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Operational excellence assessment template
An operational excellence assessment is a structured look at how far the principles of operational excellence show in the way a site works every day, judged from what people can see rather than from what the site intends. This template uses the ten principles in the order the operational excellence principles guide on this site lists them: respect every individual, lead with humility, seek perfection, embrace scientific thinking, focus on process, assure quality at the source, improve pull and flow value, think systematically, create consistency of purpose and create value for the customer. Each has three behaviors or practices you can observe, such as leaders asking questions where the work is done or production starting on a signal of real demand. Several people score every item from 1 (not seen) to 5 (seen everywhere and sustained) on their own and write the evidence. Page 1 is one assessor's sheet; page 2 has the summary across assessors (each principle's average, the lowest and highest assessor, the spread and a rank), the action plan for the three lowest principles and a worked example. The Excel version takes up to 8 assessors, works out the item and principle averages, the spread and the rank, finds each principle's weakest item, draws a radar chart and carries the three lowest principles into an action plan. The scale is an example made for this template, not an award model or a validated instrument.
Free to use: print it, copy it and edit it for your team. Enter your name and work email once to download.
Fields for site, role, date and period, the 1 to 5 score key, and 30 items under the ten principles from respect every individual to create value for the customer, each with score circles, an evidence column and a gap or action column, and a principle average cell.When to use it
When to use an operational excellence assessment
- Before an operational excellence or lean program, to see which principle is weakest and where to start.
- When improvement tools are in place but results fade, to check the leadership and daily behaviors behind them.
- To compare how leaders, supervisors, operators and support staff see the same site, and talk about the differences.
- Once or twice a year, scored the same way, to track whether the lowest principles have moved.
How to fill it in
- 1
Choose the assessors
Four to eight people from different levels and functions: site leadership, production supervisors, team leaders, operators, maintenance and quality. Include people who will see things differently.
- 2
Score alone, from what you saw
Each person scores the 30 items from 1 to 5 from what they have seen in the last few months, not from what the site plans, and writes the evidence. A blank is better than a guess.
- 3
Work out the principle averages
Each assessor's average per principle, then for each principle the average of all scores given, the lowest and highest assessor's average, the spread between them and a rank, where 1 is the lowest.
- 4
Talk about the spread
Where the spread reaches the example flag of 1.5, people see the principle very differently. Ask the lowest and highest scorers what they have seen before deciding anything.
- 5
Act on the three lowest principles
For each of the three lowest principles, start from its weakest item. Write what the evidence shows, one action, an owner and a date, and review them at a regular meeting.
- 6
Assess again
Score the same items again in 6 to 12 months with the same people where possible, and compare by principle and by item.
What's on the assessment
The 30 items, three for each of the ten principles
Each assessor scores every item on their own from 1 (not seen) to 5 (seen everywhere and sustained) and writes the evidence. The ten principles are the ones in the operational excellence principles guide on this site, in the same order.
Respect every individual
People's work and skills are valued, and they have a say
- 1Leaders thank people for specific work, by name, where the work is done
- 2People are asked for their input before changes to their own work
- 3Suggestions get an answer in an agreed time, and used ideas are recognized
Lead with humility
Leaders ask, listen and keep learning
- 4Leaders go to where the work is done and ask questions before giving answers
- 5Leaders ask for feedback on their own decisions and act on some of it
- 6People who disagree with a plan are heard out before it is decided
Seek perfection
Aim higher than the standard and keep improving
- 7Targets aim to improve on today's level, not only to meet the standard
- 8Small problems are recorded and worked on, not accepted as normal
- 9Each area can show an improvement it made in the last month
Embrace scientific thinking
Observe, experiment, record what was learned
- 10Problems are described with data and direct observation before a fix is chosen
- 11Changes are tried as small tests with an expected result, then checked
- 12What a test taught, even a failed one, is written down where others can find it
Focus on process
Look at the process before the person
- 13After a problem, people ask what in the process failed, not who did it
- 14The main jobs have standard work, and it is audited on a set schedule
- 15Where a person's error is involved, the fix changes the process or the training
Assure quality at the source
Right the first time, causes fixed right away
- 16Each step checks its own work before passing it on
- 17When a defect is found, work on its cause starts the same shift
- 18Parts and materials are confirmed right before they are used
Improve pull and flow value
Make only what is needed and keep it moving
- 19Production starts on a signal of real demand, not only on a forecast
- 20Work in process between steps has a limit that everyone can see
- 21Waiting, stoppages and shortages are recorded and reviewed for causes
Think systematically
Improve the whole system, not one department
- 22Improvement projects check the effect on the steps before and after
- 23Departments share measures and solve cross-department problems together
- 24People can explain how their work affects the next process and the customer
Create consistency of purpose
Everyone knows the mission, the goals and their part
- 25Leaders use the site's mission and long-term objectives when they decide
- 26People can say what operational excellence means here and what their part is
- 27Team goals link to the site's objectives and are reviewed in regular meetings
Create value for the customer
Know what the customer wants and needs
- 28Customer requirements, complaints and returns are reviewed on a set schedule
- 29People who make the product know what the customer values most about it
- 30Changes in what customers want reach the floor quickly and change the work
A filled-in example
Illustrative, not a benchmarkAn example: five assessors at a snack food packaging plant (plant manager, production manager, team leader, operator and maintenance technician) scored the 30 items on their own (illustrative numbers).
