{"text_format":"1","workbook":"xlsx","n_sheets":16,"sheets":["Instructions & Definitions","Assessment Dashboard","Teamwork","5S","Standards","Muda Elimination","TPM","JIT","Employee Involvement","Quality First","Calculation","Observation Summary","Assessment Analysis","QOS - G1","QOS - D1","Scoring Calculation"],"not_rendered":{"charts":22,"images":1,"macros":1,"external_links":2,"defined_names":228,"comments":9,"pivot_tables":0},"unopened":[],"bounds":{"document_bytes":16777216,"sheet_cells":100000,"rows_first":2000,"rows_last":500,"rows_between":2000,"halvings":0,"cell_chars":16384,"cell_head_chars":4096},"cells_cut":0,"cells_raw":0,"read":"whole","date_system":"1900"}

{"sheet":"Instructions & Definitions","index":0,"n_rows":82,"n_cols":9,"rows_kept":82,"cut":false,"hidden":false,"merged":[[55,1,55,2],[55,3,55,15],[47,2,47,15],[48,2,48,15],[49,2,49,15],[24,3,24,15],[25,3,25,15],[31,3,31,15],[44,2,44,15],[46,1,46,15],[34,1,34,3],[35,2,35,15],[39,1,39,15],[40,2,40,15],[41,2,41,15],[42,2,42,15],[43,2,43,15],[1,1,3,15],[10,2,10,15],[11,2,11,15],[14,2,14,15],[15,2,15,15],[13,2,13,15],[12,2,12,15],[16,2,16,15],[17,2,17,15],[19,2,19,15],[20,2,20,15],[21,1,21,3],[22,2,22,15],[18,2,18,15],[54,1,54,2],[54,3,54,15],[28,1,28,3],[32,2,32,15],[52,1,52,2],[52,3,52,15],[53,1,53,2],[53,3,53,15],[26,2,26,15],[29,2,29,15],[38,1,38,15],[51,1,51,15],[30,3,30,15],[23,3,23,15],[56,1,56,2],[56,3,56,15],[57,1,57,2],[57,3,57,15],[58,1,58,2],[58,3,58,15],[59,1,59,2],[59,3,59,15],[60,1,60,2],[60,3,60,15],[61,1,61,2],[61,3,61,15],[62,1,62,2],[62,3,62,15],[63,1,63,2],[63,3,63,15],[64,1,64,2],[64,3,64,15],[65,1,65,2],[65,3,65,15],[66,1,66,2],[66,3,66,15],[67,1,67,2],[67,3,67,15],[68,1,68,2],[68,3,68,15],[69,1,69,2],[69,3,69,15],[70,1,70,2],[70,3,70,15],[71,1,71,2],[71,3,71,15],[72,1,72,2],[72,3,72,15],[73,1,73,2],[73,3,73,15],[74,1,74,2],[74,3,74,15],[75,1,75,2],[75,3,75,15],[76,1,76,2],[76,3,76,15],[80,1,80,2],[80,3,80,15],[81,1,81,2],[81,3,81,15],[77,1,77,2],[77,3,77,15],[78,1,78,2],[78,3,78,15],[79,1,79,2],[79,3,79,15]]}
["VESS 001 Appendix A - VES Assessment"]
[null,"Assessment purpose: To understand the current level of VES application in a site and how the VES level effects the site performance.  To define the gap between where we are today and true north."]
[]
[]
[]
[null,null,null,"Enter the site acronym here →",null,null,null,null,"Enter the date of the assessment →"]
[]
[]
[null,"Instructions"]
[null,"Element Instructions:"]
[null,"1.","The team should start each element by reading the mission statement.  The mission statement will serve as a point of reference for team as they perform the specific section."]
[null,"2.","Start with the \"Leadership\" section. See \"definition of terms\" section below for a description of Leadership. Note: This section can be done in meeting room if necessary participants are present."]
[null,"3.","For each specific component, start reading from the level where the plant thinks they are today (or from level 3 if assessment should be reset)."]
[null,"4.","If the plant does not meet all statements/requirements the level is not met; read the level below. If the level is met; continue to level above. \nNote: If a statement seems difficult to understand then ask yourself “What is the intent/purpose of this statement?” You will likely be correct."]
[null,"5.","Select the level that best describes the current leadership behaviors and enter in the column \"Score\". This will automatically assign the level color. If you change the score from a previous assessment, note the changes in the change log provided in each element tab. Note: Resist the urge to look good, go with the lower score if you are not sure."]
[null,"6.","Go to Genba and assess the \"Workplace\" section and repeat step 3 to 5. See \"definition of terms\" section below for a description of Genba. "]
[null,"7.","Select the number in the width column that represents how wide spread the concept is within the site. Hover over the \"width\" cell to see the comment with the definition for width 1-3. If you change the width from a previous assessment, note the changes in the change log provided in each element tab. Note: Try to select a level that corresponds to a width of 3. This makes it easier to identify areas to improve when evaluating the results."]
[null,"8.","For each objective statement in the assessment there are instructions and standardized formulas located in the \"Calculation\" tab.  Fill in the yellow boxes and use the outcome in the green box to determine the results for each statement. Note: This should be prepared before the assessment starts."]
[null,"9.","When the element is complete, ask each assessment team member; \"What is your main take away?\". Note strengths and opportunities at the bottom section \"Record the main take for this section of the assessment\". Note: Notes from all elements are summarized in the \"Observation Summary\" worksheet."]
[null,"10.","Repeat these steps for all 8 elements and all components of the assessment."]
[]
[null,"Assessment Dashboard:"]
[null,"1.","Use the \"Assessment Dashboard\" tab to evaluate the overall results."]
[null,null,"a.","The colors of the house indicate strengths and weaknesses within the different elements of the house."]
[null,null,"b.","The pareto chart is another indication of where the site is the strongest and where they have the most opportunities."]
[null,null,"c.","The gauge chart indicates the overall assessment result."]
[null,"2.","Use the results to focus on areas of opportunity.  Define specific actions that will be taken to strengthen the site."]
[]
[null,"Assessment Analysis:"]
[null,"1.","Use the \"assessment Analysis\" tab to look deeper into the results."]
[null,null,"a.","The top two graphs indicate the strengths and opportunities for each element. The graph on the left shows Leadership and the graph on the right shows Workplace. Compare the results for Leadership vs. Workplace.  "]
[null,null,"b.","All remaining graphs indicate the strengths and opportunities by component within an element."]
[null,"2.","Use the results to zero in on areas of opportunity. Define specific actions that will be taken to strengthen the site."]
[]
[null,"QOS - G1 and  D2:"]
[null,"1.","After the assessment is done, populate the QOS chart according to VS061. Pareto Chart is linked to the Dashboard."]
[]
[]
[null,"Definitions"]
[null,"Achievement Levels for house elements"]
[null,1,"Low level of understanding and execution"]
[null,2,"Poor adherence to existing standards"]
[null,3,"Adherence to standards fluctuates with changes in management"]
[null,4,"Above average discipline to standards. Many understand \"the what\" and \"the how\" of VES"]
[null,5,"Benchmark level that is at or very close to True North. Discipline to standards and understanding of \"the why\" is part of the culture"]
[]
[null,"Width of Deployment"]
[null,1,"Some instances"]
[null,2,"More than 50% of the site is implemented"]
[null,3,"Fully deployed and is part of the culture"]
[]
[null,"Definition of terms."]
[null,"Word",null,"Descriptions"]
[null,"VS",null,"Veoneer Standard (e.g. VS 57)"]
[null,"CFT",null,"Cross Functional Team. The idea is to have people on the team which: 1. provide necessary skills and talents for team to be successful, and 2. have people with different viewpoints and understanding to ensure success in all aspects."]
[null,"CPC",null,"Change Point Control. CPC is a process to manage Change Points, see VESS 004."]
[null,"Direct",null,"For this document \"Direct\" has reference to production, inspection, and warehouse areas.\n(see \"indirect\" below)"]
[null,"Dock to Dock",null,"From incoming dock to outgoing dock for a facility. Part received to part shipped."]
[null,"Facility",null,"Manufacturing plant, tech center, office, cross dock, etc."]
[null,"FIFO",null,"First In First Out. Means always using the oldest material first."]
[null,"Genba",null,"Worksite. Location where action is taking place, including: operations, office areas, and support areas, etc."]
[null,"Indirect",null,"For this document \"Indirect\" has reference to all departments and areas not defined in \"Direct\".\n(see \"direct\" above)"]
[null,"Leadership",null,"The word leadership in the VES assessment refers to all persons in leading positions, such as Functional Managers, Operational Managers, Supervisors and other leaders. "]
[null,"Management",null,"Manager of an area/department or facility."]
[null,"MPS",null,"Manufacturing Process Specification (VS 405).  A process to capture good manufacturing standards and then applying them globally."]
[null,"MTBF",null,"Mean Time Between Failures; The average time between failures of a machine/system."]
[null,"MTTR",null,"Mean Time To Repair;  The average time required to repair a machine/system. Total corrective maintenance time divided by the total number of corrective maintenance actions during a given period of time."]
[null,"Mura",null,"Unevenness, irregularity or inconsistency in an operation. For example; a gyrating schedule not caused by end-consumer demand but rather by the production system, or an uneven work pace in an operation causing operators to hurry and then wait."]
[null,"Muri",null,"Overburdening people, processes or machines by requiring them to run at a higher or harder pace with more force and effort for a longer period of time than equipment designs and appropriate workforce management allow."]
[null,"Non-Manufacturing",null,"This is a phrase to describe areas where VES can be applied outside of the production areas. Normally VES can be applied everywhere but the scope for this Assessment is production plants including the support functions related to the plant organization (e.g. plant quality but not country IT)."]
[null,"PEFF",null,"Production EFFiciency - a measurement of how well a cell/facility can produce the correct parts at the correct time. PEFF by volume is a low level measurement, but when variety is added it is a higher level of measurement. The level of PEFF can be measured daily or even by pitch."]
[null,"PM",null,"Preventative Maintenance. Tasks done to prevent breakdown of a machine, process, or system."]
[null,"Skill Matrix",null,"A matrix developed to show skill level of operators in a cell or support area. Answers the question; who can do this job."]
[null,"Stakeholder",null,"A person who has a vested interest in changes to the process because they are either directly or indirectly affected."]
[null,"Standard Work",null,"A designed method to do a task. This method is the safest, most efficient, and obtains the best quality. Standard work is used in both manufacturing, non-manufacturing, and management."]
[null,"Standards Filter",null,"A series of questions that help to determine if a standard exists, needs improvement, or is trained to in order to stabilize the process and avoid abnormalities."]
[null,"Value Add",null,"The specific location where components are added or transformation of the part takes place."]
[null,"Visual Display",null,"Making information available for users. Nice to look at but does not trigger a response."]
[null,"Visual Control",null,"When a visual signal (Green changes to Yellow or from Yellow to Red) occurs, a reaction takes place to recover the good condition."]
[null,"VSD",null,"Value Stream Design or Future State Map. The design of what is desired for the future value stream. Also known as the Dream State."]
[null,"VSM",null,"Value Stream Map or Current State Map."]
[null,"Workplace",null,"Refers to the area where work is completed. Could be production, engineering, logistics, etc."]

{"sheet":"Assessment Dashboard","index":1,"n_rows":40,"n_cols":45,"rows_kept":40,"cut":false,"hidden":false,"merged":[[1,0,1,37],[39,36,39,37],[42,36,42,37],[4,9,4,20],[4,29,4,35],[21,4,21,7],[21,20,21,23],[21,11,21,16],[29,12,29,15],[29,17,29,20],[29,22,29,25],[30,7,34,10],[30,12,34,15],[29,2,29,5],[29,7,29,10],[30,2,34,5],[30,17,34,20],[30,22,34,25],[22,4,26,7],[22,12,26,15],[22,20,26,23]]}
["VESS 001 Appendix A - VES Assessment",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Site:",{"$f":"IF('Instructions & Definitions'!E6=\"\",\"\",'Instructions & Definitions'!E6)","v":""}]
["VES Assessment Dasboard"]
[]
[]
[null,null,null,null,null,null,null,null,null,"VES House Element Results",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Overall Assessment Result"]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Gauge chart data"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Percentage","Data"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0.22222222222222221,40,"Basic","value",{"$f":"'Scoring Calculation'!R13","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0.22222222222222221,40,"Bronze","pointer",1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0.22222222222222221,40,"Silver","end",{"$f":"200-(AS9+AS10)","v":199}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0.22222222222222221,40,"Gold"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0.1111111111111111,20,"Platinum"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Sum:",{"$f":"SUM(AO9:AO13)","v":1},{"$f":"SUM(AP9:AP13)","v":180}]
[]
[]
[]
[]
[]
[]
[]
[null,null,null,null,"Just In Time",null,null,null,null,null,null,"Employee Involvement",null,null,null,null,null,null,null,null,"Quality First"]
[null,null,null,null,{"$f":"'Scoring Calculation'!$Q$10","v":0},null,null,null,null,null,null,null,{"$f":"'Scoring Calculation'!$Q$11","v":0},null,null,null,null,null,null,null,{"$f":"'Scoring Calculation'!$Q$12","v":0}]
[]
[]
[]
[]
[]
[]
[null,null,"Team Work",null,null,null,null,"5S",null,null,null,null,"Standards",null,null,null,null,"Muda Elimination",null,null,null,null,"TPM"]
[null,null,{"$f":"'Scoring Calculation'!$Q$5","v":0},null,null,null,null,{"$f":"'Scoring Calculation'!$Q$6","v":0},null,null,null,null,{"$f":"'Scoring Calculation'!$Q$7","v":0},null,null,null,null,{"$f":"'Scoring Calculation'!$Q$8","v":0},null,null,null,null,{"$f":"'Scoring Calculation'!$Q$9","v":0}]
[]
[]
[]
[]
[]
[]
[]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Date of assessment: ",{"$f":"IF('Instructions & Definitions'!J6=\"\",\"\",'Instructions & Definitions'!J6)","v":""}]

