Always Improving Assessment - Bronze

• Conducted on

  Date

• Prepared by

• Location
  Address

Look & Listen Walk

• Weekly, how many Look & Listen walks do you complete?

  2 or less a week

  3-5 a week

  6-7 a week

• Can you tell me what the purpose of a Look & Listen walk is? (Ideally they can convey the concepts of: Watching the work happen, finding improvement opportunities, engaging with team)

  Can't explain

  Can explain it somewhat but doesn't cover all points

  Complete understanding, covers all points

• Can you provide an example of an outcome from a Look & Listen walk?<br><br>(Record a brief description of example)

  No

  Has an example, but no outcome

  Can provide a clear example with a tangible outcome

VMB's & Huddles

• This store has a central VMB that shows evidence of key KPIs being tracked and updated daily.

  Yes

  No

• The central VMB meets the 1-3-10 rule.<br><br>(Record a brief description of whats missing or needs attention)

  Yes

  No

• The central VMB allows the team to share improvement opportunities.

  Yes

  No

• The central VMB outlines actions to be taken and by who.

  No

  Actions Visible

  Actions are visible, specific and current

• This store holds a daily huddle, 7 days a week.

  Yes

  No

Standard Operating Procedures

• Can you tell me what the purpose of a SOP is? (Ideal response: to standardise a process, get team doing the same thing)<br><br>(Record a brief description of example).

  Can't explain

  Can explain it somewhat but doesn't cover all points

  Complete understanding, covers all points

5S Workplace Organisation

• Can you tell me what the purpose of 5S is? (Ideal response: workplace organisation, to make things easier, reduces waste, save time, improve safety)

  Can't explain

  Can explain it somewhat but doesn't cover all points

  Complete understanding, covers all points

Structured Problem Solving

• What are some of the tools you could use for Structured Problem solving? (Ideal response:Pick matrix, PDCA, 5 whys, A3, Fishbone, Value stream Mapping.)

  1 or less tools named

  2-3 tools named

  3+ tools named

• Can you show me an example of where you have used one of these tools to solve a problem in your store.<br><br>(Record a brief description of example)

  No

  Has an example, but no outcome

  Can provide a clear example with a tangible outcome

Look & Listen Walk

• Can you tell me what the purpose of a Look & Listen walk is? (Ideally they can convey the concepts of: Watching the work happen, finding improvement opportunities, engaging with team)

  Can't explain

  Can explain it somewhat but doesn't cover all points

  Complete understanding, covers all points

• Can you provide an example of an outcome from a Look & Listen walk.<br><br>(Record brief description of example)

  No

  Has an example, but no outcome

  Can provide a clear example with a tangible outcome

VMB's & Huddles

• The VMB meets the 1-3-10 rule.<br><br>(Record a brief description of whats missing or needs attention)

  Yes

  No

• The VMB allows the team to share improvement opportunities.

  Yes

  No

• The VMB outlines actions to be taken, by who and by when.

  No

  Actions Visible

  Actions are visible, specific and current

• This department holds a daily huddle, 7 days a week.

  Yes

  No

Standard Operating Procedures

• Can you tell me what the purpose of a SOP is? (Ideal response: to standardise a process, get team doing the same thing)

  Can't explain

  Can explain it somewhat but doesn't cover all points

  Complete understanding, covers all points

• This department can show you a SOP in use.

  Yes

  No

• At what point would the SOP need updating and how would you do that? (Ideally they can convey that: a SOP should be changed when the process changes, if they need to set a new standard and that they are responsible for updating and creating their own SOP's)

  Can't explain

  Can explain it somewhat but doesn't cover all points

  Complete understanding, covers all points

5S Workplace Organisation

• Can you tell me what the purpose of 5S is? (Ideal response: workplace organisation, to make things easier, reduces waste, save time, improve safety)

  Can't explain

  Can explain it somewhat but doesn't cover all points

  Complete understanding, covers all points

• This department is organised, they have labelled drawers/cupboards appropriately and everything has a place which shows the department frequently practises 5S principals.<br>(Record brief description of example)

  No Evidence of 5S

  Some Evidence that 5S is partially implemented

  Full Implementation of 5S

Structured Problem Solving

• What are some of the tools you could use for Structured Problem solving? (Ideal response:Pick matrix, PDCA, 5 whys)

  No examples

  1-2 tools named

  3+ tools named

• Can you show me an example of where you have used one of these tools to solve a problem in your store. <br><br>(Record brief description of example) <br>

  No

  Has an example, but no outcome

  Can provide a clear example with a tangible outcome

Look & Listen Walk

• Can you tell me what the purpose of a Look & Listen walk is? (Ideally they can convey the concepts of: Watching the work happen, finding improvement opportunities, engaging with team)

  Can't explain

  Can explain it somewhat but doesn't cover all points

  Complete understanding, covers all points

• Can you provide an example of an outcome from a Look & Listen walk.<br><br>(Record brief description of example)

  No

  Has an example, but no outcome

  Can provide a clear example with a tangible outcome

VMB's & Huddles

• The VMB meets the 1-3-10 rule.<br><br>(Record a brief description of whats missing or needs attention)

  Yes

  No

• The VMB allows the team to share improvement opportunities.

