Operational Excellence Health Check
INSTRUCTIONS: Below are 10 questions, each with 5 statements. For each questions, start with statement 1. If there is evidence that this has been exceeded, move on to the next statement. Continue until you find the statement that corresponds with the highest level achieved. Tick that button and move onto the next question.
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Question 1: Pace of Change: Which of these statements best describes your organisation's approach to improvement?
1. Improvement activities are ad hoc and top down driven.
2. Progress is being made towards stabilised processes and to address the causes of management firefighting.
3. There is a clear improvement agenda aligning all functions behind a common set of targets.
4. Capability for change is defined in detail; the transformation process is under way.
5. There is a significant history of achieving step out performance by resetting customer agenda for products and services.
Question 2: Innovation Which of these statements best describes your organisation's approach?
1. New ideas are introduced in response to problems as they occur or based on competitor actions.
2. Each function is encouraged to make improvements when they have time.
3. A structured process is used to prioritise, deploy and refine improvement ideas quickly and effectively.
4. There is evidence of successful implementation of new thinking and measurable progress towards step out goals.
5. Processes are in place to accelerate the gains from new ideas.
Question 3 Management Process Which of these statements best describes your organisation's approach?
1. Internal functions operate independently; there is little interest in learning more about other functions.
2. Internal supply chain relationships in place and functions collaborate to improve end-to-end added value.
3. Formal win - win supply chain relationships are in place where value is added through closer collaboration.
4. There is evidence of year-on-year improvement from cross company collaboration.
5. Joint ventures, shared networks create new value.
Question 4: Material Flow Which of these statements best describes your organisation's approach?
1. Material flow improvement is not considered important
2. There is some evidence of efforts to improve process flow in some areas.
3. Material moves very quickly through the process. There is a continuous effort to reduce throughput times.
4. Flow improvement activities include external value streams of customers and suppliers.
5. There is a significant history of improved workflow and reduction of waste across the end-to-end supply chain.
Question 5: Product/Process Improvement Which of these statements best describes your organisation's approach?
1. Equipment condition varies; we don't always have time to complete asset care activities.
2. There is some evidence of applied best practice for correct operation and asset care.
3. All employees are actively engaged with continuous improvement for at least 5% of their time.
4. There is a significant history of reduced levels of unplanned intervention which has reduced minor defect levels and increased time between intervention.
5. Processes are optimised extending time between unplanned intervention to a shift or longer.
Question 6: Profit Improvement Which of these statements best describes your organisation's approach?
1. There is limited understanding of cost/profit drivers.
2. Underperforming cost centres are identified and improved.
3. There is clarity of cost and profitability by product and customer.
4. There is a history of enhanced product value and incremental profit improvement.
5. There is a significant history of reducing the customers' total cost of ownership.
Question 7: Operations Management Which of these statements best describes your organisation's approach?
1. The main day-to-day focus is on output against the plan. Customer delivery performance is measured against our delivery promises.
2. "Normal conditions" are defined to highlight out-of-control situations early and support problem prevention.
3. Plant performance is under control; front line personnel strive to achieve "Normal conditions" with minimum intervention.
4. There is a documented history of reduction in effort needed to deliver stable operation.
5. More than 50% of front line manager and engineering attention is directed towards improvement activities.
Question 8: Flexibility Which of these statements best describes your organisation's approach?
1. Individuals work in limited areas and have mostly learned their skill from others. Everyone knows what they should be doing.
2. Best practices are formalised and supported by a structured training programme. Core skills are clearly defined and competencies assessed against formal standards.
3. Employees have very broad work task definitions with high levels of labour flexibility due to standardisaiton of work routines, systematic training and job rotation.
4. There is a history of increased front line team autonomy with routine specialist and management tasks systematically delegated to them.
5. All routine activities carried out by operations team. Specialist and management functions have a track record of delivering step out projects and business growth from new products and services.
Question 9: Discipline Which of these statements best describes your organisation's approach?
1. Inconsistent application of workplace organisation standards.
2. Workplace organisation in place with routine auditing providing feedback to put pressure on managers to maintain standards.
3. The plant is clean, tidy and uncluttered. There is a place for everything and everything is in its place. Front line team lead 'Problem Prevention' activities are routine and part of the culture.
4. There is a history of improved time management and reduction in lost time.
5. Self managed systems are in place to assure compliance to best practice routines.
Question 10: Knowledge Management Which of these statements best describes your organisation's approach?
1. Data may be captured but it is not used to systematically improve performance.
2. Loss and waste information is captured and analysed by individual functions. The analysis is used to drive improvement when time is available.
3. CI goals are translated from the business vision into local area improvement glide paths.
4. There is a significant history of feedback from shop floor to reduce product/equipment life cycle costs.
5. Early Management of capital projects and new products/service introduction systematically improves time to market and project value added.
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