{"sheet":"Teamwork","index":2,"n_rows":27,"n_cols":28,"rows_kept":27,"cut":false,"hidden":false,"merged":[[6,21,6,22],[6,23,6,24],[6,25,6,26],[15,2,25,13],[0,16,0,17],[0,18,0,19],[1,1,3,13],[4,1,4,15],[5,21,5,26],[6,1,7,1],[6,9,6,15],[6,16,6,17],[6,18,6,19],[6,2,6,7]]}
["VESS 001 Appendix A - VES Assessment",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Leadership",null,"Workplace"]
[null,"Team Work",null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Total Achieved",{"$f":"SUM(H9:H26)","v":0},null,{"$f":"SUM(Q9:Q26)","v":0},1,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Total Possible",{"$f":"COUNTA(G9:G26)*5","v":25},null,{"$f":"COUNTA(N9:N26)*5*3","v":75},2,2]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Percentage",{"$f":"R2/R3","v":0},null,{"$f":"T2/T3","v":0},3,3]
[null,"Mission Statement: Cross functional teams are organized to capture problems early, and then act swiftly to correct.  Regular proactive actions are geared to maintain a stable operation at the Genba*.  Teams seamlessly act horizontally and vertically to implement calculated actions which align with Policy Deployment.",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,4]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Changes"]
[null,"Component","Leadership (Behaviors)",null,null,null,null,null,null,"Workplace (Evidence)",null,null,null,null,null,null,null,null,null,null,null,"Leadership",null,"Workplace",null,"Width"]
[null,null,1,2,3,4,5,"Score",null,1,2,3,4,5,"Score","Width","Total",null,null,null,null,"Before","New","Before","New","Before","New","Why was the Rating changed?"]
[null,"Team Meetings"," -Leadership meetings are random and only partially attended. \n -Information discussed is random.\n"," -Leadership meets as needed with low efficiency (>30min approx.). \n -Key members are often missing."," -Standard morning meeting with low efficiency (>30min approx.). \n -Viewed as a place to judge and blame.\n -Opening meeting time is not early in the day(>2hours after start of work day.)\n -No repeatable follow up to close the loop on actions.","Morning meetings are efficient (<30min approx.). \n -Standard agenda exists for providing information and driving actions. \n -Action Register (LOP) is used to ensure accountability and to close the loop.\n -Opening meeting is early in the day (<2 hours after the start of work day)\n"," -Morning and closing meetings are efficient (<30min approx.) in providing status and driving action in the site.\n -Meeting purpose is defined, agenda exists, the right team members participate or send delegate, & the meeting starts and ends on time.\n -Any team member can run the meeting (Autonomous)\n -Team members come to the meeting fully prepared so the efficiency is not lost.\n -Actions are completed on time.",null,null," -Team meetings are random and often unorganized.\n -Information is rarely shared between shifts.\n"," -Team meets as needed to discuss issues (not daily).\n -Actions are assigned with little to no follow up. \n -Information between shifts is shared reactively when a problem happens."," -Team meets daily, no standard agenda / low efficiency\n-Expectations are not well defined.\n -A method exists to transfer information between shifts.","Team members meet daily at a set time. \n -Agenda exists\n -Meeting starts +/- 3 min of start time.\n -The method to share information between shifts is used.\n"," -Team members meet daily to provide information and drive action at the worksite.\n -Meeting purpose is defined, agenda exists, the right team members participate or send delegate, & the meeting starts and ends on time.\n -Information is transferred seamlessly and efficiently  from one shift to the next.",null,null,{"$f":"IF(O9<3,O9,O9*P9)","v":0}]
[null,"Policy Deployment"," -PD exists but is not used as a tool to drive work in the site."," -PD exists and is viewed as extra work on top of other demands."," -PD is followed by the team.  \n -Status is often outdated. \n -Is typically updated only when upper Management* visits the site."," -Leadership promotes PD and generally aligns actions to support tactics. \n -Monthly action plans to review."," -PD is the method to drive focused action and prioritize resources. \n -All actions are calibrated against current tactics. \n -Monthly action plans are used to create recognition and accountability.\n",null,null," -Actions in the site are random because the team is not aware of Policy Deployment tactics."," -Policy deployment is rolled out at the beginning of the year and displayed visually in the site.\n -Very little interaction between PD and team members daily work. "," -Team members are aware of PD but do not use it to prioritize resources and actions.\n -Actions are not documented to promote follow up."," -Team members are aware of PD and  strive to align actions to tactics.\n -Actions are documented and team members hold each other accountable."," -All team actions are calibrated through PD to maximize results.\n-Team members participate in action plan reviews to show progress.",null,null,{"$f":"IF(O10<3,O10,O10*P10)","v":0}]
[null,"Site Organization / Structure"," -Each functional department has their own objectives.\n -Decision are taken at the department level to meet the needs of the department."," -The site Management* team (Site staff) is autonomous.\n -Lower levels (AMC/AMG) of the organization are not autonomous."," -Each level of the organization is autonomous with cross functional team members to make business decisions.\n- A plan exists to grow autonomy according to job responsibilities."," -Goals and objectives are common for all leadership members.\n -Cross functional teams support each other to fulfill common objectives.\n -Leaders have appointed deputies so that no critical task is left unattended.\n -The business runs well regardless of absenteeism. "," -Leadership understands the value of an Autonomous organization.  The working level (AMT) is viewed as the priority in terms of needed support. \n -The customer/supplier relationship continues up the organization. (e.g. AMC supports the AMG, AMO supports the AMC, etc.)\n -Each level of the organization is working at the optimal level of autonomy.",null,null," -Organizational structure is not clear to all team members."," -Team member roles and responsibilities are not clear.\n -Support must be requested from each functional group."," -Roles and responsibilities are clear but support does not reach lower levels."," -Support is given frequently (Weekly) to next level. \n -Indicators, actions, dead-lines etc. are visual and discussed during meetings between levels.\n -CFT is proactive in supporting the team members."," -Next level down is presenting the status, problems, actions etc. \n -They are requesting and given support when needed.\n -Actions are done efficiently and results can be followed.\n -Organizational structure provides necessary communication to support the needs.",null,null,0]
[null,"SQDCM"," -Leadership follow up on SQDCM is random.\n -Leadership in general does not see it as a tool to manage the worksite."," -Leadership follow up to SQDCM happens on an as needed basis.\n -Daily execution is left to the worksite level and leadership accepts the results, good or bad."," - Leadership follow up to SQDCM is programed as part of the daily routine. SQDCM is followed in some but not all areas of the site.\n"," -Leadership supports SQDCM with reactive support as needed.\n -Leadership ensures SQDCM is in place and well managed in all functions."," -Leadership views SQDCM as the way to engage all levels of the organization.\n -Leadership engages in worksite levels of SQDCM proactively to communicate PD goals, show support and demonstrate commitment.\n\n",null,null," -SQDCM is present but obviously not used. \n -Not updated on time, no actions defined."," -SQDCM is used and mostly filled out but not used to drive improvement. \n -Very few actions defined."," -SQDCM is used and filled out.\n -Actions are documented. \n -Very little follow up happens to close actions."," -SQDCM Management as a normal way to work.\n- SQDCM Letters & trend Charts up to date.\n- Action Register is up to date and used."," -SQDCM includes proactive/leading indicators with long-term targets and defined actions.\n -Actions are given high priority to support the team.\n -SQDCM is used proactively to drive PD at the line/process level.\n\n",null,null,0]
[null,"Workshops"," -Leadership has minimal involvement in identifying workshop opportunities.\n -Workshops happen without manager approval or commitment."," -Leadership gets involved in workshops on an \"as needed\" basis.\n -Leadership does not seek opportunities to participate in workshops."," -Leaders assist in identifying workshop opportunities.  Leadership offers support reactively during the workshop process."," -Leadership is actively engaged in identifying workshops.\n -A method exists to provide follow up and help teams overcome barriers to success."," -Leadership is consistent in celebrating the success of workshop teams.\n -Leadership provides support to workshop teams proactively and as part of their work routine.\n ",null,null," -Workshops happen spontaneous without sufficient planning.\n -Most workshop documentation is filled out after the process.\n -No team training exists to raise skill and ability.\n"," -Why this workshop is often skipped.\n -No evidence of a cross functional team, most actions done by one person.\n -SMART goal is not complete."," -Team members understand the value of the Why this Workshop to define targets and objectives.\n -Planning is defined and visualized before starting workshops/ improvements."," -Workshops are a natural way to drive improvements.\n -There is visual planning for workshops in each area.\n -Teams are participating in recognition ceremonies regularly.\n -Workshop teams are cross functional.\n -Workshops are actively being worked to closure.","  -Team members understand the value of the Why this Workshop to define targets and SMART objectives.\n -Planning is defined and visualized before starting workshop.\n -Team members organize workshops by themselves to improve worksite conditions.\n -VES training happens in each workshop.\n -Workshops have a clear link to Policy Deployment.\n -Team members are recognized for their success.\n\n",null,null,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(S14<3,S14,S14*P14)","v":0}]
[null,null,"Record the main take for this section of the assessment.",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,2,2]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,3,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,4,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,5,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"Q26","v":0},null,0]
[null,null," "]

{"sheet":"5S","index":3,"n_rows":19,"n_cols":28,"rows_kept":19,"cut":false,"hidden":false,"merged":[[6,21,6,22],[6,23,6,24],[6,25,6,26],[14,2,24,13],[0,16,0,17],[0,18,0,19],[1,1,3,13],[4,1,4,15],[5,21,5,26],[6,1,7,1],[6,9,6,15],[6,16,6,17],[6,18,6,19],[6,2,6,7]]}
["VESS 001 Appendix A - VES Assessment",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Leadership",null,"Workplace"]
[null,"5S",null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Total Achieved",{"$f":"SUM(H9:H21)","v":0},null,{"$f":"SUM(Q9:Q21)","v":0},1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Total Possible",{"$f":"COUNTA(G9:G33)*5","v":20},null,{"$f":"COUNTA(N9:N33)*5*3","v":60},2]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Percentage",{"$f":"R2/R3","v":0},null,{"$f":"T2/T3","v":0},3]
[null,"Mission:  Create a continuously improving environment where everyone can work safely, easily tell normal from abnormal at a glance, and naturally understand the work. All employees understand the connection between 5S and high efficiency.  Create an environment where Customers and Stakeholders* automatically have a positive perception based on the 5S conditions."]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Changes"]
[null,"Component","Leadership (Behaviors)",null,null,null,null,null,null,"Workplace (Evidence)",null,null,null,null,null,null,null,null,null,null,null,"Leadership",null,"Workplace",null,"Width"]
[null,null,1,2,3,4,5,"Score",null,1,2,3,4,5,"Score","Width","Total",null,null,null,null,"Before","New","Before","New","Before","New","Why was the Rating changed?"]
[null,"Efficiency"," -Leadership demonstrates very little commitment to 5S.\n -Leadership has a weak understanding of 5S benefits."," -Leadership has been trained on 5S and it's benefits.\n -Often too busy to follow up or reinforce good 5S in their areas of responsibility."," -Leadership gives attention to 5S mainly when there is a high level visit to the site.\n -Leadership views 5S as a housekeeping technique only."," -Leadership recognizes the benefit of  being able to tell normal from abnormal.\n -Good 5S is expected at all times.\n -Leaders take the time to correct poor 5S because it is important to them personally."," -Leadership recognizes 5S as a tool to drive efficiency in the workplace.\n -Leadership engages in the 5S process at the Genba*.\n",null,null," -Team members cannot tell normal from abnormal.\n -Many items out of place.\n -General cleanliness is poor."," -Team members have been trained on 5S.\n -Team members are not given time to work on 5S improvements and maintaining good 5S."," -Basic 5S elements are in place. \n -Locations exist for most items at the workplace.\n -Many items are left outside of their designated location.\n -Work sequences are interrupted to retrieve needed items."," -Needed items are generally in a good location to promote efficiency.\n -Team members take pride in their work area and are disciplined to daily cleaning activities.\n -Team members hold themselves and others accountable for 5S activities.\n"," -All items have a location that is clearly identified.\n -Locations are at the point of use and are easy to use.\n -Team members continuously strive to find a more natural way to work.\n -It is difficult to put something out of place.\n -Team members very rarely have to leave their workstation to retrieve needed items.\n",null,null,{"$f":"IF(O9<3,O9,O9*P9)","v":0}]
[null,"Stakeholder* Perception"," -Leadership does not see the connection between the conditions of the worksite and their behaviors as a leader."," -Leadership is aware of the relationship between good 5S and Stakeholder* perceptions.\n -This awareness does not result in sufficient follow up."," -Leadership is generally aware of the impact 5S has on perceptions.\n -Leadership interactions to improve 5S are reactive based on feedback from visitors."," -Leadership takes a proactive role in modeling good 5S.\n -Leadership proactively seeks feedback from customer and Stakeholder* visits on areas to be improved."," -Leadership drives the expectation to be continuously ready for a visit from any customer at any time.\n -Leadership understands that the 5S condition is a reflection of their skill and ability as a manager.\n -Leadership is proactive in highlighting opportunities for improvement for 5S.\n",null,null," -Team members have a weak understanding of the relationship between the 5S condition and the perception of those who visit their workplace."," -Policy deployment is rolled out at the beginning of the year and displayed visually in the site.\n -Very little interaction between PD and team members daily work. "," -Team members strive to keep things in order.\n -Moderate activity is required to prepare for a visit from customers or Stakeholders*."," -Team members actively work on keeping things orderly.\n -Minimal activity is required to prepare for a visit from customers or Stakeholders*.\n -Office areas are maintained and have only what is needed."," -Team members are proud of their workplace because it is neat and orderly in the workplace and the office.\n -Team members understand the relationship between good 5S and Stakeholder* confidence. \n -Visitor feedback often includes positive comments about the 5S level.\n\n",null,null,{"$f":"IF(O10<3,O10,O10*P10)","v":0}]
[null,"Visual Management"," -Leadership either does not use visual management or it is outdated."," -Leadership does not expect visual management to be kept up to date, therefore creates a weak belief.\n -Reaction plans do not exist for abnormalities."," -Leadership uses visual management that is mandated but does not look for ways to make it more useful.\n -Reactions Plans generally not followed.\n - Leadership understands the difference between visual control* vs. Visual Display*."," -Leadership uses visual management to run the business.\n -Not all visuals are used.\n -Reaction plans are followed most of the time."," -Leadership recognizes visual management as a tool to prevent abnormalities.\n -Reaction to visual management happens because everyone believes the data.",null,null," -Visual management signals are largely ignored by team members.\n - The belief in the signal is very weak."," -Team members have visual management but doesn't act at correct timing when signals suggest a reaction.\n -Visual management information is often outdated and drives false reactions."," -Team members have good visual management tools but do not always follow reaction plans because they have doubts regarding the data integrity.\n -The thresholds for when to react are not calibrated to the capability of the team to react."," -Team members react to signals from visual management.\n -Reaction plans are documented.\n -Visual management generally represents the actual condition (Abnormal vs. normal)."," -Visual Management is continuously updated when improvements are made.\n -All team members follow the reaction plan because they have confidence in the data being visualized.\n -Visual management is accurate and represents the actual condition.\n\n",null,null,0]
[null,"Follow Up"," -Leadership rarely provides monitoring of the 5S performance.\n -Little to no follow up of the 5S performance exists."," -Leadership provides monitoring of the 5S performance when a visit or tour is coming."," -Leadership provides monitoring of the 5S performance randomly.\n -Actions to improve exist but are not visualized"," -Leadership understands the benefit of follow up to reinforce the importance of 5S.\n -Leaders often verify performance by discussing the results with their team members.\n -Actions to improve exist and are visualized.\n"," -Leadership monitors the 5S level and regularly follows up on the results to continuously improve the performance.\n -Part of Leadership follow up is setting a good example of 5S behaviors.",null,null," -5S performance is not formally measured at the workplace."," -5S performance is measured but not displayed.  No documented actions are taken."," -5S performance is measured with trend charts.\n -Actions are not visualized."," -5S Performance is measured with trend charts.\n -Deviations from target are visualized and actions are in place."," -Team members follow up on 5S performance proactively through Yokoten.\n -5S Performance indicators are present in the work area.\n -A goal exists to continuously improve the 5S performance.",null,null,0]
[]
[null,null,"Record the main take for this section of the assessment."]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,2]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,3]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,4]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,5]

{"sheet":"Standards","index":4,"n_rows":19,"n_cols":28,"rows_kept":19,"cut":false,"hidden":false,"merged":[[6,21,6,22],[6,23,6,24],[6,25,6,26],[14,2,24,13],[0,16,0,17],[0,18,0,19],[1,1,3,13],[4,1,4,15],[5,21,5,26],[6,1,7,1],[6,9,6,15],[6,16,6,17],[6,18,6,19],[6,2,6,7]]}
["VESS 001 Appendix A - VES Assessment",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Leadership",null,"Workplace"]
[null,"Standards",null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Total Achieved",{"$f":"SUM(H9:H26)","v":0},null,{"$f":"SUM(Q9:Q26)","v":0},1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Total Possible",{"$f":"COUNTA(G9:G26)*5","v":20},null,{"$f":"COUNTA(N9:N26)*5*3","v":60},2]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Percentage",{"$f":"R2/R3","v":0},null,{"$f":"T2/T3","v":0},3]
[null,"Mission: Working processes are standardized resulting in work that is performed the exact same way by everyone. The culture demands exactness in following the standards (Work instructions, VS, VESS, MPS, local standards, etc.). The standards are continuously improving and immediately updated."]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Changes"]
[null,"Component","Leadership (Behaviors)",null,null,null,null,null,null,"Workplace (Evidence)",null,null,null,null,null,null,null,null,null,null,null,"Leadership",null,"Workplace",null,"Width"]
[null,null,1,2,3,4,5,"Score",null,1,2,3,4,5,"Score","Width","Total",null,null,null,null,"Before","New","Before","New","Before","New","Why was the Rating changed?"]
[null,"Creation"," -Leadership views standards as extra work and fails to realize the benefits."," -Leadership has been trained on the importance and value of standards.\n -Leadership is too reactive to give adequate attention to driving standards."," -Leadership has an interest in creating new standards.\n -New standards are normally created based on a reactive need.\n -Standards creation is primarily driven from management."," -Leadership strives to involve key stakeholders in the creation of standards.\n -Leadership does research to ensure standards are not conflicting with existing requirements or repeated in multiple categories of standards.\n\n"," -Leadership understands the benefits of well written standards. \n -Appropriate standards are created proactively using a cross functional teams.\n -Key stakeholders are always represented during the creation process.",null,null,"Team members are rarely involved in the creation of a standard.\n -No chance to voice their opinion.\n"," -Team members are allowed to participate in the creation of standards.\n -Most often they do not participate because they are busy doing other tasks.\n\n "," -Team members give input to standards only after they are implemented.\n -Often too late to make changes.\n -Standards are created reactively to solve problems.\n"," -Team members input is valued, however team member participation in creation of standards is  intermittent.\n-Standards are created both proactively and reactively to solve problems.\n\n"," -Team members participate in the creation of standards to ensure they are realistic and relevant.\n -Standards are created proactively to avoid potential problems.\n -Team members from the workplace have been involved in the latest standards to be created.\n -Team members use the Standards Filter* to understand if a standard exists and if it is being followed.\n",null,null,{"$f":"IF(O9<3,O9,O9*P9)","v":0}]
[null,"Training / Implementation"," -Leadership does not understand the purpose of standards. \n -There is minimal follow-up of implementation and training of standards. "," -Leadership understands the importance of standards, however leadership is too busy to ensure proper and adequate training of new and improved standards."," -Leadership understands the importance of standards and have created a process for providing training to appropriate employees.\n -Training process is often not verified for effectiveness."," -Leadership ensures training is carried out for the majority of the appropriate team members.\n -Leadership takes an active role in  making sure the implementation happens.\n -Leadership verifies the training is effective.\n -Leadership ensures trainers are identified and qualified to train others.\n\n\n"," -Training is followed up regularly by leadership.\n -Leadership has a method to ensure all appropriate team members are trained to new standards.\n -Refresher training happens at the appropriate frequency.\n -Leadership understands the purpose and intent of standards in their area.\n",null,null," -Team members are not familiar with the training plan and contents of training for their role. (SWI, VESS, MPS*, AS etc.)"," -Team members are aware of new standards.\n -Team members are not given the chance to attend the training."," -Training is provided to appropriate team members.\n -Team members know where and how to access standards.\n -Time and resources are allocated for training of employees."," -A training plan is followed and is updated as soon as a new standard has been released. "," -Training plan is followed for all affected team members.\n -Training results are documented in a systematic way.\n -New team members are added to the training matrix immediately.",null,null,{"$f":"IF(O10<3,O10,O10*P10)","v":0}]
[null,"Follow Up / Compliance"," -Leadership places a low priority on compliance verification."," -Leadership understands the importance of follow up.\n -Often too busy to actually perform adequate follow up."," -Leadership verifies adherence to standards regularly.\n -Findings are not followed up. "," -Leadership verifies adherence to standards regularly.\n -Findings are followed to closure.\n -Leadership regularly challenges existing standards to understand if they can be cancelled."," -A formal process exists to verify compliance and results are evaluated.\n -Retraining is expected whenever a standard is not followed.\n",null,null," -Adherence to standards are inconsistent across different team members.\n -VESS compliance is <65% in the site."," -Team members are not fully aware of what it takes to be compliant to standards.\n -VESS compliance is >65% in the site."," -Team members are aware of compliance results.\n -Team members rarely participate in verifying compliance.\n -VESS compliance is >80% in the site."," -Team members are personally accountable for following standards.\n -Team members help one another to make sure standards are followed.\n -Team members make suggestions on standards that can be cancelled.\n -VESS compliance is >90% in the site.","  -It can be seen in daily work that employee understand the standard correctly.\n-Team members participate in follow up to improve compliance to standards.\n -Team members hold each other mutually accountable for adherence to the standards.\n -VESS compliance is 100% for the site.\n -Team members are always looking for a better way/method to be compliant.\n -Automatic escalation is made when a standard is not respected (e.g. Machine will not start if the P3 is not completed)\n",null,null,0]
[null,"Continuous Improvement"," -Very little emphasis is placed on improving existing standards."," -Leadership understands the need to improve existing standards.\n -Often treated as a low priority to invest the time in improvements."," -Leadership periodically evaluates standards to see if they need to be updated or improved.\n -Leadership follow up is based on the diligence (self discipline) of the leader.","  -Leadership regularly evaluates standards to see if they need to be updated or improved.\n -Leadership asks for improvement ideas from the users.\n"," -Leadership has a systemic method to ensure that standards are regularly reviewed and improved.\n -Leadership ensures that all stakeholders have a voice in improving standards.\n -An effective roll out plan exists when standards are improved.\n\n",null,null,"\n -No focus is given to improving existing standards.\n -Standard Work* instructions (P1, P2, etc.) are > 2 years old."," -Standards are improved reactively when a problem occurs.\n -Standard Work* instructions (P1, P2, etc.) are reviewed infrequently and are < 2 years old."," -Team members look for standards that need to be improved.\n -Standard Work* instructions (P1, P2, etc.) are reviewed periodically and  are < 1 year old."," -Team members regularly submit suggestions to improve existing standards.\n -Standard Work* instructions (P1, P2, etc.) are reviewed frequently and are < 9 months old.\n -Many standards are updated proactively.","  -A method exists to systematically review and improve standards proactively.\n -Team members continuously seek ways to improve standards.\n  -Standard Work* instructions (P1, P2, etc.) are reviewed regularly and are < 6 Months old.",null,null,0]
[]
[null,null,"Record the main take for this section of the assessment."]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,2]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,3]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,4]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,5]

