How and Where Can we Help You?
The following questionnaire is a great high level examination of your company’s opportunities to transform itself into a Lean Six Sigma business that eliminates waste, removes defects, adds client value, and continually improves its performance.
This questionnaire will help you advance your business’ performance. The information you complete is for confidential use between your company and us. Its contents will not be discussed, shared or viewed by others.
Please complete the questionnaire with as much detail as you think appropriate. If a question is not relevant, just mark in N/A.
IMPORTANT: If you are busy, and you believe the questionnaire now raises some opportunities for change that will increase your profit – but you hate forms. Call us now and we can talk you through the questionnaire.
Upon Completion
Once complete send us a copy of the questionnaire by scanning it and attaching it to an email sent to enquiries@edgview.com.au.
We will call you and walk you through the results, we will also discuss where we can assist with trusted corporate enhancement tools and processes.
This questionnaire is part of our marketing approach to introduce you to our Platform service.
3. Client Focus
3.3.1. Q. Does your business have a written Vision and Mission Statement?
3.3.2. Q. What are your business’ Vision and Mission Statements? Describe how your business identifies the full extent of its clients’ needs.
3.3.3. Q. What are the topics of client complaints your business receives, if any?
3.3.4. Q. What range of issues do clients compliment your business for, if any? List the range of products/services that you offer your clients. What amount of total sales does each type represent?
3.3.5. Q. What information do you provide to clients to help them answer their questions? How do you provide your clients with that information?
3.3.6. Q. How many client enquiries do you receive per product range each month?
3.3.7. Q. Have you mapped the supply chain for your main product from the first raw material provider to the final client in which the product is used?
3.3.8. Q. Do you know the average time taken at each step?
4. Monitoring Performance of Value-Adding Processes
4.1.1. Q. Have you mapped your supply/manufacturing process steps from client order to client delivery?
4.1.2. Q. Do you know the time taken on average to do each step in the above process?
4.1.3. Q. Do you know the production rate of each equipment item used in the process of making product?
4.1.4. Q. Do you know what delivery times you quote clients for each product range?
4.1.5. Q. Do you know the range of times (fastest to slowest) taken to make/provide products/services in each product range from order to delivery?
4.1.6. Q. What proportion of product put through each process step is scrapped or must be reworked?
5. Accountability for Maximizing Equipment Productivity
5.1.1. Q. What types of equipment are used to make/deliver your products/services?
5.1.2. Q. Who does the maintenance on the equipment?
5.1.3. Q. What maintenance disciplines are needed to maintain the equipment?
5.1.4. Q. Is maintenance done by specialised technicians brought in specifically for that work?
5.1.5. Q. What equipment do they work on and what maintenance is done by these specialised maintainers?
5.1.6. Q. Describe the education levels and experience required of the persons operating machinery and equipment in the operation.
5.1.7. Q. Do you do a ‘change-over’ (alter machines and/or settings) when you need to make different products?
5.1.8. Q. If so, how long does a typical change-over take from stopping one product to making the next product?
5.1.9. Q. Who is responsible for doing each change-over?
5.1.10. Q Do employees use written procedures for doing all change-overs?
5.1.11. Q. Have any SMED projects to improve change-over times been conducted? If so, what equipment was each project on and what was the extent of the improvement?
5.1.12. Q. Describe how daily production is planned.
5.1.13. Q. What production planning system is used?
5.1.14. Q. How many workstations are in the operation?
5.1.15. Q. How many work-in-progress items are typically moved between workstations at a time?
5.1.16. Q. What equipment is used to move the WIP items?
5.1.17. Q. Describe the method used to coordinate WIP movements from workstation to workstation.
5.1.18. Q. Describe how deliveries of finished items are scheduled for dispatch. List the documents used to do the scheduling.
5.1.19. Q. Typically, how soon after a firm order is received is work started on making/supplying it?
5.1.20. Q. What steps must the order go through to get it into production?
6. Workplace Management Practices
6.1.1. Q. Is the Lean ‘5S’ methodology applied in the operation? If so, where is it used and by which persons?
6.1.2. Q. Which functions in the operation use written standard operating procedures?
6.1.3. Q. List all the Standard Operating Procedures titles used by each of the functions noted above?
6.1.4. Q. Are officially approved workplace teams used in the operation? If so, what functions do they fulfil?
7. Continuous, Incremental, Improvement
7.1.1. Q. List key improvements and innovations introduced into the operation in the last 12 months.
7.1.2. Q. On average, how many new ideas are generated per employee per year?
7.1.3. Q. Describe the process used to investigate and approve employee generated ideas. How employees are rewarded for their business improvement ideas?
7.1.4. Q. How much quicker are the range of products now made compared to 12 months ago?
8. Visual Management
8.1.1. Q. Describe how information on workstation daily performance is presented to the people in the workstation?
8.1.2. Q. What types of information on business and process performance are displayed publicly? Who sees each?
8.1.3. Q. Explain the range of systems now in use to control work and check that is being done correctly?
8.1.4. Q. Is the ‘5S ‘methodology applied in the operation? If so, where is it used and by whom?
9. Reducing Variation and Eliminating the 7 Wastes
9.1.1. Q. Describe the extent of standardisation adopted in the operation.
9.1.2. Q. Describe how process wastes are currently identified and measured.
9.1.3. Q. Per product range, how many hours of a typical day are productive and how many are idle?
9.1.4. Q. Who authorises product release? Describe the quality control processes used to ensure products meet requirements.
9.1.5. Q. How many weeks of finished inventory are carried in each product range?
9.1.6. Q. How many weeks of raw materials and/or components are carried in each product range?
9.1.7. Q. What proportion per product type requires rework?
9.1.8. Q. List the stages during production of each product type when a quality check is performed.
9.1.9. Q. How often are your operating problems and product quality issues due to suppliers or purchased materials?
9.1.10. Q. How many suppliers are used to make each product range? Where is each supplier physically located?
10. Appreciation for People
10.1.1. Q. Describe the sort of performance that a person has to do to get recognition for their efforts?
10.1.2. Q. How are people who contribute more than was expected recognised?
10.1.3. Q. How often is a public recognition made?
10.1.4. Q. Describe what the operation has done to address sustainability and energy reduction?
10.1.5. Q. Describe the process/methods used to help employees address work performance issues.
10.1.6. Q. Describe the possibilities available to employees to participate in job rotation and job enrichment. List additional training requirements necessary for each possibility.
10.1.7. Q. Are there employees sufficiently knowledgeable and able to make decision now done by supervisory and management people? If so, what functions do they fill and what sort of decisions can be left to those employees?
10.1.8. Q. If it were possible, what additional skills, knowledge and abilities would you want your employees to possess?
11. Team Driven Innovation
11.1.1. Q. What proportion of work activities are performed by specific teams? What is each team responsible for?
11.1.2. Q. Describe the methods of communication used to inform employees. How often is each method used?
11.1.3. Q. Describe the process used in the operation to prepare for and introduce ‘change’.
11.1.4. Q. Are there people in the operation who could champion change and innovation? What work are these people responsible for at present?
11.1.5. Q. Can collaborative relationships be developed with single suppliers? Which products would benefit by having only one supplier?
Conclusion
Thank you for your time and efforts in completing this questionnaire. We look forward to analysing and discussing your results. Please now send the results to enquiries@edgeview.com.au. The information you have provided could be the first step in a journey to improving your productivity leading to increased profits with a deeply engaged and motivated team who see themselves as accountable for their organisation’s success.
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