The following are the questions of the European manufacturing survey (EMS) and the description of the internal lean tools used for the study
| Which of the following organisational concepts are currently used in your factory? | (No = “0”; yes = “1”; non sense = “-”) |
|---|---|
| Model Dimensions | Questions in the Survey |
| PULL | Production controlling following the Pull principle (e.g. KANBAN, Internal zero-buffer principle) - Kanban |
| FLOW | Measures to improve internal logistics (e.g. Value Stream Mapping/Design, changed spatial arrangements of production steps) - VSM |
| Customer- or product-oriented lines/cells in the factory (instead of task-/operation-structured shop floors) - Specific lines | |
| Display boards in production to illustrate work processes and work status (e.g. Visual Management) – Visual Control | |
| SETUP | Fixed process flows to reduce setup time or optimise change-over time (e.g. SMED, QCO) - SMED |
| Method of 5S (“work place appearance and cleanliness”) – 5S | |
| TPM | Methods of assuring quality in production (e.g. CIP, TQM, preventive maintenance) - TPM |
| Standardised and detailed work instructions (e.g. standard operation procedures SOP, MOST) – Standardised work | |
| SPC | Methods of operation management for mathematical analyses of production (i.e. Six Sigma) – Six Sigma |
| EMPINV | Methods of continuous improvement of production processes (quality circle, PDCA, Deming circle/cycle, etc.) – Continuous improvement |
| Integration of tasks (planning, operating or controlling functions with the machine operator) – Task Integration | |
| Extent of used potential for each organisational concept (internalisation) | (Low = “1”; Medium = “2”; High = “3”) |
| Business performance indicators | |
| What percentage of orders are delivered on time? (Please reply according to confirmed delivery date) | % value |
| What percentage of products or semi-finished products have to be scrapped or reworked because of quality issues? | % value |
| Return on sales (ROS) | (Negative; 0–2%; 2–5%; 5–10%; >10%) |
| Which of the following organisational concepts are currently used in your factory? | (No = “0”; yes = “1”; non sense = “-”) |
|---|---|
| PULL | Production controlling following the Pull principle (e.g. KANBAN, Internal zero-buffer principle) - Kanban |
| FLOW | Measures to improve internal logistics (e.g. Value Stream Mapping/Design, changed spatial arrangements of production steps) - VSM |
| Customer- or product-oriented lines/cells in the factory (instead of task-/operation-structured shop floors) - Specific lines | |
| Display boards in production to illustrate work processes and work status (e.g. Visual Management) – Visual Control | |
| SETUP | Fixed process flows to reduce setup time or optimise change-over time (e.g. SMED, QCO) - SMED |
| Method of 5S (“work place appearance and cleanliness”) – 5S | |
| TPM | Methods of assuring quality in production (e.g. CIP, TQM, preventive maintenance) - TPM |
| Standardised and detailed work instructions (e.g. standard operation procedures SOP, MOST) – Standardised work | |
| SPC | Methods of operation management for mathematical analyses of production (i.e. Six Sigma) – Six Sigma |
| EMPINV | Methods of continuous improvement of production processes (quality circle, PDCA, Deming circle/cycle, etc.) – Continuous improvement |
| Integration of tasks (planning, operating or controlling functions with the machine operator) – Task Integration | |
| Extent of used potential for each organisational concept (internalisation) | (Low = “1”; Medium = “2”; High = “3”) |
| What percentage of orders are delivered on time? (Please reply according to confirmed delivery date) | % value |
| What percentage of products or semi-finished products have to be scrapped or reworked because of quality issues? | % value |
| Return on sales (ROS) | (Negative; 0–2%; 2–5%; 5–10%; >10%) |
Source(s): Authors work
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