What is the maximum year on year growth rate over the next 3 years?
-10% to 0%
0% to 10%
Less than -10%
10% to 20%
More than 30%
20% to 30%
Question 2/16
What is the ratio between your current revenue and your business break even point?
< 0.4. Our business could cope with a major revenue shock.
We are only breaking even now.
1 to 0.8
0.8 to 0.6
0.6 to 0.4
Don't know.
Question 3/16
How many clients make up 75% of your revenue?
2 to 5
10 to 15
1
15 to 20
5 to 10
>20
Question 4/16
How long could your business operate successfully without one of the senior managers?
A month
Several months
A couple of weeks
A few days at a time
A couple of days
It couldn't.
Question 5/16
How much time do your senior managers spend on day-to-day firefighting in the business?
It frequently consumes most of the week (e.g. at month end).
It consumes most of the month
It occasionally consumes some managers
It frequently consumes some managers
All of it
No time is spent firefighting
Question 6/16
How clear are day to day roles and responsibilities?
There are clear organisational charts, roles, and responsibilities which everyone adheres to.
Roles and responsibilities cause problems
There is no clarity on roles and responsibilities
Roles and responsibilities reflect employee comfort and capability.
There are implied roles and responsibilities that the business runs to
The are no clear organisational charts, but everyone adheres to the expected roles and responsibilities
Question 7/16
How responsive are you to customer needs?
Often lose customers due to unreliable lead times
Often lose work due to excessive lead times
Occasionally lose work due to excessive lead times
Lead times are acceptable to customers.
Very competitive lead times
Set the industry benchmark.
Question 8/16
How long would it take for your business to fully adjust to a significant market change that required to you to significantly increase or reduce output and/or to change your product design?
This would include the length of time from when you were notified of the change in product and demand until your supply chain had fully adjusted to the change and you no longer faced expediting or excess and obsolete stock.
6 months to 12 months
> 12 months
2 months to 4 months
1 week to 1 month
4 months to 6 months
< 1 week
Question 9/16
What is your capacity for growth (excluding labour)?
Currently keeping up, but using external storage or facilities
Currently unable to keep up.
Sufficient capacity to meet the 3 year growth plans.
Have plans in place to expand if growth targets are achieved.
Not a consideration at the moment.
Considering expansion if growth targets are achieved.
Question 10/16
What proportion of your business inputs are purchased from overseas suppliers with a lead time of greater than 8 weeks?
50% to 75%
75% to 100%
25% to 50%
100%
1% - 25%
0%
Question 11/16
How well organised is your facility?
Some areas are organised through regular clean-ups.
Some areas of the business are well organised and have a good culture to maintain it.
All areas of the business are well organised and there is a strong culture to maintain it.
Some areas are a mess and some appear organised.
It is not tidy, but we get by.
It is a mess.
Question 12/16
How much inventory do you carry?
We occassionally run out of material and neglect our slow moving and dead stock.
We have good inventory management systems and culture for active material, and occassionally review slow moving and dead stock.
We have strong inventory management systems and culture. We do not run out of active materials, manage slow moving material, and have no dead stock.
We regularly run out of material but have a lot of money tied up in inventory.
There is an unknown level of obsolete and slow-moving stock, our inventory costs are high, and we continually run out of material.
We don't know, but inventory is always a problem for us.
Question 13/16
How accessible is material within your operations?
Always moving things out of the way to access the material that is needed.
Material is double-handled occasionally.
Material is double-handled on a daily basis.
Material is double-handled frequently.
Always only handle once and only when required.
Only double-handle material that is slow moving and intentionally stored out of the way.
Question 14/16
What is the level of professional respect and trust within the business?
There are clear silos in the business and departments focus on themselves at the expense of others.
There is an environment of sabotage within the business.
There are Service Level Agreements in place and team member hold themselves accountable to deliver on them.
There is an atmosphere of teamwork but departments focus on themselves first.
There are clear silos in the business and departments focus on themselves first.
There is an atmosphere of teamwork and employees help other departments when requested.
Question 15/16
How well do employees accept accountability for their tasks?
Employees try hard, but not sure what they are accountable for.
Employees try hard, but provide excuses when tasks are not completed.
Employees consider accountability to be a means of punishment.
Employees are motivated by understanding and delivering on assigned tasks.
Employees do not accept accountablity for task completion.
Employees understand their assigned tasks and ask for help when behind.
Question 16/16
How valued do your employees feel?
Employees mostly do as they are told by their supervisor.
Employees are happy to participate in activities led by their supervisor.
Employees do as they are told by their supervisor.
Employees will engage when asked to.
Employees are highly engaged and contribute to continuous improvement.
Employees wait to be told what to do and resist it.
FIND OUT YOUR SCORE!
0/50
0/50
0/50
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