Lean Manufacturing Assessment and Gap

Analysis

Background
This assessment is based on a Plan, Do, Check, Act (PDCA) or Assess, Diagnosis,
Treat, and Prevent improvement cycle. The questions are based on The Malcolm
Baldrige Award Criterial and are the key ingredients to ensure your organization
delivers service excellence.

Completing the Assessemnt

The leader and team members should complete the assessment individually or
as a team, with active debate.
Enter the individual or team name in cell C2, then complete the assessment in
order, only scoring in column C.
Rate each statement according to the five-level Likert scoring scale below.
Scoring
1 Strongly Disagree
2 Disagree
3 Neither Agree nor Disagree
4 Agree
5 Strongly Agree
Add comments in sheet 3 (one per line) as required, starting on line A5.
Note: The Bar Charts have the minimum value of “0” for readability.

Review and Action

To print each assessment, print the Assessment sheet (3 pages) and the
Comments sheet (1 page).
Compile an average scrore for the team.
Compile all comments and determine common themes/issues. Use
brainstorming, 5-Why Analysis, Cause and Effect Diagram, etc. for further
investigation into the lower scoring areas.
Develop an Action Plan to address any areas that require attention to improve
the overall performance culture.

Scoring Guidelines

An average score of < 2 indicates that the organization is weak in this

area and steps need to be taken immediately to improve performance.
Use the Improvement Guide in this workbook to address the specific
category statements and the appropriate sections of The (Practical)
Lean Six Sigma Pocket Guide (XL) book for improving your score.
An average score between 2 and 3 indicates that the organization is
making some progress in these categories but more work needs to be
done. Use the Improvement Guide in this workbook to address the
specific category statements and the appropriate sections of
The( Practical) Lean Six Sigma Pocket Guide (XL) Practices book for
improving your score.

An average score of between 3 and 4 indicates that the organization is

making good progress in these areas and should continue to improve.
Use the Improvement Guide in this workbook to address the specific
category statements and the appropriate sections of The (Practical)
Lean Six Sigma Pocket Guide (XL) book for improving your score.

An average score between 4 and 5 indicates that the organization is

performing well in these areas and should be encouraged to continue to
do so. Use the Improvement Guide in this workbook to address the
specific category statements and the appropriate sections of The
(Practical) Lean Six Sigma Pocket Guide (XL) book for improving your
score.
 Lean Manufacturing Assessment and Gap Analysis
Assessor:
Section 1 Leadership 0 1 2 3 4 5
Score (1-5)
Vision
Vision Leadership has defined and communicated a clear vision and is
committed to process improvement. 1
Planning
Planning Process improvement is regularly discussed at our strategic
planning meetings. 1
Resources
Resources Adequate resources are continuously assigned for achieving
operational excellence (i.e., process improvements.) 1 Objectives

Objectives We have a good balance of attainable and stretch goals.

1 Accountability

Accountability We have process owners that are held accountable for

1 Average
Leadership and Strategic
performance measurements.
Planning
Average 1.0

Section 2 Customer Focus Score (1-5) 0 1 2 3 4 5

Listening My organization does a good job of listening and involving its Listening
customers. 1
Measures Customer satisfaction measurements capture actionable Measures
information needed for improvement. 1
Benchmarking My organization obtains and uses patient information relative to Benchmarking
competition and/or benchmarks. 1
Expectations Customer satisfaction takes top priority at my organization. Expectations
1
Flexibility My organization remains flexible to changing customer needs Flexibility
and expectations. 1
Equity We practice fair and equitable business practices for our Equity
customers, suppliers, and employees. 1
Average
Average 1.0 Customer Focus
 Lean Manufacturing Assessment and Gap Analysis
Assessor:
Section 3 Process Management Score (1-5) 0 1 2 3 4 5

Process Focus My organization identifies its key processes to achieve improved 1 Process Focus
performance.
Measures Performance measures are used for the control and improvement 1 Measures
of key processes.
Efficiency The processes that we use are smooth and work well. 1 Efficiency

Influence Input from internal and external customers are incorporated into 1 Influence
process improvement efforts.
Information All necessary resources and information are available to do the 1 Information
work properly.
Variation Process variation is understood and monitored at my Variation
organization. 1
Average 1.0 Average
Process Management

Section 4 Staff Management Score (1-5) 0 1 2 3 4 5

Safety Leaders demonstrate that the safety of staff is of paramount
importance. 1 Safety
Training Staff's training and development needs are openly discussed and
followed through on. 1 Training
Development Leadership creates an encouraging and motivating environment
and helps staff reach their full potential. 1 Development

Obstacles Staff can openly identify obstacles/problems and seek help in

finding solutions. 1 Obstacles

Accountability Our performance management system supports and rewards

high performance. 1 Accountability

Being Valued Staff are treated as valued employees, where short and long term
needs are met. 1 Being Valued

Average 1.0 Average

Staff Management
 Lean Manufacturing Assessment and Gap Analysis
Assessor:
Section 5 Information and Analysis Score (1-5) 0 1 2 3 4 5