{"sheet":"Muda Elimination","index":5,"n_rows":21,"n_cols":28,"rows_kept":21,"cut":false,"hidden":false,"merged":[[6,21,6,22],[6,23,6,24],[6,25,6,26],[16,2,26,13],[0,16,0,17],[0,18,0,19],[1,1,3,13],[4,1,4,15],[5,21,5,26],[6,1,7,1],[6,9,6,15],[6,16,6,17],[6,18,6,19],[6,2,6,7]]}
["VESS 001 Appendix A - VES Assessment",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Leadership",null,"Workplace"]
[null,"Muda Elimination",null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Total Achieved",{"$f":"SUM(H9:H23)","v":0},null,{"$f":"SUM(Q9:Q23)","v":0},1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Total Possible",{"$f":"COUNTA(G9:G23)*5","v":30},null,{"$f":"COUNTA(N9:N23)*5*3","v":90},2]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Percentage",{"$f":"R2/R3","v":0},null,{"$f":"T2/T3","v":0},3]
[null,"Mission: To deeply understand where non-Value Added operations exist, and take strong actions to reduce and eliminate waste throughout the entire value stream.  To have a strong understanding of how Mura* and Muri* contribute to and cause Muda."]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Changes"]
[null,"Component","Leadership (Behaviors)",null,null,null,null,null,null,"Workplace (Evidence)",null,null,null,null,null,null,null,null,null,null,null,"Leadership",null,"Workplace",null,"Width"]
[null,null,1,2,3,4,5,"Score",null,1,2,3,4,5,"Score","Width","Total",null,null,null,null,"Before","New","Before","New","Before","New","Why was the Rating changed?"]
[null,"Waiting"," -Leadership places very little focus on the elimination of waiting in the process."," -Leadership has been trained on waiting wastes.\n -Often too busy to reinforce the importance of waste elimination."," - Leadership ensures P4 documents exist.\n -Often not updated to takt time changes.\n - Leaders do not follow up on P4\n"," -Leadership ensures P4 documents exist for all repeat processes.\n -Leadership supports methods in functional areas to eliminate waiting.\n -Documents are up to date.\n -Follow up method exists but not always followed."," - Leadership ensures that P4 documents are displayed visually.\n -A method exists to make sure they are being followed.\n",null,null," -Waiting is tolerated in most operations and considered normal.\n -Team members follow the defined sequence <70% of the time."," -Team members have been trained on waiting wastes.\n -Often not given time to practice their skills to reduce waiting.\n -Team members follow the defined sequence >70% of the time."," - Team members are aware of waiting in their process.\n -Some activities to eliminate are in progress.\n -P4 is used but not on all machines or sequences.\n -Team members follow the defined sequence >80% of the time."," -Team members take actions to reduce waiting.\n -P4 exists for all sequences all machines.\n -Team members follow the defined sequence >90% of the time."," -Team members understand why waiting is a waste.\n -Team members strongly participate in defining work sequences to eliminate/minimize waiting.\n -Process is running to a defined sequence.\n -Follow up is repeatable and predictable (Min weekly).\n  -Team members follow the defined sequence >100% of the time.\n\n",null,null,{"$f":"IF(O9<3,O9,O9*P9)","v":0}]
[null,"Over Production\n\n\n\n\n\n\nNote: Rework is covered in the Quality First tab."," -Leadership promotes keeping the line running even if there is no customer demand. \n -Leaders often guess at what the customer will pull in the future."," -Leadership has been trained on why overproduction is a waste.\n -Efforts to prevent overproduction are very low priority."," -Leadership understands overproduction is a waste.\n -Some actions are defined but not given high priority."," -Leadership has a strong opinion about only producing what is needed.\n -Leaders take action when processes overproduce."," -Leadership ensures every process has a method to control overproduction (Rail, Pitch board, etc.).\n -Takt time is understood and being followed.\n -Leadership is notified when overproduction occurs.\n -Reactions to overproduction are followed in the process.",null,null," -Kanban (Authorization to build) exists but have little meaning.\n -Emphasis is placed on keeping equipment and operators busy.\n -Takt Time either does not exist or is not known.\n ->10% of cells are overbuilding (PEFF* is >100%)."," -Team members are not trained on why overproduction is a waste.\n -Many lines are running ahead of the Takt time pace.\n -<10% of cells are overbuilding (PEFF* is >100%)"," -Team members understand overproduction is a waste.\n -<5% of cells are overbuilding (PEFF* is >100%)"," -Team members have appropriate tools to measure overproduction.\n -<2% of cells are overbuilding (PEFF* is >100%)"," -Team members are running to takt time.\n -Overproduction is not tolerated in the workplace.\n -Obsolescence costs for the site are minimal.\n -A method exists to prevent overproduction.\n -Zero cells are overbuilding (PEFF* is >100%)\n\n\n",null,null,{"$f":"IF(O10<3,O10,O10*P10)","v":0}]
[null,"Motion (Operator) Over Processing (Process / Machine)"," -Leadership has a weak understanding of excess motion and processing.\n -Opportunities to improve are ignored do to weak understanding."," -Leadership has been trained on why excess motion and processing is a waste.\n -Often too busy to personally engage in looking for ways to improve."," -Leadership works reactively to reduce excess motion and processing.\n\n"," -Leadership works proactively to reduce excess motion and processing.\n"," -Leadership Proactively participates in Line & Design workshops to define the motion and process.\n -Leadership promotes workshops to eliminate excess motion and processing.",null,null," -Excess motion (walking, reaching, etc.) is tolerated in most operations and considered normal.\n -Excess processing (long tooling moves, etc.) are tolerated in many machines.\n"," -Team members have been trained on why excess motion and processing are a waste.\n -Team members are often not given time to work on improvements.\n"," - Team members work reactively to reduce / eliminate excess motion and processing.\n -Lessons are only applied to the process they are working on at the time (No Yokoten to future machines).\n"," -Team members reactively participate in workshops to reduce / eliminate  excess motion and processing.\n -Lessons are communicated upstream to define future machines / processes.\n"," -Team members proactively participate in defining work sequences to eliminate / minimize excess motion and processing.\n -Workshops are happening to reduce / Eliminate excess motion and processing.\n\n",null,null,0]
[null,"Inventory\n\n\n\n\n\n\n\n\n\nNote: Conveyance is covered in the JIT tab."," -Leadership places very little focus on managing inventory.\n -General attitude is that inventory is good."," -Leadership views inventory as a strategy to cover customer shipments and does not look to reduce or control inventory levels."," -Leadership is aware of inventory levels for raw material, finished goods, WIP, & consumables\n -Minimal effort is given to reduce inventory"," -Leadership is aware of inventory levels for raw, finished goods, WIP, & consumables.\n -Leadership is engaged in workshops to resolve problems and reduce inventory."," -Leadership understands and promotes one-piece-flow in the production cell.\n -Leadership ensures an effective inventory management system is in place.\n -Leadership follows up on Min/Max quantities at the storage areas.\n -Leadership negotiates with suppliers and customers to reduce lot sizes and/or min order quantities.\n\n",null,null," -WIP quantity between stations is not controlled.\n -Very little control of quantities in storage areas.\n -Min/Max quantities are set and adhered to <65% of the time."," -Min/Max quantities are set and adhered to >65% of the time.\n"," -Min/Max quantities are set and adhered to >75% of the time.\n -Standard method exists to calculate min and max.\n"," -Min/Max quantities are set and adhered to >85% of the time.\n -Standard method exists and is well used to calculate min and max quantities.\n -Actions are in place to reduce lot sizes."," -Team members view inventory as currency that is tied up.\n -Min/Max quantities are monitored and adhered to >95% in the storage areas.\n -Physical limits prohibit overstock.\n -Lot/batch sizes are challenged to continuously improve.",null,null,0]
[null,"Mura* / Muri*\nUnstable / Burden"," -Leadership gives very little focus to making sure that work is achieved in a stable way without excessive burden to the team members.\n -Leadership focuses on resource efficiency as a priority.\n"," -Leadership has been trained on Mura* and Muri*.\n -Minimal action is taken to eliminate the sources of Mura* and Muri*."," -Leadership reactively takes action to reduce / eliminate Mura* and Muri*.\n -Leadership asks team members questions about the sources of waste."," -Leadership verifies the target headcount vs actual as a way to understand how work is distributed.\n -Leadership starts to verify Mura* and Muri* in Indirect areas."," -Leadership takes a proactive approach to reduce / eliminate Mura* and Muri* in Direct* and indirect* areas.\n -Leadership focuses on flow efficiency as a way to make sustainable improvement.",null,null," - Operators are waiting on machines to cycle.\n - Not meeting production requirements\n -Pitch actual is +/-5% of pitch demand < 70% of the time."," -Process sequences has obstacles and a lot of walking\n - Team member efforts to reduce Mura* and Muri* is not sustainable (Muda is reoccurring).\n -Pitch actual is +/-5% of pitch demand > 70% of the time."," -Team start to deeply understand why delays are happening but actions are not clear.\n -Success stories for reducing the source of waste are available.\n -Pitch actual is +/-5% of pitch demand > 80% of the time."," -Team deeply understands why delays are happening and actions to avoid delay are clear.\n -Team members activities are smooth and in control.\n -Pitch actual is +/-5% of pitch demand > 90% of the time."," -Material flows through the process at an even pace according to takt time.\n -Team members proactively take action to keep the good condition when changes happen.\n -Pitch actual is +/-5% of pitch demand > 95% of the time.\n",null,null,0]
[null,"VSM*/VSD*"," -Leadership has very little understanding of VSM*.\n -Little to no time spent to understand the current state.\n -The lead-time concept is not understood.","  -Leadership has some understanding of VSM*.\n -No systematic use of the VSM* tools to improve the process."," -Leadership has been trained on VSM*/VSD*.\n -Leadership is supportive of activities from VSM* but not actively involved."," -Leadership supports VSM*/VSD* activities.\n -Leadership has enough knowledge of VSM*/VSD* to lead a team if required.\n -Leadership participates in reviewing progress towards VSD* at least monthly."," -Leadership understands the importance of value stream mapping in production and support areas.\n -Frequent (Min weekly) reviews are conducted to verify  the progress towards the VSD*.\n -VSM* is a strategic tool for Leadership to improve the process in the site.",null,null," -Team members have very little knowledge of VSM*.\n -No recent VSM*'s exist for the site."," -Team members are aware of VSM* activities but not actively involved.\n -VSM*'s exist but are not well known by the team members."," -Team members have participated in VSM*/VSD* workshops.\n -Team members are not given sufficient  time to practice Value Stream Mapping skills."," -Team members are regularly participating in  intensive days for VSM* activities.\n -Flow Improvements are used as a way to prioritize which improvements happen first.\n -VSM*'s are conducted on all key value streams and in support areas."," -Team members participate on VSM* workshops to proactively set up new processes in the site.\n  -Team members know the current lead-time of their process and the goal to reduce.\n -Suggestions are in process to reduce lead-time.\n -VSM*/VSD* are visual in the site.\n\n\n",null,null,0]
[]
[null,null,"Record the main take for this section of the assessment."]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,2]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,3]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,4]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,5]

