LEAN Profile

Understanding your sales preferences and how they stack up with proven effective processes, will help you immensely in achieving growth in your business.

The following questions are a measure of how you prefer to sell. If you complete this evaluation, you will receive a free report from a Smart-Train Sales Professional outlining your sales ability - along with suggestions (if appropriate) as to how you can improve.

General Instructions

Answer each question as you know you are, not as you would like to be.

In the questions below, read all four actions and decide which one you do first in most sales situations and slide the selector to the right side of the slider

Next, decide which of these actions is next most like you and move the selector to the next furtherest right selector

Continue to do this until you have completed all the sliders.

Before you click the "send my Profile to Smart-Train" button at the end, please check that you have noted a choice for every single question in the profile.

This sample question illustrates how you should answer the questions in the profile:

Remember, you must select a 1, 2, 3, or 4, and you must not have 2 numbers the same in each question, for example 2 answers with number with 4 etc.

Start Here:

1. Do the management team have a good understanding of all lean principles?:

All managers have read lean books and we have disucssed how to apply principles as a team

No one has has had any lean education

Some managers have had training and have read lean books but we have not implemented any lean philosphies

All managers have attended lean introductory training and we are ready to develop an implmentation plan

2. To what degree have you designed your current meeting structure to: Manage tasks, track results, and action improvements?

Our meetings are less structured and happen when people can attend

We have a couple of regular meeting events but they could be more efficient

Meetings are seen as non-value time so we don't plan a meeting unless there is a crisis or event

We have a structure of meeting at team level and meet regularly as a management team

3. How would you rate your knowledge of the lead-time, constraints, and non-value processes in your business network?

We have studied key processes, identified non-value work, and have a good understanding of constraints, and have plans for improvement

We tend to work on priority issues and constraints as they arise

Improvement activity is aimed at unreliable processes or areas where quality has let us down

We know our main constraints but need a better analysis of the whole process

4. What is the level of order, effeciency, and standardisation in work processes?

ost areas could do with a good sort out which we do whenever some downtime occurs and space is a problem

We have weekly routines that keep most process areas tidy and orderly

All areas have a good standard with locations and labels on weekly routines

Some areas maintain a good standard of order, but this is not widespread and always needs to be pushed to put it right

5. Can your team members identify with 9 wastes within their processes?

All staff have had 9 wastes training and improvement suggesting are actioning

Our team focuses on quality issues and delays as they arise

Manager are in charge of finding areas far improvement within their department

Team members can highlight issues and processes are improved as a result

6. Does each team track their performance and use visual management principles to control processes

Each team has a set of KPI's that they update and monitor work progress with key information on their team info-station

Teams are focused on getting the job done and task progress and results are updated at the management meeting monthly

Each team works to a plan and update daily but no visual results yet

Teams track their work progress and monitor safety results, but more work needed here

7. What level of improvement effort has been aimed at reducing downtime during change-over procedures?

Our biggest delays have been targeted and team work to a standard procedure during change-overs

Experienced staff are always involved in change-overs, so the the task time is kept to a minimum

We have started to improve by making sure all equipment and materials are on hand before change-over commences

We know how long our main change-over takes, and team members have identified improvement to the sequence and setup

8. Do the leadership group routinely analyse their work patterns and make changes to their weekly routines?

Leaders need more training to better utilise their time

The leadership team are very busy and must increase hours as required to keep on top of their workloads

The leaders all follow a weekly planning routine and this has helped with their workloads and impact

The leadership team have a more standardised pattern of work, and discuss opportunities to save time and improve outcomes

9. Does problem solving occur using good problem solving methods?

All leaders can facilitate a problem solving group with their team members

The manager of the relevant process is responsible for problem solving if something happens

The management team do hold problem solving session wehn a significant issue arises but we do not follow a specific model or method

A problem solving model is available but only a few manager are skilled to follow the steps