Helping you launch and sustain breakthrough improvement.

Organization:

SAGE Administrator:

Assessment Conducted by:

Title:

Date:

© 2007-2008 by Business Process Excellence LLC

Pulsametrix, Inc.

S. B. Pickens

Dewitt Phaster

V.P. of Operations

December 8, 2008

Lean ™elf- ssessment for the rowing nterprise

This is a simple Cover Sheet for each participant to identify his/her Response Set.

1. Is the Lean SAGE™ only for manufacturing operations?

2. What if we don't have "inventory"?

3. "SMED" and "Changeover" sound like terms related to machinery.

4. What if we don't have any "production processes"?

5. We just supply our parent company; we don't have customers.

6. Will I get into trouble for giving low scores or making critical observations?

7. How do we know our scores are valid? Maybe not every respondent "grades" the same.

8. If I don't understand a particular question/statement, should I score it a "0"?

9. What will happen if I give my working file a new filename when I save it?

10. So what do we do next, after we have compiled our scores and reviewed the results?

© 2007-2008 by Business Process Excellence LLC

Lean ™requently sked uestions

A brief set of questions anticipating some common issues and concerns. Answers of course are provided in the actual product.

This also gives more insight into the specific instructions for completing the assessment.

Safety

Select Your Score

0 1 2 3 4

1Emergency exits are maintained -- Properly marked, illuminated, unlocked, and unobstructed egress

routes. Emergency plan in place.0 0 0 0 0

Observations:

2Housekeeping is a priority -- stacked materials stable and secure; tools in place; unneeded items

removed; trash receptacles available; adequate work space available; tools/materials organized for

optimal use.0 0 0 0 0

Observations:

3Hazardous and flammable materials: Containers labeled and stored properly. Spills cleaned

promptly. MSDS's posted, easily available. Employees trained on MSDS's. Containers

grounded/bonded, ventilation working, etc.0 0 0 0 0

Observations:

4Electrical equipment maintained safely, inspected regularly. Lockouts used. Panels, disconnects,

and switches clearly marked, unobstructed. Extension cords properly grounded, with no insulation

deficiencies.0 0 0 0 0

Observations:

5Fire equipment is clearly marked and unobstructed. Employees are trained in use. Equipment is

accessible. "No Smoking" areas are respected and enforced.0 0 0 0 0

Observations:

6Personal protective equipment is worn consistently when needed. (Safety glasses, special goggles,

hearing protection, gloves, safety shoes, respirators, any protective clothing)0 0 0 0 0

A sample set of issues and considerations for 1 of the 12 Lean Categories included.

Each participant scores all considerations as fully and appropriately as possible, then returns the completed Response Set to the Administrator for analysis, interpretation, and further discussion and communication of results.

Helping you launch and sustain breakthrough improvement.

Accept EULA and enter valid Product Code + Order No. to proceed:

~ Copyright 2008 by Business Process Excellence LLC ~ BPEX - LSA - XLS -

I do NOT accept. Yes, I accept.

4666

End User License Agreement (EULA)The license that you have purchased for this electronic product (“CONTENT”), or such license that has been purchased on your behalf and assigned to you, is an

individual license. It is protected by U.S. and International copyright law. As the sole licensee for this copy of the CONTENT, you are permitted to install and use the

CONTENT on any suitable computers for your individual use in learning, training, presentation and other legitimate purposes of individual pursuit only.

You are NOT permitted to do any of the following: (a) copy or reproduce the CONTENT in any form, including manual transcription; (b) share the CONTENT with, or

distribute it to, any other individuals; (c) alter or modify the CONTENT in any way, except as may be expressly permitted by security settings in the CONTENT file to

allow some degree of personalizing or customizing; (d) misrepresent the CONTENT as property of any entity other than Business Process Excellence LLC; (e) resell any

part of the CONTENT in any form, or otherwise use it for commercial gain, excepting its use as an integral part of professional services that you deliver in conducting

your business activities.

CONTENT is the product of extensive professional experience, training and expertise. It is provided to you by qualified resources on a good-faith, as-is basis. There is

no guarantee of suitability for a particular purpose. Business Process Excellence LLC (BPEX) is not responsible for any misunderstanding or dispute that may arise from use or application of the CONTENT. Any liability claims will be limited to a refund of the purchase amount of your individual license.

By proceeding to use this CONTENT, you will be agreeing to the terms and conditions outlined above. If you do not want to accept these terms and conditions, please

indicate by the appropriate selection below, and contact your vendor for a refund of the purchase amount of your individual license in accordance with that vendor’s

return/refund policy.

Explanation of Copyright: Many of the assessment questions have existed in the public domain for a considerable period of time and have been used in a number of

engagements with success. In addition, BPEX has refined the basis of the assessment and supplemented it with additional questions and extended applicability. All

such enhancement is claimed under copyright law, along with the entire scheme of analysis, interpretation, and presentation of findings.

Lean ™elf- ssessment for the rowing nterprise

This stipulates the terms and conditions of the End-User License Agreement (EULA).

It also clarifies matters of copyright with respect to content of all files, and Intellectual Property associated with the analysis, interpretation, and presentation of findings.

Licensed exclusively to:

(Contact SAGE@bpex.biz to initialize)

Organization or SBU being assessed:

Administrator coordinating assessment:

Date of SAGE Analysis:

SAGE™ Scoring ResultsRespondent Scores by Lean Category

Select Response Sets

Set Set Set Set Set Set Set Set Set Set Set Set

Response Set 1 2 3 4 5 6 7 8 9 10 11 12

CATEGORY Abbrv.