The principles the example names, averaged across five assessors (1 to 5)
- Embrace scientific thinkingLowest1.80
- Improve pull and flow value2.07
- Think systematically2.13
- Lead with humility (flagged: spread 2.33)2.93
- Assure quality at the source3.40
Embrace scientific thinking 1.80, improve pull and flow 2.07, think systematically 2.13, lead with humility 2.93, assure quality at the source 3.40. Overall 2.73.
- Embrace scientific thinking was the lowest principle: 27 points ÷ 15 scores = 1.80. Its weakest item, results of tests written down where others can find them, averaged 7 ÷ 5 = 1.40.
- The next lowest were improve pull and flow value at 2.07 and think systematically at 2.13. Assure quality at the source was the highest at 3.40.
- Lead with humility averaged 2.93, but the plant manager's average was 4.00 and the operator's 1.67, a spread of 2.33, so views differ. It was the only principle flagged.
- Overall: 409 points ÷ 150 scores = 2.73.
The plant started a one-page PDCA record for every line change, read at the weekly meeting, sized a kanban loop between filling and packing for its two top products, and set up one downtime measure that maintenance and production review together each week.
Common mistakes
Scoring intentions instead of behavior
A value on the wall is not a 4. Score what people do on an ordinary day, and if nobody can point to the evidence, score it lower.
Only leaders score it
Leaders see their own behavior from the inside. Operators and support staff see it from where they work, and the gap between their scores is often the most useful finding.
Reading the total as a grade
The 1 to 5 scale is an example made for this template, not an award score or a certification. Use it to compare principles, people and the next assessment.
Working on all ten principles at once
Thirty items produce many gaps. Work the three lowest principles to a result, then assess again, rather than starting a long list that never finishes.
Download the template
Free to use: print it, copy it and edit it for your team. Enter your name and work email once to download.
Run this template in LeanSuite
In LeanSuite operational excellence is supported by five tools: issue tags to log and resolve problems, Kaizen projects, the Document Builder for best practices, KPI dashboards and a suggestion platform.
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- Standard operating procedure (SOP) templateA full SOP in the hierarchical step format, from purpose and scope to the steps, records, revision history and approvals, with review checks and an SOP register.
- X-bar and R control chart template25 subgroups with means and ranges, control limits from A2, D3 and D4, signal flags, both charts and a reaction log.
- Gage R&R study sheet10 parts, 2 or 3 appraisers, 2 or 3 trials: EV, AV, GRR, PV, %GRR and ndc by the average and range method.
- Root cause analysis templateOne report from problem statement to proof: containment, evidence, analysis, verified causes, actions and the effectiveness check.
- Safety pillar 90-day model area planThirteen weeks from the incident pyramid to safety standards on one model area, a KPI board, the day-90 gate and expansion waves.
- Quality control pillar 90-day model area planThirteen weeks from the QA matrix to the QM matrix on one model area, a KPI board, the day-90 gate and expansion waves.
- Autonomous maintenance 90-day model area planAM steps 0 to 3 on one model machine in 13 weeks, a KPI board, the day-90 gate and expansion waves for months 4 to 12.
- Professional maintenance (PM) 90-day model area planThirteen weeks from breakdown analysis to a running PM calendar on one model machine, a KPI board, the day-90 gate and expansion waves.
