UNIT:

Evaluation date:
WCM-SELF ASSESSMENT SCORE

Sl Pillar Actual Score Maximum Score % Score

1 Layout & MH 135 200 67.5

2 Orderliness 135 200 67.5
3 Visual Management 67 100 67.3
4 Quality System 115 300 38.3
5 Inventory Management 75 150 50.0
6 Innovation Adaption 75 125 60.0
7 Asset Care 185 250 74.0
8 Customer focus 100 150 66.7
Total 887 1,475 60.2
 Oct' 21

Level Score

3.38
3.38
3.36
1.92
2.50
3.00
3.70
3.33
3.01
Sl Pillar name Description/Level Weightage

1 Layout & MH % of Indirect employees to total employees 10

Scrap Handling Procedure / Wastage Disposal
2 Layout & MH Procedure-- Data collection/analysis and 15
improvement

3 Layout & MH Material flow - Distance 10

4 Layout & MH Material flow - Time 5

1 Orderliness Work Place management 15

2 Orderliness Safety Audit 10

3 Orderliness Environment Audit 5

4 Orderliness Workplace Management system 10 10

1 Visual Management VM audit score 20
No of approved and implemented projects by
1 Quality System 10
Management team per month per person

2 Quality System No of approved and implemented projects by Team 5

mates per month per person
% of employees having training of SPC-Management
3 Quality System 10
Level
% of employees having need base basic training of
4 Quality System 5
SPC-Workforce Level
External Complaints /Month based on last six months
5 Quality System 5
data.

Cost of Quality - % expenses on Quality functions.

6 Quality System (cost of man power including PQS coordinator+ lab 5
expenses + other testing expenses)

Technology selection and continual Upgradation (For

comparison with other CMUs, process wise present
7 Quality System system to be prepared showing step wise 5
improvement in each stage by Parle for references)

Average Achieved Capability Index. (Cpk to be

8 Quality System checked for each quality of product for weight 10
variation)
 Average Achieved Capability Index/month . (Cpk to be
checked for each quality of product for stack Height
9 Quality System variation in biscuits and cake. For other products, to be 5
decided by the QC Incharge.Parle executive of
respective unit)

1 Inventory Management Present Inventory turnover of Engineering Stores 15

2 Inventory Management Present Inventory turnover of Raw material 10

3 Inventory Management Present Inventory turnover of finished goods 5

Level of Automation based on the macro checklist of

total production activities along with weightage based
1 Innovation Adaption 10
on importance, from receiving the raw material to
finished goods dispatched.

Use of Information Technology in the plant for

Production, maintenance, Quality, Cost, Delivery,
2 Innovation Adaption Wastages, Manpower, etc with respect to production. 10
A list to be made with weightage based on the
importance.

Number of kaizens/Innovation related to

3 Innovation Adaption automation/IT ( % of total Kaizens/Innovations 5
received)
Does maintenance have and follow a predefined
1 Asset Care 5
Preventive maintenance schedule

Average Improvement in routine maintenance.

Before/After Cp value to be calculated. In case of
2 Asset Care 10
Biscuit packing machine, UCLc of packing defects may
be calculated.

3 Asset Care Machine performance data availability 5

4 Asset Care OEE-Batch Preparation 5

5 Asset Care OEE-OVEN 5

6 Asset Care OEE-Packing Machines 10

7 Asset Care Planned Maintenance 10

1 Customer focus One Point Lessons 10

 Customer Lead Time Performance improvement --
2 Customer focus Production based on present production lead time/per 10
unit, quality wise (Unit of production to be decided by
the respective CM units.

Customer Lead Time Performance improvement --on

finished goods based on present dispatch lead
3 Customer focus 10
time/per unit, quality wise (Unit of production to be
decided by the respective CM units.

Total 34 295
 1 2

30% 25%

Procedure present but no frequency defined,

No Procedure present
no record ,no analysis

Study done for major four ingredients are in

No study use.
Study done for major four ingredients are in
No study
use.

Awareness to all, Formation of zone, zone

council, Micro checklist of each employee for Implementation of 1S to 3rd S across the
own area given area. Initial photographs unit.
taken

No Audit system System in practice moderately

No Audit system System in practice moderately

No Audit system System in practice moderately

>20% >40%

0.2 0.4

0.1 0.2

0 to 6 7 to 55

0 to 6 7 to 55

>2 2

5% 4%

Old set up /machines based on technology as Machines upgraded to meet the

available and no efforts and initiative taken specifications. However machine setting and
for improving it monitoring is manual.

No system Cpk < 1

No system Cpk < 1

No improvement 20% improvement

No improvement 20% improvement

No improvement 20% improvement

No improvement <20% improvement on overall weightage

No improvement <20% improvement on overall weightage

0 2% to 3%

Non Existent Being Planned

Cp less than 1 CP=1 to 1,33

Absent Being Planned

Not known <75%

Not known < 80%

Not known <75%

No system of planned maintenance.

Equipments are repaired as and when Planned Maintenance system is in place
breakdown occurs.

not in practice < 50% lessons taught and reviewed

<10% 10% to 20%

<10% 10% to 20%

 3 4

15% 10%
Procedure present with defined frequency
Procedure present with defined frequency
and record and analysis and improvement
and record but no analysis
level is 30%+

30% improvement of initial distances. 60% improvement of initial distances.

30% improvement of initial time. 60% improvement of initial time.

5-S Home @3 homes per month for Team

Development of Standard practices @ 5 per
mates and 2 homes per month for staff and
month per zone/Sub zone above. Effectiveness of Jagruti Group

System followed properly and with

System followed properly and with necessary
necessary action. Minimum 4
action. Minimum 2 actions/month actions/month

System followed properly and with necessary System followed properly and with
necessary action. Minimum 2
action. Minimum 1 actions/month
actions/month
System followed properly 5S QCFI Certified
>60% >80%

0.6 0.8

0.3 0.4

56 to 80 81 to 93

56 to 80 81 to 93

<1 0

3% 1%

30 to 60% of machines/process equipment's

60 to 90% machines /process equipment are
are PLC,CNC controlled. Monitoring is
enabled through triggers on display panels PLC/CNC controlled, with self monitoring
and cut-offs(Andon System) triggers/alarms/corrections

Cpk = 1 to 1.2 Cpk =1.2 to 1.33

Cpk = 1 to 1.2 Cpk =1.2 to 1.33

40% improvement 50% improvement

40% improvement 50% improvement

40% improvement 50% improvement

20% to 50%improvement on overall 50% to 70% improvement on overall

weightage weightage

20% to 50%improvement on overall 50% to 70% improvement on overall

weightage weightage

3% to 5% 5% to 7%

up to 40% of types of machines up to 80% of types of machines

Cp-1.33 to 1.5 Cp=1.5 to 1.67

Up to 30% machines Up to 80% machines

75% to 85% 85% to 90%

80% to 90% 90% to 95%

75% to 85% 85% to 90%

Planned maintenance system is in place.

