, in addition as a tool for "AVA" when conducting QMS ISO 9001, EMS ISO 14001, FSMS ISO 22000, QMSMDD ISO 13485, OSHMS BS OHSAS (ISO 45001) and may be applicable to other management
systems and technical specifications assessments, upon request we may extend certification to encompass "Lean Manufacturing" principles and best-in-class
benchmarks. Under special considerations, BRS conducts assessment - audit and grants "Lean" certification. The Harvard Report dissect QMS ISO 9001 in interesting ways.
"Lean Manufacturing" certification meets purpose for: (a) validation of implementation of best practices and (b)
assessment of performance to key business objectives and best-in-class benchmarks, and (c) serves as basis to update leading continuous improvements to enhance performance.
Note: For a BRS contact within your area contact us.
Lean Manufacturing assessment-audit includes principles and components of ERP, JIT, Six Sigma and Kaizen within the
certification assessment. It can also include international award guidelines as additional benchmarks. Arranging for their inclusion is discussed with the organization during assessment planning sessions.
The time required for planning and executing the assessment-audit is dependent on the organization's role within its
supply-chain, risk, size, number and location of facilities; 2-4 days is typically the minimum amount of time needed. The
assessment requires examination of objective evidence that practices and methods as applied under lean manufacturing
are: (a) producing results concurrent with business objectives and current best practices, (b) sustainable and (c)
continuing to be challenged to move the organization to improved performance and striving to world class excellence. Therefore, assessment - auditing requires planning for continuous improvement, sustainablitity,
implementation and effectiveness of an organization's current administrative and operational practices.
Planning & Sustainability
– assessment to determine if current performance and practice maintenance and improvement plans, methods and measures will ensure that the organization can sustain current outcomes and strive for continual
success in line with business objectives and contemporary best practices.
Implementation & Effectiveness – examination of evidence supporting that planning, practices, methods and techniques
have been deployed throughout the chosen scope of supply-chain, and that these are effective. Core business elements
to be examined include: business planning; demand and supply planning (sales & operations); customer order
management (forecasting, entry, promising, scheduling, tracking, shipping); material planning and replenishment;
operations scheduling; capacity planning; inventory management (planning, optimization, receiving, storage, handling,
cycle counting, replenishment, flow); physical asset management (asset control, equipment changeover, preventive
maintenance); engineering (product design, bill of material integrity, engineering change management); finance (A/P,
A/R, working capital); supply chain management (purchasing, supplier relations & performance, information sharing,
replenishment agreements); continuous improvement (problem-solving, corrective & preventive action planning); quality
management (mistake-proofing, inspection, auditing); visual management (housekeeping, information sharing, safety);
resource flexibility (equipment and work station mobility & capability; worker cross-training, knowledge management and improvement planning).
In summary, the assessment is in search to validate that the organization applies current best-in-class practices (is doing
the right things), applies these practices effectively (is doing the right things well), is striving for better practices (is
planning to improve current practices to higher levels of performance and/or is pursuing new practices to implement).
Assessment is judging effectiveness of implementation, aggressiveness of planning, success of improvement activities,
comparative success of performance metrics, strength of information sharing and documentation; readiness for change and continuous improvement.
BRS Lean Manufacturing Certification follow-up: After the certification assessment, a special meeting by a BRS
professional to discuss observations, results that leads to sustain and to improve the system within a consumer-centric
obligation. In addition, certification confirmation and permissions will be explained. Key points addressed in the follow-up session include:
- Explanation of assessment results
- Recommendations for operational improvement and for changes that would enable closing gaps with both the BRS
Lean Manufacturing Certificate criteria and best-in-class criteria and, optionally, to predetermined award criteria.
- Explanation of the purpose and role of the BRS GlobalNet Overseeing Board such as issuance of certificates and inclusion to the BRS Database register
- Guidelines for the use of the BRS Lean Manufacturing or equivalent Certificate Mark (such as Best-In-Class Achievement).