OPEX Quick Test

Welcome to the OPEX Quick Test!

The test uses ratings 1(Infancy) to 5 (Excellent):

How to rate each question:

Read level 5 – if this is exactly you, score 5; else
Read level 3 – if you are better than this, score 4; if this is exactly you, score 3; else
Read level 1 – if you are better than this, score 2; if this is exactly you, score 1

The test should take approximately 20-30 mins to finish.

The test involves 5 sections; 4 questions in each.

For us to send you your results, your name, company name and company email will need to be provided.

Section 1: Management

1. Management Mission and Vision

There is little focus on Strategy with all effort focused on the achievement of this months plan. Would rather lose non-profit making work than attempt to improve. There is a reluctance to share information with employees and there is no formal annual review of objectives other than budgetary information

Option 2

There is a clearly articulated business unit Strategy, Vision and Mission, deployed to site level that directly links to the sites Lean Operations Objectives and Initiatives; displayed in some areas but may be lagging actual month. An annual review takes place

Option 4

There is a clearly articulated business unit Strategy, Vision and Mission, deployed to site level that directly links to the sites Lean Operations Objectives and Initiatives; visually displayed around the site; reviewed monthly against Lean objectives and amended as required

2. Deployment and Employee Engagement

Employees have a limited understanding of their job objectives and internal customers' needs are unknown with only irregular communication sessions to demand improvements. Targets and timescales are set by management and workers are viewed as a "pair of hands" with no expectations that they will make useful improvement suggestions

Option 2

Greater than 75% of employees are aligned to the strategy and can see the importance of their roles in its achievement with weekly communication sessions where information is passed down. There is a formal process for idea generation

Option 4

All employees are aligned to the strategy and can see the importance of their roles in its achievement with weekly two-way communications sessions reviewing current performance, targets and achievements, and plans. People are encouraged to make decisions

3. Workplace organisation (5S) and the Visual Factory

<25% of employees understand the first 3S, there are some attempts to identify and store tooling but not sustained. Waste is evident around work areas with rubbish and scrap mixed, poor product flows, and out-of-date audits. No reward and recognition system is in place

Option 2

The Site promotes 5S - evident in >50% of all areas of the plant (direct and indirect). Strict policing and audit maintains the standard and periodic "5S blitzes" (before Customer Visits) to bring things back to standard. Still difficult to sustain. Visual standards exist but could be better communicated and articulated. Audits are in place for most areas with non-compliances planned for resolution, though not all are closed out to time. Reward and recognition is inconsistent and leads to frustration

Option 4

The Site operates within a culture of 5S - it is evident in all areas of the plant both direct and indirect. Layouts are logical and minimise waste. Clear, articulated visual standards can be easily understood by a visitor. Layered audits are in place and up-to-date with any non-compliances planned for timely resolution. Performance is recognised and rewarded

4. Lean Manufacturing Practices

The practice of a Lean Operations Philosophy is not fully understood or appreciated and the plant still operates along traditional lines. Basic level of understanding of 5S though not evident facility-wide. Training and development plans are not based on building Lean Capability and any metrics bear no relation to Quality (Q), Cost (C), or Delivery (D)

Option 2

The practice of a Lean Operations Philosophy is central to the way the plant operates and all necessary resources are in place to support its widespread practice though focus is purely on manufacturing areas to date. >25% of the improvement plan can be delivered internally and some benefits can be evidenced though metrics are not clearly aligned to Quality (Q), Cost (C) or Delivery (D)

Option 4

The practice of a Lean Operations Philosophy is central to the way the plant operates and all necessary resources are in place to support its widespread practice, with a comprehensive training & development programme. >75% of the improvement plan can be delivered in-house and metrics measure the impact of Lean Operations on Quality (Q), Cost (C), and Delivery (D)