Communication and Cultural Awareness CCA 8.1 5.8 8.1 8.1 4.8 8.1

Visual Systems & Workplace Organization VS&WO 5.4 6.7 5.4 5.4 5.4 5.4

Standardized Work SW 6.7 8.9 6.7 6.7 6.7 6.7

Continuous Improvement CI 4.6 4.6 4.6 N/A 4.6 4.6

Operational Flexibility OF 4.0 4.0 4.0 4.0 4.0 4.0

Mistake proofing / Poka-Yoke MP 4.3 6.7 N/A 5.0 6.7 6.7

SMED / Quick Changeover QC 4.8 4.8 4.8 4.8 4.8 5.0

Safety SA 4.7 9.6 4.7 4.7 4.7 4.7

TPM - Total Productive Maintenance TPM N/A N/A N/A N/A N/A N/A

Pull Systems PS 3.1 3.1 4.6 3.1 3.1 N/A

Balanced Production BP D/K 5.8 D/K D/K D/K N/A

Integration INT 6.0 10.0 9.0 9.0 9.0 9.0

Total score out of a possible 120 = 51.5 69.9 51.7 50.6 53.6 54.0

Lowest total score = 50.6 Highest total score = 69.9

Pulsametrix, Inc.

S. B. Pickens

December 11, 2008

Lean ™elf- ssessment for the rowing nterprise

This is the main consolidation of overall composite scoring.

If desired, the Administrator can easily include/exclude selected Response Sets from the analysis -- for example, to pursue a "What-If" scenario isolating just the responses of Operations personnel, just those of Administrative personnel, or otherwise. That can help highlight any misperceptions or gaps in understanding within a particular area of the business.

THIS LICENSED COPY NOT YET INITIALIZED. ANALYSIS NOT FULLY FUNCTIONAL.

8

0 50.6 62.4 69.9

0 40 90 120

50.6 11.8 7.5

40 50 30

~ © 2007-2008 by Business Process Excellence LLC ~

Your Low >

0 - 40: Basis for Lean

^

40 - 90: Transition

< Your High

90 - 120: Advanced

0 10 20 30 40 50 60 70 80 90 100 110 120

Calib

ratio

n

This is a simple calibration chart to help the team see how their self-assessment scores compare to a general scale of evolution from totally non-Lean to approaching World Class.

0.0

2.0

4.0

6.0

8.0

10.0

CCAVS&WOSW CI OF MP QC SA TPM PS BP INT

8.1

6.7

8.9

4.64.0

6.7

5.0

9.6

0.0

4.6

5.8

10.0

4.85.4

6.7

4.64.0

4.34.8 4.7

0.0

3.1

5.86.0

7.1

5.6

7.0

4.64.0

5.9

4.85.5

0.0

3.4

5.8

8.7

0.0

2.0

4.0

6.0

8.0

10.0

CCAVS&WO SW CI OF MP QC SA TPM PS BP INT

0

10

20

30

40

50

60

70

80

90

100

CCA VS&WO SW CI OF MP QC SA TPM PS BP INTCCAVS&WOSW CI OF MP QC SA TPM PS BP INT

Cri

tical

Majo

rM

ino

rN

/A

These are samples of graphical presentations of assessment data. Parameters can include scoring, ratings, spread of responses, and more.

By examining the various charts in combination with the observations and findings presented in the Summary, you can make sound judgments about areas of relative strength and weakness, lack of communication or understanding, and overall priorities for allocation of resources and improvement efforts.

Overall

Lean Relative Overall

Category Abbrv. Importance Score

Communication and Cultural Awareness CCA 1.4 7.1

Visual Systems & Workplace Organization VS&WO 2.0 5.6

Standardized Work SW 1.8 7.0

Continuous Improvement CI 2.0 4.6

Operational Flexibility OF 2.0 4.0

Mistake proofing / Poka-Yoke MP 1.6 5.9

SMED / Quick Changeover QC 1.8 4.8

Safety SA 1.4 5.5

TPM - Total Productive Maintenance TPM 0.0 0.0

Pull Systems PS 1.3 3.4

Balanced Production BP 1.5 5.8

Integration INT 1.7 8.7

~ © 2007-2008 by Business Process Excellence LLC ~

CCA

VS&WO

SW

CI

OF

MP

QC

SA

TPM

PS

BP

INT

0

1

2

3

4

5

6

7

8

9

10

Ove

rall

Sco

re b

y Le

an C

ate

gory

Perceived Importance of a Lean Category

Overall Score vs. Relative Importance(based upon Response Set averages)

N/A Minor Major Critical

This is a visual representation of relatively how appropriate your business focus is with respect to each of the Lean Categories, as judged by your team of participants.

By examining where you fall within the 4 quadrants above, with respect to each of the Lean Categories, your team can see clearly where your focus (and allocation of resources) may not be appropriate.

Are you over-committing or under-committing resources, given your real priorities?

SummaryRelative Strength in each Lean Category

by Overall by Consistency by Perceived

Composite and Agreement Relative

Score among Scores Importance

CATEGORY Abbrv.

Communication and Cultural Awareness CCA 7

Visual Systems & Workplace Organization VS&WO 6

Standardized Work SW 7

Continuous Improvement CI 5

Operational Flexibility OF 4

Mistake proofing / Poka-Yoke MP 6

SMED / Quick Changeover QC 5

Safety SA 6

TPM - Total Productive Maintenance TPM

Pull Systems PS 3

Balanced Production BP 6

Integration INT 9

~ © 2007-2008 by Business Process Excellence LLC ~

8

Lean ™elf- ssessment for the rowing nterprise

This comprehensive visual representation shows the relative strength of your business operations with respect to the major Lean Categories.

[Only some of various perspectives are shown here .]

By evaluating the results of each perspective individually, as well as selected ones together, you can quickly form a clear, shared understanding of issues and top priorities.