Departments
Operations and process excellence
How well an operation runs and improves day to day: standard work, visual management, flow, problem solving and continuous improvement.
4 areas · 8 capabilities · 16 questions · answered on a scale from “Agree” to “Disagree”
Maturity levels
- Reactive The day is spent firefighting; results depend on heroics.
- Stabilising Basic routines and measures are being put in place, but not yet consistently.
- Standardised Standard ways of working are followed and performance is visible every day.
- Improving Teams solve problems at the root and improve their own processes routinely.
- Optimising Improvement is part of everyone's job and the operation adapts quickly to change.
What it assesses
Each capability is scored from its questions, and each team or process gets its own level per capability. One example question is shown for each.
Standard work
The best known way of doing the work is written down and used.
“Key tasks have a written, current standard way of doing them that people actually follow.”
2 questions
People are able to do the work to standard.
“We know who is trained to do which tasks, and cover isn't a scramble when people are away.”
2 questions
Visibility and daily management
Performance is visible at a glance.
“Each team can see, every day, how it is performing against its targets.”
2 questions
Short, regular reviews keep the operation on track.
“Short, regular team reviews of performance end with clear actions.”
2 questions
Flow and quality
Work moves smoothly with little waiting.
“Work moves through our process with little waiting, rework or batching.”
2 questions
Errors are prevented, not inspected out.
“Errors are caught where they happen, not passed down the line to be found later.”
2 questions
Improvement
Problems are solved at the root.
“When a problem recurs, we find and fix its root cause rather than working around it.”
2 questions
Improvement is part of everyone's job.
“Improvement suggestions get a quick, visible response.”
2 questions