Welcome to our Business Excellence Assessment.

Here you can answer a number of simple questions which will allow you to determine which areas of your Business Planning and Control, Lean and Quality processes can  be improved to ensure you can give customers what they want and when they want, at an optimum cost to the business.
At the end of the assessment scroll down to the submit button and click it to get your result.

In the following we have let you grade your  answers on a scale of 1 to 5.

This allows you to "shade" your response based on your perception of the quality of the situation at your company.

1 means you do not do, or do not achieve, what is asked in the question;
5 means that you fully do, or fully meet, the requirements of the question.
Click Here to Start
 
What is your First Name please ? *

 
What is your Surname please ?

 
What is your company name please ? *

 
What is your job title ?

It would be great to know what you do in {{answer_29385500}}
 
What is your telephone number, so we might contact you

 
In the next few sections you should answer the questions as you think is right. Once completed, then we will receive a copy of your responses in an Excel spreadsheet.

We will analyse this, create a chart and produce a summary report.

We will respond to you within 3 working days, with indications of some of the actions you might be able to take.

 
Is there a clearly articulated simple Vision and Mission for the company, visible to everyone and understood by everyone? *

Evidence is a vision statement clearly visible around the offices and factory, simple enough for anyone to understand, and understood by all. Examples of agood Vision statement:

Sainsbury’s plc:
“Our mission is to be the consumer’s first choice for food, delivering products of outstanding quality and great service at a competitive cost through working faster, simpler and together.”

Marriott: “To provide economy and quality minded travellers with a premier, moderate priced lodging facility which is consistently perceived as clean, comfortable, well-maintained and attractive, staffed by friendly, attentive and attractive people.”
 
Is there a Strategy based on a focus on the company's strategic focus – Customer Intimacy, Operational Excellence or Product Leadership – on one sheet of A4 paper reviewed each quarter as part of the SOP/IBL process? *

Evidence would be an A4 document similar to the Delos Partnership one page assessment that documents Vision, Strategic Objectives and Critical Success Factors.
 
Is there a formal monthly Sales and Operations Planning or Integrated Business Planning process with a clear meeting structure, focus on incremental plans, which supports the senior team’s decision-making process? Process owners ensure the development of the process. *

Evidence is an Integrated Business Planning policy and process manual which describes the process, and meeting agendas and minutes/output from the last three monthly cycles which tie into the policy document.

This would show that there is a formal structure of meetings, starting with an Innovation/NPD Review, followed by a Demand Review, followed by a Supply Review, followed by a Finance/HR/ and IT Review. This leads to a decision-making process at a 'Management Business Review'. All meetings happen without fail.

A key principle behind the whole process is that it provides the CEO with an update on "truth as we know it" so action can be taken to achieve the strategic plans, where gaps appear - in a timely fashion. People work visibly cross-functionally as teams.
 
Is there a clear Innovation/Product Lifecycle Management strategy in place, with a clear product roadmap? Is there a formal innovation stage/gate process in place which spans all new activities (NPI, NPD, projects) which is integrated into all other processes and ensures effective ‘Portfolio Project Management’? Is it a process that is always followed? *

Evidence is a Stage/Gate process, which is accepted as the way to introduce new processes and projects, whether big or small, and a summary analysis of all projects that shows current progress against plan, cost and quality. There is a clear analysis of all projects in terms of their 'Net Present Value', their priority in line with the Strategy, and their estimated cost at completion. Performance measures on milestone achievement are regularly reviewed.
 
Is there an effective Sales Forecasting and Demand Planning process owned by Sales and Marketing which adds market intelligence on events, supported by visible assumptions, to a statistical forecast, based on a recognised forecasting package, and which culminates in a ‘Consensus Demand Review Meeting’?  Are opportunities and risks effectively documented, managed and included in the Demand Plan? *

Evidence is a statistical forecasting package where appropriate, documented assumptions relating to commercial activities, and meetings of weekly/monthly Demand Review meetings. There is a Demand Planning organisation in place to support the Sales and Marketing activities. The concept of a one number forecast agreed by everyone is embedded in the culture of the organisation.There is an effective Demand Control process to manage unforecast demand.
 