  Yes

  No

• The VMB outlines actions to be taken, by who and by when.

  No

  Actions Visible

  Actions are visible, specific and current

• This department holds a daily huddle, 7 days a week.

  Yes

  No

Standard Operating Procedures

• Can you tell me what the purpose of a SOP is? (Ideal response: to standardise a process, get team doing the same thing)

  Can't explain

  Can explain it somewhat but doesn't cover all points

  Complete understanding, covers all points

• This department can show you a SOP in use.

  Yes

  No

• At what point would the SOP need updating and how would you do that? (Ideally they can convey that: a SOP should be changed when the process changes, if they need to set a new standard and that they are responsible for updating and creating their own SOP's)

  Can't explain

  Can explain it somewhat but doesn't cover all points

  Complete understanding, covers all points

5S Workplace Organisation

• Can you tell me what the purpose of 5S is? (Ideal response: workplace organisation, to make things easier, reduces waste, save time, improve safety)

  Can't explain

  Can explain it somewhat but doesn't cover all points

  Complete understanding, covers all points

• This department is organised, they have labelled drawers/cupboards appropriately and everything has a place which shows the department frequently practises 5S principals.<br>(Record brief description of example)

  No Evidence of 5S

  Some Evidence that 5S is partially implemented

  Full Implementation of 5S

Structured Problem Solving

• What are some of the tools you could use for Structured Problem solving? (Ideal response:Pick matrix, PDCA, 5 whys)

  No examples

  1-2 tools named

  3+ tools named

• Can you show me an example of where you have used one of these tools to solve a problem in your store. <br><br>(Record brief description of example) <br>

  No

  Has an example, but no outcome

  Can provide a clear example with a tangible outcome

Look & Listen Walk

• Can you tell me what the purpose of a Look & Listen walk is? (Ideally they can convey the concepts of: Watching the work happen, finding improvement opportunities, engaging with team)

  Can't explain

  Can explain it somewhat but doesn't cover all points

  Complete understanding, covers all points

• Can you provide an example of an outcome from a Look & Listen walk.<br><br>(Record brief description of example)

  No

  Has an example, but no outcome

  Can provide a clear example with a tangible outcome

VMB's & Huddles

• The VMB meets the 1-3-10 rule.<br><br>(Record a brief description of whats missing or needs attention)

  Yes

  No

• The VMB allows the team to share improvement opportunities.

  Yes

  No

• The VMB outlines actions to be taken, by who and by when.

  No

  Actions Visible

  Actions are visible, specific and current

• This department holds a daily huddle, 7 days a week.

  Yes

  No

Standard Operating Procedures

• Can you tell me what the purpose of a SOP is? (Ideal response: to standardise a process, get team doing the same thing)

  Can't explain

  Can explain it somewhat but doesn't cover all points

  Complete understanding, covers all points

• This department can show you a SOP in use.

  Yes

  No

• At what point would the SOP need updating and how would you do that? (Ideally they can convey that: a SOP should be changed when the process changes, if they need to set a new standard and that they are responsible for updating and creating their own SOP's)

  Can't explain

  Can explain it somewhat but doesn't cover all points

  Complete understanding, covers all points

5S Workplace Organisation

• Can you tell me what the purpose of 5S is? (Ideal response: workplace organisation, to make things easier, reduces waste, save time, improve safety)

  Can't explain

  Can explain it somewhat but doesn't cover all points

  Complete understanding, covers all points

• This department is organised, they have labelled drawers/cupboards appropriately and everything has a place which shows the department frequently practises 5S principals.<br>(Record brief description of example)

  No Evidence of 5S

  Some Evidence that 5S is partially implemented

  Full Implementation of 5S

Structured Problem Solving

• What are some of the tools you could use for Structured Problem solving? (Ideal response:Pick matrix, PDCA, 5 whys)

  No examples

  1-2 tools named

  3+ tools named

• Can you show me an example of where you have used one of these tools to solve a problem in your store. <br><br>(Record brief description of example) <br>

  No

  Has an example, but no outcome

  Can provide a clear example with a tangible outcome

Look & Listen Walk

• Can you tell me what the purpose of a Look & Listen walk is? (Ideally they can convey the concepts of: Watching the work happen, finding improvement opportunities, engaging with team)

  Can't explain

  Can explain it somewhat but doesn't cover all points

  Complete understanding, covers all points

• Can you provide an example of an outcome from a Look & Listen walk.<br><br>(Record brief description of example)

  No

  Has an example, but no outcome

  Can provide a clear example with a tangible outcome

VMB's & Huddles

• The VMB meets the 1-3-10 rule.<br><br>(Record a brief description of whats missing or needs attention)

  Yes

  No

• The VMB allows the team to share improvement opportunities.