{"sheet":"TPM","index":6,"n_rows":19,"n_cols":28,"rows_kept":19,"cut":false,"hidden":false,"merged":[[6,21,6,22],[6,23,6,24],[6,25,6,26],[14,2,24,13],[0,16,0,17],[0,18,0,19],[1,1,3,13],[4,1,4,15],[5,21,5,26],[6,1,7,1],[6,9,6,15],[6,16,6,17],[6,18,6,19],[6,2,6,7]]}
["VESS 001 Appendix A - VES Assessment",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Leadership",null,"Workplace"]
[null,"TPM",null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Total Achieved",{"$f":"SUM(H9:H26)","v":0},null,{"$f":"SUM(Q9:Q26)","v":0},1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Total Possible",{"$f":"COUNTA(G9:G26)*5","v":20},null,{"$f":"COUNTA(N9:N26)*5*3","v":60},2]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Percentage",{"$f":"R2/R3","v":0},null,{"$f":"T2/T3","v":0},3]
[null,"Mission: Equipment is always kept operational with no breakdowns, faults, or quality issues.  This condition is obtained by developing employee's skills and ability to continuously improved methods, and maintain them with perfect execution."]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Changes"]
[null,"Component","Leadership (Behaviors)",null,null,null,null,null,null,"Workplace (Evidence)",null,null,null,null,null,null,null,null,null,null,null,"Leadership",null,"Workplace",null,"Width"]
[null,null,1,2,3,4,5,"Score",null,1,2,3,4,5,"Score","Width","Total",null,null,null,null,"Before","New","Before","New","Before","New","Why was the Rating changed?"]
[null,"TPM Vision"," -Leadership drives TPM activities as a reaction to abnormalities."," -Leadership recognizes the importance of TPM and starts TPM steps for Direct* areas."," -Leadership has a TPM plan with defined target levels, a TPM training program, and a TPM leader has been nominated.\n -Leadership has initiated TPM in a horizontal way (e.g. all lines do level one). "," -Leadership uses TPM as a one of key drivers of OA/OEE on both Direct* and indirect*  areas.\n -Leadership promotes the idea to implement TPM on a pilot cell vertically (e.g. level 1 to 4).\n -Leadership believes TPM is a tool for maintenance and production to optimize resources and output. \n"," -Leadership closely follows the TPM Road Map as part of policy deployment and TPM results are reviewed on monthly basis against target levels.",null,null," -TPM  vision is not well understood among team members.\n -The connection between good TPM and good operational availability does not exist."," -TPM steps deployment is created for Direct* areas.\n"," -Regular (Monthly min) reviews happen between the TPM Leader and Leadership to reinforce the TPM plan.\n-Actions to improve TPM are reactive."," -OA analysis is done regularly to improve the TPM program\n -Proactive action are taken to improve the TPM efficiency\n(monthly minimum)"," -Maintenance technicians take most of their time on machine improvement and lesson learned for future machines\n -Maintenance trusts team members technical skills and TPM abilities, so they continually delegate to them.\n",null,null,{"$f":"IF(O9<3,O9,O9*P9)","v":0}]
[null,"Autonomous Maintenance (Ownership)"," -Leadership gives TPM a low priority.\n -Very little support is given to implementation or ongoing activities.\n -Team members see TPM as an additional task"," -Leadership has been trained on the benefits of Autonomous maintenance.\n -Often too busy to show their support at the Genba*.\n -Leadership believes TPM is mainly a maintenance tool.\n -Leadership supports TPM activities only when the process is down for some other reason."," -Leadership invests time to increase the team members skill and ability to take care of their machine(s).\n -Leadership believes TPM is a tool for maintenance and production."," -Leadership actively participates in TPM activities to demonstrate their importance.\n -Leadership sets time aside to improve team members skill and ability to maintain and improve their machines.\n"," -Leadership proactively invests time for TPM activities to develop autonomous maintenance.\n -TPM is recognized as a prerequisite to achieve zero defects.\n -Leadership believes TPM is a tool for all departments to optimize resources and output.",null,null," -Team members have a weak understanding of TPM \n -No time is given to complete TPM activities.\n -Most of maintenance activities are performed by technician\n -No trust to operators since lack of maintenance skill\n"," -Team members are engaged in activities to return the equipment to its original condition (Level 1).\n -Team members have been trained on TPM. \n -Team members  do cleaning and inspection independently, and according to instructions.\n -Team members start to think \"this is my machine\". \n -Supplies for cleaning are located at the worksite."," -Team members  do minor maintenance work under supervision, and according to maintenance instructions\n -Team members check abnormality on their machine and take action to fix them.  \n -Team members know dirt source and improve difficult access point for inspection and cleaning\n -Dedicated time during the work week is set aside for TPM activities.","  -Team members know how to inspect as a way to avoid breakdowns (Level 3).\n -Team members perform minor maintenance work independently, according to maintenance instructions\n- Maintenance level is clearly defined\n  - Team members understand  technical functions of their equipment."," -Team members are fully trained and are doing all routine maintenance activities.\n -Team members are engaged in continuous improvement of their equipment (Level 4).\n -Team members are regularly optimizing maintenance instructions, including timing.\n- Continuous improvement is driven autonomously by team members \n- RM & PM is transferred continuously from maintenance to team member.\n",null,null,{"$f":"IF(O10<3,O10,O10*P10)","v":0}]
[null,"Process Reliability (Equipment Efficiency)"," -Leadership accepts machine breakdowns as a normal way to work.","Leadership has been trained on the process reliability pillar in the TPM house.\n -Often too busy to work on full implementation.\n -Leadership supports TPM activities only when the process is down for some other reason."," -Leadership sets up indicators and targets to monitor process reliability.\n -Action is defined but not followed up regularly."," -Leadership actively participates in TPM activities to demonstrate their importance.\n -Action is defined and followed up regularly.\n -Priority is clear to achieve the target\n"," -Leadership recognizes the role of TPM in building to takt time.\n -OEE is used as primary metric for evaluating process reliability.\n -Second and Third level paretos exist for OEE data.\n -Leadership promote corrective action and maintenance prevention for new machine.",null,null," -Very little focus is placed on improving equipment robustness.\n -OEE level is <70% in the site.\n - PM's are completed <80% on time."," -Very few Indicators exist  to understand downtime events.\n -Data is collected reactively when large scale downtime happens.\n -OEE level is >70% in the site.\n - PM's are completed >80% on time."," -Indicators (OA, MTTR*, MTBF*, etc.) exist to understand downtime events.\n -Actions are followed to closure most of the time.\n -OEE level is >80% in the site.\n -PM's are completed >85% on time."," -Indicators (OA, MTTR**, MTBF*, etc.) are used to analyze downtime events.\n -PDCA is used to improve the robustness of the equipment.\n -OEE level is >85% in the site.\n -PM's are completed >90% on time."," -Indicators (OA, MTTR*, MTBF*, etc..) used and are reviewed proactively to improve PM's.\n -Breakdowns are extremely rare and equipment efficiency remains high (Level 4). \n-MTTR* and MTBF* are measured and action plans are in place to improve.\n -OEE level is >90% in the site.\n -PM's are completed >95% on time.\n",null,null,0]
[null,"Standards / Documentation"," -Leadership hopes documentation will be updated by the user.\n -Little time is given to the team members."," -Leadership understands the importance of TPM documentation.\n -No method exists to verify TPM documentation effectiveness."," -Leadership allocates time for team members to create TPM documentation.\n -Leadership supports a method to review documentation readiness.\n -Lessons learned are  frequently captured and used to update documentation.\n\n"," -Leadership understands the importance of TPM documentation.\n -A follow up method exists to update documents based on improvements.\n -Technical documentation of machines are easy to access directly on Genba* to facilitate problem solving."," -Leadership dedicates resources for the upkeep of TPM documentation (Cleaning & inspection standards, etc.)\n -A method exists to measure and improve TPM task efficiency.",null,null," -Very little evidence of documentation exists to support TPM activities."," -Cleaning and inspection standard are exists.\n -Documents can be found outdated.\n -Work is done based on experts."," -Cleaning and inspection standard exist and are used.\n -TPM training documentation exists."," -TPM procedure are existing for required RM/PM \n  -Team members are involved in creating TPM Procedure\n"," -A method exists to document abnormalities and drive them to closure.\n -Documentation exists at the worksite to support TPM activities.\n -Documentation is regularly updated to reflect lessons learned.\n\n",null,null,0]
[]
[null,null,"Record the main take for this section of the assessment."]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,2]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,3]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,4]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,5]

{"sheet":"JIT","index":7,"n_rows":27,"n_cols":28,"rows_kept":27,"cut":false,"hidden":false,"merged":[[6,21,6,22],[6,23,6,24],[6,25,6,26],[22,2,32,13],[0,16,0,17],[0,18,0,19],[1,1,3,13],[4,1,4,15],[5,21,5,26],[6,1,7,1],[6,9,6,15],[6,16,6,17],[6,18,6,19],[6,2,6,7]]}
["VESS 001 Appendix A - VES Assessment",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Leadership",null,"Workplace"]
[null,"Just In Time (JIT)",null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Total Achieved",{"$f":"SUM(H9:H25)","v":0},null,{"$f":"SUM(Q9:Q25)","v":0},1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Total Possible",{"$f":"COUNTA(G9:G25)*5","v":60},null,{"$f":"COUNTA(N9:N25)*5*3","v":180},2]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Percentage",{"$f":"R2/R3","v":0},null,{"$f":"T2/T3","v":0},3]
[null,"Mission: Create a continuously improving system which corresponds to customer demand respecting what they want (model & quantity), when they want it (date & time) and where they want it (plant & location), while maintaining minimal inventory (goal is zero inventory).  Required principles, tools, methods and thinking of \"how to harmonize with proper timing\" are well known."]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Changes"]
[null,"Component","Leadership (Behaviors)",null,null,null,null,null,null,"Workplace (Evidence)",null,null,null,null,null,null,null,null,null,null,null,"Leadership",null,"Workplace",null,"Width"]
[null,null,1,2,3,4,5,"Score",null,1,2,3,4,5,"Score","Width","Total",null,null,null,null,"Before","New","Before","New","Before","New","Why was the Rating changed?"]
[null,"Leveling"," -Leadership shows very little interest in the leveling concept.\n -Very few areas follow the leveling concept.\n -Leadership understanding of same shift pattern and hours is very weak."," -Leadership has been trained on leveling concepts.\n -Leadership is not convinced enough to make leveling a priority.\n -Leadership has been trained on all lines working the same shift pattern and hours.\n -No actions in place to change"," -Leadership understand the concept of leveling.\n -Pilot areas are set up and seeing good results.\n -Leadership starts to consider the benefits of all lines working the same shift pattern and hours. \n -Few actions are in place to improve."," -Leadership embraces the leveling concept.\n -Leadership follows up frequently on leveling application.\n -Actions to improve are defined.\n -Leadership is actively driving all lines to work the same shift pattern and hours."," -Leveling concept is respected and used to minimize Time, Head Count, Floor Space.\n -Leadership follows up regularly on current level of leveling and how to move to the next level.\n -Leadership has a method to reduce or increase labor minutes based on decreases or increases in demand.\n -Leadership insists that all lines to work the same shift pattern and  hours from the beginning.\n\n",null,null," -Leveling concept is applied in few areas.\n -Contract is not respected well.\n -FG shipping and component receiving process is not standardized\n -Each reference produced monthly or longer.\n -Very little effort is given to balance heads across all shift patterns."," -Production contract is weekly.\n -Many deviations due to abnormalities.\n -Each reference produced monthly.\n -The requirement for resources (Forklifts, tuggers, PFV, etc.) on each shift is very different."," -Production contract is weekly. \n -Timetable is created for FG shipping and components receiving\n  -Each reference produced weekly.\n -An imbalance exists between the number of heads on each shift (e.g. the first shift is ran more heavily than others)."," -Products are categorized (high, middle or low) by ABC analysis.\n -Production contract is directly connected to customer requirement.\n -Production contract is  for two weeks. \n -Each reference produced Daily.\n -The variation in heads between shifts is relatively small.\n"," -All lines have monthly production contract.\n -Leveling concept is applied and actions exist to improve.\n -Timing of FG shipping and component receiving is level and visual.\n -Each reference produced each shift.\n -All lines are working to the same shift pattern and hours.",null,null,{"$f":"IF(O9<3,O9,O9*P9)","v":0}]
[null,"Continuous Flow"," -Leadership not clear on continuous flow.\n -Little action defined on elimination of stagnation in the site."," -Leadership has been trained on continuous flow concepts.\nOften too busy to work on applying the concepts."," -Leaderships understand the importance of continuous flow.\n -Actions are defined to improve.\n -Method to measure lead-time progress exists but is based on theoretical calculations.\n","   -Leadership is actively engaged in driving continuous flow.\n -Lead time is used as key metric to drive improvement.\n -Lead-time is mostly calculated (Theoretical) or sampled at a low frequency.\n\n"," -Leaderships is engaged in driving continuous flow in the Facility*,\n -Process lead time is used as the main metric to determine progress.\n -Lead-time is measured real time to provide actionable data.",null,null," -Many stagnation points exist in the site.\n -Few actions are defined to improve.\n -Dock to Dock* lead time is >20 days. "," -Stagnation points exist with very few controls to minimize the quantity.\n -Dock to Dock* lead time is <20 days."," -Action plans are in places to reduce/ eliminate safety stock storages, reduce material handling distance etc.\n -Dock to Dock* lead time is <15 days. "," -Few stagnation points exist in the Facility*, the flows are connected with balancing methodology \n -Dock to Dock* lead time is <10 days. "," -Stagnation points are minimal and well controlled.\n -Safety stock is rare because abnormalities are rare.\n -Dock to Dock* lead time is <5 days. \n -Sub-assemblies no longer exist because they are inside the production line.\n\n",null,null,{"$f":"IF(O10<3,O10,O10*P10)","v":0}]
[null,"Continuous Flow (Laminar flow)"," -Leadership is not clear on laminar flow.\n -No actions defined to improve.\n -Leadership does not understand the need for flexibility and scalability."," -Leadership has been trained on Laminar Flow.\n -Often too busy to work on applying the concept.\n -Leadership has been trained on the importance of having a flexible and scalable site layout.\n -No actions to accomplish the task."," -Leadership understands the concepts of laminar flow.\n -Leadership is supportive of the laminar flow concept but not personally involved in making it happen.\n -Leadership is taking initial steps to plan for future growth / decline."," -Leadership is actively working on how to improve laminar flow.\n -Actions exist for current and future processes.\n -Leadership is actively engaged in the site layout to promote flexible and scaleable conditions."," -Leadership understands the benefits of laminar flow.\n -Cross functional teams receive full support to move forward with implementing Laminar Flow.\n -All new lines are received with Laminar Flow when total cost is aligned.\n -Leadership is driving actions to increase the flexibility and scalability in the site.",null,null," -Splits and merges exist at several levels of the process.\n -Team does not understand how to move to the next level.\n -The site layout is not flexible and future growth / decline has not been considered."," -Team members have been trained on Laminar Flow.\n -Very little action is taken based on knowledge.\n -Barriers exist to make the site flexible and scalable."," -Pilot areas exist for eliminating splits and merges in the site.\nActions exist to eliminate in future line and plant flow designs.\n -Site planning meetings include discussions about future growth / decline of volume."," -Laminar flow is considered as important concept for plant layout and new line design WS.\n -No splits or merges exist in the plant flow.\n -Value stream matrix is used to create value streams and to drive plant layout.\n -Each line move is strategic to achieve flexibility and scalability.\n"," -Laminar Flow is evident in the site.\n -Processes are sequenced according to flow with product moving in one direction.\n -Value stream matrix is used as a guide for where to place products.\n -The site layout is flexible and saleable for future demands.\n",null,null,0]
[null,"Continuous Flow\n(One Piece Flow)"," -Leadership is not clear on the benefits of one piece flow.\n -Few actions are defined to improve the flow in the line."," -Leadership has been trained on one piece flow.\n -Often too busy with other priorities to work on applying the concept."," -Leadership understands the concepts of one piece flow.\n -Some efforts to improve the one piece flow .\n -Actions are defined."," -Leadership understands the importance of  one piece flow. \n -Actions are defined and achievement is obvious."," -Leadership is engaged in driving  one piece flow in the site.\n -Plan exist for full deployment throughout the site.",null,null," -Many WIPs in the line.\n -No part control in the line."," -WIP locations are labeled but not controlled.\n -More than max can be placed in the location."," -WIP locations are clearly defined and controlled.\n -The location is controlled to not allow more than the max."," -The operator movements are standard and repeatable.\n -Location will only hold one part and not more."," -Work in process is only found in the machine or in the hands of the operators.\n -There are no places to store WIP in the case of poor discipline.",null,null,0]
[null,"Pull Flow"," -Leadership is not clear on the benefits of pull flow.\n -No actions are defined  to move from push to pull flow."," -Leadership has been trained on pull flow.\n -Often too busy to implement pull systems."," -Leadership understands the concept of Pull Flow.\n -Leaders verify the system only when large scale abnormalities occur (Reactive)."," -Leadership understands the importance of using pull flow to connect processes.\n -Actions are defined to move to the next level of achievement (more processes, etc.).\n -Leadership interacts regularly with the pull system to drive continuous improvement.\n\n"," -Leadership is fully committed to the pull system.\n -Leadership is engaged in activities to reduce variability and inventory.\n -Leadership participates in audits of the pull system regularly and proactively.\n  -Leadership works to move from pull flow to continuous flow by moving processes together.",null,null," -Pull flow is created in some areas with little discipline.\n -Production are organized by push in most of the cases."," -Pull flow is created.\n -Follow up is sporadic.\n -Connections are broken when abnormalities occur.\n- There are more than one pacemaker in the process (several planning points)"," -Strong connections using Kanban exist.\n -One pacemaker is defined (only one planning point).\n -Abnormalities exist and actions are taken to correct.\n -Every container/pallet has a Kanban."," -Discipline to Kanban standards is high.\n -Processes are connected by Kanban.\n -Improvement actions are taken to reduce the variability and the Kanban quantity.\n  -System exists and is executed to audit Kanban signals.\n -Kanbans are serialized to aid in accounting for all signals.\n"," -Abnormal vs. normal is easy to see.\n -Reaction plan exists and is respected for under min and over max.\n -The number of signals is recalculated on a regular bases to account for changes in demand.\n",null,null,0]
[null,"Pull Flow (FIFO*)"," -Leadership has a low level of understanding of FIFO*.\n -No current actions to improve FIFO* levels"," -Leadership has been trained on FIFO*.\n -Often too busy to follow up or take actions."," -Leaders understand the deviations in FIFO* and drive activities to improve.\n -Often treated as a low priority."," -Leaders understand the importance of FIFO*.\n -Actions are in progress to improve FIFO*."," -Leadership has a method to follow-up FIFO* execution.\n -Follow up results in actions to improve the standards.\n -Actions carry a high priority.\n\n",null,null," -FIFO* is rarely respected.\n -FIFO* control does not exist"," -FIFO* is left to the diligence (Self Discipline) of the  material handling operator (manual)."," -Method exists to keep FIFO*. \n -Method does not always deliver good FIFO* results."," -Method exists to keep FIFO*.\n -Method is visual and simple to use (Easy for everyone)"," -FIFO* method (Rollers, etc.) is robust and results in near perfect FIFO*. \n\n",null,null,0]
[null,"Takt Time"," -Leadership has a poor understanding of takt time.\n -Very few  actions are defined to implement or improve."," -Leadership has been trained on the concept of takt time and understand how it is different from cycle time.\n -Often too busy to verify that takt time is being met."," -Leadership understands the benefits of running to takt time.\n -Some actions are defined to improve.\n -Plans are in place to balance lines according to takt time."," -Leadership promotes building to takt time.\n -Lines are balanced to meet takt time and to control overproduction."," -Leadership understands that producing to takt time is the most efficient way.\n -Takt time concept is understand and used to arrange all resources in the Facility*.\n -Leadership recognizes teams for meeting takt time in a consistent way.\n",null,null," -Lines produce according to cycle time.\n -Takt time is not understood by team members.\n -Cell goal does not reflect the takt time."," -Takt time is calculated for some lines.\n -Cell goals reflect the cycle time instead of the takt time."," -Team members understand the concept of takt time.\n -Contract reflects actual customer demand and is translated into the takt time on the cell.\n - Takt time is visualized on the shop floor.\n"," -Takt time is the pace driver in the site.\n - Production plan is completed within the week.\n -Escalation plan exists for deviations from the plan (Reaction plan for rail)."," -All resources (Man, material, machine, etc.) are organized to meet takt time (not more, not less).\n -Everyone can explain the concept of takt time and why it is important.\n -Cell goal is driven by the takt time.\n -Production plan is completed everyday.\n",null,null,0]
[null,"Frequent deliveries (internal)"," -Leadership is not aware of the current frequency for delivery and withdrawal.\n -Very few actions are defined to implement or improve."," -Leadership has been trained on the concept of frequent deliveries.\n -Efforts to improve are given a low priority."," -Leadership understands the concept of frequent deliveries.\n -Leadership is driving actions to make line feeding more efficient and reduce the frequency.\n -Leadership understands that all conveyance is non-value added."," -Leadership understands the relationship between frequency of delivery and inventory levels.\n -Actions to increase the frequency are in process and clearly progressing.\n -Leadership takes actions to improve the feeding standards.\n -Leadership regularly participates in audits to verify route timing and accuracy."," -Leadership is not satisfied with the current frequency of delivery and is proactive in finding ways to reduce the time.\n -Leadership works to balance/level the number of containers on each loop.\n -Leadership proactively works to improve the feeding standards.\n -Leadership works to level work load across all delivery routes.\n",null,null," -Frequency of delivery is not a priority in the site.\n -Few areas have line feeder standard work.\n -Poor discipline to existing standards.\n -Material routes start times are not measured.\n -Component and finished good route frequency is >60 min."," -Delivery routes are defined for all areas of the site.\n -Deviations happen frequently.\n -Material routes start on time +/- <3 min.\n -Component and finished good route frequency is <45 min."," -Delivery frequency is defined and monitored for deviations with actions to correct.\n -Each feeding route is timing controlled.\n -Material routes start on time +/- <2 min.\n -Component and finished good route frequency is <30 min."," -The \"Pitch\" is considered the heart beat of the facility and is well respected. \n -Delivery frequencies are visualized and a plan exists to increase the frequency.\n -Improvement actions are defined to continuous improve the stability and efficiency of line feeding.\n -Material routes start on time +/- <1 min.\n -Component and finished good route frequency is <20 min.\n\n"," -Stock levels for components and finished goods are matched to the frequency of delivery.\n -Each feeding route is standardized and timing controlled.\n -Routes are mapped and delivery points are visual.\n -Material routes start on time +/- < 0 min.\n -Component and finished good route frequency is <=15 min. ",null,null,0]
[null,"Line Concepts\n(SMED)"," -Leadership has a weak understanding of SMED and how it ties to the achievement of other target conditions."," -Leadership has been trained on SMED concepts.\n -Often too busy to follow up on and support team members to achieve SMED."," -Leadership participates in SMED workshops.\n -There is a clear strategy on SMED improvement for lines.\n - SMED improvements are viewed as a way to increase production time."," -Leadership ensures that all team members receive training on SMED Techniques.\n -SMED improvements are used to facilitate more frequent changeovers.","Leaderships encourages innovation to reduce changeover time.\n -Leaders continuously work to put the right controls in place to facilitate a wet changeover.\n -Leadership ensures that new machines/lines are build with \"Changeover within takt time\" in place.\n",null,null," -Changeovers are poorly executed.\n -Changeover time is not measured or is >20min."," -SWI exist for change overs, little discipline to standards, waste is obvious\n -Changeover time is <20min."," -SWI and Sequence have been created for the changeover process.\n -SWI are followed but need to purge out the cell (Dry Changeover) during changeover.\n -Changeover time is <10min."," -Operators are disciplined to the changeover SWI.\n -Internal and external tasks are separated to avoid waiting.\n -Actions are defined to reduce internal and external changeover steps.\n -Changeover time is < 5 min.\n -Changeover time is improving year over year.\n"," - Changeovers are seamless in the production process or at a minimum can be done within takt time.\n -Wet changeover concept is applied where appropriate controls exist to prevent product mixing.",null,null,0]
[null,"Line Concepts (No Isolated lines/areas or operators)","Leadership understanding of \"no isolated lines, areas, operators,  and stations is weak.\n -No actions defined to decrease isolation."," -Leadership has been trained on why isolated lines, areas, operators, and stations is inefficient.\n -Often too busy to react to obvious opportunities."," -Leaderships understands why isolated lines, areas, operators, and stations are inefficient.\n -Actions are defined to improve."," -Leadership is actively working to remove isolated lines, areas, operators, and stations.\n -Actions plans exist and are on time to the plan."," -Leadership ensures all new processes are designed to eliminate isolated lines, areas, operators, and stations.\n -A method exists to eliminate existing cases of isolation.",null,null," -Isolated lines, areas, operators and stations exist in the site.\n -No action defined."," -Some isolated lines, areas, operators, and stations exist.\n -Actions are defined to eliminate."," -Actions exist to eliminate isolated lines, areas, operators, and stations.\n -Improvement plans are in progress.\n -Some exceptions exist where the team accepts isolation."," -Processes are co-located to promote good communication and material flow.\n -Team members recognize situations that cause isolation and escalate to leadership."," -Site layout demands no isolated lines, areas, operators, and stations in the site.\n -Operators move freely inside the production cell and are not isolated by distance, barriers, etc. \n -Lines can be balanced to achieve the same TPU at any takt time.\n",null,null,0]
[null,"Line Concepts\n(One side feeding)"," -Leadership is not clear on one side feeding concept.\n -No action defined in the site"," -Leadership has been trained on one side feeding concepts.\n -Implementing one side of the line feeding receives a low priority."," -Leaderships understands the benefits of one side feeding.\n -Actions are defined for some  existing areas but mostly focused on future processes."," -Leadership clearly supports teams to achieve one side feeding.\n -Leaders help teams to remove barriers.\n -Leadership takes actions to improve existing lines."," -Leadership insists on one side feeding.\n -Leadership makes sure all new processes are designed for one side feeding from the beginning.",null,null," -Material feeders deliver material to both sides of the line."," -Pilot lines exist with material delivered on one side of the line.\n -Some material is then moved to the other side of the line for consumption.\n"," -The majority of the material is fed to one side of the line.\n -Some material is still delivered directly to the other side of the line.\n -Finished goods are retrieved from the same side as material delivery."," -All raw material is delivered on one side of the line.\n -All processes requiring material are located on one side of the line.\n -All finished goods are retrieved from the same side as material delivery.\n -Minomi feeding is used to deliver parts directly to the operator strike zone.\n"," -New lines arrive with one side of the line feeding.\n -Material feeding routes are organized to take full advantage of the dedicated aisles.\n -Aisles are minimized on the non-delivery side of the line.\n",null,null,0]
[null,"Line Concepts (Equipment Design)"," -Leadership has a weak understanding of the station size same as Value Add* concept.\n -Actions are rare.\n -Leadership does not think about the future use of equipment when reviewing machine designs"," -Leadership has been trained in station size same as Value Add*.\n -Often too busy to move forward on implementation.\n -Leadership has been trained on building equipment that is reusable.  \n -Equipment reuse is treated as a low priority."," -Leadership supports actions to improve existing station size to be closer to the size of the Value Add*.\n -Leadership sees the value in having machines that are modular and reusable.\n -Actions to improve are given a low priority."," -Leadership gets involved with machine designs to promote station size same as Value Add* and modular reusable designs\n -Actions are in place to and prioritized to move ahead.\n\n","Leadership is engaged in efforts to reduce the station size.\n -Leadership understands the link between this target condition and same TPU at any takt time.\n -Leadership ensures that new lines/machines are designed to be reused on future projects.\n",null,null," -Value Add* represents <50% of the total machine width.\n -End of production equipment is discarded with out thinking of other uses."," -Value Add* represents >50% of the total machine width. (See calculation tab)\n -Equipment reuse in the site is rare."," -Value Add* represents >65% of the total machine width.\n -Evidence that existing equipment is used on new projects exists."," -Value add represents >75% of the total machine width.\n -A method is established to evaluate how equipment can be reused for future projects."," -Station size is very close to the size of the Value Add*.\n -Value Add* represents >85% of the total machine width.\n -A robust process exists to ensure new equipment is modular and reusable and existing equipment is evaluated for reuse.",null,null,0]
[]
[null,null,"Record the main take for this section of the assessment."]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,2]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,3]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,4]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,5]

