Lean Execution Assessment and Needs™ Tools
Factory Logic believes that all manufacturing plants can benefit from applying the principles of the Toyota Production System (TPS) and the practices of leveling and pull. Factory Logic recognizes that not all plants are ready to automatically execute “leveling”, despite their desire and commitment to do so. We also understand that companies that are are committed to transforming to TPS are interested in seeing the “proof of concept” sooner rather than later. Our Lean Execution Assessment and Needs™ methodology is designed to put any plant on the fast track to being the best it can possibly be. Our methodology assesses the three operations areas that correspond to the modules in our Application Suite: Pacemaker Scheduler, Production Synchronizer, and Supply Synchronizer. We review over 25 operational characteristics across these three areas and assign your plant’s readiness to deploy Factory Logic as “Good”, “Better”, or “Best” state of readiness, as illustrated in the example below.
| Attribute | Good Enough | Better | Best | Typical Lean Building Blocks |
| Production Cycle Times
Why is this important? Accurate cycle times with known variability between operators, shifts, and days is a key input to calculating meaningful schedules. A higher level of predictability and stability ensures achievable schedules, higher service, and enables lower inventory. |
SKU-level cycle times vary significantly by day, shift, operator, etc. (ie, no standard work) but an "average" cycle time, that has adequate built-in safety and can meet production requirements, can be determined and used for planning. | SKU-level cycle time standards have been established (for capacity rather than standard labor purposes) and are consistent between days, shifts, operators, etc. Variability between days, shifts, operators, etc. is known and is considered as a part of assigning cycle time parameters for capacity management. | SKU-level cycle time standards and target rates are established for each varying number of operators on work cell. Variability between days, shifts, operators, etc. is small. Driving lower cycle times and eliminating variability is part of on-going problem solving and continuous improvement. | 5S Standard Work Problem Solving |
Sample Lean Execution Assessment and Needs Evaluation
For any characteristic that falls below “Good”, we prescribe specific lean transformation building blocks and change activities to include in the project as requisite to deploying the Factory Logic solution. Further, we define the additional activities required to achieve a higher level of readiness (Better, Best) to mitigate risk of not sustaining change, and to achieve a higher level of performance and benefits.
Factory Logic Lean People, Process, and Systems Methodology
The standard Factory Logic Implementation Methodology (Lean People, Process, and Systems, or LPPS) is defined by six project phases, with accompanying standard deliverables and templates, spanning Kick-Off through Go-Live, and Rollout.
The methodology is designed to be adapted to a production planning and scheduling project of any scope or approach, whether it be a line-level Pilot integrated with ERP, a non-integrated/stand alone Proof-of-Concept, or a multi-plant program with multiple manufacturing models and product configurations.
| LPPS Phases and Key Activities | Deliverables |
Phase 1 – Project Launch Define Project Organization/Roles, Establish Working Environment, Define Project Standards and Procedures, Create High-Level Work Plan, Project Kick-Off Workshop, Project Team Training, Installation Requirements Planning |
1.1 Project Team Organization/Standards 1.2 Issues Log 1.3 Technical Environment Definition 1.4 Project Status Report |
Phase 2 – Site Assessment and Operations Plan Operations Profile, Site Review and AS-IS Workshops, I/T Infrastructure Assessment, Factory Logic Install and Set-Up, Data Review and Mapping, Kaizen Opportunity & Readiness Assessment |
2.1 Functional Requirements 2.2 Technical Requirements 2.3 TO-BE Operating Model 2.4 Detailed Project Plan 2.5 Readiness Checklist 2.6 Transformation Roadmap |
Phase 3 – Solution Design and Prototype Design Future Operating State, Extract Key Data Elements, Build Non-Integrated Prototype, Load Factory Logic and Execute Prototype, Conduct Kaizen Event(s)/Implement Process Changes, Define Integration Strategy, Define Test Strategy, Define Training Strategy, Define Cutover Strategy |
3.1 Integration Data Maps 3.2 Integration Architecture 3.3 Non-Integrated Prototype 3.4 TO-BE Design 3.5 Testing Strategy 3.6 Training Strategy 3.7 Cutover Strategy |
| Phase 4 – Interfaces and Conversions
Complete Integration Design, Build and Unit Test Integration |
Built and Unit Tested Integration Components |
| Phase 5 – Integration Testing & Go Live Prep
Complete Test Plans/Test Scripts, Prepare Test Environment, Execute Tests, Confirm Cutover Plan, Finalize Training Program, Establish Support Procedures |
5.1 Test Plan 5.2 End-User Training Materials 5.3 Deployment Architecture 5.4 Cutover Plan and “Go Live” Checklist 5.5 Production Support Procedures |
Phase 6 – Training, Go Live, & Support Train End Users, Migrate Solution to Production, Conduct Go Live Check, Cutover to Production |
6.1 Trained End-Users 6.2 “Live” Software |