  Yes

  No

• The VMB outlines actions to be taken, by who and by when.

  No

  Actions Visible

  Actions are visible, specific and current

• This department holds a daily huddle, 7 days a week.

  Yes

  No

Standard Operating Procedures

• Can you tell me what the purpose of a SOP is? (Ideal response: to standardise a process, get team doing the same thing)

  Can't explain

  Can explain it somewhat but doesn't cover all points

  Complete understanding, covers all points

• This department can show you a SOP in use.

  Yes

  No

• At what point would the SOP need updating and how would you do that? (Ideally they can convey that: a SOP should be changed when the process changes, if they need to set a new standard and that they are responsible for updating and creating their own SOP's)

  Can't explain

  Can explain it somewhat but doesn't cover all points

  Complete understanding, covers all points

5S Workplace Organisation

• Can you tell me what the purpose of 5S is? (Ideal response: workplace organisation, to make things easier, reduces waste, save time, improve safety)

  Can't explain

  Can explain it somewhat but doesn't cover all points

  Complete understanding, covers all points

• This department is organised, they have labelled drawers/cupboards appropriately and everything has a place which shows the department frequently practises 5S principals.<br>(Record brief description of example)

  No Evidence of 5S

  Some Evidence that 5S is partially implemented

  Full Implementation of 5S

Structured Problem Solving

• What are some of the tools you could use for Structured Problem solving? (Ideal response:Pick matrix, PDCA, 5 whys)

  No examples

  1-2 tools named

  3+ tools named

• Can you show me an example of where you have used one of these tools to solve a problem in your store. <br><br>(Record brief description of example) <br>

  No

  Has an example, but no outcome

  Can provide a clear example with a tangible outcome

Look & Listen Walk

• Can you tell me what the purpose of a Look & Listen walk is? (Ideally they can convey the concepts of: Watching the work happen, finding improvement opportunities, engaging with team)

  Can't explain

  Can explain it somewhat but doesn't cover all points

  Complete understanding, covers all points

• Can you provide an example of an outcome from a Look & Listen walk.<br><br>(Record brief description of example)

  No

  Has an example, but no outcome

  Can provide a clear example with a tangible outcome

VMB's & Huddles

• The VMB meets the 1-3-10 rule.<br><br>(Record a brief description of whats missing or needs attention)

  Yes

  No

• The VMB allows the team to share improvement opportunities.

  Yes

  No

• The VMB outlines actions to be taken, by who and by when.

  No

  Actions Visible

  Actions are visible, specific and current

• This department holds a daily huddle, 7 days a week.

  Yes

  No

Standard Operating Procedures

• Can you tell me what the purpose of a SOP is? (Ideal response: to standardise a process, get team doing the same thing)

  Can't explain

  Can explain it somewhat but doesn't cover all points

  Complete understanding, covers all points

• This department can show you a SOP in use.

  Yes

  No

• At what point would the SOP need updating and how would you do that? (Ideally they can convey that: a SOP should be changed when the process changes, if they need to set a new standard and that they are responsible for updating and creating their own SOP's)

  Can't explain

  Can explain it somewhat but doesn't cover all points

  Complete understanding, covers all points

5S Workplace Organisation

• Can you tell me what the purpose of 5S is? (Ideal response: workplace organisation, to make things easier, reduces waste, save time, improve safety)

  Can't explain

  Can explain it somewhat but doesn't cover all points

  Complete understanding, covers all points

• This department is organised, they have labelled drawers/cupboards appropriately and everything has a place which shows the department frequently practises 5S principals.<br>(Record brief description of example)

  No Evidence of 5S

  Some Evidence that 5S is partially implemented

  Full Implementation of 5S

Structured Problem Solving

• What are some of the tools you could use for Structured Problem solving? (Ideal response:Pick matrix, PDCA, 5 whys)

  No examples

  1-2 tools named

  3+ tools named

• Can you show me an example of where you have used one of these tools to solve a problem in your store. <br><br>(Record brief description of example) <br>

  No

  Has an example, but no outcome

  Can provide a clear example with a tangible outcome

Look & Listen Walk

• Can you tell me what the purpose of a Look & Listen walk is? (Ideally they can convey the concepts of: Watching the work happen, finding improvement opportunities, engaging with team)

  Can't explain

  Can explain it somewhat but doesn't cover all points

  Complete understanding, covers all points

• Can you provide an example of an outcome from a Look & Listen walk.<br><br>(Record brief description of example)

  No

  Has an example, but no outcome

  Can provide a clear example with a tangible outcome

VMB's & Huddles

• The VMB meets the 1-3-10 rule.<br><br>(Record a brief description of whats missing or needs attention)

  Yes

  No

• The VMB allows the team to share improvement opportunities.