Planned maintenance system is in place. Adherence to schedule is 80% to
Adherence to schedule is 50%to 80%.Step
95%.Measures undertaken to eliminate
1,2,& 3 of autonomous maintenance are
repeat failures. Step 4&5 of autonomous
implemented and are taking place regularly
in the organization maintenance are implemented and are
taking place regularly in the organization

50% to 70% lessons taught and reviewed 70% to 90% Lessons taught and reviewed.
20% to 30% 30% to 40%

20% to 30% 30% to 40%

 5
Assesment Assessment
Level Score
5% 3 30
Procedure present with defined frequency
and record and analysis with improvement 5 75
actions

80%+ improvement of initial distances. 2 20

80%+ improvement of initial time. 2 10

5min 5S activity is routine for everyone.

Help in implementation of 5-S in
respective Depots, nearby village, schools, 4 60
worship places etc.

System followed properly and with necessary

action. Minimum 5 actions/month 3 30

System followed properly and with necessary

action. Minimum 3 actions/month 3 15

5S QCFI-JUSE Certified 3 30
>90%

1 2 20

0.5 1 5

94 to 100 1 10

94 to 100 2 10

0% 2 10

0% 3 15

90% or more machines /process equipment

are PLC/CNC controlled, with self monitoring 3 15
triggers/alarms/corrections

Cpk 1.33 and above 2 20

Cpk 1.33 and above 2 10

50%+ Improvement 2 30
50%+ Improvement 3 30
50%+ Improvement 3 15

> 70% improvement on overall weightage 2 20

> 70% improvement on overall weightage 4 40

7 % and above 3 15

Well established throughout the plant 4 20

Cp=1.67+ 3 30

> 80% machines 3 15

> 90% 4 20

> 95% 4 20

> 90% 4 40

Planned maintenance system is in place.

Adherence to schedule is more than
95%.Machine breakdowns have reduced by
5% in last one year. Step 6&7 of autonomous 4 40
maintenance are implemented and are taking
place regularly in the organization

90%+ lessons taught and reviewed 4 40

>40% 3 30

>40% 3 30
Sr.No Description/Level Weightage 1

1 % of Indirect employees to total employees 10 30%

Scrap Handling Procedure / Wastage Disposal

2 Procedure-- Data collection/analysis and 15 No Procedure present
improvement

3 Material flow - Distance 10 No study

4 Material flow - Time 5 No study

LEVELS 40 STRUGGLER

Pl. consider following points also while evaluating this pillar.

Sr.No Description/Level 1 2
Primitive
and Old Primitive and Manual but
1 Facility Material Management
Manual plans for modernisation On
Methods

Machines
/equipment
s are laid
out as per
Wastes attributed to
availability
unplanned layout are
of
identified.People are trained
space.There
2 Plant Layout and teams are formed for
is no
consideratio improvements.Efforts are to
ensure layout conducive to
n of process
linear material flow
flow as part
of plant
layout
decisions
 Predominan Management focus area to
tly reduce cost,eliminate
manual.Not movement related quality
seen as issues.teams organized to
3 Material Handling System
activity that identify handlinf issues at
can improve each stage i.e.material
productivity receipt,inspection,acceptanc
and Quality e,storage etc.
 2 3 4

25% 15% 10%

Procedure present with defined

Procedure present but Procedure present with
frequency and record and
no frequency defined, defined frequency and
analysis and improvement level
no record ,no analysis record but no analysis
is 30%+

Study done for major

30% improvement of 60% improvement of initial
four ingredients are in
initial distances. distances.
use.

Study done for major 30% improvement of 60% improvement of initial

four ingredients are in
initial time. time.
use.

BEGINNER ORGANIZED ACHIEVER

3 4 5

Significant deployment
Modern methods Complete delpoyment of
of automation for
restricted to some areas automation for handling'
handling

Layout considers flow

from raw material
receipt to despatch
point with straightline Visual management of
total flow and layout
pathways..Layout
exist.Reduction in
supports accessibility Regular monitoring of benefits
ofmachines from point material distance,time of improved layout is done for
and manpower is
of maintainability.Layout measured and reviewed PDCA
supports full segregation for continual
of material based on
improvement.
grades,types,rework,reje
ct status on the shop
floor.
 Materil handling systems
have been designed
commensurate with
product sensitivity and
Quality defects/damages
attributed to handling incidences of hadling
defects.Benefits are
are identifiedand
corrective actions measured in terms of Automated storage/Retriveal
Response and retrieval system in place.Continual PDCA
taken.Improvement
time,productivity of for sustaining and
goals and plans are
inventory,Elimination of improvements.
made with the team
unnecessary
after awareness training
operations,Maximise
and participation
floor
space,utility,Security &
Safety,Good
housekeeping
 5
Assesment Assessment
Level Score
5% 3 30

Procedure present with defined

frequency and record and analysis 5 75
with improvement actions

80%+ improvement of initial

distances. 2 20

80%+ improvement of initial time. 2 10

WORLD CLASS
Actual scroe 135
Maximum score 200
% 67.5
Sr.No Description/Level Weightage 1

Awareness to all,
Formation of zone,
zone council, Micro
1 Work Place management 15 checklist of each
employee for own
area given area. Initial
photographs taken

2 Safety Audit 10 No Audit system

3 Environment Audit 5 No Audit system

4 Workplace Management System 10 No Audit system

LEVELS 40 STRUGGLER
200

Pl. consider following points also while evaluating this pillar.