{"sheet":"Employee Involvement","index":8,"n_rows":22,"n_cols":28,"rows_kept":22,"cut":false,"hidden":false,"merged":[[6,21,6,22],[6,23,6,24],[6,25,6,26],[17,2,27,13],[0,16,0,17],[0,18,0,19],[1,1,3,13],[4,1,4,15],[5,21,5,26],[6,1,7,1],[6,9,6,15],[6,16,6,17],[6,18,6,19],[6,2,6,7]]}
["VESS 001 Appendix A - VES Assessment",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Leadership",null,"Workplace"]
[null,"Employee Involvement",null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Total Achieved",{"$f":"SUM(H9:H26)","v":0},null,{"$f":"SUM(Q9:Q26)","v":0},1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Total Possible",{"$f":"COUNTA(G9:G26)*5","v":35},null,{"$f":"COUNTA(N9:N26)*5*3","v":105},2]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Percentage",{"$f":"R2/R3","v":0},null,{"$f":"T2/T3","v":0},3]
[null,"Mission:  To create a culture where all employees naturally respect standards as a way to ensure safety and continuous improvement.  To increase the number of employees who have a high degree of flexibility and motivation to do the work.  To create the environment where “Ordinary people do extraordinary things everyday”."]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Changes"]
[null,"Component","Leadership (Behaviors)",null,null,null,null,null,null,"Workplace (Evidence)",null,null,null,null,null,null,null,null,null,null,null,"Leadership",null,"Workplace",null,"Width"]
[null,null,1,2,3,4,5,"Score",null,1,2,3,4,5,"Score","Width","Total",null,null,null,null,"Before","New","Before","New","Before","New","Why was the Rating changed?"]
[null,"Safety"," -Leadership reacts only when a serious accident happens."," -Leadership is not consistent when it comes to reporting safety issues.\n -Leaders do not hold themselves accountable for the safety conditions in the site."," -Leadership takes safety personally and demonstrates safe behaviors.\n -Action is taken reactively  when a safety event happens.\n -Leadership promotes go, see, fix activities to gather information on risks."," -Leadership reacts quickly to safety issues.\n -An 8D or other problem solving analysis exists for each incident at the site.\n -Leadership participates in go, see, fix activities to remove risks.\n -Actions are documented with owners and target dates."," -Leadership proactively engages in activities to prevent safety issues.\n -An 8D or other problem solving analysis exists for each near miss.\n -Leadership gives high priority to problem solving and it results in no repeat occurrences.\n -New lines are thoroughly reviewed prior to start of production.\n",null,null," -Team members can be observed violating safety rules without consequence (e.g. Personal Protective Equipment not used)."," -Team members are completely reactive for safety.\n -Most lessons are learned the hard way after an incident has already happened. \n -Some issues are repeat occurrences."," -Team members generally practice safe behaviors. \n -The status of Safety is visualized in the site so all can understand the current condition."," -Team members take safety seriously.\n -Workplace programs exist to proactively look for issues before they happen.\n -Very few repeat occurrences.\n -Status of visualization is up to date and complete.\n -Team is aware of near misses, actions not always followed.\n"," -Team members are personally accountable for safety and look out for co-workers.\n -There is a proactive method to capture potential issues (Near misses) and it is used.\n -Actions are up to date and completed on time to eliminate safety risks.",null,null,{"$f":"IF(O9<3,O9,O9*P9)","v":0}]
[null,"Ergonomics"," -Leadership has no or weak knowledge /understanding of ergonomics.\n -Minimal effort is put into solving ergonomic issues.\n -No proactive activities to prevent ergonomic issues are in place."," -Leadership has been trained on \"basic ergonomics awareness\" and has knowledge about ergonomics risk factors.\n -Leadership is only concerned about ergonomic issues after problems and symptoms have occurred.\n -No systematic work is taking place with ergonomics - follow-ups and progress are up to each individual."," -Leadership ensures that everybody in the organization is trained on \"basic ergonomics awareness\".\n -A systematic method to review ergonomics is in place but is reactive."," -Leadership has some understanding and supports proactive ergonomics work.\n -Leadership reacts quickly to ergonomics issues.\n -Leadership ensures that key people dedicated to ergonomics work are properly trained and a plan exists to train others.\n -Leaders participate in Line&Design workshops and ergonomics evaluations of future production lines.\n\n\n\n"," -Leadership is engaged in proactive ergonomics activities and strongly promotes that work to prevent ergonomics issues.\n -Systematic work /ergonomics program exists to evaluate ergonomics conditions and take actions prior to injuries.\n -New products and processes are designed with good ergonomics from the beginning.\n -Leadership proactively drives ergonomic improvements through Yokoten.",null,null," -Responsibility for the ergonomics in the worksite is not clear.\n -Teams do not have time to be trained on ergonomics.\n -Result: no or very little ergonomics work. "," -Little ergonomics knowledge exits.\n -Ergonomics work is applied in some areas by external experts."," -Everybody in the organization has been trained on basic \"ergonomics awareness\".\n -Sporadic ergonomics improvements exist."," -There is a systematic work with ergonomics in place.\n -Ergonomics is evaluated both in products and processes during Line & Design workshops.\n -Ergonomics is evaluated during line balancing activities/Target Condition workshops.\n -Ergonomics of the work place is evaluated in relation to any symptoms, injuries, etc.\n -SWIs include pictures and information related to ergonomics."," -Teams are given time to prioritize work with ergonomics and conduct ergonomic workshops.\n -Team members provide feedback on product ergonomics and user friendliness back to design authorities.\n -Teams take time to work with ergonomics and take actions on potential ergonomics issues proactively.\n -Team members show a strong commitment not to accept any potential risk factors on new products and processes.\n",null,null,{"$f":"IF(O10<3,O10,O10*P10)","v":0}]
[null,"Flexibility & Motivation (Skills & Training)"," -Leadership applies very little focus on skill development.\n -Leadership has a weak belief that time spent on training will be a good investment. \n"," -Leadership has been trained on the importance of skill development and training.\n -Often too busy to act on training and  skill development.\n -Only training required from the corporate level is cascaded."," -Leadership has a basic understanding of their team members skills.\n -Some efforts are made to increase team members skills.\n -Leaders start to realize the benefits of good training. \n -Some on the job training occurs.\n"," -Leadership proactively identifies future department needs for skill development.\n -Leadership is actively engaged in team members skill development.\n -Leaders manage and follow-up on personal development plans and skill matrices.\n"," -Leadership proactively identifies future business needs for skill development.\n -Leadership members are commonly rotated to other positions to increase skills.\n -Leaders invest time in cross training employees. \n -Expectations are clear for skills improvement.\n -Focus is given to trainer development.\n\n",null,null," -Skills management process is dependent on experts to manage by memory.\n -Training of employees is reactive and happens only after the employee has started a new job."," -A process exists for skill management.\n -Process is outdated and does not reflect the current condition.\n-A program for introduction training of new employees is in place."," -A Skill Matrix* exists to track who can do what tasks.\n -The Skill Matrix* is not always used to promote skill development.\n -On the job training process is defined for skills needed.\n -Trainers exist.\n","  -The Skill Matrix* is easy to use and always up to date.\n -Team members are commonly rotated to gain experience in a variety of positions.\n -Team members realize the benefit of cross training for them and the company.\n -Trainers are capable and available to meet the business needs.\n"," -Team members are actively involved in their own development.\n -A available Skill Matrix*  exists for team members to show their current status of skills and petition (ask) for new skills.\n -Time is invested in creating highly skilled trainers.",null,null,0]
[null,"Disciplines to Standards"," -Leadership has a weak appreciation for discipline to standards.\n -Short cuts are normal way of working"," -Leadership has been trained on discipline to standards.\n -Often too busy to demonstrate good discipline to standards."," -Leadership sets the good example by respecting standards.\n"," -Leadership expects and teaches good discipline to standards.\n -A Follow up method exists to verify adherence to standards."," -Leadership sets the tone for all employees by personally demonstrating respect for standards.\n -Leadership ensures the expectation is clear for all team members with periodic training on why standards exist.",null,null," -Team members are often found violating known standards (e.g. safety, quality, 5S, etc.)\n -Lack of discipline is tolerated as part of the culture."," -Team members are aware that standards exist.\n -Not always sure where to find them.\n -Standards are not fully understood."," -Team members respect most standards.\n -Not always sure of the reason for the standard.\n"," -Team members are knowledgeable about existing standards.\n -Team members know where to find existing standards.\n -Actions are defined to simplify standards as a way to improve adherence.\n"," -Team members hold each other accountable to keep the standard.\n -Actions are defined to simplify standards and are on track to meet target dates.\n",null,null,0]
[null,"Continuous Improvement"," -Leadership talks about the importance of a suggestions system.\n -Talk does not match actions.\n -Leadership dedicates minimal time to listening to team members.\n -Very seldom do leaders participate with documented suggestions."," -Leadership has been trained on the importance of continuous improvement.\n -Often too busy to truly support continuous improvement activities."," -Leadership recognizes the best feedback about a process comes from the person doing the job.\n -Leadership understands the number of units produced per employee as an indication of improvement over time."," -Leadership takes time to recognize employees for continuous improvement activities, such as suggestion, Jidoka, WS, ZD.\n -Leadership is present on the Genba* and  frequently encourage continuous improvement activities.\n -Leadership encourages  the Yokoten of good suggestions."," -Leadership is committed to a steady flow of good ideas being rapidly implemented.\n -Leadership regularly participates in recognition of good suggestions.\n -Leadership is aware of suggestions system metrics and uses them to make necessary adjustments.\n -Leadership gives coaching to team members on the Genba*.\n\n",null,null," -A suggestions system exists.\n -Very little activity on current suggestions.\n -Suggestion implementation lead time for the site is >30 working days."," -Team members are aware of the suggestions system.\n -Team members are not given time to submit or work on suggestions.\n -Suggestion implementation lead time for the site is <20 working days."," -There is very clear recognition system on continuous improvement .\n -Recognition does not always happen in a timely manner.\n -Some suggestions are implemented by the submitter.\n -Suggestion implementation lead time for the site is <15 working days.\n"," -Team members regularly participate in suggesting new ideas.\n -Units produced per employee is improving year over year.\n -Most suggestions are implemented by the submitter.\n -Suggestion implementation lead time for the site is <8 working days."," -Team members receive feedback on rejected suggestions.\n -Team members are given time to submit and implement suggestions.\n -Suggestion implementation lead time for the site is <5 working days.\n -A method exists to Yokoten good suggestions.",null,null,0]
[null,"Don't judge, don't blame"," -Leadership often focuses on \"Who\" when investigating a problem.\n -Leadership often considers retraining as a solution to problems."," -Leadership has been trained on don't judge, don't blame.\n -Often forgets in the moment when a problem happens."," -Leadership strives not to judge and blame.\n -Most of the focus is on facts and data."," -Leaders give high importance to find the root cause and to prevent reoccurrence.\n -Typically asking what and why instead of who."," -Leadership creates a culture where the focus is on the problem and not the person.\n -Leadership proactively discusses sharing good and bad without blame to reinforce the culture.\n -Leadership recognizes the benefits of not hiding problems.\n",null,null," -Team members feel judged and blamed when problems happen."," -Team members are trained on Don't Judge, Don't Blame.\n -Correct behaviors are not always demonstrated at the Genba*."," -Team members are regularly trained on the benefits of  don't judge, don't blame.\n -Problems are brought forward reactively."," -Team members share problems without fear of blame.\n -Potential problems are raised proactively.\n"," -Team members recognize the site culture and openly share problems.\n -Problems are recognized proactively because team members are trained to see them proactively.\n\n",null,null,0]
[null,"Process leads to results"," -Leadership looks for ways to change the data to look like a good improvement.\n -Often no change was made to the process.","Leadership has been trained on process vs. results.\n -Decision making does not support the principle."," -Leadership is aware of the benefits to focusing on the process.\n -Some investments are made in the process to get the right result."," -Leadership displays process oriented philosophy.\n -Leadership asks how the process is better when evaluating changes."," -Leadership is focused on the \"Total Cost\" when taking decisions.\n -Total cost is given a much higher priority than sub optimization.\n -Leadership is convinced that a good process leads to good result.\n",null,null," -Team members decisions are focused on moving the metric only and not making actual improvements."," -Team members have been trained on process vs. results.\n -Often not given any time to improve the process."," -Team members achieve good results in the short run.\n -Not always sustainable over time. "," -Team members achieve good results.\n -Often sustained."," -Team members are process driven in their daily work.  \n -Workshops are aligned with Policy Deployment to achieve long term targets.\n -Sustainable results are evident.",null,null,0]
[]
[null,null,"Record the main take for this section of the assessment."]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,2]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,3]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,4]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,5]

