Your overall assessment result has positioned the operation within the Red band and would indicate that the basic processes required for a sustainable manufacturing operation do not exist or are failing. Given this result your immediate focus should be on Leadership, People and Continuous improvement (CI), in order to create a foundation for transforming this operation.
Leadership is required
A review of the leadership structure and personnel is recommended to determine the strengths, weaknesses and the ability to deliver the required improvements. In our experience, if the company has been operating at this level for a long period, the leaders are aware of the need to change but lack the knowledge and experience to deliver it. Recruitment and external help in the short term may be necessary to bring energy and expertise to the team. There isn’t a ‘do nothing’ option without risking decline.
The result of the assessment suggests there are opportunities to improve in every aspect of the operation. In this situation a campaign of improvement is essential and will be self-financing; the benefits are quantifiable with the objective of; reducing the cost of sales, improving delivery performance, reducing the risk of HSE incidents and improving Quality performance being the headliners. Improvements in culture change and morale will also boost the operation.
The result raises questions about the current operations team’s knowledge, experience and ambition in leading an improvement programme. There is a need to strengthen the team through appropriate training and/or recruitment. A starting point is ensuring the organisation is properly structured with defined job roles, responsibilities and boundaries of authority and control that are aligned with the business plan.
The report examines the results from each of the seven components and has questions that determine; the baseline for improvement, the areas where the quick wins can be achieved and how we would start the improvement process.
Your result is indicative of an operation where neither the processes nor the people are aligned to the current requirements of the business. Every aspect of the operation needs improvement. The upside is that focused properly, all improvement activity will be self-financing.
The result represents the perception off one individual and may be skewed by: being over optimistic or pessimistic, influenced by immediate or past events, their position in the operation or business. Our suggestion would be to get a cross section of people within the business to fill out the assessment (it’s free) and compare the results. If aligned the report stands, if not then arrive at a consensus and redo the assessment. If consensus cannot be reached, we would recommend the next level of assessment.