Information My organization makes every effort to ensure data and Information

information are appropriate, accurate, and reliable. 1
Monitoring There is a system in place to monitor organizational progress
against set objectives or goals. 1 Monitoring

Visibility The monitoring system is clear and visible to all of the

organization (e.g., scoreboards). 1 Visibility

Decisions It is clear to people how we use organizational level analysis to

1 Decisions
improve decision-making.

Challenge People are responsible to question and/or challenge the status Challenge
quo. 1
Improvement There is an effective process to incorporate positive improvement Improvement
ideas into the business plan. 1
Average 1.0 Average

Information and Analysis

Summary Average Score

Leadership 1.0
Customer Focus 1.0
Process Management 1.0
Staff Management 1.0
Information and Analysis 1.0

5.0

4.0

3.0

2.0

1.0

0.0
Leadership Customer Focus Process Man- Staff Management Information and
agement Analysis
 1.0

0.0 Lean Manufacturing Assessment and Gap Analysis

Leadership Customer Focus Process Man- Staff Management Information and
Assessor: agement Analysis
 0.0
Lean Manufacturing
Leadership Customer Focus Assessment
Process Man- and
Staff Gap Analysis
Management Information and
agement Analysis
Assessor:

Lean Manufacturing Assessment and Gap Analysis

Average Scores Radar Chart

Leadership

4.0
Information and Analysis Customer Focus
2.0
0.0

Staff Management Process Management

 Lean Manufacturing Assessment and Gap Analysis

Comments
Section 1 Leadership

Section 2 Customer Focus

Section 3 Process Development

Section 4 Staff Management

Section 5 Information and Analysis

 Improvement Guide
Assessor:
1 2 3 4 5
Your Team's Score
Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly Agree
Section 1 Leadership To get to the next level in Leadership, consider doing the following.
Vision Leadership has defined and communicated a clear Participatively define and document the vision for the Participatively review and update the vision as needed, Participatively review and update the vision as needed, Participatively review and update the vision as needed, Participatively review and update the vision as needed,
vision and is committed to process improvement. organization or team, and then communicate the then develop a communications plan to clearly then develop a communications plan to clearly then develop an innovative plan to help every member of then develop an innovative action plan to help every
results to all organization or team members. Ensure communicate the vision to every member of the communicate the vision to every member of the the organization bring the vision into their everyday work. member of the organization bring the vision into their
everyone understands why a vision is critical for organization. organization. everyday work.
success.

Planning Process improvement is regularly discussed at our Add an Agenda Item for operational excellence (i.e., Add an Agenda Item for operational excellence Add an Agenda Item for operational excellence Add an Agenda Item for operational excellence Add an Agenda Item for operational excellence
strategic planning meetings. process improvement) discussions. Develop an discussions. Regularly discuss items or activities that bring discussions. Develop an innovative way to communicate discussions. Develop an innovative way to communicate discussions. Develop an innovative way to communicate
innovative way to communicate to and reward all the organization closer to operational excellence, and to and reward all organization members for items or to and reward all organization members for items or and reward all organization members for items or activities
organization members for items or activities that items and actions that take the organization further away activities that bring the organization closer to operational activities that bring the organization closer to operational that bring the organization closer to operational
bring the organization closer to operational from operational excellence. excellence, and items and actions that take the excellence, and items and actions that take the excellence, and items and actions that take the
excellence, and items and actions that take the organization further away from operational excellence. organization further away from operational excellence. organization further away from operational excellence.
organization further away from operational Challenge each organization member to provide
excellence. operational excellence levels every minute of every day!

Resources 2/6/20152/6/20152/6/2015 Consider the organization or teams resource Consider the organization or teams resource allocation Consider the organization or teams resource allocation Develop feed forward systems to continually review and Develop feed forward systems to continually review and
allocation planning methods. Develop a systematic planning methods. Develop a systematic method if one planning methods. Develop a systematic method if one improve resource allocation and performance. Visually improve resource allocation and performance. Visually
method if one does not exist. Discuss openly realistic does not exist. Discuss openly realistic resource plans. does not exist. Discuss openly realistic resource plans. communicate the plan and results to all members of the communicate the plan and results to all members of the
resource plans. Use historical data to help reach Use historical data to help reach agreements. Use historical data to help reach agreements. organization through visual performance management organization through visual performance management
agreements. Communicate the method to all levels of the organization, Communicate the method to all levels of the organization, scoreboards. scoreboards. Strive to reduce resource requirements
and develop measures to monitor the success of the and develop measures to monitor the success of the through new and innovative ways.
methods. Work for continuous improvement in methods. Work for continuous improvement in
predictability and accuracy. predictability and accuracy.

Objectives We have a good balance of attainable and stretch Participatively develop and communicate regular and Participatively develop and communicate regular and Participatively develop and communicate regular and Continue to participatively develop and communicate Continue to participatively develop and communicate
goals. stretch goals for all members and levels of the stretch goals for all members and levels of the stretch goals for all members and levels of the regular and stretch goals for all members and levels of the regular and stretch goals for all members and levels of the
organization. organization. If balance is the issue, develop additional organization. Develop a performance management organization. Develop a visual performance management organization. Develop a visual performance management
attainable and stretch goals to stimulate improvements. program to monitor and hold people accountable for program to monitor and hold people accountable for program and work to self-monitoring, improvement and
working to goals. If balance is the issue, develop working to goals. If balance is the issue, develop accountability for achieving goals. Participatively develop
additional attainable and stretch goals to stimulate additional attainable and stretch goals to stimulate additional stretch goals in all areas of the organization.
improvements. improvements.