- Environment and energy pillar 90-day model area planThirteen weeks from waste and energy maps to area standards on one model area, a KPI board, the day-90 gate and expansion waves.
- People development pillar 90-day model area planThirteen weeks from the skills matrix to trained cover on critical tasks in one model area, a KPI board, the day-90 gate and expansion waves.
- Early equipment management 90-day model area planThirteen weeks from lessons on current machines to a tracked start-up on one model equipment project, a KPI board, the day-90 gate and expansion waves.
- Cost deployment pillar 90-day model area planThirteen weeks from the loss map to costed, ranked projects in one model area, a KPI board, the day-90 gate and expansion waves.
- Cost per unit worksheet (manufacturing cost per good unit)One product's cost per good unit by materials, labor, machine and overhead, the gap to target, and which cost lever is worth most a year.
- RCM worksheet (failure mode and task selection)Failure modes classed as hidden, safety, operational or non-operational, then a task chosen for each: condition-based, discard, failure-finding, redesign or run to failure.
- Error-proofing verification log (daily master-sample check)Each poka-yoke device proved every day or week with a known-bad sample, with missed checks counted and the hours and parts at risk worked out when one fails.
- Training matrix template with expiry datesPeople by required trainings with expiry dates, OK, due, expired and missing flags, compliance by person and area, cover per training and a renewal list.
- Defect catalogue template with boundary samplesEvery defect with a definition, a class and the reason for it, measured accept and reject limits by zone, boundary samples, a defect log with DPU and Pareto, and an inspector agreement check.
- I-MR chart template (individuals and moving range)Up to 100 single readings with moving ranges, limits from a baseline, five run-rule flags, both charts, a second phase and a reaction log.
- Attribute control chart template (p, np, c and u charts)p, np, c and u charts in one workbook: a chart selector, a sample size check, limits for each subgroup, signal flags and four worked examples.
- Critical spare parts list and stocking levelsAssets ranked by consequence, each part classed and given a stocking policy, and min and max worked out from usage and lead time, with the downtime each stock-out would cost.
- HACCP plan template: hazard analysis and CCP worksheetThe Codex 12 steps in one workbook: team and product, process steps checked on site, hazard analysis with the CCP decision tree, the CCP table with completeness checks, an allergen matrix and a verification schedule.
- Forklift operator training and evaluation recordPer-operator training and evaluation record, a register with three-year due dates and refresher triggers, and a weighted practical evaluation scoresheet.
- REBA worksheet (Rapid Entire Body Assessment)Score up to six postures with REBA: body-part drop-downs, Tables A, B and C as lookups, final score and action level, and a before and after comparison.
- Mock recall template: traceability exercise worksheetTrace a finished lot back to every input lot and forward to every first customer, reconcile the quantities against a tolerance and time it against your target.
- ISO 9001 internal audit checklist (production area)46 audit questions for the production floor in 11 processes, each with its ISO 9001:2015 clause, what evidence to look for and the sample to take, plus five defined grades, a findings log, a finding report and a summary by clause.
- ISO 45001 internal audit checklist44 audit questions for the plant floor in 16 safety topics, each with its ISO 45001:2018 clause, the evidence to look for and the sample to take, plus 12 worker interview prompts, a findings log and a summary by clause.
- Food plant GMP inspection checklist (21 CFR 117 subpart B)55 checks in the order of 21 CFR 117 subpart B, each citing its paragraph and saying what to look at, with a grade, finding, owner and due date; results by section and grade, a walk route and a bakery example.
- Master sanitation schedule with pre-op verificationA master list of cleaning tasks by area and equipment with frequency, chemical, lockout, who and next due date, a weekly on-time count, and the pre-operational verification log with a release step.
- Overhead crane inspection checklist: frequent and periodic34 crane checks tied to OSHA 1910.179: an operator's pre-shift card, frequent and periodic inspections with signed records, a deficiency and tag-out log, and a register of next due dates.
- Measurement uncertainty budget templateA GUM uncertainty budget: Type A and B rows, divisors by distribution, sensitivity coefficients, uc, νeff, k from the t-table, U, TUR and a guard band check.
- Maintenance job plan templateOne job planned on one sheet: steps and craft hours, parts checked against stock, tools, lockout and permits, documents, a ready check for the schedule, and technician feedback.
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A shift handover sheet, a red tag log, a changeover checklist for one machine: if your team uses it on the floor, ask.