Lean and Human Resources Survey Only Takes 5 Minutes

LEAN AND HUMAN RESOURCES SURVEY ONLY TAKES 5 MINUTES
Your comments are important to us. All responses are anonymous.

Purpose: The purpose of this survey is to gather data from individuals in corporate settings working to implement lean in an attempt to identify principles and practices in lean implementation in human resources.

Instructions: Please use your mouse and click on the button that describes facts or your feelings; or if you prefer you can print this page and check the boxes with an ink pen.

Ensuring Confidentiality of Results: The information that you provide will be kept totally confidential. To maintain the anonymity of each respondent, all questionnaires that are returned by e-mail will be printed and then deleted so that no name can be associated with the responses. If you choose to respond using a hard copy of the survey, please do not write your name on the survey.

Oakland University's Institutional Review Board requires that you are notified of the following information:

In addition to refining our HRD program, the results may be used anonymously for research publication. At no time will you or you be identified or associated with your responses. Your responses will be combined with several other participants and held entirely anonymous and confidential. The nature of this survey process and content ensures there are no risks to you by participating or not participating.

Should you have any questions or concerns regarding this survey, its purposes, or your rights as a participant, please contact Professional Development, School of Education and Human Services at Oakland University, pro-development@oakland.edu or (248) 370-3033. For questions regarding the rights of human subjects in research, you may contact Dr. Christine Hansen, Chair, Oakland University Institutional Review Board, (248) 370-3223.

Please note that by completing this survey you acknowledge that your participation is voluntary and that your refusal to participate involves no penalty and you may discontinue participation at any time.

Communication

Question Strongly
Agree Agree Neutral Disagree Strongly
Disagree

1. Employees share information.

Example:

2. The communication system enables communication at all levels.

Example:

3. The linkage between lean and the corporate strategy is communicated to employees.

Example:

4. Success is consistently acknowledged.

Example:

5. Milestones are established, measured, and communicated.

Example:

6. Mechanisms exist to engage employees in lean.

Example:

7. Team members' roles and responsibilities are communicated.

Example:

8. Teams have tools and systems to empower self-management.

Example:

Training and Development

Question Strongly
Agree Agree Neutral Disagree Strongly
Disagree

9. Training materials include lean principles.

10. Training is designed using a systematic process.

11. Training goals are set for employees based on skill assessments.

12. Training plans are set for employees based on a continuous learning strategy.

13. Lean training is varied based on the employee's role.

14. Employees are cross trained.

15. Employees receive training on lean concepts.

16. Employees receive training on lean skills and tools.

17. Employees receive training ''just in time'' for application.

18. Training is aligned with employee development needs.

19. Coaches are assigned based on employee development needs.

20. Coaching match-up assignments are clear.

21. Coaching activities reinforce training.

22. Requirements for coaches are clearly defined.

23. Being a good coach contributes to professional advancement.

Right Person, Right Place

Question Strongly
Agree Agree Neutral Disagree Strongly
Disagree

24. Role expectations are aligned with employee selection and recruitment criteria.

25. Cross-functional teams are used.

26. Cross-functional teams are effective.

27. Teams have representation from multiple key functions (i.e. Management, HR, Accounting etc.).

28. Teams have mechanisms to reach consensus.

29. A selected person is responsible for facilitation of team dynamics.

30. Team participation is one criterion for advancement.

31. HR metrics are aligned to lean journey.

32. HR metrics encourage a focus on team results.

33. Participation in lean is evaluated.

34. Performance gains due to lean are measured.

35. Compensation and rewards are aligned with performance metrics.

36. Traits and skills are used as hiring criteria.

37. Previous lean experience is used as employee selection criteria.

38. Surveys are used to assess and address employee engagement.

39. An internal development process is in place and utilized.

Performance Incentives

Question Strongly
Agree Agree Neutral Disagree Strongly
Disagree

40. Determination of individual success is aligned with identified metrics.

41. The compensation system provides incentive compensation to all employees.

42. Incentives are linked to company financial performance.

43. Incentives are linked to operational performance.

44. Incentives are linked to specific lean goals.

45. Incentives are linked to behaviors.

46. Individual recognition is primarily financial.

47. Individual recognition is primarily acknowledged with gifts (i.e. T-shirts, mugs etc.).

48. Individual recognition is peer-based.

Lean Resources

Question Strongly
Agree Agree Neutral Disagree Strongly
Disagree

49. Lean resources are full time at the management level.

Example:

50. Lean resources work with all members of the organization.

Example:

51. Lean resources report to the senior management team.

Example:

52. Lean resources own the lean strategy.

Example:

53. Our company is successfully implementing lean.

54. Our work environment is union
Our work environment is union Our work environment is non-union Our work environment is both union and non-union

55. Our company has been implementing lean principles and practices for:
Less than 1 year 1-3 years 4-6 years 7 or more years

Returning the Survey: When you are finished, click the Submit button and the questionnaire will automatically be emailed. If you print out the page, the questionnaire can be returned via mail to:

Professional Development
School of Education and Human Services
377 Pawley Hall
Oakland University
Rochester, Michigan 48309-4494

Communication
Question	Strongly Agree	Agree	Neutral	Disagree	Strongly Disagree
1. Employees share information.
Example:
2. The communication system enables communication at all levels.
Example:
3. The linkage between lean and the corporate strategy is communicated to employees.
Example:
4. Success is consistently acknowledged.
Example:
5. Milestones are established, measured, and communicated.
Example:
6. Mechanisms exist to engage employees in lean.
Example:
7. Team members' roles and responsibilities are communicated.
Example:
8. Teams have tools and systems to empower self-management.
Example:

Training and Development
Question	Strongly Agree	Agree	Neutral	Disagree	Strongly Disagree
9. Training materials include lean principles.
10. Training is designed using a systematic process.
11. Training goals are set for employees based on skill assessments.
12. Training plans are set for employees based on a continuous learning strategy.
13. Lean training is varied based on the employee's role.
14. Employees are cross trained.
15. Employees receive training on lean concepts.
16. Employees receive training on lean skills and tools.
17. Employees receive training ''just in time'' for application.
18. Training is aligned with employee development needs.
19. Coaches are assigned based on employee development needs.
20. Coaching match-up assignments are clear.
21. Coaching activities reinforce training.
22. Requirements for coaches are clearly defined.
23. Being a good coach contributes to professional advancement.

Right Person, Right Place
Question	Strongly Agree	Agree	Neutral	Disagree	Strongly Disagree
24. Role expectations are aligned with employee selection and recruitment criteria.
25. Cross-functional teams are used.
26. Cross-functional teams are effective.
27. Teams have representation from multiple key functions (i.e. Management, HR, Accounting etc.).
28. Teams have mechanisms to reach consensus.
29. A selected person is responsible for facilitation of team dynamics.
30. Team participation is one criterion for advancement.
31. HR metrics are aligned to lean journey.
32. HR metrics encourage a focus on team results.
33. Participation in lean is evaluated.
34. Performance gains due to lean are measured.
35. Compensation and rewards are aligned with performance metrics.
36. Traits and skills are used as hiring criteria.
37. Previous lean experience is used as employee selection criteria.
38. Surveys are used to assess and address employee engagement.
39. An internal development process is in place and utilized.

Performance Incentives
Question	Strongly Agree	Agree	Neutral	Disagree	Strongly Disagree
40. Determination of individual success is aligned with identified metrics.
41. The compensation system provides incentive compensation to all employees.
42. Incentives are linked to company financial performance.
43. Incentives are linked to operational performance.
44. Incentives are linked to specific lean goals.
45. Incentives are linked to behaviors.
46. Individual recognition is primarily financial.
47. Individual recognition is primarily acknowledged with gifts (i.e. T-shirts, mugs etc.).
48. Individual recognition is peer-based.

Lean Resources
Question	Strongly Agree	Agree	Neutral	Disagree	Strongly Disagree
49. Lean resources are full time at the management level.
Example:
50. Lean resources work with all members of the organization.
Example:
51. Lean resources report to the senior management team.
Example:
52. Lean resources own the lean strategy.
Example:
53. Our company is successfully implementing lean.
54. Our work environment is union Our work environment is union Our work environment is non-union Our work environment is both union and non-union
55. Our company has been implementing lean principles and practices for: Less than 1 year 1-3 years 4-6 years 7 or more years