Accountability We have process owners that are held accountable Participatively assign process owners and develop a Participatively review process owner assignments and Participatively review process owner assignments and Regularly review process owner assignments and Move the regular review of process owner assignments
for performance measurements. method of accountability. responsibilities. Establish a means to consistently hold responsibilities. Communicate clearly, and make visible, responsibilities and adjust as needed. Communicate clearl and responsibilities to lower levels of the organization, and
process owners accountable. the process owner assignments and accountability and make visible through performance scoreboards, the develop a means to adjust as needed. Communicate
methods. Establish and deploy innovative rewards for process owner assignments and accountability methods. clearly, and make visible through performance
success and action plans for under performance. Establish Establish and deploy appropriate rewards for success, and scoreboards, the process owner assignments and
a means to consistently hold process owners accountable. action plans for under performance. Establish a means to accountability methods. Establish and deploy innovative
stimulate an ongoing environment of responsibility and self rewards for success, and aggressive action plans for
accountability. under performance. Establish a means to stimulate an
ongoing culture of responsibility, self-discipline and
accountability.

1 2 3 4 5
Your Team's Score
Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly Agree
 Improvement Guide
Assessor:
Section 2 Patient Focus To get to the next level in Customer Focus consider, doing the following.

Listening My organization does a good job of listening and Develop and implement methods to collect the voice Develop and implement more formalized methods to Develop and implement more formalized methods to Develop and implement additional formal methods to Develop and implement methods to collect the internal
involving its customers. of the customer input. Begin collecting and collect the voice of the customer input. Begin collecting, collect the voice of the customer input. Begin collecting, collect the voice of the customer input. Begin collecting, customer voice of the customer input. Begin collecting,
communicating customer feedback to all members of communicating, and monitoring trends in customer communicating, and monitoring trends in customer communicating, and monitoring trends in customer communicating, and monitoring trends in internal customer
the organization. feedback to all members of the organization. feedback to all members of the organization. Develop a feedback to all members of the organization. Develop a feedback to all members of the organization. Develop a
means for teams to use the voice of the customer means for teams to use the voice of the customer means for teams to use the internal voice of the customer
feedback into improvement planning. Visually display feedback into improvement planning. Visually display feedback into improvement planning. Visually display
voice of the customer data in key locations. voice of the customer data in key locations. Develop voice of the customer data in key locations. Develop
improvement teams around improving voice of the improvement teams around improving voice of the
customer feedback. customer feedback. Create internal "fun" competitions for
improvements. Focus on using the voice of the customer
information to develop service excellence.

Measures Patient satisfaction measurements capture If no customer measure exist, identify and begin to If no customer measure exist, identify and begin to collect If no customer measure exist, identify and begin to collect Consider additional communications plans to improve the Consider additional communications plans to improve the
actionable information needed for improvement. collect data regarding customer experience and data regarding customer experience and preferences. If data regarding customer experience and preferences. If knowledge and understanding of customer measures. knowledge and understanding of customer measures.
preferences. If the current data is not in actionable the current data is not in actionable forms, redevelop the the current data is not in actionable forms, redevelop the Implement a program or plan to have each organization Develop an innovative way to engage organization
forms, redevelop the customer measures so that customer measures so that they drive improvement. customer measures so that they drive improvement. member or team develop plans for improving customer members or teams in a friendly competition to improve
they drive improvement. Consider additional communications plans to improve the Consider additional communications plans to improve the related measures. internal and external customer related measures.
knowledge and understanding of customer measures. knowledge and understanding of customer measures.
Implement a program or plan to have each organization
member or team develop plans for improving customer
related measures.

Benchmarking My organization obtains and uses patient Develop an organizational plan to benchmark Develop and communicate an organizational plan to Develop and communicate an organizational plan to Develop and communicate an organizational plan to Develop, communicate, and employ innovative ways to
information relative to competition and/or customer service measures against best in class benchmark customer service measures against best in benchmark customer service measures against best in benchmark internal customer service measures against improve internal and external customer service
benchmarks. customer service measures. Identify best in class class customer service measures. Begin to develop plans class customer service measures. Begin to develop plans best in class internal customer service measures. Begin to performance.
benchmark data sources. for improved customer service measures to achieve best for improved customer service measures to achieve best develop plans for improved internal customer service
in class levels of service. in class levels of service. Consider improving measures to achieve best in class levels of internal and
communications plans for the use of benchmarking external service. Consider improving communications
activities. plans for the use of benchmarking internal customer
service information and activities.