Is there a realistic Master Schedule which effectively uses the techniques of forecast consumption and abnormal demand identification?  Does it use Available to Promise functionality in the system?  Is there a clear policy on where to meet the customer and the right planning model to support Make to Stock/Assemble to Order/Make to Order/ Engineer to Order environments?  Is there is a clear Time Fence Policy in place?  Is there a written policy for managing flexibility – safety stock and/or safety capacity?  Is there an effective Demand Management process in place, with documented allocation procedures? *

Evidence is an Enterprise Resource [ERP] system with a Master Scheduling module or similar that supports standard Master Production Scheduling [MPS] functionality, with supporting Material Requirements Planning and Capacity Planning functionality. Policy documents on MTS/MTP/ATO strategies and Time Fence policies should be in place.

There should be an Abnormal Demand policy in place to deal with un-forecast demand. Where product is distributed to customers, a standard Distribution Resource Planning system should be in place that interfaces directly with the MPS  system.
 
Is there a Material Requirements Planning process operated daily in daily buckets?  Are there no past due orders in the system, and are orders released at the start of the lead time for the components with no shortages for manufacturing works orders?  Are problems resolved through bottom-up re-planning and are all dates on all orders re-dated in line with current expectations and knowledge? *

Evidence is by looking at reports from the ERP system, and discussion with planners around how planners resolve problems with reference to the ERP system. They should be receiving and responding to action messages generated by the system on a daily basis.
 
Is there a Capacity Requirements Planning process carried out through a Rough Cut Capacity Planning process, which shows the information by week/month for Critical Resources, and a detailed Capacity Requirements Planning process by work centre by day/week?  Is there a weekly review of actual output and is planned capacity adjusted in line with demonstrated capacity? Demonstrated capacity is defined as actual output at standard times/planned output at standard times. *

Evidence is by reviewing the ERP system to review Capacity Requirements planning reports on screen or on paper. Review Work Centre data to understand how load factor or demonstrated capacity is calculated and managed through the system.
 
Is the Shop Floor Schedule controlled directly through the ERP system, using Work to Lists generated on a daily basis? Are there no past due works orders?  Are potential delays communicated to the Master Production Scheduler? *

A Work to List is generated from the computer system, and should be visible at Shop Floor level with works orders in correct sequence [by operation due date] on screen or on paper, and this WTL is updated on at least a daily, if not hourly basis. This applies for those products which are managed through the planning system.
 
Do all strategic and critical suppliers receive Vendor Schedules on a daily basis, which show requirements by time zone which are ‘firm’, ‘material only’ and ‘for capacity planning purposes’? *

Evidence is an electronic or paper report which is sent to suppliers detailing a schedule of requirements for components in daily/weekly buckets, with a horizon of at least 52 weeks [beyond 13 weeks aggregated to months or quarters]
 
Is the Financial Planning process driven direct from the ERP system, providing an Actual Year to Date and projected Profit and Loss and Cash Flow projection based on the latest forecasts of Revenue, Variable and Fixed Costs? *

Evidence is reports from the ERP system with demonstrable links back to sales forecasts [volume and value] and production and inventory plans contained in the Master Production Schedule.
 
Is the costing system, which  calculates the costs of products, based on costs calculated direct from Routings and Bills of Materials? Are costs based on artificial allocation of overheads to give a standard cost that 'recovers' overheads? They should not be, as overhead allocation will distort the true cost of products. *

Evidence is a review of the basis for product costs to see if the driver is the product manufacturing data.
 
Is there an effective Annual Business Planning and strategy development process, which provides a realistic 3-5 year plan outlining the resources required?  This is directly derived as a by-product of the monthly SOP/IBP process in one pre-determined month? *

Evidence is a document that describes the annual budgetary process, and the minutes of a monthly IBP [Integrated Business Planning] process document that the budget is agreed at a single meeting of the Senior Management Team. Thus if the budget is normally finalised in October of a Financial Year, the Management meeting signs off the numbers at that meeting.
 
Is the fundamental data used in the planning process monitored for accuracy, and achieves the following levels of accuracy:    
Inventory                      > 98 %
Work-in-Process         > 98 %
Work-Centre Data      > 98 %
Bills of Materials         > 98 %
Routings                        > 98 %
Planning Data             > 98 % *

Evidence is weekly/monthly reports on data accuracy reported to the Management Team as appropriate. Inventory and Work-in-Process Accuracy should be measured through a daily cycle count by location [and not using ABC or Random cycle counting] using the Process Control methods. All other data should be monitored through checking a sample of data, enabling a complete check of all data within a 12 month period.
 
Is there an effective data change control process in place, which everyone follows managed by a 'Data Change Manager' and operated through a 'Data Change Control Board' and which formally controls all 'static data' items - like BOM's, Routings, Work Centres, and Planning Data. *

Evidence is a documented process together with agendas and meeting minutes of the data change control board, which is an organisational committee that reviews requests for changes to products and manufacturing processes.
 
