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People, process, technology (PPT) assessment
A people, process, technology (PPT) assessment checks whether a change is ready by looking at its three elements together: the people who will do the work, the process that sets how it is done and the technology that supports them. The PPT framework is about balance, so the lowest element limits the change: a new tool adds little if the people are not trained or the process was not changed to fit it. This template is for one change, such as a new system, a digital tool on one line or a new process. It uses the three elements in the order the PPT framework guide on this site gives them, with six readiness statements for each, such as training planned for every shift or a baseline taken before go-live. Each person who will use or support the change scores every statement from 1 (not in place) to 4 (in place and checked) on their own and writes the evidence, the gap and an owner. Page 1 is one person's sheet, with a balance check and the risks and actions before go-live; page 2 has the summary across respondents, how to run it and a worked example. The Excel version takes up to 6 respondents, works out the averages by statement and element, the lowest element, the balance gap and the spread between people, makes the go-live call by an example rule, draws a radar chart and keeps an action log with late items as of a date. The scale, the rule and the flags are examples made for this template, not 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.
When to use it
When to use a PPT assessment
- Before a new system or digital tool goes live on a line, to check that the people and the process are ready as well as the tool.
- When moving paper checklists, logs or forms to tablets or phones.
- When a new process or a change to an existing one needs new skills, roles or tools.
- Two to four weeks after go-live, scored again by the same people, to check that the gaps closed.
How to fill it in
- 1
Name the change
Write the change in one line, with the area and the planned go-live date. One change per assessment: a vague change gets vague scores.
- 2
Pick the respondents
Four to six people who will use the change or support it: operators from every shift, a supervisor, quality or maintenance and the project lead. Include the people least involved so far.
- 3
Score alone, with evidence
Each person scores the 18 statements from 1 to 4 from what they have seen, not from the project plan, and writes the evidence. A blank is better than a guess.
- 4
Find the lowest element
Work out each element's average and each person's. The lowest element limits the change. The balance gap is the highest element average minus the lowest, and the spread is the highest person minus the lowest.
- 5
Act before go-live
Turn the lowest statements into actions with an owner and a due date before go-live. If the lowest element is still low near the date, move the date or keep the old way running alongside.
- 6
Score again after go-live
Two to four weeks after go-live, with the same people, and compare by element and by statement.
What's on the assessment
The 18 readiness statements, six each for people, process and technology
Each person who will use or support the change scores every statement on their own from 1 (not in place) to 4 (in place and checked), an example scale made for this template, and writes the evidence. The three elements are the ones in the PPT framework guide on this site, in the same order.
People
Those who do the work and will use the change
- 1The people who will use the change helped define it, not only managers and the project team
- 2Every role the change touches is named, with what each person will do differently
- 3Users can say why the change is being made and what problem it solves
- 4Training is planned for every shift, with time released from production to attend
- 5Each shift has a key user who can help others in the first weeks
- 6Concerns raised by users are written down and answered before go-live
Process
The steps that get the work done
- 7The current process is mapped as it is really done, workarounds included
- 8It is decided which steps the change removes, replaces or adds, so the old process is not just copied
- 9The new process is written as a standard or work instruction, with clear steps
- 10Each person knows where they fit in the new workflow and who acts on what they record
- 11How success will be measured is agreed, with a baseline taken before go-live
- 12A review after go-live is set (date, who, what is checked), with a way to fall back if it fails
Technology
The tools that help people and automate steps
- 13The tool does every step the new process needs, checked with users on real cases, not only in a demo
- 14It works where the work happens: devices, Wi-Fi coverage, gloves, noise and light at the station
- 15Every user has access: accounts, sign-in and permissions are set up for each role
- 16The data it needs is loaded and checked, and it is decided what happens to the old records
- 17It is tried on a small scale first, one line or area, and the results are checked before it spreads
- 18Users know who to call when it fails, and what to do during an outage
A filled-in example
Illustrative, not a benchmarkAn example: a plant moved line 3's start-up checklist and hourly quality checks from paper to shared tablets. Five people (production supervisor, a day shift operator, a night shift operator, a quality technician and the CI engineer leading the change) scored the 18 statements on their own (illustrative numbers).
- People was the lowest element: 67 points ÷ 30 scores = 2.23. Process averaged 2.53 (76 ÷ 30) and Technology 3.13 (94 ÷ 30).
- Balance gap: 3.13 − 2.23 = 0.90, above the example flag of 0.5, so the change was unbalanced: the tablets were ready, the people side was not.
- The night shift operator's People average was 1.17 and the CI engineer's 2.83, a spread of 1.67, so views differed. Night shift had not been asked when the checklist was built.
- Statements 4, training planned for every shift (1.60), and 6, concerns answered before go-live (1.80), were below the example minimum of 2.0, so the change was not ready by the example rule. Overall: 237 points ÷ 90 scores = 2.63.
The team kept the tablets as they were and worked the people side first: two training sessions on night shift, answers to the operators' questions at both shift huddles and a review of the checklist by a night shift operator, with paper kept on night shift until they were done.
Common mistakes
Starting with the technology
Choosing the tool first and fitting the people and the process to it afterwards is the trap the PPT framework warns about. Score all three elements, and expect the lowest one to set the pace.
Copying the old process into the new tool
Putting an old paper process on a tablet unchanged gives you the same process at a higher cost. Decide which steps the change removes, replaces or adds before go-live.
Only the project team scores it
The people who will use the change see different things. Operators from every shift, especially the ones least involved, often find the gaps the project team cannot see.
Reading the average as a pass mark
A good overall average can hide one weak element. Look at the lowest element and the lowest statements first. The 1 to 4 scale and the go-live rule are examples made for this template.
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 operators sign in with an employee ID on a phone, a shared tablet or a kiosk, and what they record reaches the people who act on it: a tagged issue gets an owner and a due date, and a failed audit item becomes a tracked action.
In the lean glossary
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FAQ
People, process, technology (PPT) assessment: common questions
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