Expectations Patient satisfaction takes top priority at my Reconsider the organizations priorities. Create and Revisit the organizations priorities. Create and Revisit the organizations priorities. Create and implement Develop, measure, and visually display customer focused Create and implement an innovative communication plan
organization. communicate to organization members, a new vision communicate to organization members, an improved a communication plan to clearly define to organization data and priorities. Create and implement an innovative to clearly define to organization members, the vision and
and mission statement that includes customer vision and mission statement that includes customer members, the vision and mission that includes customer communication plan to clearly define to organization mission that includes customer satisfaction and focus.
satisfaction and focus. Define the organizations satisfaction and focus. Define the organizations priorities satisfaction and focus. Communicate the organizations members, the vision and mission that includes customer Communicate key success stories in customer
priorities and include customer satisfaction. to include customer satisfaction, and hold people priorities including customer satisfaction. Explain to people satisfaction and focus. Communicate the organizations satisfaction. Develop and implement fun and innovative
accountable for their actions. how they will be held accountable. priorities including customer satisfaction. Develop and ways to make customer focus a way of working at the
implement fun and innovative ways to make customer organization.
focus a way of working at the organization.

Flexibility My organization remains flexible to changing Reconsider the organizations priorities. Create and Reconsider the organizations priorities. Create, Communicate clearly the organizations priorities. Create, Communicate clearly the organizations priorities. Use Communicate clearly the organizations priorities. Create
patient needs and expectations. communicate to organization members, an communicate, and demonstrate to organization members, communicate, and demonstrate to organization members, visual story and scoreboards to show flexibility measures fun competitions to illustrate how groups have
expectation to be flexible to customer needs and an expectation to be flexible to customer needs and an expectation to be flexible to customer needs and and success story examples of flexibility. Create, demonstrated flexibility. Use visual story and scoreboards
expectations. expectations. Develop flexibility options for team members expectations. Develop flexibility options for team members communicate, and demonstrate to organization members, to show flexibility measures and success story examples
to employ. to employ. creative and innovative ways to be flexible to customer of flexibility. Create, communicate, and demonstrate to
needs. Develop additional flexibility options for team organization members, creative and innovative ways to be
members to employ. flexible to customer needs. Develop creative and
innovative ways flexibility options for team members to
employ.

Equity We practice fair and equitable business practices Discuss the needs and expectations of the customer, Discuss, consider, and communicate the needs and Develop and employ instruments to gather and share Develop and share key measure data and information Develop and share key measure data and information
for our patients, providers, and clinical and the employees, and the shareholders of the expectations of the customer, the employees, and the information regarding fair and equitable benefits for the regarding fair and equitable benefits for the customer, the regarding fair and equitable benefits for the customer, the
operational staff. organization. Ask how each can receive a fair return shareholders of the organization. Ask how each can customer, the employee, and the shareholder. Develop employee, and the shareholder. Develop and implement employee, and the shareholder. . Develop and implement
for their investment. If there are not fair or balanced receive a fair return for their investment. If there are not and communicate the needs and expectations of the creative ways to improve the benefits for all. innovative friendly competitions to improve and expand
benefits for each entity, ask why, and brainstorm for fair or balanced benefits for each entity, ask why, and customer, the employees, and the shareholders of the the benefits for all.
ways to improve an equitable balance of mutual brainstorm for ways to improve an equitable balance of organization. Explain how each can receive a fair return
benefits. mutual benefits. for their investment. If there are not fair or balanced
benefits for each entity, ask why, and brainstorm for ways
to improve an equitable balance of mutual benefits.
Establish measures for each entity and communicate
regularly the balance,

1 2 3 4 5
Your Team's Score
Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly Agree
 Improvement Guide
Assessor:
Section 3 Process Management To get to the next level in Process Management, consider doing the following.
Process Focus My organization identifies its key processes to Discuss and identify the key processes. Document Discuss and identify the key processes. Document and Discuss and identify the key processes. Document and Discuss and identify the key processes. Document and Discuss and identify the key processes. Document and
achieve improved performance. and communicate the key processes in a communicate the key processes in a standardized fashion communicate the key processes in a standardized fashion communicate the key processes in a standardized fashion communicate the key processes in a standardized fashion
standardized fashion to all employees. to all employees. Create visual flow maps to help to all employees. Create visual flow maps to help to all employees. Create visual flow maps to help to all employees. Create visual flow maps to help
communicate key processes. communicate key processes. Consider other creative communicate key processes. Consider other creative communicate key processes. Consider other creative
means to communicate the key business processes. means to communicate the key business processes. means to communicate the key business processes.
Sponsor a friendly competitive process to define and Sponsor a friendly competitive process to define and
document key processes in more areas. document key processes in more areas. Consider
standardizing key processes documentation.

Measures Performance measures are used for the control Participatively define key measures for key business Consider posting key performance data in a scoreboard Consider posting key performance data in a scoreboard Consider posting key performance data in a scoreboard Consider posting key performance data in a scoreboard
and improvement of key processes. processes, and begin collecting performance data. fashion in all work areas. Use statistical process control fashion in all work areas. Use statistical process control fashion in all work areas. Use statistical process control fashion in all work areas. Use statistical process control
techniques to monitor and control performance techniques to monitor and control performance techniques to monitor and control performance techniques to monitor and control performance
measurements. measurements. Conduct regular work sessions to review measurements. Conduct regular work sessions to review measurements. Conduct regular work sessions to review
performance measures and results. performance measures and results. performance measures and results. Assign individuals or
teams to each performance measure, and conduct
problem solving and improvement initiatives to provide
continuous improvement.

