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Free Self Assessment · About 10 Minutes

Operations Health Check Scorecard

Twenty five questions across the five areas where operations quietly lose money: people, process, systems, governance, and metrics. Answer honestly about how your operation runs today, not how it is supposed to run. Your score and risk profile are revealed at the end.

People

Leadership capability and bench strength.

1. Frontline supervisors are trained to problem solve to root cause, not just expedite around issues.

2. Every key leadership role has a named successor or an active development plan.

3. Supervisor and manager turnover is measured, understood, and trending down.

4. New leaders receive structured onboarding and coaching in their first 90 days.

5. Accountability and recognition both happen consistently on the floor, not just one or the other.

Process

Execution discipline from receiving to shipping.

6. Pick, pack, and ship accuracy is measured daily and exceeds 99.5 percent.

7. Core processes have current SOPs that match how the work is actually done.

8. RMA, quarantine, and reverse logistics flows have SOPs, aging limits, and clear ownership.

9. Slotting is reviewed on a defined cadence and travel time is actively managed down.

10. Recurring errors get root cause analysis and fixes that hold, not repeat firefighting.

Systems

Whether your systems reflect reality and drive the work.

11. Your WMS and ERP reflect reality: system data matches the floor without workarounds.

12. Handoffs between order, warehouse, and finance systems are clean and reconciled.

13. Labor and productivity data comes from the system, not rebuilt weekly in spreadsheets.

14. Exceptions are surfaced by the system daily rather than discovered by customers.

15. Reporting is automated, so leaders spend time acting on numbers, not assembling them.

Governance

Inventory controls and operating cadence.

16. Cycle count compliance runs above 95 percent with documented root cause on every material variance.

17. Customer owned and vendor owned inventory is segregated, governed, and reconciled on a defined cadence.

18. Slow moving and obsolete inventory is reviewed monthly with disposition decisions and owners.

19. Adjustment authority is defined: who can write off what, with a reason code on every adjustment.

20. A daily tiered meeting cadence runs on time with visual boards, standard agendas, and tracked actions.

Metrics

Whether the numbers are owned and connected to money.

21. Every KPI on the operating dashboard has a named owner, a target, a threshold, and an escalation trigger.

22. Inventory accuracy by location is measured and exceeds 98 percent.

23. Leadership reviews connect operational metrics to P&L and customer impact at least monthly.

24. Safety leading indicators are tracked and reviewed, not just recordables after the fact.

25. Transportation and labor cost per unit are known, trended, and reviewed against targets.

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