OPEN Mini Diagnostic

OPEN Mini Diagnostic

How close is your factory/manufacturing operation to Excellence?

Complete our short 20 question test to receive a free mini-diagnostic report, tailored for you.

OPEN Mini Diagnostic
Q1. Has the factory a set of indicators for Key Performance (KPI’s)? *

Hardly any. Yes, but fairly basic. A balanced set of KPI’s across Safety, Quality, Cost, Delivery, and Engagement.

Q2. Do each of the indicators have targets set? *

We don’t have any targets. Some targets are set. Every KPI has a target set, and everyone knows them.

Q3. How well is factory performance data collected? *

We don’t collect much data. We collect a lot of data on paper log sheets. We have an automated data collection system that records downtime and waste, and the reasons why.

Q4. How well is factory performance data analysed? *

We don’t. We get some reports, but not exactly what we want. There’s a great automated system that gives us exactly the reports we need.

Q5. How well is information feedback to all factory personnel? *

We occasionally tell people what’s going on. We have noticeboards and meetings, but they’re not always up to date. Noticeboards area always up to date, and actions are visibly tracked.

Q6. What is the company vision like? *

There isn’t one. There is one, but I’m not sure what difference it makes. There is one that articulates why what the business does is important, and there are business values and a clear strategy I know about.

Q7. Is the company organisational structure effective? *

Personnel are stretched, roles are vacant, and there is disruption. Most roles are filled, it’s ok. All roles are filled and there is succession planning.

Q8. Does the business set and hold people accountable for objectives? *

No clear objectives, or objectives set at senior management level only. Objectives have been cascaded to most management levels, and are reviewed every so often. Performance is regularly reviewed against objectives, and “management by exception” is the norm.

Q9. Does the business drive the right behaviors? *

Not really - there’s low people engagement, or high turnover of staff. Somewhat - staff are committed, and there is formal reward and recognition. Yes - there is good evidence of teamwork throughout the business, and performance management is really effective.

Q10. Are the required business skills in the business managed? *

People just learn on the job. There is a skills matrix and a training plan, but that’s it. Everyone has a Personal development plan, and this links with the skills matrix to ensure the business is developing all the skills it thinks it needs.

Q11. Have personnel be trained in Lean thinking? *

No. Senior Managers only. Every manager has had at least an overview of lean type thinking.

Q12. Is there a business approach to Problem Solving? *

We leave people to use their own approach. There is some use of 5 Why’s or another approach, but it is a bit ad-hoc. There is definitely an agreed approach we use as a factory to find root causes to problems.

Q13. Are Improvement Workshops used to tackle difficult issues? *

No. We have sometimes in the past. We have relatively recently, and there is a current plan to do more workshops in the future.

Q14. Is Visual Management used in the factory? *

No. We’ve made an effort with signs and some 5S. We are actively trying to achieve “Do without being told” through really effective visual management.

Q15. Is there an individual on site whose job it is to actively champion improvement? *

No. Someone has the role, but it isn’t their main priority. There is someone on site with this role, and they are actively trying to make improvement happen.

Q16. Is communication between shifts, and between shop floor personnel and day based management effective? *

There is no shift logbook, formal shift handover, or short interval control. We have one or more of shift logbooks, handovers and short interval control but they are still in development. We’re really effective at those things.

Q17. How effective is the Daily Production Meeting? *

We don’t have one. Our daily meeting is ok, but not a lot changes. Issues are tracked to completion on a whiteboard, and we are making a difference.

Q18. How effective is the Weekly Improvement Meeting? *

There isn’t one. We talk about improvement. There is a close 2-way linkage with the daily meeting, trends are also reviewed, and longer term actions tracked to completion.

Q19. Do the senior management actively influence the operation appropriately? *

I don't think so - there’s no real monthly management review, and management aren’t seen regularly on the shop floor. Somewhat - there is a monthly management review, and management are seen on the shop floor from time to time. Senior management regularly walk the floor (maybe termed Gemba walks), and they demonstrate the commitment of the site leadership to the true value adding processes.

Q20. Is the overall Management and Governance effective? *

Project management is left to individuals working in isolation. There is a project management process but little review of it. There is a formal project process, with tactical implementation plans and regular review.