Control Points represent the concept, measures, methods, techniques, Lean tools, and/or business activity that needs to be employed in order to assist an organization through the 5 levels of transformation. This enables an organization to track its progress as it moves through the 9 Keys. The growth of an organization is measured by the step-by-step development of each key. Productivity has developed level-by-level roadmaps for each of the 9 Keys that help a company select the right Lean tool at the right time. Productivity's full Corporate Diagnostic table provides Progress Tables for all of the control points. The Progress Tables give generic Diagnostic questions which will enable you to audit your company at a micro level and rate that unit on a scale of 1 through 5.

To enable you to do a more in depth self-audit on some of the key Lean tools, Productivity has provided Progress Tables for the following Control Points:

3.2 - Team Activities
6.2 - Value Stream Management
6.3 - Mistake-Proofing
6.4 - Lean Office
7.1 - Flow Production
7.3 - Quick Changeover
7.5 - Kanban / Pull
7.6 - 3P
8.1 - Reliable Equipment
8.2 - Autonomous Maintenance
8.5 - Right Sized Equipment
9.1 - Design Process

By clicking on one of these Control Points listed on the Diagnostic Scorecard you will download a Progress Table (pdf format) for that control point.

How to use the Diagnostic Scorecard
Start with Control Point 1.1, click on box 1 through 5 that is relative to your organization's current state of Lean transformation
Continue down all nine keys
When complete the Diagnostic Scorecard will calculate the score for each key

How to score
The purpose of scoring is to rate the unit and the organization objectively in each of the 9 Keys and to gain a better understanding of the complex technical and human factors that may affect performance in each control point. Past efforts should be recognized, but as the word "diagnosis" suggests, the intention of scoring is to point the direction for corrective action and future improvements and, more important, the challenges the oranization faces internally and externally. So, it is wise to err on the side of strict application. Diagnosis should lead to a proactive strategic response.

About the score
A company that diagnoses itself as a mass production organization will strive to initialize Lean management through focused pilot projects in critical operational areas. Having accomplished this task, management may reassess the company as a level 2 organization. Ascending to the next level requires the company to take what it has learned from its pilot projects and deploy to all major operational areas, the successful completion of which will project the organization to level 3 Lean status. The firm may next face the challenge of extending the new practices into all areas of operations, including support. Ascending to level 4 requires more skill than all previous efforts combined.

Today, only a few organizations can boast of having achieved a level 3 (System Development) in all 9 Keys. Development from level 1 to level 3 is hard work. Going from level 3 to level 4 and level 4 to 5 requires the greatest effort of all.

Next Steps
Productivity's Lean Management System is unique. It is a complete system, yet the various components such as Corporate Diagnosis and Organizational Development and Deployment, can stand alone and be tailored to suit your organization's needs regardless of where you are in the improvement cycle.

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