Performance Management Benchmark Self Assessment
INSTRUCTIONS: Below are 6 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. Once completed the assessment, submit it to us as we will send you a short report explaining the current status and recommendations for how to accelerate progress towards higher levels of reliability.
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Question 1: The Performance Management Glide Path: Where are you now? (Select the statement that best fits your current status.)
1. Improvement priorities not defined. Issues are dealt with as they arise. The main focus is to keep assets running.
2. Performance management is tracked and routinely reported. There are improvement projects underway wihtin functional silos but progress is not tracked as part of the daily routine.
3. Asset level improvement glide paths are defined and progress is managed as part of the daily routine. This includes the implementation of actions to reduce the need for intervention and enhance process control.
4. There is a history of succesful progress along improvement glidepaths. This has helped to simplify and improve the resilience of our internal supply chain.
5. There is a significant history of achieving improvement glidepaths to raise end to end supply chain effectiveness and enhanced customer value.
Question 2: Performance Review and Action: What is your approach?
1. Performance management reports are used for financial reporting purposes. They are not acted upon without top down intervention.
2. A few key performance indicators are used to confirm status. These are reviewed by managers and reported upwards. Front line personnel are made aware of these when things go wrong.
3. A Performance Management decision model correctly predicts links between cost drivers and effectiveness levels. This drives a proactive approach to performance management.
4. Loss tree analysis is used to identify total cost and value drivers for the end to end supply chain. This guides actions to reduce total cost and enhance customer value propositions.
5. Loss tree analysis is used to forecast total cost of ownership to influence the development of cross company collaboration and development of new products and services.
Question 3 Compliance: How consistent are your work routines?
1. No formal standards or visual controls are in place. Performance varies with shifts and personnel.
2. There are an agreed set of standards for critical assets covering work routines and asset/process conditions. These standards define Normal Conditions and are used to confirm core competencies.
3. Normal condition standards are in place for all assets. They are easy to see at a glance as is the current status against the forward plan.
4. Normal condition standards have been enhanced to target the causes of minor defects and increase Mean Time Between Intervention.
5. Standards definition is refined to support progress towards optimum conditions and to support the asset/process procurement process.
Question 4: Problem Solving: How well do you do this?
1. Problem solving accountabilities are set on a case by case basis. Those involved use experience rather than a formal problem solving process.
2. Problem solving accountabilities are defined at an asset/process area level. Trouble shooting algorithms for common problems are in place to drive feedback and support problem prevention.
3. Performance management is delivering measurable progress towards "Zero" targets. Insights gained are captured and used to refine process capability and performance metrics.
4. Focussed improvement goals have progressed from sporadic to chronic loss reduction leading to improved process resilience and capability.
5. Focussed improvement goals have progressed towards delivery of new value from operations as part of actions to improve cross company collaboration and new product and service development.
Question 5: Workflow Management: How well do you manage the daily routine?
1. There is no formal link between problem solving and skill development.
2. Learning plans are in place for core competencies. Human error hot spots are defined and prioritised to systematically eliminate the causes of recurring problems.
3. Training and skill development programmes are linked to learning plans to create and sustain balanced skill profiles across shifts/work groups.
4. There is a systematic transfer of routine tasks to front line teams releasing Management and Specialist time to carry out higher added value tasks.
5. Self managed teams set and drive performance improvement glide paths.
Question 6: Implementing Lessons Learned: How effective is your change leadership
1. Data accuracy levels are unclear, key performance indicators are not well understood or discussed at shop floor level.
2. A few key performance indicators are used to confirm progress towards the current improvement glide path target. These are discussed with front line personnel who routinely feedback insights and ideas for improvement.
3. Local area performance management processes are in place and working. Performance management is a core competence. Improvement targets are set for 3 to 5 year horizon with 1 year in detail.
4. Improvement projects include the simplification of routine tasks and transfer to front line value stream teams. Project teams are formed to extend the improvement focus to the end to end supply chain.
5. Improvement targets are closely linked to strategic drivers and delivery of improved Return on Investment goals.
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