Your overall assessment result has positioned the operation within the Green band. This indicates that the operational processes have collectively achieved a level of performance that is consistent and sustainable. The next steps are to ensure any weaknesses are identified and improved and that the current processes and people can be developed in line with the long-term business objectives and aspirations.
The chart presents your assessment results for the seven components. The highlighted yellow line shows each component’s individual score and is an indication of the strengths and weaknesses within the operation. In this situation there is a need to define the reasons that cause components to score low and take corrective action.
In this scenario we would ask the following questions:
Questions to ask:
Do the key performance indicators support this result?
Are the operations team’s objectives aligned with the long term business plan?
Are the components; ‘Leadership’, ‘People’ and ‘CI’ sufficiently developed to identify and implement improvement actions?
Are the skills, knowledge and experience, required to implement and monitor improvement available within the organisation?
Are the processes and people available to satisfy the long-term ambitions?
Ensure that cost of sales, quality and delivery performance support this result.
Ensure the leadership process is robust enough to drive improvement.
Ensure there are enough skills, knowledge and experience available within the organisation to deliver an improvement programme aligned with the long term objectives of the business.
Set milestones to review status.
Having achieved this level of performance, the next steps are to make it sustainable and future proofed. The focus of the leadership team should be on clarifying the long-term goals and direction for the operation in line with the business plan and identifying, planning and driving the strategic improvements required to achieve them.
Your assessment result has positioned the operation within the Green Band. This would indicate that the operational processes are collectively at a competitive and sustainable standard. The focus should be on ensuring that the components; ‘Leadership’, ‘People’ and ‘CI’ are sufficiently developed to maintain and facilitate improvement.
The analysis of each component highlights areas of weakness that require improvement and ideas for where to start.
The possible concern at this point would be complacency and the team falling into the “if it isn’t broken don’t fix it” trap as many organisations that stop challenging are caught and overtaken by the competition. Review the goals and aspirations for the operation, raise the bar and set new objectives.
The level one report examines each of the components and generates; questions that determine the baseline for improvement, areas where the quick wins can be achieved and how to start.
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 is a good starting point but now the team must take it to the next level. To do this you need the data that is captured and analysed by the high level assessments. It interrogates each operational component and enables you to establish the current condition in detail and set aspirational goals at a micro level. It features a calculator for cost of sales benefits which will enable you to finance improvement activity and an improvement plan with actions and milestones which help form the Operations Strategy.