Sr.No Description/Level 1 2

Unclean work
area with
Training /Awareness
clutter all
created at all
Swachh workplace 10 around and
levels.Initiatives for 1S
floor space
is being implemented
unclean with
oil,grimeetc

Status of " 5 - S " 120

A Status of " 1 - S " 10
B Status of " 2 - S " 10
C Status of " 3 - S " 10
D Visual Management 10
 Zone wise fortnightly Audit ( instead of
E 5
weekly )
Display of Standard Practices /One Point
F 5
Lesson/ 5S Scoreboard
G Drinking water area 5
H Lunch Room 5
I Action Taken on Weak Zone 5
J MOM of monthly Management audit 5
Display of " 5 - S " Score board &
K 5
Shield /Trophy
At Glance Presentation on Work Place
L Management Status (Content is attached 15
in additional Sheet )
Maintenance of Garden / Greenery &
M 5
beautification
N CSR activities 5
Outside Area cleaniness includes
O 10
Drainage
Condition of Toilets (All toilets in the
P 10
premises)
15 Five - S at Home 15
A 2 Visits / Month 10
B Records of visit & Display 5
16 Jagruti Group 30
A Follow-up of Systems (Ref. Checklist as per SSOP) 10
B Involvement of Jagruti group members in Food safety 10
C Condition of Personal Hygiene & GHP 10
 2 3 4 5

5-S Home @3 homes 5min 5S activity is routine for

per month for Team
Implementation of 1S Development of mates and 2 homes everyone. Help in
Standard practices @ implementation of 5-S in
to 3rd S across the per month for staff
unit. 5 per month per and above. respective Depos, nearby
zone/Sub zone village, schools, worship places
Effectiveness of
etc.
Jagruti Group

System followed System followed

properly and with properly and with System followed properly and
System in practice necessary action. necessary action. with necessary action.
moderately
Minimum 2 Minimum 4 Minimum 5 actions/month
actions/month actions/month

System followed System followed

properly and with properly and with System followed properly and
System in practice
moderately necessary action. necessary action. with necessary action.
Minimum 1 Minimum 2 Minimum 3 actions/month
actions/month actions/month

System in practice System followed

5S QCFI Certified 5S QCFI-JUSE Certified
moderately properly
BEGINNER ORGANIZED ACHIEVER WORLD CLASS

Maximum score

3 4 5

Standardisation of 5S
procedures have been 5min 5S activity is
Visual Management is undertaken using routine for
in place Initiatives for various tools e.g.job everyone.Continual
2S &3S are cycle charts,visual improvement in
implemented across cuessuch as productivity and
the company. signs,placards,display motivation is
score boards,check measured for PDCA
lists

8
6
6
8
4

5
5
5
3
5
5

4
5
8

Such activities stopped due to covid-19 situation

Such activities stopped due to covid-19 situation

9
7
7
 Assesment Assessment
Level Score

4 60

3 30

3 15

3 30

Actual scroe 135

Maximum score 200
% 67.5
Sr No Description/Level Weightage 1

1 VM audit score 20 >20%

LEVELS 20 STRUGGLER

Pl. consider following points also while evaluating this pillar.

Sr No Description/Level 1 2
1 Data
VM related points
visibility in PQS audit
for Man,Method,Material and Satisfactory Average
2 Machine
Control on Man.Method,Material and >20% >40%
3 Machine due to Visual Management >20% >40%
 2 3 4 5
Assesment
Level
>40% >60% >80% >90%
BEGINNER ORGANIZED ACHIEVER WORLD CLASS
Actual scroe
Maximum score
%

3 4 5
Good Very Good Excellent
>60% >80% >90%
>60% >80% >90%
Assessment
Score
639

639
950
67.3
Sr.No Description/Level Weightage

No of approved and implemented projects by

1 10
Management team per month per person
No of approved and implemented projects by Team
2 5
mates per month per person
% of employees having training of SPC-Management
3 10
Level
% of employees having need base basic training of
4 5
SPC-Workforce Level
External Complaints /Month based on last six
5 5
months data.

Cost of Quality - % expenses on Quality functions.

6 (cost of man power including PQS coordinator+ lab 5
expenses + other testing expenses)

Technology selection and continual Upgradation (For

comparison with other CMUs, process wise present
7 system to be prepared showing step wise improvement in
5
each stage by Parle for references)

Average Achieved Capability Index. (Cpk to be

8 checked for each quality of product for weight 10
variation)

Average Achieved Capability Index/month . (Cpk to

be checked for each quality of product for stack
9 Height variation in biscuits and cake. For other 5
products, to be decided by the QC Incharge.Parle
executive of respective unit)

LEVELS 60

Pl. consider following points also while evaluating this pillar.

Sr.No Description/Level 1

1 No of approved and implemented projects by 0.2

Management team per month per person
No of approved and implemented projects by Team
0.1
mates
3 % of employees having basic training of SPC 0 to 6
4 Possession of Quality certification & reatings Not available
5 Quality system related points in PQS audit Satisfactory
6 Internal Rejection <2%
 Old set up
/machines
based on
technology
as available
9 Technology selection and continual Upgradation
and no
efforts and
initiative
taken for
improving it

No concept
ofprocess
capability
/process
10 Process Capability Assessment and Enhancement
performance
assessmente.
g.no control
charts

Process
Quality Plan
11 Process Control (Control
Plan) does
not exist

Small Group Activity

Formation of SGA.( Zone wise ) & all team-
mates from each Zone should be covered
A
(Canteen , drivers, sweeper, peons, Security)
in a month

Status of problems solved on the spot by

teammates & Check the status of the
B
problems solved . Problem Bank Formation
monthwise & solutions implemented .