Are all of the dynamic data (works orders, customer orders etc.) constantly kept up to date to ensure that the dates and quantities on all orders are in line with current reality. *

A sample check of dynamic data [= works orders, customer orders and purchase orders] and review if they are past due, or not in line with current expectations through a review with the personnel responsible for the accuracy of the data.
 
Are there strategic relationships with at least the top 80% by value of customers [which will normally cover 20 % of all customers] supported by partnership agreements which entail involvement in the monthly SOP/IBP process and the annual strategic planning process? *

Evidence is documented by Joint Business Plans, agendas and meeting minutes that are part of the SOP/IBP process that shows their involvement.
 
Are there strategic relationships in place with the top 80% by spend of suppliers, which are supported by supplier agreements which entail involvement in the monthly SOP/IBP process and the annual strategic planning process ? *

Evidence is documented by Strategic Partnership plan documents, together with meeting agendas and minutes that show involvement in the formal IBP process.
 
Do the monthly/weekly management reports, and company notice boards, show the key performance indicators of the business, which should include as a minimum:
·         Forecast accuracy
·         Forecast bias
·         Customer OTIF (by request and promise date)
·         Master schedule achievement
·         Master schedule plan stability
·         Factory schedule achievement
·         Supplier schedule achievement
·         Right First Time
·         New product milestone achievement
·         Lead time reduction *

 
Has the achievement of the performance measures been at or exceeded the following standards for the last three months, using a 13 week rolling average:  
Forecast accuracy MAPE < 20%
Forecast bias Bias < 2%
Customer OTIF (by request and promise date) 98% to CRD and 100% to CPD
Master schedule achievement > 98%
Master schedule plan stability < 5%
Factory schedule achievement > 98%
Supplier schedule achievement > 98%
Right First Time > 99%
New product milestone achievement > 98%
Lead time reduction > 10% *

 
Are the performance measures supported by a clear analytical structure that identifies the root causes for problems and generates action plans that are reviewed as part of the SOP/IBL process? *

Evidence is documented data showing that problems are analysed using a Six Sigma or similar approach, which then lead to action to deal with the issues identified from the measures
 
Is there is a Lean culture in place, which is not viewed as a project, which drives a philosophy of waste reduction in processes and not cost reduction in people?  Is it driven by a Lean vision that supports the sell one make one concept and responsiveness to customer requirements? *

Evidence is available from notice boards all around the factory and the office which demonstrates improvement of processes. We define Lean to be a philosophy that drives the company to eliminate non-value adding activities, based on the original "Toyota Production Method". This philosophy should be applied both to the Manufacturing environment and the Office/Administrative areas. Tools like SMED [Single Minute Exchange of Die] used to reduce set up times on the shop floor, and 5S [sort,set in order, shine, standardise, sustain] should be widely in use.
 
Is there a Total Quality or Six Sigma culture in place, which accepts the idea of zero defects (3.4 parts per million activities or items) and encourages the black belt/green belt people development process directed at improving quality throughout all of the business processes?  Are there many identifiable projects which have saved the company significant sums of money? *

Evidence would be documented Six Sigma projects which show evidence of a DMAIC [Define, Measure, Analyse, Improve, Control] approach to projects with clear cost/benefit analyses. We define Six Sigma as being a philosophy which says that no organisation should compromise on quality. A target of 3.4 parts per million or higher should be set as a target for any activity - thus if a million orders are processes in a year, less than 3.4 should be defective when compared to the standard. Solutions to process problems are analysed using statistical techniques to demonstrate the causes of problems, which are then carefully analysed as to their root cause.
 
Is there a clear commitment to talent development in the organisation, with clear personal development plans and continuous feedback being in place. People should be seen as assets rather than liabilities; there shoudl be a 360 degree feedback in process for evaluation of managers and directors. Each employee receiving between 20 to 25 days of education and training per annum, both internally and externally provided, aimed at improving all peoples’ understanding of how they and others within the business can operate best practise that will improve competitiveness? *

Evidence is a strategy document that delineates approach to education and training and training records for all employees that demonstrates that they have received required training. A documented process and commitment to a formal review of performance - both individually based and team based.
 
Has there been a formal education and training process for all people in the company on how all of the business processes and systems operate, so that ignorance is no excuse when people carry out their tasks in their jobs? Has this explained fully the concepts behind Business Excellence and its application to your orgainsation? *

Materials used for education and training and training attendance records.
 