{"sheet":"Quality First","index":9,"n_rows":24,"n_cols":28,"rows_kept":24,"cut":false,"hidden":false,"merged":[[6,21,6,22],[6,23,6,24],[6,25,6,26],[19,2,29,13],[0,16,0,17],[0,18,0,19],[1,1,3,13],[4,1,4,15],[5,21,5,26],[6,1,7,1],[6,9,6,15],[6,16,6,17],[6,18,6,19],[6,2,6,7]]}
["VESS 001 Appendix A - VES Assessment",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Leadership",null,"Workplace"]
[null,"Quality First",null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Total Achieved",{"$f":"SUM(H9:H25)","v":0},null,{"$f":"SUM(Q9:Q25)","v":0},1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Total Possible",{"$f":"COUNTA(G9:G25)*5","v":45},null,{"$f":"COUNTA(N9:N25)*5*3","v":135},2]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Percentage",{"$f":"R2/R3","v":0},null,{"$f":"T2/T3","v":0},3]
[null,"Mission: Create a reliable system where quality is build in at the point of value add in order to achieve zero defects.  To improve this system, the quality tools and methods are understood and used properly.  Prevention activities for new launches are promoted through solid root cause analysis. Continuously moving from reactive to proactive approach."]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Changes"]
[null,"Component","Leadership (Behaviors)",null,null,null,null,null,null,"Workplace (Evidence)",null,null,null,null,null,null,null,null,null,null,null,"Leadership",null,"Workplace",null,"Width"]
[null,null,1,2,3,4,5,"Score",null,1,2,3,4,5,"Score","Width","Total",null,null,null,null,"Before","New","Before","New","Before","New","Why was the Rating changed?"]
[null,"Jidoka (Stop, Call, Wait)"," -Leadership shows little interest in the Jidoka process.\n -Leadership is not aware of the number of Jidokas happening in the site."," -Leadership encourages the Jidoka culture but no leadership follow up is in place to reinforce the behavior."," -Leadership shows appreciation for Jidoka efforts and stopping problems.\n -Not all Jidoka findings result in a complete root cause analysis."," -Leadership is actively involved in follow up on Jidoka events.\n -Most Jidokas result in a full 8D/Problem solving analysis when appropriate."," -Leadership takes an active roll in the Jidoka process and events are reviewed daily.  \n -Leadership sets a clear expectation to focus is on Proactive Jidoka.\n -Leadership tracks Jidoka reoccurrence and takes action to Prevent.\n -Leadership drives supplier related Jidokas to be presented back to the team member who found the abnormality.\n",null,null," -Very little evidence a Jidoka culture exists.\n -CFT* response time for issues outside of AMT capability  is >20 Min. \n - <75% of all issues / findings are identified through the Jidoka Process. (See the calculation tab.)"," -Team members are starting to participate in raising Jidokas.\n -Follow up is inconsistent.\n -CFT* response time for issues outside of AMT capability is <20 Min. \n - >75% of all issues / findings are identified through the Jidoka process. (See the calculation tab.)","  -Team members understand the Jidoka process.\n -Jidokas are followed to closure.\n -Jidoka events are reviewed weekly.\n -CFT* response time for issues outside of AMT capability is <15 Min. \n - >85% of all issues / findings are identified through the Jidoka process. (See the calculation tab.)\n -Jidokas are coming from the manufacturing area only."," -Jidoka events are tracked in a systematic way (e.g. L2L).\n -A reliable method exists to  follow Jidokas to closure.\n -CFT* response time for issues outside of AMT capability is <10 Min. \n - >95% of all issues / findings are identified through the Jidoka process. (See the calculation tab.)\n -Jidokas are coming from the manufacturing and Non-Manufacturing* areas."," -Team members fully understand the importance of proactively finding and fixing potential problems.\n -There is a closed loop system to address the root cause.\n -Team members understand the Jidoka process as a method to identify and manage risk.\n -CFT* response time for issues outside of AMT capability is <5 Min.  \n - >99% of all issues / findings are identified through the Jidoka process. (See the calculation tab.)\n\n",null,null,{"$f":"IF(O9<3,O9,O9*P9)","v":0}]
[null,"Jidoka (Recognition)"," -Leadership rarely participates in giving recognition to employees who participate in the Jidoka process.\n -Recognition is not visualized.\n -A member of Leadership participates in <70% of all Jidoka recognition opportunities.\n"," -Leadership has been trained on the Jidoka Process.\n -Often too busy to follow up or interact with the employees.\n -A member of Leadership participates in >70% of all Jidoka recognition opportunities."," -Leadership occasionally participates in the recognition of Jidokas. \n -A member of Leadership participates in >80% of all Jidoka recognition opportunities.\n "," -Leadership participates in most Jidoka recognition events.\n -A member of Leadership participates in >90% of all Jidoka recognition opportunities."," -Leadership ensures that all Jidokas get recognized.\n -Leadership ensures that visuals are up to date.\n -Leadership promotes Jidokas from all functional groups.\n -A member of Leadership participates in >95% of all Jidoka recognition opportunities.",null,null," -Jidoka events are rare.\n -Lead-time from finding to recognition is >15 working days."," -Jidokas are not displayed to promote recognition.\n -Lead-time from finding to recognition is <15 working days."," -Jidokas are displayed but sometimes outdated.\n -Lead-time from finding to recognition is <10 working days."," -Jidokas are displayed visually and kept up to date.\n -Lead-time from finding to recognition is <7 working days."," -Jidokas are highlighted in a positive way.\n -Proactive Jidokas receive special recognition to promote the proactive approach.\n -Lead-time from finding to recognition is <5 working days.",null,null,{"$f":"IF(O10<3,O10,O10*P10)","v":0}]
[null,"Problem Solving"," -Leadership is not interested in hearing about problems.\n -Problems and their results are hidden.\n"," -Leadership has been trained in Problem Solving.\n -Leadership behavior is  reactive and they only act after problems occur.  \n -Leadership accept quick results instead of sustainable solutions \n"," -Leadership mainly asks for root cause analysis when a customer claim occurs.\n -Leadership pays more attention to closing issues than to actually solving the problem.\n- Leadership understands capabilities of Six Sigma and knows where to obtain resources for help.\n"," -Leadership conducts 8D reviews and buy off only when they are satisfied the root cause has been addressed.\n -Leadership promotes cross functional team involvement.\n -Leadership recognizes the success of the team when problems are solved."," -Leadership conducts in depth reviews of 8D's, based on severity (Cat A,B,C), each week at a set time.\n -Focus is on reoccurrence prevention and Yokoten application.\n -Leadership participates in the problem solving teams as required.\n- Six Sigma is regularly used to solve complex problems.",null,null," -Team members are often not aware of problem solving activities.\n  -On time closure is <70% for all 8D's.\n - >5 reoccurrences for the same root cause in the past 12 months."," -A single team member is responsible for most of the 8D work.\n -Problem solving is more of a fire fighting than a systematic process. \n -On time closure is >70% for all 8D's.\n - <5 reoccurrences for the same root cause in the last 12 months."," -Cross functional teams are created for each 8D.\n -Team members are trained on problem solving.  \n -On time closure is >80% for all 8D's.\n - <3 reoccurrences for the same root cause in the last 12 months.","  -Cross functional teams, including operators, are created for each 8D.\n -Team members see problems as opportunities to improve.\n -On time closure is >90% for all 8D's.\n - <1 reoccurrences for the same root cause in the last 12 months.\n-Six Sigma Black- and Yellow-belt training has started"," -Team members take action to update standards and drawings to protect future products.\n -Systemic root cause is addressed and effective on all 8D's (Step 7).\n -On time closure is >95% for all 8D's.\n -Zero reoccurrences for the same root cause in the last 12 months.\n-Six Sigma projects are running in the organization",null,null,0]
[null,"Yokoten"," -Leadership applies very little focus to drive Yokoten activities."," -Leadership has been trained on the importance of Yokoten.\n -Often too busy to follow up on implementation progress."," -Leadership is actively engaged in promoting Yokoten.\n -Implementation is given low priority."," -Leadership has a systemic way to follow the implementation of Yokoten in the site.\n -Leadership participates in the review of Yokoten progress (Monthly minimum)."," -Leadership gives adequate attention to Yokoten and sees it as a risk reduction tool.\n -Leadership supports Yokoten implementation with weekly follow up at a scheduled time.\n -Leadership proactively looks for best practices to find solutions.\n",null,null," -Yokoten are initiated with little follow up for completion.\n -Due dates are not tracked.","Team members highlight Yokoten opportunities.\n -Very little focus on implementation."," -Yokoten are captured and completed at the site level.\n -Completion depends on an individual to track.\n -Due dates are tracked.\n"," -Yokoten are captured and completed at the divisional level.\n -A reliable method exists to track Yokoten closure."," -Yokoten are happening across the site, division, and globally where applicable.\n -Yokoten are applied to future machines and processes.\n -A reliable method exists to track Yokoten closure.\n -Status is followed up weekly.\n",null,null,0]
[null,"CPC","Leadership views change points as a burden.\n -Leadership is typically  not involved."," -Leadership has been trained on change point control.\n -Often too busy to support change point verification meetings."," -Leadership is actively engaged in promoting CPC as a tool to reduce risk.\n -All mandatory change points are tracked and verified per the standard."," -Leadership attends CPC meeting  periodically to show support to the team.\n -CPC meeting is only held in start up meeting but no follow up in closing meeting. \n"," -Leadership often goes to the change point (at the Genba) to verify.\n -Change points are followed in morning and closing meetings.\n -Leadership gives adequate support to the teams to make sure processes start up safely.",null,null," -Team members are not aware of the CPC meaning."," -Team members learn of change points after the fact.\n -Changes are discussed but not verified."," -Team members are involved and aware of major change points only.\n -Attendance to CPC meeting is not repeatable.\n"," -Team members are proactively notified of change points.\n -Team members participate in the validation of change points to guarantee quality."," -Team members are proactive in highlighting change points in the process.\n -Meeting is attended by all CFT* members because importance is understood.\n -A reliable process exists to ensure all team members are aware of the change points (no surprises).\n",null,null,0]
[null,"Zero Defects"," -Leadership treats Zero Defect as an event instead of a mindset/ culture.\n -Leadership provides very little support."," -Leadership has been trained on Zero Defects.\n -Often too busy to provide follow up and support ZD activities."," -Leadership has a plan to complete X number of ZD activities annually. \n -Plan is sometimes delayed due to other priorities.\n -Focus is greater on reporting Zero Defects than on achieving Zero Defects."," -Leadership provides full support to the teams to remove barriers to progress.\n -Leadership drives weekly follow up meetings to support the team.\n -Leadership honors reality and supports going back to zero."," -Leadership participates personally in ZD activities.\n -Leadership understands the need for a strong foundation with ZD prerequisites.\n -Focus is on achieving Zero Defects instead of reporting Zero Defects.\n",null,null," -Team members have a weak belief that Zero Defects is possible.\n -Very little team member involvement in "," -Not all defects get recorded for fear of losing the ZD trend.\n -Prerequisites for Zero Defects are not a priority."," -Team members participate in ZD activities.\n -Zero Defect activity is focused on solving current problems. \n"," -Team members are engaged in daily meetings to pursue zero defects.\n -ZD Documents are up to date for active Workshops.\n -Team members follow the 5 steps of the zero defect activity.\n -Preconditions for Zero Defects are part of the focus and actions exist to improve."," -Team members are convinced that Zero Defects is possible.\n -Zero Defect culture is evident by the high level of 5S, Jidoka Culture, One Piece Flow, TPM, etc. \n -Resources are prioritized to solve potential problems (proactively).\n -New defects are celebrated because now they can be fixed.\n",null,null,0]
[null,"PFMEA GSF","\n\n -Leadership understanding of PFMEA go, see, & fix is weak.\n -PFMEA go, see, & fix audits are conducted on time <60%.\n"," -Leadership has been trained on PFMEA go, see, & fix.\n -Often too busy to participate or follow up.\n -PFMEA go, see, & fix audits are conducted on time >60%.\n -Leadership is not engaged in management reviews of the PFMEA go, see, & Fix results.\n -Priority 1 findings are not given proper attention."," -Leadership supports PFMEA go, see, & fix reactively to stay off the past due list.\n -PFMEA go, see, & fix audits are conducted on time >70%.\n -Leadership participates in management reviews quarterly."," -Leadership actively supports team members to complete audits and actions.\n -PFMEA go, see, & fix audits are conducted on time >80%.\n -Leadership participates in management reviews monthly."," -Leadership takes an active roll to make sure  PFMEA audits are conducted on time (Reviewed min weekly).\n -Leadership attends PFMEA GSF reviews to provide support and remove barriers.\n -Leadership participates in audits to show importance.\n -PFMEA go, see, & fix audits are conducted on time >90%.\n\n",null,null," -Team members are not involved in PFMEA go, see, & fix audits.\n -Actions from audits are completed on time <70%."," -PFMEA audit is conducted in a conference room instead of at the worksite.\n -Only engineers participate in the audit.\n -Actions from audits are completed on time >70%.\n -Findings are repeated from one audit to the next on the same line."," -Team members are aware of audits in advance and participate with the team.\n -Actions from audits are completed on time >80%."," -Each audit results in less findings because permanent fixes have been implemented.\n -Actions from audits are completed on time >90%.\n -Operators from the area are used to provide feedback and identify new failure modes."," -PFMEA reviews are conducted at the worksite (Not in a conference room).\n -Operators from other areas (Fresh eyes) are used to provide feedback and identify new failure modes.\n -Operators are involved in testing failure modes.\n -Action is taken to fix systemic findings from audits.\n -Actions from audits are completed on time >95%.\n\n",null,null,0]
[null,"Rework"," -Leadership allows unapproved rework as part of normal work."," -Leadership has been trained on why rework is a risk \n -Process has been established to define allowed rework"," -All processes have defined what rework is allowed and the correct documentation is in place.\n- Leadership follows up regularly that no unapproved rework is occurring"," -Leadership works to eliminate approved rework on existing processes.\n -Actions exist to improve product and process robustness.\n -New line owners work with statistical data to remove the need for rework.\n"," -Leadership has a strict policy that prohibits rework and retest, no exceptions.\n -Leadership works proactively to ensure quality is built in at the point of value add.",null,null," -Team members consider rework as a normal way of doing work."," -Team members have been trained on \"no rework\".\n -Policy is not discussed or is ignored."," -Team members know about the \"no rework / retest\" policy.\n -Policy is generally accepted in the site but with little follow up or verification."," -Team members know about the \"no rework / retest\" policy.\n- Systematic methods exist to prevent rework (e.g. Traceability…)"," -Team members understand and respect the \"no rework / retest\" Policy.\n -Team members work proactively to eliminate approved rework.\n\n",null,null,0]
[null,"Quality built in at point of value add\n","Leadership has some understanding of the Quality built in at the point of value add concept.\n -Very seldom actions are defined for improvement"," -Leadership has been trained on building in quality at the point of value add.\n -Often too busy to work on improving the current condition.\n -Inspection is the main action to guarantee quality."," -Leadership understands the importance of quality built in at the point of value add.\n -Leadership works to build quality in at the point of value add on existing processes.\n\n"," -Leadership works to build quality in at the point of value add on existing processes.\n -Actions exist to improve robust Poka yokes.\n -New line owners participate to the evaluation of future lines."," -Leadership ensures that future processes are designed with quality built in at the point of value add. \n-Investments are made to improve the robustness of quality on existing processes.",null,null," -Quality control is mostly achieved by manual inspections.\n -Duplicate inspection is necessary for many processes."," -Poka yoke concepts are applied in some stations. \n -Final inspection is a must\n -Defects are caught in downstream stations.\n -Final inspection still used as a backup."," -Defects are caught in the same station where they are produced by detection\n -Final inspection is still in place and findings are still detected.\n -Team members test poka yokes prior to building parts on a shiftly basis.\n"," -Defects are avoided through  prevention methods in the process\n -Final inspection findings are rare."," -Product design poka yokes prevent defects from being built.\n -Final inspection is not needed.\n \n",null,null,0]
[]
[null,null,"Record the main take for this section of the assessment."]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,2]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,3]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,4]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,5]