Efficiency The processes that we use are smooth and work Use key process performance measures to track the Use key process performance measures to track the Use key process performance measures to track the Use key process performance measures to track the Use key process performance measures to track the
well. efficiency of key processes. efficiency of key processes. Consider improved efficiency of key processes. Consider improved efficiency of key processes. Consider improved efficiency of key processes. Consider improved
communications plans for performance measures and communications plans for performance measures and communications plans for performance measures and communications plans for performance measures and
problem solving and improvements. problem solving and improvements. Use problem solving problem solving and improvements. Use problem solving problem solving and improvements. Use problem solving
teams to address under performing processes. teams to address under performing processes. Use story teams to address under performing processes. Use story
boards and public scoreboards to show progress and boards and public scoreboards to show progress and
improvements. improvements. Standardize the approach to monitoring
and improvement of key processes.

Influence Input from internal and external customers are Develop a means to collect internal and external Develop a means to collect internal and external customer Develop a means to collect internal and external customer Develop a means to collect internal and external customer Develop a means to collect internal and external customer
incorporated into process improvement efforts. customer input regarding process performance and input regarding process performance and improvement input regarding process performance and improvement input regarding process performance and improvement input regarding process performance and improvement
improvement needs. needs. Report internal and external customer feedback on needs. Report internal and external customer feedback on needs. Report internal and external customer feedback on needs. Report internal and external customer feedback on
scoreboards for everyone to observe and understand. scoreboards for everyone to observe and understand. scoreboards for everyone to observe and understand. scoreboards for everyone to observe and understand.
Assign individuals or teams to respond to internal and Assign individuals or teams to respond to internal and Assign individuals or teams to respond to internal and
external customer feedback. external customer feedback. Initiate improvement teams to external customer feedback. Initiate improvement teams to
improve internal and external customer satisfaction. improve internal and external customer satisfaction.
Communicate improvements and try to share them across
organizational areas. Develop an appropriate reward
program for improvements.

Information All necessary resources and information are Begin a process to identify required resources for Begin a process to identify required resources for key Begin a process to identify required resources for key Begin a process to identify required resources for key Begin a process to identify required resources for key
available to do the work properly. key business processes. business processes. Define, document and communicate business processes. Define, document and communicate business processes. Define, document and communicate business processes. Define, document and communicate
the required resources for key business processes to all the required resources for key business processes to all the required resources for key business processes to all the required resources for key business processes to all
employees. employees. Ensure required resources are provided. employees. Ensure required resources are provided. employees. Ensure required resources are provided.
Consider establishing a measurement to illuminate when Consider establishing a measurement to illuminate when
key resources are not available. key resources are not available. Consider using Lean
Sigma methods and tools to ensure seamless resources
replenishment.

Variation Process variation is understood and monitored at Consider training and education sessions on process Consider training and education sessions on process Consider training and education sessions on process Consider training and education sessions on process Consider training and education sessions on process
my organization. variation and statistical process control. variation and statistical process control. Implement variation and statistical process control. Implement variation and statistical process control. Implement variation and statistical process control. Implement
statistical process control techniques in key areas of the statistical process control techniques in key areas of the statistical process control techniques in key areas of the statistical process control techniques in key areas of the
organization. organization. Conduct regular process variation review organization. Conduct regular process variation review organization. Conduct regular process variation review
sessions. sessions. Assign individuals or teams to specific process sessions. Assign individuals or teams to specific process
control charts, and hold them accountable for control charts, and hold them accountable for
improvements, and the education of other teams. improvements, and the education of other teams. Consider
Scoreboarding performance variation measures and
improvements.

1 2 3 4 5
Your Team's Score
Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly Agree
 Improvement Guide
Assessor:
Section 4 Staff Management To get to the next level in People Management, consider doing the following.
Safety Leaders demonstrate that the safety of staff is of Develop and understanding through education and Develop and understanding through education and Develop and understanding through education and Develop and understanding through education and Develop and understanding through education and
paramount importance. training regarding safety implications in the training regarding safety implications in the workplace. training regarding safety implications in the workplace. training regarding safety implications in the workplace. training regarding safety implications in the workplace.
workplace. Work participatively to develop and Work participatively to develop and communicate the Work participatively to develop and communicate the Work participatively to develop and communicate the Work participatively to develop and communicate the
communicate the importance of safety in the work importance of safety in the workplace. Developed importance of safety in the workplace. Develop improved importance of safety in the workplace. Developed importance of safety in the workplace. Developed
place. improved communication plans to reinforce the importance communication plans to reinforce the importance of safety improved communication plans to reinforce the importance improved communication plans to reinforce the importance
of safety in the work place. in the work place. Assign teams of workers to educate and of safety in the work place. Assign teams of workers to of safety in the work place. Assign teams of workers to
communicate all employees regarding the importance of educate and communicate all employees regarding the educate and communicate all employees regarding the
safety in the work place. importance of safety in the work place. Conduct regular importance of safety in the work place. Conduct regular
safety reviews and monitor safety performance safety reviews and monitor safety performance
measurements. measurements. Consider increasing safe working rewards
and benefits to stress importance of safety in the work
place.