Is there a formal education and training process in place for all joiners and movers supported by a suite of training documentation, built on the platform of the systems and processes, so that when people join or move they are fully aware of and perform the roles which they perform in the business and how to carry them out using documented processes and the formal systems? Does it ensure that the principles of Business Excellence as applied to the company are clearly understood. *

A body of education and training material plus attendance records on courses for joiners and movers
 
Is there an Enterprise Resource Planning [ERP] system which is either a single system bought from a single provider, or a series of interfaces between several systems, which can be demonstrated to be integrated?  Does it support all of the business processes in place, and is it clear that static data is only entered once into the system in one module, and all other planning and execution processes are managed through this single database?  Are spread sheets and/or Business Information systems only used for reporting purposes and so do not duplicate the logic available in the ERP System? The basic systems/processes covered should be aligned with the Integrated Business Planning Process - thus Innovation/Project Management System, Customer Relationship Management System, Sales Forecasting System, Operations Planning and Management, Financials, and Business Reporting/Performance Measurement. *

Evidence is a map of the systems architecture, and supporting documentation.
 
Is there a clear long-term road map for system and information technology development for the company? *

IT Strategy paper which outlines current and future roadmap for IT infrastucture
 
Is there a company culture in place which supports continuous improvement, avoids blame, and avoids ‘politics’ and operates through cross-functional teams, who work with common goals and objectives? The focus is truly on the customer. People feel genuinely empowered to make their decisions *

Evidence is talking to people to gain their view of the company culture.
 
Is the business supported by a culture of honesty, trust and integrity throughout the business, where people say it as it is and not as they think the listener will like to hear it?  Is praise seen as genuine, and frequently given?  Is criticism designed to be open and honest and drive improvements in the way that things are done? *

Evidence is talking to people within the company and see what they think. An Employee survey should have been carried out in the last 12 months, and this should also provide evidence.
Thank you very much {{answer_29385489}} for completing this questionnaire and we hope you found it interesting.  We will now get a copy of your response and will provide a feedback to you based on your answers.

Your score was
{{var_score}}

This puts {{answer_29385500}} at Bronze level, and indicates a significant opportunity for your company to pursue a Business Excellence project.

Do get in touch with Hellie Dullehan on 01789 450568 and she would be happy to arrange a meeting with one of our partners to discuss how we might be able to help.
Exit
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Thank you very much {{answer_29385489}} for completing this questionnaire and we hope you found it interesting. We will now get a copy of your response and will provide a feedback to you based on your answers.

Your score was
{{var_score}}

This puts  {{answer_29385500}} at Silver level, and indicates that the company has got many things right, but there is still an opportunity to improve the way the company plans and manages the business.

Do get in touch with Hellie Dullehan on 01789 450568 and she would be happy to arrange a meeting with one of our partners to discuss how we might be able to help.
Exit
Powered by Typeform
Thank you very much {{answer_29385489}} for completing this questionnaire and we hope you found it interesting. We will now get a copy of your response and will provide a feedback to you based on your answers.

Your score was
{{var_score}}

This puts you at Gold level, and indicates that{{answer_29385500}} is operating very much in line with really good practise. The company should now be aspiring to be operating at a truly World Class level by going for Platinum.

Do get in touch with Hellie Dullehan on 01789 450568 and she would be happy to arrange a meeting with one of our partners to discuss how we might be able to help.
Exit
Powered by Typeform
Thank you very much {{answer_29385489}} for completing this questionnaire and we hope you found it interesting. We will now get a copy of your response and will provide a feedback to you based on your answers.

Your score was
{{var_score}}

This shows that {{answer_29385500}} is operating at Palladium level, and indicates that the company is operating at a very high level of World Class Manufacturing capability. The company should now be aspiring to be operating at a truly World Class level by going for Platinum.

Do get in touch with Hellie Dullehan on 01789 450568 and she would be happy to arrange a meeting with one of our partners to discuss how we might be able to help.
Exit
Powered by Typeform
Thank you very much {{answer_29385489}} for completing this questionnaire and we hope you found it interesting. We will now get a copy of your response and will provide a feedback to you based on your answers.

Your score was
{{var_score}}

This puts {{answer_29385500}} at Platinum level, and indicates that the company is operating at the highest level of World Class Manufacturing capability.

The company should be fully committed to continuous improvement, and we would be delighted to meet up with you and see where there is still room for improvement to make you Intergalactic class!

Do get in touch with Hellie Dullehan on 01789 450568 and she would be happy to arrange a meeting with one of our partners to discuss how we might be able to help.
Exit
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