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Operations Health Check

Where does your
operation stand today?

Use the Operations Health Check as a no cost starting point for a focused conversation about operating priorities.

Answer based on how the operation runs today. Results appear immediately, with no email required. Your answers stay in this page. If you request follow up, your name, email, total score, and tier are shared with PX. If you use the email fallback, you can review and send a draft containing your assessment summary. This is a directional self assessment, not an audited benchmark.
Assessment progress0 of 25 answered

People

Leadership capability and bench strength.

01Frontline supervisors are trained to problem solve to root cause, not just expedite around issues.
02Every key leadership role has a named successor or an active development plan.
03Supervisor and manager turnover is measured, understood, and trending down.
04New leaders receive structured onboarding and coaching in their first 90 days.
05Accountability and recognition both happen consistently on the floor, not just one or the other.

Process

Execution discipline from receiving to shipping.

06Pick, pack, and ship accuracy is measured daily and exceeds 99.5 percent.
07Core processes have current SOPs that match how the work is actually done.
08RMA, quarantine, and reverse logistics flows have SOPs, aging limits, and clear ownership.
09Slotting is reviewed on a defined cadence and travel time is actively managed down.
10Recurring errors get root cause analysis and fixes that hold, not repeat firefighting.

Systems

Whether your systems reflect reality and support the work.

11Your WMS and ERP reflect reality: system data matches the floor without workarounds.
12Handoffs between order, warehouse, and finance systems are clean and reconciled.
13Labor and productivity data comes from the system, not rebuilt weekly in spreadsheets.
14Exceptions are surfaced by the system daily rather than discovered by customers.
15Reporting is automated, so leaders spend time acting on numbers, not assembling them.

Governance

Inventory controls, ownership, and operating cadence.

16Cycle count compliance runs above 95 percent with documented root cause on every material variance.
17Customer owned and vendor owned inventory is segregated, governed, and reconciled on a defined cadence.
18Slow moving and obsolete inventory is reviewed monthly with disposition decisions and owners.
19Adjustment authority is defined: who can write off what, with a reason code on every adjustment.
20A daily tiered meeting cadence runs on time with visual boards, standard agendas, and tracked actions.

Metrics

Whether the numbers are owned and connected to business outcomes.

21Every KPI on the operating dashboard has a named owner, a target, a threshold, and an escalation trigger.
22Inventory accuracy by location is measured and exceeds 98 percent.
23Leadership reviews connect operational metrics to P&L and customer impact at least monthly.
24Safety leading indicators are tracked and reviewed, not just recordables after the fact.
25Transportation and labor cost per unit are known, trended, and reviewed against targets.