Training Staff's training and development needs are openly Participatively develop and document a training and Participatively develop and document a training and Participatively develop and document a training and Participatively develop and document a training and Participatively develop and document a training and
discussed and followed through on. development plan for each employee. If this is development plan for each employee. If this is complete, development plan for each employee. If this is complete, development plan for each employee. If this is complete, development plan for each employee. If this is complete,
complete, begin devoting the resources to implement begin devoting the resources to implement the training begin devoting the resources to implement the training begin devoting the resources to implement the training begin devoting the resources to implement the training
the training plan. plan. Consider tracking progress and improvement in a plan. Consider tracking progress and improvement in a plan. Consider tracking progress and improvement in a plan. Consider tracking progress and improvement in a
training matrix. training matrix. Consider sharing or communicating the training matrix. Consider sharing or communicating the training matrix. Consider sharing or communicating the
training matrix publicly, and continue to work to implement training matrix publicly, and continue to work to implement training matrix publicly, and continue to work to implement
the training and development plans. the training and development plans. Consider additional the training and development plans. Consider additional
reward programs to support training and development reward programs to support training and development
improvements as the new skill, knowledge or ability is improvements as the new skill, knowledge or ability is
employed at work. employed at work. Consider benchmarking with other
organizations to improve the training and development
process.

Development Leadership creates an encouraging and motivating Define the current state environment and document Define the current state environment and document Define the current state environment and document Define the current state environment and document Define the current state environment and document
environment and helps staff reach their full potential improvements. Discuss specific actions potential improvements. Discuss specific actions potential improvements. Discuss specific actions potential improvements. Discuss specific actions potential improvements. Discuss specific actions
potential. leadership could implement to create a encouraging leadership could implement to create a encouraging leadership could implement to create a encouraging leadership could implement to create a encouraging leadership could implement to create a encouraging
environment. environment. Develop an improvement plan and begin environment. Develop an improvement plan and begin environment. Develop an improvement plan and begin environment. Develop an improvement plan and begin
implementation. implementation. Develop a communications plan, and a implementation. Develop a communications plan, and a implementation. Develop a communications plan, and a
means to get constructive feedback from employees. means to get constructive feedback from employees. means to get constructive feedback from employees.
Develop development plans for each employee, and help Develop development plans for each employee, and help
everyone make improvements. everyone make improvements. Implement improved
incentive programs to stimulate improvement and
involvement.

Obstacles Staff can openly identify obstacles/problems and If employees are intimidated or fear bringing up bad If employees are intimidated or fear bringing up bad news, If employees are intimidated or fear bringing up bad news, If employees are intimidated or fear bringing up bad news, If employees are intimidated or fear bringing up bad news,
seek help in finding solutions. news, leadership must reexamine their view of leadership must reexamine their view of problems or leadership must reexamine their view of problems or leadership must reexamine their view of problems or leadership must reexamine their view of problems or
problems or barriers. They are opportunities for barriers. They are opportunities for systems improvement, barriers. They are opportunities for systems improvement, barriers. They are opportunities for systems improvement, barriers. They are opportunities for systems improvement,
systems improvement, and we need employees to and we need employees to identify issues and develop and we need employees to identify issues and develop and we need employees to identify issues and develop and we need employees to identify issues and develop
identify issues and develop solutions. Examine why solutions. Examine why the score is low in this category, solutions. Examine why the score is low in this category, solutions. Examine why the score is low in this category, solutions. Examine why the score is low in this category,
the score is low in this category, and develop and develop appropriate action plans. Communicate and and develop appropriate action plans. Communicate and and develop appropriate action plans. Communicate and and develop appropriate action plans. Communicate and
appropriate action plans. educate all employees regarding how to identify problems educate all employees regarding how to identify problems educate all employees regarding how to identify problems educate all employees regarding how to identify problems
and how to seek help. and how to seek help. Develop a systematic approach to and how to seek help. Document and educate everyone and how to seek help. Document and educate everyone
problem identification. on the systematic approach to problem identification and on the systematic approach to problem identification and
improvement. improvement. Track or monitor problems and improvement
initiatives to stimulate ideas in other areas.

Accountability Our performance management system supports If a performance management system does not exist, If a performance management system does not exist, If a performance management system does not exist, Ensure the performance management system is fair an Ensure the performance management system is fair an
and rewards high performance. develop and implement one. If the rewards are develop and implement one. If the rewards are counter develop and implement one. If the rewards are counter balanced, and based on data, not opinion. Develop an balanced, and based on data, not opinion. Develop an
counter productive, participatively develop an productive, participatively develop an improved reward productive, participatively develop an improved reward improvement team to evaluate and make improvements to improvement team to evaluate and make improvements to
improved reward system. system. Communicate clearly the performance system. Communicate clearly the performance the performance reward systems. the performance reward systems. Establish a regular
management system to all employees. management system to all employees. Ensure the review of the performance reward systems. Make this part
performance management system is fair an balanced, and of standard work processes.
based on data, not opinion.