5 Quality Circles
A Number of Problem solved by QC / LQC (QC - 3, & LQC - 15 ) Ha
B System of working of QC / LQC with a regular changeover of M
Case Study Presentation during the Audit
(Completed Projects)-Review the Practical
C
implementation status during Audit i.e. Plant
Visit )
6 Quality Improvement Team
 Two projects on Half yearly basis (Top &
Middle Management) on Automation ,Process
Control for Defect Free Product ,Plant
Efficiency ,Cost Control ,Wastage Control ,Energy
A
Saving or Fuel Saving & any Value added work
done for Plant Beautification and For World Class
Manufacturing ) by involving Multi Skill
Teammembers

11 Quality Assurance
Overall Product Quality Awareness among the
A Teammates (QA ,Mixing / Die /Oven /Stacker
/Packing Operator )
Knowledge of Lab Employees about Testing
B
Procedure & Specifications / Standards
Knowledge of Keypoint Operators, Technical
C Supervisory Staff & Teammates on Process and
Trouble Shooting
Involvement of Directors / Unit Head in Process &
D
Quality Checks
Use of Leak test apparatus in the plant with
E
records - Check leak % for Each Machine

Daily Joint Round of Directors / Unit Heads with

Sr.Production Staff, Technicians & Engineers
followed by small minutes in bullet points & action
F
taken on Shortcomings:- Quality, Process, Safety,
House-keeping, Hygiene & Visual Management
etc & its effectiveness .

Online & BSR - Product Quality evaluation for all

G standard parameters & Line Weight Range and
Control Chart on Excess Weight
Maintainance of Shiftwise Process Checklist (Shift
H
wise )
Daily taste Evaluation ( with implementation of
action plan on defects, if any a) Observation
I (Nature & no. of defects- Product, Packing ,
Legal) b) Action taken, Participation of Director/
Unit Head
If Market Complaints Legal = 0 ; If foreign material
found = - 20 ( i.e. 100 - 120 ); Non legal =
J
deducut 5 marks for each complaint. If no
complaint give additional 10 Marks.
Root Cause Analysis & Preventive action taken
K on each complaint i.e.CAPA (Status to be
checked during Audit )
Display of SOPs ( Standard Operating
L
Procedures) & Awareness (Min 20 SOPs)
Monthly Evaluation of Market Samples:
M Identification of Defects & Corrective Action on
same / Depot Audit Status Report
 External Testing Report -Water / All Raw
N Materials / Finished Product and COA for all
Incoming Material
Zonal Samples evaluation & Action taken on
O shortcomings / proper communication with
concern members
Periodic Calibration of Equipment 1)
P
Calibration schedule
2)
Outside agency contract (NABL Approved )
3) Proper
follow up & Corrective Action

Inhouse Verification a) Temp.control &

Indicators ,Timer ,Pressure Gauge (frequency -
Quarterly)
b) Metal Detector
( Shiftwise )
c) Weighing Scale & Load
cell ( Daily):-
d ) Light Effeciency /
Illumination
Closer on Previous year findings as Highlighted in
Q
Final PQS Audit
Closer on Previous year findings of audit done
R
FSMS by External Certification Agency
17 One Point Lesson
Twenty lessons(on Mechanical ,Electrical ,Quality
A ,Food Safety ) to be identified for half yearly by
the Mgt.
B Lesson details as per system

18 FSMS (Food Safety Management System)

Responsibility / Authority ---Food Safety Team /

A
All Policy Display / Food Safety Objectives

Internal Quality Audit & closer of Non-

B Conformities observed in IQA & Previous Year
PQS Audit Observations
C FSMS / HACCP Plan
Organization Flow Chart / Internal & External
D Communication Procedure and Followup / Out
Source Activities Control
Flow Chart & Identification of Hazards -All
E
Product
Establishment of CCP ,OPRP,PRP- Limits &
F
Monitoring -Display and Record
Approval & Monitoring of Control Measures as
G
defined
 Corrective Action in case of CCP / OPRP
H
deviation
Validation of General Control Measure & Specific
I
Control Measure
J Cleaning Schedules & Cleaning Check list
Traceability & Product Recall -Procedure and
K
Practice
L Layout / Product Flow -Infrastructure Status
M Pest Control Status as per Check Sheet
Hand sanitation system & Changing facility -
Effectiveness ,Availibilty of Cap &
N
Apron ,Washing Facility ,Vaccination and Medical
examination as per schedule IV
Monitoring ,Corrections and CA -CCP/OPRP-
O
Training to concern Persons
Record Control and Proper recording of data in
P
Approved formats
 1 2 3 4

0.2 0.4 0.6 0.8

0.1 0.2 0.3 0.4

0 to 6 7 to 55 56 to 80 81 to 93

0 to 6 7 to 55 56 to 80 81 to 93

>2 2 <1 0

5% 4% 3% 1%

30 to 60% of 60 to 90% machines

Old set up /machines based on Machines upgraded to machines/process /process equipment are
technology as available and no meet the specifications. equipment's are PLC,CNC PLC/CNCcontrolled,with
However machine controlled. Monitoring is
efforts and initiative taken for setting and monitoring enabled through triggers self monitoring
improving it is manual. on display panels and triggers/alarms/correcti
ons
cut-offs(Andon System)

No system Cpk < 1 Cpk = 1 to 1.2 Cpk =1.2 to 1.33

No system Cpk < 1 Cpk = 1 to 1.2 Cpk =1.2 to 1.33

STRUGGLER BEGINNER ORGANIZED ACHIEVER

2 3 4 5

0.4 0.6 0.8 1

0.2 0.3 0.4 0.5

7 to 55 56 to 80 81 to 93 94 to 100
Being planned one certificate Three Certificate Five Certificate
Average Good Very Good Excellent
<1.5% <1% < 0.5% 0%
 30 to 60%of
machines/process
60 to 90% machines 90% or more
equipments are
/process equipments machines /process
Machines upgraded to meet the PLC,CNC
are equipments are
specifications.However machine controlled.Monitoring
PLC/CNCcontrolled,wit PLC/CNCcontrolled,wi
setting and monitoring is is enabled through
h self monitoring th self monitoring
manual. triggers on display
triggers/alarms/correc triggers/alarms/correc
panels and
cutoffs(Andon tions tions
System)

Process performance Process performance

for 90% or more
Process performance for 75% to 90%
Process performance for 25%to for 50%to 75% processes is monitored processes is
monitored through
50% processes is monitored processes is through control charts.
control charts. Results
through control charts but no monitored through Results are used for
are used for process
action control charts but no process corrections
corrections
action /improvements in
/improvements in all
certain cases.
cases.

Process Quality Plan Critical processes Process Quality Plan

Process quality plan(Control (Control
identified and Process (Control Plan)
Plan) in making.Quality plan Plan)followed only for Quality Plan(Control followed for all the
exist. 30% of processes or
Plan)followed for all. processes.
less.