{"sheet":"Calculation","index":10,"n_rows":113,"n_cols":48,"rows_kept":113,"cut":false,"hidden":false,"merged":[[1,1,1,52],[3,2,3,51],[4,2,4,5],[4,7,4,10],[4,12,4,30],[4,32,4,51],[9,2,10,5],[9,7,10,10],[9,12,10,30],[9,47,9,51],[10,32,10,35],[10,37,10,40],[10,42,10,45],[10,47,10,51],[6,2,7,5],[6,7,7,10],[6,12,7,30],[6,32,6,35],[6,42,6,45],[6,47,6,51],[7,32,7,35],[7,37,7,40],[7,42,7,45],[7,47,7,51],[12,2,13,5],[12,7,13,10],[12,12,13,30],[12,47,12,51],[13,47,13,51],[15,2,16,5],[15,7,16,10],[15,12,16,30],[15,33,15,38],[15,41,15,45],[15,47,15,51],[16,33,16,38],[16,41,16,45],[16,47,16,51],[18,2,19,5],[18,7,19,10],[18,12,19,30],[18,32,18,35],[18,37,18,40],[18,42,18,45],[18,47,18,51],[19,32,19,35],[19,37,19,40],[19,42,19,45],[19,47,19,51],[23,42,23,43],[23,44,23,45],[21,42,21,45],[22,32,22,33],[22,34,22,35],[22,37,22,38],[22,39,22,40],[22,42,22,43],[22,44,22,45],[21,32,21,35],[21,37,21,40],[23,32,23,33],[23,34,23,35],[23,37,23,38],[23,39,23,40],[25,42,25,43],[25,44,25,45],[24,32,24,33],[24,34,24,35],[24,37,24,38],[24,39,24,40],[24,42,24,43],[24,44,24,45],[27,32,27,33],[27,34,27,35],[27,37,27,38],[27,39,27,40],[27,42,27,43],[27,44,27,45],[26,32,26,33],[26,34,26,35],[26,37,26,38],[26,39,26,40],[26,42,26,43],[26,44,26,45],[25,32,25,33],[25,34,25,35],[25,37,25,38],[25,39,25,40],[28,32,28,33],[28,34,28,35],[28,37,28,38],[28,39,28,40],[28,42,28,43],[28,44,28,45],[30,39,30,40],[30,42,30,43],[30,44,30,45],[29,32,29,33],[29,34,29,35],[29,37,29,38],[29,39,29,40],[29,42,29,43],[29,44,29,45],[30,32,30,33],[30,34,30,35],[30,37,30,38],[31,42,31,43],[31,44,31,45],[31,47,32,51],[32,32,32,33],[32,34,32,35],[34,2,35,5],[34,7,35,10],[34,12,35,30],[34,32,34,35],[34,37,34,40],[34,42,34,45],[34,47,34,51],[35,32,35,35],[35,37,35,40],[35,42,35,45],[35,47,35,51],[21,2,32,5],[21,7,32,10],[21,12,32,30],[31,32,31,33],[31,34,31,35],[31,37,31,38],[31,39,31,40],[28,47,30,51],[37,2,42,5],[37,7,42,10],[37,12,42,30],[37,32,37,35],[37,37,37,40],[37,42,37,45],[40,32,40,35],[40,37,40,40],[40,42,40,45],[41,32,41,35],[41,37,41,40],[41,42,41,45],[38,32,38,35],[38,37,38,40],[38,42,38,45],[39,32,39,35],[39,37,39,40],[39,42,39,45],[41,47,41,51],[42,32,42,35],[42,37,42,40],[42,42,42,45],[42,47,42,51],[44,2,56,5],[44,7,56,10],[44,12,56,30],[44,32,44,37],[44,39,44,44],[47,32,47,34],[47,35,47,37],[47,39,47,41],[47,42,47,44],[48,32,48,34],[48,35,48,37],[48,39,48,41],[48,42,48,44],[45,32,45,34],[45,35,45,37],[45,39,45,41],[45,42,45,44],[46,32,46,34],[46,35,46,37],[46,39,46,41],[46,42,46,44],[51,32,51,34],[51,35,51,37],[51,39,51,41],[51,42,51,44],[52,32,52,34],[52,35,52,37],[52,39,52,41],[52,42,52,44],[49,32,49,34],[49,35,49,37],[49,39,49,41],[49,42,49,44],[50,32,50,34],[50,35,50,37],[50,39,50,41],[50,42,50,44],[66,47,66,51],[58,2,59,5],[58,7,59,10],[58,12,59,30],[58,32,58,35],[58,37,58,40],[52,47,54,51],[53,32,53,34],[53,35,53,37],[53,39,53,41],[53,42,53,44],[54,32,54,34],[54,35,54,37],[54,39,54,41],[54,42,54,44],[58,42,58,45],[58,47,58,51],[59,32,59,35],[59,37,59,40],[59,42,59,45],[59,47,59,51],[55,32,55,34],[55,35,55,37],[55,39,55,41],[55,47,56,51],[63,37,63,40],[63,42,63,45],[64,32,64,35],[64,37,64,40],[64,42,64,45],[65,32,65,35],[65,37,65,40],[65,42,65,45],[65,47,65,51],[55,42,55,44],[70,32,70,35],[70,37,70,40],[70,42,70,45],[61,42,61,45],[62,32,62,35],[62,37,62,40],[62,42,62,45],[63,32,63,35],[66,32,66,35],[66,37,66,40],[66,42,66,45],[61,2,66,5],[61,7,66,10],[61,12,66,30],[61,32,61,35],[61,37,61,40],[75,42,75,45],[76,32,76,35],[76,37,76,40],[76,42,76,45],[68,2,73,5],[68,7,73,10],[68,12,73,30],[68,32,68,35],[68,37,68,40],[71,32,71,35],[71,37,71,40],[71,42,71,45],[72,32,72,35],[72,37,72,40],[72,42,72,45],[68,42,68,45],[69,32,69,35],[69,37,69,40],[69,42,69,45],[77,32,77,35],[77,37,77,40],[77,42,77,45],[72,47,72,51],[73,32,73,35],[73,37,73,40],[73,42,73,45],[73,47,73,51],[75,32,75,35],[75,37,75,40],[80,47,80,51],[82,2,87,5],[82,7,87,10],[82,12,87,30],[82,32,82,35],[82,37,82,40],[82,42,82,45],[78,32,78,35],[78,37,78,40],[78,42,78,45],[78,47,79,51],[79,32,79,35],[79,37,79,40],[79,42,79,45],[75,2,80,5],[75,7,80,10],[75,12,80,30],[83,32,83,35],[83,37,83,40],[83,42,83,45],[84,32,84,35],[84,37,84,40],[84,42,84,45],[80,32,80,35],[80,37,80,40],[80,42,80,45],[89,2,90,5],[89,7,90,10],[89,12,90,30],[89,32,89,35],[89,37,89,40],[85,32,85,35],[85,37,85,40],[85,42,85,45],[86,32,86,35],[86,37,86,40],[86,42,86,45],[89,42,89,45],[89,47,89,51],[90,32,90,35],[90,37,90,40],[90,42,90,45],[90,47,90,51],[86,47,86,51],[87,32,87,35],[87,37,87,40],[87,42,87,45],[87,47,87,51],[92,47,92,51],[93,32,93,35],[93,37,93,40],[93,42,93,45],[93,47,93,51],[95,2,100,5],[95,7,100,10],[95,12,100,30],[95,32,95,35],[95,37,95,40],[92,2,93,5],[92,7,93,10],[92,12,93,30],[92,32,92,35],[92,37,92,40],[92,42,92,45],[98,32,98,35],[98,37,98,40],[98,42,98,45],[98,47,99,51],[99,32,99,35],[99,37,99,40],[99,42,99,45],[95,42,95,45],[96,32,96,35],[96,37,96,40],[96,42,96,45],[97,32,97,35],[97,37,97,40],[97,42,97,45],[105,2,106,5],[105,7,106,10],[105,12,106,30],[105,32,105,35],[105,37,105,40],[100,32,100,35],[100,37,100,40],[100,42,100,45],[106,32,106,35],[106,37,106,40],[106,42,106,45],[100,47,100,51],[102,2,103,5],[102,7,103,10],[102,12,103,30],[102,32,102,35],[102,37,102,40],[102,42,102,45],[105,42,105,45],[105,47,105,51],[106,47,106,51],[102,47,102,51],[103,32,103,35],[103,37,103,40],[103,42,103,45],[103,47,103,51],[108,47,108,51],[109,32,109,35],[109,37,109,40],[109,42,109,45],[109,47,109,51],[108,42,108,45],[111,2,112,5],[111,7,112,10],[111,12,112,30],[111,32,111,35],[111,37,111,40],[108,2,109,5],[108,7,109,10],[108,12,109,30],[108,32,108,35],[108,37,108,40],[116,35,116,38],[116,40,116,43],[116,45,116,49],[118,46,118,49],[111,42,111,45],[111,47,111,51],[112,32,112,35],[112,37,112,40],[112,42,112,45],[112,47,112,51]]}
["VESS 001 Appendix A - VES Assessment"]
[null,"VES Assessment Standard Calculations"]
[]
[null,null,"Note: If the  data does not exist for a specific element and/or component then the Lead Calibrator has the final say on how to quantify the level. "]
[null,null,"Element",null,null,null,null,"Component",null,null,null,null,"Instructions",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Standard Calculation"]
[]
[null,null,"Standards",null,null,null,null,"Follow up / Compliance",null,null,null,null,"From the VESS implementation matrix in SharePoint, enter the current percentage of VESS compliance for your site.",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Current VESS Compliance %",null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Total VESS Compliance %"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"AG8","v":0}]
[]
[null,null,"Standards",null,null,null,null,"Continuous Improvement",null,null,null,null,"Randomly select 3 Standard work instructions. Enter the latest revision date in the cells provided.",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Revision Date #1",null,null,null,null,"Revision Date #2",null,null,null,null,"Revision Date #3",null,null,null,null,"Average months since last revision"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"(((TODAY()-AG11)+(TODAY()-AL11)+(TODAY()-AQ11))/3)/30","v":1463.8666666666666}]
[]
[null,null,"Muda Elimination",null,null,null,null,"Waiting",null,null,null,null,"Compare the P4 sequence steps to what is actually being done on 10 sequences across a minimum of 3 processes (Cells, lines, etc.). \nFollowing correctly = 1 and Not following correctly = 0 ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1,2,3,4,5,6,7,8,9,10,null,null,"Average compliance to P4 document"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"SUM(AJ14:AS14)/10","v":0}]
[]
[null,null,"Muda Elimination",null,null,null,null,"Overproduction",null,null,null,null,"From Leading2Lean, count the total number of active cells (cells currently in production and producing this week).  Count the number of cells with a PEFF value greater than 100%",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Total number of active cells",null,null,null,null,null,null,null,"Total number of cells with PEFF >100%",null,null,null,null,null,"Percentage of cells overproducing"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"AP17/AH17","v":{"$error":"#DIV/0!"}}]
[]
[null,null,"Muda Elimination",null,null,null,null,"Inventory",null,null,null,null,"Physically verify min/max condition  in the following areas: 5 locations in the Raw material warehouse, 5 in Line side racks, and 5 in the finished goods warehouse.  Enter the total number of compliant (Meaning within the min and the max. If min/max is not established then it counts as 0.",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"# within the min/max -Raw",null,null,null,null,"# within the min/max -Line",null,null,null,null,"# within the min/max -FG",null,null,null,null,"Percentage of min/max adherence"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"SUM(AG20,AL20,AQ20)/15","v":0}]
[]
[null,null,"Muda Elimination",null,null,null,null,"Mura/Muri",null,null,null,null,"From Leading2Lean enter the last 10 pitches for both demand and actual on 3 different production cells.",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Cell #1           Demand    Actual",null,null,null,"+/-","Cell #2           Demand    Actual",null,null,null,"+/-","Cell #3           Demand    Actual",null,null,null,"+/-"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(AI23/AG23>1.05,0,IF(AI23/AG23<0.95,0,1))","v":{"$error":"#DIV/0!"}},null,null,null,null,{"$f":"IF(AN23/AL23>1.05,0,IF(AN23/AL23<0.95,0,1))","v":{"$error":"#DIV/0!"}},null,null,null,null,{"$f":"IF(AS23/AQ23>1.05,0,IF(AS23/AQ23<0.95,0,1))","v":{"$error":"#DIV/0!"}}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(AI24/AG24>1.05,0,IF(AI24/AG24<0.95,0,1))","v":{"$error":"#DIV/0!"}},null,null,null,null,{"$f":"IF(AN24/AL24>1.05,0,IF(AN24/AL24<0.95,0,1))","v":{"$error":"#DIV/0!"}},null,null,null,null,{"$f":"IF(AS24/AQ24>1.05,0,IF(AS24/AQ24<0.95,0,1))","v":{"$error":"#DIV/0!"}}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(AI25/AG25>1.05,0,IF(AI25/AG25<0.95,0,1))","v":{"$error":"#DIV/0!"}},null,null,null,null,{"$error":"#DIV/0!"},null,null,null,null,{"$error":"#DIV/0!"}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$error":"#DIV/0!"},null,null,null,null,{"$error":"#DIV/0!"},null,null,null,null,{"$error":"#DIV/0!"}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$error":"#DIV/0!"},null,null,null,null,{"$error":"#DIV/0!"},null,null,null,null,{"$error":"#DIV/0!"}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$error":"#DIV/0!"},null,null,null,null,{"$error":"#DIV/0!"},null,null,null,null,{"$error":"#DIV/0!"}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$error":"#DIV/0!"},null,null,null,null,{"$error":"#DIV/0!"},null,null,null,null,{"$error":"#DIV/0!"},"Percentage of pitches achieving +/- 5% of demand"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$error":"#DIV/0!"},null,null,null,null,{"$error":"#DIV/0!"},null,null,null,null,{"$error":"#DIV/0!"}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$error":"#DIV/0!"},null,null,null,null,{"$error":"#DIV/0!"},null,null,null,null,{"$error":"#DIV/0!"}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$error":"#DIV/0!"},null,null,null,null,{"$error":"#DIV/0!"},null,null,null,null,{"$error":"#DIV/0!"},{"$f":"SUM(AK33,AP33,AU33)/3","v":{"$error":"#DIV/0!"}}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"AVERAGE(AK23:AK32)","v":{"$error":"#DIV/0!"}},null,null,null,null,{"$f":"AVERAGE(AP23:AP32)","v":{"$error":"#DIV/0!"}},null,null,null,null,{"$f":"AVERAGE(AU23:AU32)","v":{"$error":"#DIV/0!"}}]
[]
[null,null,"TPM",null,null,null,null,"Process Reliability",null,null,null,null,"Pull the Site OEE report from Leading2Lean for the last 3 completed months and enter the Site OEE for each month. In leading2Lean Reports look in the category \"Production Reports\" then select \"Production overall equipment effectiveness (OEE%) Trend\" and fill in the appropriate values.",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Month 1",null,null,null,null,"Month 2",null,null,null,null,"Month 3",null,null,null,null,"Percentage of min/max adherence"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"AVERAGE(AG36,AL36,AQ36)","v":{"$error":"#DIV/0!"}}]
[]
[null,null,"Just in Time",null,null,null,null,"Continuous Flow",null,null,null,null,"Take sample data on the 3 main value streams for the site. Record the date when a specific component is received into the site until the date the finished good with that component inside is shipped from the site.  ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"VS1 Date & Time Received",null,null,null,null,"VS2 Date & Time Received",null,null,null,null,"VS3 Date & Time Received"]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"VS1 Shipped",null,null,null,null,"VS2 Shipped",null,null,null,null,"VS3 Shipped"]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"VS1 Dock to Dock Lead-time",null,null,null,null,"VS2 Dock to Dock Lead-time",null,null,null,null,"VS3 Dock to Dock Lead-time",null,null,null,null,"Average dock to dock lead-time"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"AG41-AG39","v":0},null,null,null,null,{"$f":"AL41-AL39","v":0},null,null,null,null,{"$f":"AQ41-AQ39","v":0},null,null,null,null,{"$f":"AVERAGE(AG43,AL43,AQ43)","v":0}]
[]
[null,null,"Just in Time",null,null,null,null,"Frequent Deliveries",null,null,null,null,"Enter the plan and actual start time for the last 10 cycles for 2 different routes. This data should come from your route tracking system.  If no route tracking system exists then a study should be done to fill in the times.",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Route #1",null,null,null,null,null,null,"Route #2"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Plan",null,null,"Actual",null,null,"+/-","Plan",null,null,"Actual",null,null,"+/-"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"ABS(AJ47-AG47)","v":"00:00:00"},null,null,null,null,null,null,{"$f":"ABS(AQ47-AN47)","v":"00:00:00"}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"ABS(AJ48-AG48)","v":"00:00:00"},null,null,null,null,null,null,{"$f":"ABS(AQ48-AN48)","v":"00:00:00"}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"00:00:00",null,null,null,null,null,null,"00:00:00"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"00:00:00",null,null,null,null,null,null,"00:00:00"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"00:00:00",null,null,null,null,null,null,"00:00:00"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"00:00:00",null,null,null,null,null,null,"00:00:00"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"00:00:00",null,null,null,null,null,null,"00:00:00",null,"Average start time deviation"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"00:00:00",null,null,null,null,null,null,"00:00:00"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"00:00:00",null,null,null,null,null,null,"00:00:00"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"00:00:00",null,null,null,null,null,null,"00:00:00",null,{"$f":"AVERAGE(AM57,AT57)","v":"00:00:00"}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"AVERAGE(AM47:AM56)","v":"00:00:00"},null,null,null,null,null,null,{"$f":"AVERAGE(AT47:AT56)","v":"00:00:00"}]
[]
[null,null,"Just in Time",null,null,null,null,"Frequent Deliveries",null,null,null,null,"Record the Pitch time (How often material is delivered and withdrawn from the process) in minutes for Raw material and finished goods routes.",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Raw Material Delivery Pitch",null,null,null,null,"Finished Goods Withdrawal Pitch",null,null,null,null,null,null,null,null,null,"Average Pitch time in Minutes"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"AVERAGE(AG60,AL60)","v":{"$error":"#DIV/0!"}}]
[]
[null,null,"Just in Time",null,null,null,null,"Line  Concepts (SMED)",null,null,null,null,"If changeover time is not known.  Take sample data on the 3 different processes. Record the finishing time of the last part of product A and the finishing time of the first part of product B. ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Finishing time of last A - Process 1",null,null,null,null,"Finishing time of last A - Process 2",null,null,null,null,"Finishing time of last A - Process 3"]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Finishing time of first B",null,null,null,null,"Finishing time of first B",null,null,null,null,"Finishing time of first B"]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Changeover Time Process 1",null,null,null,null,"Changeover Time Process 2",null,null,null,null,"Changeover Time Process 3",null,null,null,null,"Average Changeover Time"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"TIME(HOUR(AG65),MINUTE(AG65), SECOND(AG65))-TIME(HOUR(AG63), MINUTE(AG63), SECOND(AG63))","v":"00:00:00"},null,null,null,null,{"$f":"AL65-AL63","v":"00:00:00"},null,null,null,null,{"$f":"AQ65-AQ63","v":"00:00:00"},null,null,null,null,{"$f":"AVERAGE(AG67,AL67,AQ67)","v":"00:00:00"}]
[]
[null,null,"Just in Time",null,null,null,null,"Line  Concepts (Equipment Design)",null,null,null,null,"Measure the total width of the face of the machine, include anything that prevents the next machine in the process from being closer.  Measure the approximate point of value add.  In other words the main processing point.  For example, if it is a sewing machine then the point of value add is the needle.  However, you can measure the width of the sewing machine itself.",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Face width - Machine 1",null,null,null,null,"Face width - Machine 2",null,null,null,null,"Face width - Machine 3"]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Value Add Width",null,null,null,null,"Value Add Width",null,null,null,null,"Value Add Width"]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Value Add Ratio - Machine 1",null,null,null,null,"Value Add Ratio - Machine 1",null,null,null,null,"Value Add Ratio - Machine 1",null,null,null,null,"Average Value Add Ratio."]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"AG72/AG70","v":{"$error":"#DIV/0!"}},null,null,null,null,{"$f":"AL72/AL70","v":{"$error":"#DIV/0!"}},null,null,null,null,{"$f":"AQ72/AQ70","v":{"$error":"#DIV/0!"}},null,null,null,null,{"$f":"AVERAGE(AG74,AL74,AQ74)","v":{"$error":"#DIV/0!"}}]
[]
[null,null,"Employee Involvement",null,null,null,null,"Continuous Improvement",null,null,null,null,"If lead-time for implementation of suggestions is tracked then use the average lead-time for the last 30 days.  If not then sample the last 3 completed suggestions and enter the data into the formula on the right.",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Date of suggestion #1",null,null,null,null,"Date of suggestion #2",null,null,null,null,"Date of suggestion #3"]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Date of implementation",null,null,null,null,"Date of implementation",null,null,null,null,"Date of implementation"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Average Lead-time to suggestion implementation"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Implementation lead-time #1",null,null,null,null,"Implementation lead-time #2",null,null,null,null,"Implementation lead-time #3"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"AG79-AG77","v":0},null,null,null,null,{"$f":"AL79-AL77","v":0},null,null,null,null,{"$f":"AQ79-AQ77","v":0},null,null,null,null,{"$f":"AVERAGE(AG81,AL81,AQ81)","v":0}]
[]
[null,null,"Quality First",null,null,null,null,"Jidoka (Problem Solving)",null,null,null,null,"If the Jidoka response time (How long it takes for CFT members to arrive) is measured in Leading2Lean then use the average for the last 30 days.  If not then go to 3 different processes and create a Jidoka.  Measure the time from creation to CFT member response.",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Jidoka Creation Time - Process 1",null,null,null,null,"Jidoka Creation Time - Process 2",null,null,null,null,"Jidoka Creation Time - Process 3"]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Arrival time of CFT member",null,null,null,null,"Arrival time of CFT member",null,null,null,null,"Arrival time of CFT member"]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Response time - Process 1",null,null,null,null,"Response time - Process 2",null,null,null,null,"Response time - Process 3",null,null,null,null,"Average Jidoka response time"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"TIME(HOUR(AG86),MINUTE(AG86), SECOND(AG86))-TIME(HOUR(AG84), MINUTE(AG84), SECOND(AG84))","v":"00:00:00"},null,null,null,null,{"$f":"AL86-AL84","v":"00:00:00"},null,null,null,null,{"$f":"AQ86-AQ84","v":"00:00:00"},null,null,null,null,{"$f":"AVERAGE(AG88,AL88,AQ88)","v":"00:00:00"}]
[]
[null,null,"Quality First",null,null,null,null,"Jidoka (Problem Solving)",null,null,null,null,"Enter the number of NCE's and IIP(AS412) findings for the last complete month.  Enter the number of Jidokas for the last complete month. ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"# of NCE's",null,null,null,null,"# of IIP Findings",null,null,null,null,"# of Jidokas",null,null,null,null,"Jidoka Ratio"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"AQ91/((AG91+AL91)+AQ91)","v":{"$error":"#DIV/0!"}}]
[]
[null,null,"Quality First",null,null,null,null,"Jidoka recognition (Leadership)",null,null,null,null,"Enter the total number of Jidokas recognized for the last complete month and enter the number of Jidokas recognition events where a member of the leadership team was present. You may have to estimate as this is not a matter of record.",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null," # of Jidokas recognized",null,null,null,null,"# with leadership Presence.",null,null,null,null,null,null,null,null,null,"% of leadership participation"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"AL94/AG94","v":{"$error":"#DIV/0!"}}]
[]
[null,null,"Quality First",null,null,null,null,"Jidoka (Recognition)",null,null,null,null,"Pull sample times from the last 3 Jidokas that have been recognized.  Enter the date the Jidoka was reported and the date the Jidoka was presented to the employee for recognition.",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Date of Jidoka #1",null,null,null,null,"Date of Jidoka #2",null,null,null,null,"Date of Jidoka #3"]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Date of recognition",null,null,null,null,"Date of recognition",null,null,null,null,"Date of recognition"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Average Lead-time to recognize Jidokas"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Recognition lead-time #1",null,null,null,null,"Recognition lead-time #1",null,null,null,null,"Recognition lead-time #1"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"AG99-AG97","v":0},null,null,null,null,{"$f":"AL99-AL97","v":0},null,null,null,null,{"$f":"AQ99-AQ97","v":0},null,null,null,null,{"$f":"AVERAGE(AG101,AL101,AQ101)","v":0}]
[]
[null,null,"Quality First",null,null,null,null,"Problem Solving",null,null,null,null,"From PMT pull the number of completed PMT's for the last 6 months and the total number that were completed on-time per the closure goal in PMT.",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Total number of 8D's last 6 mo.",null,null,null,null,"Total number closed on time.",null,null,null,null,null,null,null,null,null,"Average 8D on-time closure percentage"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"AL104/AG104","v":{"$error":"#DIV/0!"}}]
[]
[null,null,"Quality First",null,null,null,null,"Problem Solving",null,null,null,null,"Evaluate the number of 8D's that were reoccurring for the same root cause in the past 12 months.",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Total number of reoccurrences",null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Total number of reoccurrences"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"AG107","v":0}]
[]
[null,null,"Quality First",null,null,null,null,"PFMEA GSF (Leadership)",null,null,null,null,"From PFMEA GSF audit database pull the number of completed audits scheduled for the last 6 months and the total number that were completed on-time per the audit completion goal in the PFMEA GSF audit database.",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Total # of audits last 6 mo.",null,null,null,null,"# completed on time.",null,null,null,null,null,null,null,null,null,"Average action on-time closure %"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"AL110/AG110","v":{"$error":"#DIV/0!"}}]
[]
[null,null,"Quality First",null,null,null,null,"PFMEA GSF (Workplace)",null,null,null,null,"From PFMEA GSF audit database pull the number of completed Actions issued for the last 6 months and the total number that were completed on-time per the closure goal in the PFMEA GSF audit database.",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Total # of actions last 6 mo.",null,null,null,null,"Total number closed on time.",null,null,null,null,null,null,null,null,null,"Average action on-time closure %"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"AL113/AG113","v":{"$error":"#DIV/0!"}}]

