Opex Questionnaire - Process Insight eu

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Strongly Agree
4

Agree

Disagree

Strongly Disagree
1

Q1) We have a clear vision for OpEx in our organisation. Leadership understand how OpEx activities enable delivery of the business strategy and goals and support the programme as needed. *

Strongly Disagree

Disagree

Agree

Strongly Agree

Q2) Our OpEx activities are focussed on addressing the key business issues and on driving performance improvement where there is biggest impact. This is across all business activities (not just manufacturing/Ops). *

Strongly Disagree

Disagree

Agree

Strongly Agree

Q3) We have a strong governance process in place that engages leadership in selection of projects, tracks and “tensions” progress, provides resources etc *

Strongly Disagree

Disagree

Agree

Strongly Agree

Q4) The leadership team provides clear and visible direction & support for OpEx. They “walk the talk” (e.g. involvement in governance, reward and recognition, investment in skills development). *

Strongly Disagree

Disagree

Agree

Strongly Agree

Q5) We have an effective performance management system in our organisation that drives daily operational / transactional activities and directly engages with OpEx activities. *

Strongly Disagree

Disagree

Agree

Strongly Agree

Q6) We have a critical mass of energised and highly capable change agents. We provide skills development of both “hard” and “soft” tools. The role of change agent is seen as a valuable developmental opportunity. *

Strongly Disagree

Disagree

Agree

Strongly Agree

Q7) We provide coaching and mentoring to support the change agents/project leaders in the delivery of their day to day improvement activities and projects and recognise their skills development with formal certification. *

Strongly Disagree

Disagree

Agree

Strongly Agree

Q8) We have a clear roadmap that lays out the shape and focus of the OpEx Programme over the next few years. The roadmap is reviewed/updated annually as part of the business planning process. *

Strongly Disagree

Disagree

Agree

Strongly Agree

Q9) We have a clear set of metrics that allows us to track and manage the OpEx programme. This is a mix of leading and lagging indicators and a mix of financial and non financial metrics (“balanced scorecard”). *

Strongly Disagree

Disagree

Agree

Strongly Agree

Q10) We have a clear OpEx communications plan that engages with the organisation at large (success stories, roadmap, active project status , benefits delivered etc). *

Strongly Disagree

Disagree

Agree

Strongly Agree

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You are responsible for OpEx/CI/Process Excellence activities in your organisation.