20 12.00

10 7

10 5

30 23.00
10 7
5 4

15 12

20 16.00
20 16

370 305

20 16

20 18

20 18

15 12

10 9

25 10

15 14

15 14

15 14

100 80

15 14

10 9

10 9
10 9

10 9

5 4

5 4

5 4

5 4

5 5

5 5

10 8

10 8

10 8

20 12.00

10 6

10 6

110 95.00

5 4

10 9

5 5

5 4

5 4

5 5

5 4
5 5

5 5
5 4
10 9
10 8
10 8

10 9

10 8

5 4
 5
Assesment Assessment
Level Score

1 2 20

0.5 1 5

94 to 100 1 10

94 to 100 2 10

0% 2 10

0% 3 15

90% or more machines

/process equipment are
PLC/CNCcontrolled,with self 3 15
monitoring
triggers/alarms/corrections

Cpk 1.33 and above 2 20

Cpk 1.33 and above 2 10

WORLD CLASS
Actual scroe 115
Maximum score 300
% 38.3
Sr.No Description/Level Weightage 1

Present Inventory turnover of

1 15 No improvement
Engineering Stores =

2 Present Inventory turnover of Raw 10 No improvement

material =

3 Present Inventory turnover of 5 No improvement

finished goods =
LEVELS 30 STRUGGLER

Pl. consider following points also while evaluating this pillar.

Sr.No Description/Level 1 2

Poor in all areas but

Very poor in all
1 Inventory Order markings for inventory
areas--all mixed
exist on the floor

Totally Disjoint with Disjoint with large

2 Material Flow large buffers in all buffers --efforts to link
areas processes on

3 FIFO LIFO No specific pattern

Storage System 20
A RM / PM / WIP and FG 5
B Spare Parts 5
C Scrap Material 5
D Scrap Handling Procedure / Wastage Disposal Procedure 5
 2 3 4 5
Assesment
Level

20% improvement 40% improvement 50% improvement 50%+ Improvement 2

20% improvement 40% improvement 50% improvement 50%+ Improvement 3

20% improvement 40% improvement 50% improvement 50%+ Improvement 3

BEGINNER ORGANIZED ACHIEVER WORLD CLASS
Actual scroe
Maximum score
%

3 4 5

Well managed in Ordered and

Well managed in RM
RM,FG and WIP in a segregated inventory
&FG
few areas throughout plant

Disjoint,large buffers Large buffers only No buffers.Well

in few areas before bottlenecks balanced line

FIFO followed for few FIFO for substantial FIFO for WIP & A,B
items categary of items class inventory

0
Assessment
Score

30

30

15

75
150
50.0
Sr No. Description/Level Weightage 1

Level of Automation based on the macro

checklist of total production activities along
1 with weightage based on importance, from 10 No improvement
receiving the raw material to finished goods
dispatched.

Use of Information Technology in the plant for

Production, maintenance, Quality, Cost,
2 Delevery, Wastages, Manpower, etc with 10 No improvement
respect to production. A list to be made with
weightage based on the importance.

Number of kaizens/Innovation related to

3 automation/IT ( % of total Kaizens/Innovations 5 0
received)
LEVELS 25 STRUGGLER

Pl. consider following points also while evaluating this pillar.

Sr No. Description/Level 1 2

Manual operations Automation is limited

and a strategy in to monitoring of the
1 Level of Automation
place for variations.Controls
automation are manual

There is no Low cost automation

emphasis or is done to improve
3 Low cost Automation
awareness on low productivity primarily
cost automation by Management

LEVELS STRUGGLER BEGINNER

3 Kaizen 35
 Kaizens Personal : Kaizen / 2 Month /
A 5
Person at all Level -At a glance

Effective Official Kaizen from Packing

B ,Mixing ,Engg ,QA ,Safety & Storage : 10 10
15 Kaizen / Month / Section

Management Kaizen useful for Other

C Units.( Min. 10 / Year) -To be record in 8 10
Standard Format & Monthly Sharing

Management Kaizen useful for Own

D Units .( Min. 20 / year) -Implemented 10 10
(Staff Level )
 2 3 4 5
Assesment
Level

20% to 50% to 70%

<20% improvement > 70% improvement on
on overall weightage
50%improvement on improvement on
overall weightage 2
overall weightage overall weightage

20% to 50% to 70%

<20% improvement > 70% improvement on
on overall weightage
50%improvement on improvement on
overall weightage 4
overall weightage overall weightage

2% to 3% 3% to 5% 5% to 7% 7 % and above 3

BEGINNER ORGANIZED ACHIEVER WORLD CLASS

Actual scroe
Maximum score
%

3 4 5

Automation resulting
Mostly operations are
Mostly operations are automated and in reduction of
automated for variations,losses and
system data is used
controls improvement of
for reducing variation
operations.

Productivity is
measured and have
Concept of low cost improved to the
automation is Productivity is extent of 80% or
brought into small measured and have more of internal
group activity and the improved to the targets.Continuous
group uses varius extent of 50% or exercises undertaken
tools such as Kaizen more of internal for identification and
sheets,one point targets implementation of
lessons etc opportunities for
Productivity
improvement.

ORGANIZED ACHIEVER WORLD CLASS

18.00
3.00

5.00

5.00
Assessment
Score

20

40

15

75
125
60.0
Sr.No Description/Level Weightage 1

Does maintenance have and follow a

1 5 Non Existent
predefined Preventive maintenance schedule

Average Improvement in routine

maintenance. Before/After Cp value to be
2 10 Cp less than 1
calculated. In case of Biscuit packing machine,
UCLc of packing defects may be calculated.

3 Machine performance data availability 5 Absent

4 OEE-Batch Preparation 5 Not known

5 OEE-OVEN 5 Not known
6 OEE-Packing Machines 10 Not known

No system of planned
maintenance.
7 Planned Maintenance 10 Equipments are
repaired as and when
breakdown occurs.

LEVELS 50 STRUGGLER

Pl. consider following points also while evaluating this pillar.