{"sheet":"Observation Summary","index":11,"n_rows":12,"n_cols":3,"rows_kept":12,"cut":false,"hidden":false,"merged":[[1,1,1,2]]}
["VESS 001 Appendix A - VES Assessment"]
[null,"Main Take Away Summary"]
[]
[null,"Element","Main take away from each element tab"]
[null,"Team Work",{"$f":"Teamwork!C16","v":0}]
[null,"5S",{"$f":"'5S'!C15","v":0}]
[null,"Standards",{"$f":"Standards!C15","v":0}]
[null,"Muda Elimination",{"$f":"'Muda Elimination'!C17","v":0}]
[null,"TPM",{"$f":"TPM!C15","v":0}]
[null,"JIT",{"$f":"JIT!C23","v":0}]
[null,"Employee Involvement",{"$f":"'Employee Involvement'!C18","v":0}]
[null,"Quality First",{"$f":"'Quality First'!C20","v":0}]

{"sheet":"Assessment Analysis","index":12,"n_rows":1,"n_cols":1,"rows_kept":1,"cut":false,"hidden":false,"merged":[]}
["VESS 001 Appendix A - VES Assessment"]

{"sheet":"QOS - G1","index":13,"n_rows":17,"n_cols":19,"rows_kept":17,"cut":false,"hidden":false,"merged":[[13,5,13,11],[13,17,13,18],[1,0,1,18],[2,1,2,5],[2,7,2,18],[3,1,4,1],[3,2,4,2],[3,3,4,3],[3,4,4,4],[3,5,4,5],[3,7,3,18]]}
["VESS 001 Appendix A - VES Assessment"]
[{"$f":"'QOS - D1'!B1","v":"VES Assessment Score \"Plant name\""}]
[1,null,null,null,null,null,2]
[3,"Problem Description","Corrective Action","Target Date / Responsible","Implemen-tation Status","Final Completion",4,"Achieved Results"]
["No.",null,null,null,null,null,"No.","2018-01-01","2018-02-01","2018-03-01","2018-04-01","2018-05-01","2018-06-01","2018-07-01","2018-08-01","2018-09-01","2018-10-01","2018-11-01","2018-12-01"]
[1,"TW",null,null,null,null,1]
[2,"5S",null,null,null,null,2]
[3,"STD",null,null,null,null,3]
[4,"ME",null,null,null,null,4]
[5,"TPM",null,null,null,null,5]
[6,"JIT",null,null,null,null,6]
[7,"EI",null,null,null,null,7]
[8,"QF",null,null,null,null,8]
[null,"Champion:","Name","Distribution to: ",null,"Name",null,null,null,null,null,null,"page",1,"of",1,"Date:","YYYY-MM-DD"]
[null,null,null,null,null,null,null,"◔","◑","◕","●"]
[]
[null,null,null,"     "]

{"sheet":"QOS - D1","index":14,"n_rows":22,"n_cols":13,"rows_kept":22,"cut":false,"hidden":false,"merged":[[35,19,35,21],[0,1,0,4],[4,1,4,4],[5,1,5,4],[6,1,6,4],[18,1,18,4],[19,1,19,4]]}
["Sheet title","VES Assessment Score \"Plant name\""]
[]
["1.)   TREND GRAPH"]
[]
["Graph title","VES Assessment Score"]
["Y-axis title","Score"]
["Target label","Target = XX"]
["Yearly trend"]
["X axis",2016,2017,2018,"2019 YTD"]
["Data"]
["Target"]
["Monthly trend"]
["X axis","2019-01-01","2019-02-01","2019-03-01","2019-04-01","2019-05-01","2019-06-01","2019-07-01","2019-08-01","2019-09-01","2019-10-01","2019-11-01","2019-12-01"]
["Data"]
["Target"]
[]
["2.)  PARETO GRAPH"]
[]
["Graph title","Pareto Month Year"]
["Y axis title","Score by Element"]
["X axis","TW","5S","STD","ME","TPM","JIT","EI","QF"]
["Data"]

{"sheet":"Scoring Calculation","index":15,"n_rows":21,"n_cols":18,"rows_kept":21,"cut":false,"hidden":false,"merged":[[15,2,15,3],[15,5,15,6],[1,2,1,15],[2,2,2,4],[2,5,2,7],[2,13,2,14],[2,15,3,15]]}
[]
[null,"Application","Elements of the VES House"]
[null,"Level","Leadership",null,null,"Workplace",null,null,null,null,null,null,null,"Total",null,"%"]
[null,"Key Element","Achieved","Possible","%","Achieved","Possible","%",null,null,null,null,null,"Achieved","Possible"]
[null,"Teamwork",{"$f":"Teamwork!R2","v":0},{"$f":"Teamwork!R3","v":25},{"$f":"C5/D5","v":0},{"$f":"Teamwork!T2","v":0},{"$f":"Teamwork!T3","v":75},{"$f":"F5/G5","v":0},null,null,null,null,null,{"$f":"C5+F5","v":0},100,{"$f":"N5/O5","v":0},{"$f":"P5","v":0},{"$f":"Q5*100","v":0}]
[null,"5S",{"$f":"'5S'!R2","v":0},{"$f":"'5S'!R3","v":20},{"$f":"C6/D6","v":0},{"$f":"'5S'!T2","v":0},{"$f":"'5S'!T3","v":60},{"$f":"F6/G6","v":0},null,null,null,null,null,0,80,{"$f":"N6/O6","v":0},{"$f":"P6","v":0},{"$f":"Q6*100","v":0}]
[null,"Standards",{"$f":"Standards!R2","v":0},{"$f":"Standards!R3","v":20},0,{"$f":"Standards!T2","v":0},{"$f":"Standards!T3","v":60},0,null,null,null,null,null,0,80,0,0,0]
[null,"Muda Elimination",{"$f":"'Muda Elimination'!R2","v":0},{"$f":"'Muda Elimination'!R3","v":30},0,{"$f":"'Muda Elimination'!T2","v":0},{"$f":"'Muda Elimination'!T3","v":90},0,null,null,null,null,null,0,120,0,0,0]
[null,"TPM",{"$f":"TPM!R2","v":0},{"$f":"TPM!R3","v":20},0,{"$f":"TPM!T2","v":0},{"$f":"TPM!T3","v":60},0,null,null,null,null,null,0,80,0,0,0]
[null,"Just in Time",{"$f":"JIT!R2","v":0},{"$f":"JIT!R3","v":60},0,{"$f":"JIT!T2","v":0},{"$f":"JIT!T3","v":180},0,null,null,null,null,null,0,240,0,0,0]
[null,"Employee Involvement",{"$f":"'Employee Involvement'!R2","v":0},{"$f":"'Employee Involvement'!R3","v":35},0,{"$f":"'Employee Involvement'!T2","v":0},{"$f":"'Employee Involvement'!T3","v":105},0,null,null,null,null,null,0,140,0,0,0]
[null,"Quality First",{"$f":"'Quality First'!R2","v":0},{"$f":"'Quality First'!R3","v":45},0,{"$f":"'Quality First'!T2","v":0},{"$f":"'Quality First'!T3","v":135},0,null,null,null,null,null,0,180,0,0,0]
[null,null,null,null,{"$f":"SUM(E5:E12)/8","v":0},null,null,{"$f":"SUM(H5:H12)/8","v":0},null,null,null,null,null,{"$f":"SUM(N5:N12)","v":0},{"$f":"SUM(O5:O12)","v":1020},0,0,0]
[]
[]
[null,null,"Element Levels",null,null,"Total Result Levels"]
[null,null,">79%","Benchm.",null,">89%","Platinum"]
[null,null,"60-79%","Good",null,"68-89%","Gold"]
[null,null,"40-59%","Average",null,"45-67%","Silver"]
[null,null,"30-39%","Basic",null,"22-44%","Bronze"]
[null,null,"<30%","Unsatis.",null,"<22%","Basic"]