Being Valued Staff are treated as valued employees, where short Develop and understanding through education and Develop and understanding through education and Develop and understanding through education and Develop and understanding through education and Develop and understanding through education and
and long term needs are met. training regarding developing mutual respect. training regarding developing mutual respect. Consider training regarding developing mutual respect. Consider training regarding developing mutual respect. Consider training regarding developing mutual respect. Consider
Consider revisiting the organizational values, and revisiting the organizational values, and hold leaders revisiting the organizational values, and hold leaders revisiting the organizational values, and hold leaders revisiting the organizational values, and hold leaders
hold leaders accountable. accountable. Determine specific activities and behaviors accountable. Determine specific activities and behaviors accountable. Determine specific activities and behaviors accountable. Determine specific activities and behaviors
that will demonstrate treating people with respect and that will demonstrate treating people with respect and that will demonstrate treating people with respect and that will demonstrate treating people with respect and
appreciating their value. appreciating their value. Implement specific action plans to appreciating their value. Implement specific action plans to appreciating their value. Implement specific action plans to
improve this area. Measure progress. improve this area. Measure progress. Support improve this area. Measure progress. Support
improvement with an appropriate reward system. Conduct improvement with an appropriate reward system. Conduct
events to show appreciation and value. events to show appreciation and value. Consider creative
servant leader events such as employee car washes, and
other events that bring people closer together. Say thank
you to people for a job well done. Teach others these
values.

1 2 3 4 5
Your Team's Score
Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly Agree
 Improvement Guide
Assessor:
Section 5 Information and Analysis
To get to the next level in Information and Analysis, consider doing the following.

Information My organization makes every effort to ensure data Discuss specific data and information that is suspect Discuss specific data and information that is suspect or Discuss specific data and information that is suspect or Discuss how to improve the integrity of the information at Discuss how to improve the integrity of the information at
and information are appropriate, accurate, and or subjective, and develop plans to improve data subjective, and develop plans to improve data collection subjective, and develop plans to improve data collection the organization. Discuss how to educate and train people the organization. Discuss how to educate and train people
reliable. collection and representation. and representation. Determine areas to improve the and representation. Determine areas to improve the to better understand the data and information that is to better understand the data and information that is
communication of where and how data and information is communication of where and how data and information is presented. Develop an orientation class for the presented. Develop an orientation class for the
collected and/or presented. Discuss how to improve the collected and/or presented. Discuss how to improve the organization that teaches people to understand the organization that teaches people to understand the
integrity of the information at the organization. integrity of the information at the organization. Discuss company data and information. Do not assume people company data and information. Do not assume people
how to educate and train people to better understand the understand. Get employees involved in teaching other understand. Get employees involved in teaching other
data and information that is presented. Develop an employees. employees. Reward and support rigorous data collectio
orientation class for the organization that teaches people and information sharing.
to understand the company data and information. Do not
assume people understand.

Monitoring There is a system in place to monitor Participatively establish Key Performance Indicators Participatively establish Key Performance Indicators for Participatively establish Key Performance Indicators for Participatively establish Key Performance Indicators for Participatively establish Key Performance Indicators for
organizational progress against set objectives or for specific areas of the organization. specific areas of the organization. Document and specific areas of the organization. Document and specific areas of the organization. Document and specific areas of the organization. Document and
goals. communicate the Key Performance Indicators to all communicate the Key Performance Indicators to all communicate the Key Performance Indicators to all communicate the Key Performance Indicators to all
employees. Show the links between all levels of the employees. Show the links between all levels of the employees. Show the links between all levels of the employees. Show the links between all levels of the
organization. Ensure people know how their work impacts organization. Ensure people know how their work impacts organization. Ensure people know how their work impacts organization. Ensure people know how their work impacts
the Key Performance Measures. the Key Performance Measures. Review and monitor the Key Performance Measures. Review and monitor the Key Performance Measures. Review and monitor
specific and appropriate goals for each Key Performance specific and appropriate goals for each Key Performance specific and appropriate goals for each Key Performance
Indicator. Assign individuals or teams to be responsible Indicator. Assign individuals or teams to be responsible Indicator. Assign individuals or teams to be responsible
and \accountable to each Key Performance Indicator. and \accountable to each Key Performance Indicator. and \accountable to each Key Performance Indicator.
Monitor on a regular basis the Key Performance Monitor on a regular basis the Key Performance
Indicators. Develop countermeasures for under performing Indicators. Develop countermeasures for under performing
areas, and rewards for achievement. areas, and rewards for achievement. Implement a
systematic way to regularly review and update the Key
Performance Indicators.