Sr.No Description/Level 1 2

1 Preventive maintenance visibility Not at all visi Planning to do so

Does maintenance have and follow a

2 Non Existent Being Planned
predefined Preventive maintenance schedule

3 Operator Routine maintenance Non Existent Being Planned

4 TPM Absent Being Planned

5 Machine performance data availability Absent Being Planned

Targets are Factory has been

set by fire
divided into zones
fighting on and leaders identified
day to day
for DWM.Workers
7 Daily Works Management basis.QCD
(Quality,Cost participation in DWM
,Delivery) for problems
resolution.DWM
requirement boards are in place
s are not set

1 Autonomous Maintenance 25
Daily cleaning with LLF for 5 minutes
A during in presence of Supervisor & 5
Maintenance person

Lubrication Standarisation & Followup of

B Lubrication Standards and Visual Display 5
for Food Grade / Non Food Grade

C Preventive Maintenance a) Planning / Schedules 5

b) Machine wise Down Time 5
c) Machine Performance / Hi 5
2 Managers Model (All M/Cs to be covered wit 15
A No. of Tag's [ Ten Tags / Manager Model ( Blue & Green 2
B No. of Kaizens given per Manager Model (5 Min.) 5
C Model Machine Implementation Status - 8 Model Machine 8
8 OEE%= (A %XP%XQ%) / 10000 10

Over all Wastage Control Status -

Packing Machines Efficiency , R/B Stock
9 10
on Floor and Monthly Wastage data
Communication from Top to bottom
 Assesment
2 3 4 5 Level

up to 40% of types of up to 80% of types of Well established

Being Planned
machines machines throughout the plant 4

CP=1 to 1,33 Cp-1.33 to 1.5 Cp=1.5 to 1.67 Cp=1.67+ 3

Being Planned Up to 30% machines Up to 80% machines > 80% machines 3

<75% 75% to 85% 85% to 90% > 90% 4
< 80% 80% to 90% 90% to 95% > 95% 4
<75% 75% to 85% 85% to 90% > 90% 4

Planned maintenance
Planned maintenance system is in place.
Planned maintenance system is in place.
Adherence to schedule
system is in place.
Adherence to Adherence to schedule is is more than
schedule is 50%to 80% to 95%.Measures 95%.Machine
Planned Maintenance 80%.Step 1,2,& 3 of undertaken to eliminate breakdowns have
system is in place autonomous
repeat failures. Step 4&5 reduced by 5% in last 4
of autonomous one year. Step 6&7 of
maintenance are maintenance are autonomous
implemented and are implemented and are
maintenance are
taking place regularly taking place regularly in implemented and are
in the organization
the organization taking place regularly in
the organization

BEGINNER ORGANIZED ACHIEVER WORLD CLASS

Actual scroe
Maximum score
%

3 4 5
Visible throughout the
Visible in one area Visible in few areas
plant

On substantial Well established

On few machines
number of machines throughout the plant

On substantial Well established

On few machines
number of machines throughout the plant
 On substantial Well established
On few machines
number of machines throughout the plant

On substantial Well established

On few machines
number of machines throughout the plant

QCD targets are met

80 to
95%.Information on
QCD targets are met
plan,actionsand QCD targets are met 95%
70%to80%.Systematic critical issues are and more.Continual
analysis of losseswith
displayed by Visual improvement on
appropriate initiatives
Management.Worker SOPs,reduction in
identified and
implemented with s participation in day variability and OEE
today basis increased improvement
suitable action plan by
SGA/QC/Suggestion
scheme/simplification

18.00

4
3
4
9.00
1.00
3
5
9.00

9.00
Assessment
Score

20

30

15
20
20
40

40

185
250
74.0
Sr No. Description/Level WTG

1 One Point Lessons 10

Customer Lead Time Performance improvement --Production based on

2 present production lead time/per unit, quality wise (Unit of production to 10
be decided by the respective CM units.

Customer Lead Time Performance improvement --on finished goods based

3 on present dispatch lead time/per unit, quality wise (Unit of production to 10
be decided by the respective CM units.

LEVELS 30

Pl. consider following points also while evaluating this pillar.

Sr No. Description/Level
1 Customer delivery Reliability
4 Internal Customer requirement allignment
5 External Customer requirement allignment

6 Waste Management
 1 2 3 4 5

< 50% lessons taught 50% to 70% lessons 70% to 90% Lessons 90%+ lessons taught
not in practice
and reviewed taught and reviewed taught and reviewed. and reviewed

<10% 10% to 20% 20% to 30% 30% to 40% >40%

<10% 10% to 20% 20% to 30% 30% to 40% >40%

STRUGGLER BEGINNER ORGANIZED ACHIEVER WORLD CLASS

Maximum sco

1 2 3 4 5
>60% >70% >80% >95% >98%
>20% >40% >60% >80% 100%
>20% >40% >60% >80% 100%

Value analysis of
manufacturing
activities for waste
Awareness on waste elimination is done
Waste reduction
and its effect on
through group activity project is meeting
No awareness on profitability.Prelimina
waste and its impact ry wages of waste and detailed action atleast 70 to 90% of Waste reduction is
on profitability and reduction plans are in place its target and is meeting target of 90%
Customer. implemented with no along with targets showing continuous and more.
and reviews.Project is improvement from its
tracking mechanism
meeting 50 to inception.
in place
70%and improvement
measures are
initiated.
 Assesment Assessment
Level Score

4 40

3 30

3 30

Actual scroe 100

Maximum score 150
% 66.7
 Marks in Total
DESCRIPTION Weightage REMARKS
0 to 5 scale marks