  Yes

  No

• The VMB outlines actions to be taken, by who and by when.

  No

  Actions Visible

  Actions are visible, specific and current

• This department holds a daily huddle, 7 days a week.

  Yes

  No

Standard Operating Procedures

• Can you tell me what the purpose of a SOP is? (Ideal response: to standardise a process, get team doing the same thing)

  Can't explain

  Can explain it somewhat but doesn't cover all points

  Complete understanding, covers all points

• This department can show you a SOP in use.

  Yes

  No

• At what point would the SOP need updating and how would you do that? (Ideally they can convey that: a SOP should be changed when the process changes, if they need to set a new standard and that they are responsible for updating and creating their own SOP's)

  Can't explain

  Can explain it somewhat but doesn't cover all points

  Complete understanding, covers all points

5S Workplace Organisation

• Can you tell me what the purpose of 5S is? (Ideal response: workplace organisation, to make things easier, reduces waste, save time, improve safety)

  Can't explain

  Can explain it somewhat but doesn't cover all points

  Complete understanding, covers all points

• This department is organised, they have labelled drawers/cupboards appropriately and everything has a place which shows the department frequently practises 5S principals.<br>(Record brief description of example)

  No Evidence of 5S

  Some Evidence that 5S is partially implemented

  Full Implementation of 5S

Structured Problem Solving

• What are some of the tools you could use for Structured Problem solving? (Ideal response:Pick matrix, PDCA, 5 whys)

  No examples

  1-2 tools named

  3+ tools named

• Can you show me an example of where you have used one of these tools to solve a problem in your store. <br><br>(Record brief description of example) <br>

  No

  Has an example, but no outcome

  Can provide a clear example with a tangible outcome

Look & Listen Walk

• Can you tell me what the purpose of a Look & Listen walk is? (Ideally they can convey the concepts of: Watching the work happen, finding improvement opportunities, engaging with team)

  Can't explain

  Can explain it somewhat but doesn't cover all points

  Complete understanding, covers all points

• Can you provide an example of an outcome from a Look & Listen walk.<br><br>(Record brief description of example)

  No

  Has an example, but no outcome

  Can provide a clear example with a tangible outcome

VMB's & Huddles

• The VMB meets the 1-3-10 rule.<br><br>(Record a brief description of whats missing or needs attention)

  Yes

  No

• The VMB allows the team to share improvement opportunities.

  Yes

  No

• The VMB outlines actions to be taken, by who and by when.

  No

  Actions Visible

  Actions are visible, specific and current

• This department holds a daily huddle, 7 days a week.

  Yes

  No

Standard Operating Procedures

• Can you tell me what the purpose of a SOP is? (Ideal response: to standardise a process, get team doing the same thing)

  Can't explain

  Can explain it somewhat but doesn't cover all points

  Complete understanding, covers all points

• This department can show you a SOP in use.

  Yes

  No

• At what point would the SOP need updating and how would you do that? (Ideally they can convey that: a SOP should be changed when the process changes, if they need to set a new standard and that they are responsible for updating and creating their own SOP's)

  Can't explain

  Can explain it somewhat but doesn't cover all points

  Complete understanding, covers all points

5S Workplace Organisation

• Can you tell me what the purpose of 5S is? (Ideal response: workplace organisation, to make things easier, reduces waste, save time, improve safety)

  Can't explain

  Can explain it somewhat but doesn't cover all points

  Complete understanding, covers all points

• This department is organised, they have labelled drawers/cupboards appropriately and everything has a place which shows the department frequently practises 5S principals.<br>(Record brief description of example)

  No Evidence of 5S

  Some Evidence that 5S is partially implemented

  Full Implementation of 5S

Structured Problem Solving

• What are some of the tools you could use for Structured Problem solving? (Ideal response:Pick matrix, PDCA, 5 whys)

  No examples

  1-2 tools named

  3+ tools named

• Can you show me an example of where you have used one of these tools to solve a problem in your store. <br><br>(Record brief description of example) <br>

  No

  Has an example, but no outcome

  Can provide a clear example with a tangible outcome