Maturity Assessment PDF

# MODULE 1 | BUILDING A DAILY MANAGEMENT SYSTEM ## CHAPTER 2: MATURITY ASSESSMENT ### 2.1 INTRODUCTION This chapter contains the maturity assessment for Building a Daily Management System. In essence, it tells the story of the journey that must be travelled in each module to become a company that...

# MODULE 1 | BUILDING A DAILY MANAGEMENT SYSTEM ## CHAPTER 2: MATURITY ASSESSMENT ### 2.1 INTRODUCTION This chapter contains the maturity assessment for Building a Daily Management System. In essence, it tells the story of the journey that must be travelled in each module to become a company that applies leading practice in terms of continuous improvement. ### 2.2 MATURITY LEVELS The term 'maturity level' is used to describe the level of performance in relation to best practice. There are five levels of a company's maturity, which can be described as follows: - **Novice** - **Learning** - **Competent** - **Sophisticated** - **World-class** #### LEVEL 1: NOVICE A novice company is 'just in businesses. Its performance signifies the lowest possible score and it is characterized by no clear management system and a very traditional style of thinking. - People on all levels use phrases such as: 'We have no time for this' and 'this is the way it has always been done'. - Each set of operations begins with instructions given by a superior. - Despite the intent being otherwise, there is little evidence in terms of the management systems in place that managers care how well each team member performs the assigned tasks. - Team members sometimes receive contradictory instructions from their seniors and look for reasons to avoid challenging assignments, rather than striving to achieve them. - Front-line managers and team members have little idea of what is going on in other parts of the company. As a result, there is duplication of effort and misalignment. - There is a tendency among front-line team members to avoid highlighting problem areas and risks. This is due to being afraid of being blamed for what is wrong rather than being encouraged to participate in ensuring the root causes are understood, and in the identification and implementation of improvements. #### LEVEL 2: LEARNING During the learning phase, improvement efforts have started with a single focus or they have undertaken a range of unrelated initiatives. - People use phrases such as: 'We have never thought about it this way!' and, 'Why don't they try it and then we (managers) will support them?' - The organogram is clearly defined and the span of control is one person managing between 8 and 12 team members in a high routine work type environment. - Each person's range of responsibilities is clearly defined and employees have a positive attitude about following instructions. - People from every level feel free to contribute ideas. - The values of the company are clearly expressed. #### LEVEL 3: COMPETENT Reaching competence means that people have started to buy into the concepts and principles of world-class thinking pertaining to continuous improvement of the work environment. The principles are applied on a broad scale in the company and positive results are being achieved with significant improvements in productivity, cost, quality, delivery and client relations through energised people. The culture of the company has started to change and 'the way we do things around here' has improved for the better. - Top management objectives are clearly described at each level of the company. - The objectives are broken down into more specific objectives at each successive level. - Performance-driven teams are well established with visual management boards to show the specific objectives of each department, section and team. - Managers at each level monitor progress towards objectives. - Managers at each level follow a supportive coaching style when assisting and giving feedback to teams on a daily basis. #### LEVEL 4: SOPHISTICATED Sophistication is characterized by a style of working that reflects classical performance-driven teams. Management levels work cooperatively in setting objectives and coordinate their effort to achieve common goals. - Company-wide and cross-functional teamwork is established with departments and teams that assist each other spontaneously, when necessary. - Information flows freely and communication is transparent between different levels in the company. - End-to-end processes are managed and all modules of Mediclinic Continuous Improvement are implemented to a level 3.5. - Multi-level meetings are held to clarify company strategy and to review the past year's progress. The company strives to achieve at least 80% of the targets by the mid-term meeting. Team members: - Consistently start continuous improvement activities - Apply root cause analysis to determine root causes of sub-optimal performance - Have a systems-based approach #### LEVEL 5: WORLD-CLASS A world-class company embraces change and is fully prepared to deal with changing conditions in the pursuit of its goals. The company is a true leader in its field and is highly flexible, reliable, innovative, productive and competitive. It is able to adapt to the external environment and continuously improves itself to meet ever changing client requirements, demands and expectations. - Executives and first-line managers feel that they have the same objectives and these objectives are spelled out as measurable targets. - First-line team members have a qualitative and quantitative understanding of the impact of their daily work and improvement thereof on the company's goals. - The company encourages top-down and bottom-up teamwork. - Each person is encouraged to improve his or her abilities, and the entire company has a cooperative 'all for one and one for all' spirit. - At least 80% of the goals are achieved by the mid-term multi-level meeting and 100% is achieved by the year-end multi-level meeting. - Continuous improvement activities extend beyond operations to include corporate office departments. ## MATURITY ASSESSMENT Complete Excel spreadsheet email to you. **What was your score?** | POINTS | 0 | 1-15 | 16-30 | 31-50 | 51-65 | 66-75 | 76-85 | 86-95 | 96-100 | | --------- | -- | ----- | ----- | ----- | ----- | ----- | ----- | ----- | -------- | | LEVEL | 1 | 1.5 | 2 | 2.5 | 3 | 3.5 | 4 | 4.5 | 5 | ## ACTIVITY 2 1. Describe in your own words what the purpose of the maturity assessment is? 2. How often should an internal maturity assessment be conducted? 3. How would you use the results of the maturity assessment? **Internal (i.e. within the team):** **External (i.e. outside the team):**