion 2.2 (Last )pdate* 0+!020-2aturity Le/el
System System Component 00.## --.## 22.##
eam Structure
ro3lem Sol/ing
Impro/ement
ersonal astery
eople&e/e
lopment
&e/elopment,appraisal, and
promotion
Limited / no orientation ofnew hires, performance
appraisal generic,
occurring annually or notat all
General orientation of new hiresto company's mission / history
and processes, annualperformance appraisal
level 1 plus basic skills training for newhires, some training education classesoffered, biannual performance appraisals
tied to rewards
! plus clearye"perienc
re#uired /
level, periodde
no teams evident,absence of team identity
in personnel groups
occasional use of work andspecial purpose teams
level 1 plus work teams e"ist at valuecreation interface (ideal ) *% per team+with limited cross training, informal cross
functional support teams
! plus crossup to ! le
interface, foteams (
no visible problem solvinge"ists in the area (reports,
-* worksheets, .$'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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aturity Le/elSystem System Component 00.## --.## 22.##
;uiltin
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aturity Le/elSystem System Component 00.## --.## 22.##
=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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$or% System &iagnostic 'ersion 2.2 (Last )pdate* 0+!020-2
aturity Le/elSystem System Component 00.## --.## 22.##
'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
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Policy deployment
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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
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ti
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'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
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&e/elopment, appraisal, and promotion
eam Structure
ro3lem Sol/ing
Impro/ement
ersonal astery
Communication Interaction
&
D
eople &e/elopment
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9ducation, 4wareness : Communication
eople and rocess Safety Systems
9rgonomics 9arly Symptoms In/estigation9nergy
$aste
&
D
Safety 9rgo 9n/ironmental
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@anagement 4upport
uiltin 6uality
Boot -ause .nalysis-ulture / ehaviors
6uality :ools / methods
&
D
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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
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'ision
olicy deployment &aily anagement Systems
'alue Stream anagementCulture ;eha/iors
ransformational Structure
&
D
Leadership