Visibility The monitoring system is clear and visible to all of Discuss how to make the key performance measures Discuss how to make the key performance measures Discuss how to make the key performance measures Discuss how to make the key performance measures Discuss how to make the key performance measures
the organization (e.g., scoreboards). visible and available to all. Seek to understand why visible and available to all. Seek to understand why visible and available to all. Seek to understand why visible and available to all. Seek to understand why visible and available to all. Seek to understand why
people do not believe the information is available. people do not believe the information is available. Try to people do not believe the information is available. Try to people do not believe the information is available. Try to people do not believe the information is available. Try to
understand what information is and is not available. understand what information is and is not available. understand what information is and is not available. understand what information is and is not available.
Implement standard methods in all areas for monitoring Implement standard methods in all areas for monitoring Implement standard methods in all areas for monitoring Implement standard methods in all areas for monitoring
the key measures. the key measures. Get employees involved in presenting the key measures. Get employees involved in presenting the key measures. Get employees involved in presenting
and discussing the key measure monitoring system. Have and discussing the key measure monitoring system. Have and discussing the key measure monitoring system. Have
experienced employees present and teach less experienced employees present and teach less experienced employees present and teach less
experienced employees about the monitoring system. experienced employees about the monitoring system. experienced employees about the monitoring system.
Develop standard methods of reporting key measures Develop standard methods of reporting key measures
such as area scoreboards. such as area scoreboards. Standardize scoreboards in all
areas. Hold people accountable for improving
performance results.

Decisions It is clear to people how we use organizational level If organizational level analysis is not being used to If organizational level analysis is not being used to If organizational level analysis is not being used to Define several case examples where organizational level
analysis to improve decision-making. improve decision making, develop and improve decision making, develop and understanding of improve decision making, develop and understanding of analysis is used to improve decision making, and present
understanding of why this is critical to success why this is critical to success through education and why this is critical to success through education and this information to employees. Continue to educate people
through education and training. If organizational data training. If organizational data is used in decision making, training. If organizational data is used in decision making, as to how organizational level analysis is used to improve
is used in decision making, but it is not clear to but it is not clear to people how this is done, initiate an in but it is not clear to people how this is done, initiate an in decision making. Develop a means to make the
people how this is done, initiate an in house training house training program or class to illustrate how this is house training program or class to illustrate how this is organizational decision making process transparent and
program or class to illustrate how this is done in the done in the organization. Define several case examples done in the organization. Define several case examples obvious at all levels of the organization. Consider
organization. where organizational level analysis is used to improve where organizational level analysis is used to improve developing standard decision matrixes.
decision making, and present this information to decision making, and present this information to
employees. employees. Continue to educate people as to how
organizational level analysis is used to improve decision
making.

Challenge People are responsible to question and/or Develop and understanding regarding why this is not Develop and understanding regarding why this is not Develop and understanding regarding why this is not Regularly train people in improvement methods. Discuss Regularly train people in improvement methods. Discuss
challenge the status quo. currently the case. Ask for specific examples to currently the case. Ask for specific examples to better currently the case. Ask for specific examples to better and develop plans and means for people to challenge the and develop plans and means for people to challenge the
better understand the issues. Most importantly, understand the issues. Most importantly, leaders must be understand the issues. Most importantly, leaders must be status quo. Communicate the plans and means to all status quo. Communicate the plans and means to all
leaders must be seen challenging the status quo. seen challenging the status quo. Discuss and develop seen challenging the status quo. Discuss and develop employees. Develop a reward system for successful employees. Develop a reward system for successful
plans and means for people to challenge the status quo. plans and means for people to challenge the status quo. improvement initiatives developed by challenging the improvement initiatives developed by challenging the
Communicate the plans and means to all employees. Communicate the plans and means to all employees. status quo. Communicate success stories and examples status quo. Communicate success stories and examples
Develop a reward system for successful improvement to all employees. Establish and monitor key measures for to all employees. Establish and monitor key measures for
initiatives developed by challenging the status quo. new ideas. new ideas. Develop standard work methods for after
Communicate success stories and examples to all action reviews and improvement initiatives. Hold
employees. individuals and groups accountable to submit
improvement ideas on a regular basis. Reward
accordingly.

Improvement There is an effective process to incorporate Participatively develop a method for improvement Participatively develop a method for improvement ideas to Participatively develop a method for improvement ideas to Regularly train people on how to use the system for Regularly train people on how to use the system for
positive improvement ideas into the business plan. ideas to be incorporated into the business plan. be incorporated into the business plan. Implement the be incorporated into the business plan. Implement the improvement ideas. Implement a reward system for improvement ideas. Implement a reward system for
plan, and review the results on a regular basis. Train plan, and review the results on a regular basis. Train approved and implemented improvement ideas. Document approved and implemented improvement ideas. Document
people on how to use the system for improvement ideas. people on how to use the system for improvement ideas. success stories and examples of improvement. Make the success stories and examples of improvement. Make the
Implement a reward system for approved and improvement idea system simple and effective. Measure improvement idea system simple and effective. Measure
implemented improvement ideas. the effectiveness of the system. Hold people responsible the effectiveness of the system. Hold people responsible
and accountable for participating in the program. and accountable for participating in he program. Build the
improvement idea system into the regular individual and
team performance review system. Hold people
accountable for improvement results..