Manpower Management
Skills Chart 2 2 4
Team photos 1 2 2
Accident log 2 4 8
Attendance Chart 1 2 2
Holiday Chart 1 2 2
Health & Safety
Regulations 1 5 5
Signs 3 4 12
First Aid 3 4 12
Fire equipment 3 4 12
Emergency exits 2 4 8
Machine Management
Machine Check Sheet 2 4 8
Oiling and lubrication check sheet 2 4 8
Tooling Identification/Shadow boards 2 4 8
Identification of Services 2 4 8
Electrical isolation 2 4 8
Transparent covers 2 3 6
Fluid Min/Max levels 2 4 8
Dials and indicators 3 4 12
Status lights 2 4 8
Material Management
Pick up and Drop off points 2 4 8
Min / Max levels 3 3 9
Part / material identification labels 4 3 12
Visible Planning system 3 2 6
Method
Standard Operating Procedure 3 4 12
Standardised Work Combination Table 2 2 4
Standardised Work Chart 3 2 6
Quality Instructions / samples 3 4 12
Quality Output
Customer Not Right First Time 2 3 6
Statistical Process Control 5 4 20
Run Chart of weight process wise. 4 2 8
Daily machine wise UCLc display 3 2 6
Weekly bar graph of UCLnp vs average UCLc 4 2 8
CV% 3 3 9
Internal Not Right First Time issues 3 3 9
Cost Output
Overall Equipment Effectiveness along with A%, P% and
5
Q% ( Use belt graph)
4 20
Downtime record 4 3 12
Overtime record 1 4 4
GTT study outcome stage wise 3 0 -
Rejected production 3 4 12
Rejected output can not be recycled 4 4 16
Wrapper Wastage 3 4 12
Not Right First Time costs 2 3 6
Delivery Output
Output plan V actual, including reasons 3 4 12
Delivery Schedule Adherence results 3 4 12
Reasons for Late / wrong delivery 3 4 12
Supplier delivery performance 3 4 12
Management Boards
Quality, Cost, Delivery (output measures) 3 4 12
Organisational Chart 1 4 4
Visual Management board 1 4 4
 # All the faculties and observers, please give your weightage for all displays in the sca
Dear Manoj and Shailesh, as per your opinion, which one CM units will not like to display because of their inter

S. No. DESCRIPTION CATEGORY

1 Skills Chart Man Power Management

2 Team photos Man Power Management
3 Accident log Man Power Management
4 Attendance Chart Man Power Management
5 Holiday Chart Man Power Management
6 Regulations Health & safety
7 Signs Health & safety
8 First Aid Health & safety
9 Fire equipment Health & safety
10 Emergency exits Health & safety
11 Machine Check Sheet Machine Management
12 Oiling and lubrication check sheet Machine Management
13 Tooling Identification/Shadow boards Machine Management
14 Identification of Services Machine Management
15 Electrical isolation Machine Management
16 Transparent covers Machine Management
17 Fluid Min/Max levels Machine Management
18 Dials and indicators Machine Management
19 Status lights Machine Management
20 Pick up and Drop off points Material Management
21 Min / Max levels Material Management
22 Part / material identification labels Material Management
23 Visible Planning system Material Management
24 Standard Operating Procedure Method
25 Standardised Work Combination Table Method
26 Standardised Work Chart Method
27 Quality Instructions / samples Method
28 Customer Not Right First Time Quality Output
29 Statistical Process Control Quality Output
30 Run Chart of weight process wise. Quality Output
31 Daily machine wise UCLc display Quality Output
Weekly bar graph of UCLnp vs average
Quality Output
32 UCLc
33 CV% Quality Output
34 Internal Not Right First Time issues Quality Output
Overall Equipment Effectiveness along
Cost Output
35 with A%, P% and Q% ( Use belt graph)
36 Downtime record Cost Output
37 Overtime record Cost Output
38 GTT study outcome stage wise Cost Output
39 Rejected production Cost Output
40 Rejected output can not be recycled Cost Output
41 Wrapper Wastage Cost Output
42 Not Right First Time costs Cost Output
43 Output plan V actual, including reasons Delivery Output
44 Delivery Schedule Adherence results Delivery Output
45 Reasons for Late / wrong delivery Delivery Output
46 Supplier delivery performance Delivery Output
47 Quality, Cost, Delivery (output measures) Management Boards
48 Organisational Chart Management Boards
49 Visual Management board Management Boards
50 Steering committee meeting Management Boards
51 One Point Lesson TPM
52 Managers model TPM
No. of Individual kaizens, Group kaizen
TPM
53 (LQC and QIT)
54 Tag System TPM
55 MTBF TPM
56 Maintenance done/next due dates TPM
Kaizen points display with name and photo TPM
57
Operator status in autonomous
TPM
58 maintenance
5-S score board and place for shield to be
Work Place Management
59 displayed
60 Jagruti group members photo Work Place Management
61 5-S home Work Place Management
62 Before/after photo in each zone Work Place Management
63 Red zone area Work Place Management
64 Marking for safety in movement Work Place Management
65 Marking of foundation volt Work Place Management
66 5-S display boards/hoardings Work Place Management
Directions for movement of man and Work Place Management
67 material
68 standard colour coding for pipelines etc Work Place Management
69 Fire and safety equipments location Work Place Management
70 First aid box with items and expiry dates Work Place Management
71 Parking area Work Place Management
72 Path ways Work Place Management
73 levelling of Items and equipments Work Place Management
74 Individual responsibility matrix Work Place Management
75 Items in Seiri Museum Work Place Management
76 Others through Creativity
77 Others through Creativity
78 Others through Creativity
79 Others through Creativity
80 Others through Creativity
81 Others through Creativity
82 Others through Creativity
83 Others through Creativity
84 Others through Creativity
85 Others through Creativity
age for all displays in the scale of 1 to 5 from low to high importance.
like to display because of their internal reasons please specify in remarks.

Marks in 0
Weightage# Total marks REMARKS
to 5 scale

2 3 6
1 2 2
4 4 16
1 4 4
1 3 3
1 4 4
1 4 4
1 4 4
4 4 16
3 4 12
2 4 8
2 4 8
1 3 3
1 3 3
3 3 9
2 2 4
3 3 9
3 4 12
3 4 12
4 3 12
3 3 9
4 4 16
5 3 15
4 4 16
3 2 6
2 3 6
1 4 4
1 2 2
5 2 10
4 2 8
3 2 6
4
2 8
3 2 6
2 2 4
3
4 12
5 2 10
3 4 12
3 2 6
3 4 12
2 2 4
3 4 12
2 2 4
2 4 8
3 4 12
2 4 8
4 4 16
5 4 20
3 2 6
5 4 20
5 5 25
5 4 20
5 4 20
5
4 20
5 4 20
5 3 15
5 4 20
4
4 16
4
4 16
5
4 20
3 4 12
4 4 16
2 4 8
4 4 16
5 4 20
2 3 6
3 4 12
5
4 20
5 3 15
5 4 20
3 4 12
5 4 20
5 4 20
5 4 20
5 4 20
4 4 16
 1
2

10
11

12

13

14

15

16
17

18

19

20

21

22
23

24

25

26
27

28
 Annual Sales (Rs) = Total sales in rupees in a financial year
Total no of employees
Permanent employees + casual employees (on an average day) = Total No of Employees
Total no of hourly employees
Average number of casual workers on any given day
Ratio of direct labor to indirect labor
Direct labor is defined here as those workers whose direct involvement in the manufacturing
process leads to a value addition that can be attributed to the cost of manufacturing. All other labor
will be classified as Indirect labor e.g.; maintenance staff, material handling (shop floor, stores,
etc), housekeeping, supervisors, etc.
Total Inventory Holding
Turnover for current year
---------------------------------------------------- = Stock turns per year and
Value of total inventory holding at year end
Operating days per annum
------------------------------------ = Total inventory days
Stock turns per annum
Raw Material Holding
Turnover for current year
---------------------------------------------------- = Stock turns per year and
Value of Raw materials
Operating days per annum
------------------------------------ = RM inventory days
Stock turns per annum
WIP Holding
Turnover for current year
---------------------------------------------------- = Stock turns per year and
Value of WIP
Operating days per annum
------------------------------------ = WIP days
Stock turns per annum
Finished Goods Holding
Turnover for current year
---------------------------------------------------- = Stock turns per year and
Value of Finished Goods
Operating days per annum
------------------------------------ = Finished Goods days
Stock turns per annum
The sum of RM, WIP & FG inventory types will equal the value of total inventory holding.
First pass yield (%)
Average number of accepted products manufactured without rework
------------------------------------------------------------------------------------ x 100 = First Pass Yield %)
Average total production
Customer return rate:
Number of units returned by customers in year
-------------------------------------------------------- x 1,000,000 = Customer Return Rate PPM
Total number of units sold in year
OR If product variety is high, then the following may be used
Value of units returned by customers in year
------------------------------------------------------- x 1,000,000 = Customer Return Rate PPM
Value of units sold in year
Internal reject rate:
Number of manufactured units rejected through inspections in year
-------------------------------------------------------------------------------- x 100 = Internal Reject Rate
(%)
Total units manufactured in year
OR If product variety is high, then the following may be used
Value of manufactured units rejected through inspections in year
-------------------------------------------------------------------------------- x 100 = Internal Reject Rate (%)
Total value of units manufactured in year
Internal scrap rate:
Value of material scrapped during production in year
------------------------------------------------------------------- x 100 = Internal Scrap Rate (%)
Total value of material purchases in year
Note: This measure is based on the material purchase value and not the hypothetical selling or value
added price of the scrapped product/material.
Internal rework rate (%):
Number of manufactured units reworked as a result of defects in year
----------------------------------------------------------------------------------- x 100 = Internal Rework Rate
Total number of units manufactured in year
Note: Internal reworks are any internal off-line activity carried out to correct production tasks that
are not completed to specification during the course of the manufacturing process.
Example: One in ten bumpers painted at a paint shop are found to have poor finish due to dust
entering the paint booth. As a result, these bumpers do not progress directly from painting to
polishing, but rather to a rework area where the identified bumpers are corrected. This activity is a
rework process. In this case the firm would register a 10% rework rate for the painting of its
bumpers.
Supplier return rate:
Number of units returned to suppliers in year
---------------------------------------------------------- x 1,000,000 = Supplier Return Rate PPM
Total number of units purchased in year
OR If product variety is high, then the following may be used
Total value of units returned to suppliers in year
------------------------------------------------------------- x 1,000,000 = Supplier Return Rate PPM
Total value of units purchased in year
Average manufacturing throughput time:
This is defined as the average times taken to manufacture for the five major products of the
company. The time is calculated from the start of value adding process till the final packing (when
it is ready for dispatch).
Production time lost to machine/tool changeovers:
Total production time lost due to machine and
Tool changeovers in year
------------------------------------------------------- x 100 = Machine & tool changeovers as a % of
Total production time in year production time
Supplier lead time performance:
This is defines as the average time taken by the supplier from the receipt of the order to the delivery
of the goods. The average times for the 5 most important goods can be enclosed.
Customer delivery reliability:
Number of on time and in full deliveries to customers in year
-------------------------------------------------------------------------- x 100 = On time and in full
Total number of deliveries to customers in year deliveries (%)
Production time lost to machine/tool breakdowns:
Total production time lost due to machine and
tool breakdowns in year
------------------------------------------------------------------ x 100 = Machine & tool breakdowns as %
Total production time in year of production time
Note: This includes all production time lost due to machine and/or tool breakdowns and not only
the time taken to repair the machine/tool.
Predictive/preventative maintenance as a % of total maintenance time:
Total time spent for Predictive and/or
Preventive maintenance in year
------------------------------------------------------- x 100 = Predictive/Preventive Maintenance as % of
Total time spent on maintenance total maintenance
in year
Area of facility (Sq Mtr)
Total area of the facility = covered area + uncovered area
Covered Area of facility (Sq Mtr) = Total covered area of the facility which is directly or indirectly
used for production.
Number of different processes: Average no of processes to produce a product
Employee suggestions received:
Total number of employee suggestions received in year
------------------------------------------------------------------- = Number of suggestions received per
Average number of employees in year
Employee suggestions received:
Total number of employee suggestions implemented in year
------------------------------------------------------------------------ = Number of suggestions implemented per employee
Average number of employees in year
Expenditure on own R&D activities:
This includes all costs associated with new product development including R&D staffing and
facility costs. This figure excludes royalty payments to parent companies and/or licensors.
Contribution of new products to past year sales:
Total value of sales in year from products
released over past 12 months
---------------------------------------------------- x 100 = Contribution of new products to sales (%)
Total value of sales in year
Note: ‘New product sales’ can be defined as the sales derived from any product that is materially
different in application or form from products previously manufactured and sold by the firm, and
that carry a separate identity (i.e. product number).
Expenditure on IT (% of turnover):
Total spend on IT
-------------------------------------- x 100 = Expenditure on IT (% of turnover)
Total turnover in a year
Expenditure on Automation (% of turnover):
Total spend on Automation
-------------------------------------- x 100 = Expenditure on Automation (% of turnover)
Total turnover in a year