CI Maturity Assessment

This assessment provides a snapshot of your organisation’s current Continuous Improvement maturity. For each of the 14 questions, select the response that best reflects your organisation today. Your overall score will place you in one of five categories:

Initial – CI practices are limited or informal
Emerging – Awareness is growing and some practices are beginning
Developing – CI methods are being applied more consistently
Managed – CI is structured, measured and actively supported
Embedded – CI is part of everyday work and organisational culture.

Q1: To what extent does your organisation have visible leadership commitment to Continuous Improvement?

Leadership Commitment

1 - Leaders have little CI awareness, with no plan or training

2 - Leaders understand CI, but it is not linked to priorities

3 - Leaders support CI, but vision, planning and visibility remain limited

4 - Formal plans exist, with leaders coaching and supporting implementation

5 - Leadership commitment is embedded, visible and reinforced through business systems

Q2: To what extent does your organisation have a culture that supports Continuous Improvement?

Culture

1 - Trust is low, and employees rarely raise ideas or concerns

2 - Cultural issues are recognised, but improvement action remains limited

3 - Improvement plans exist, and employee participation is beginning

4 - Leaders model positive behaviours, and employees are actively engaged

5 - CI is embedded, with empowered employees leading improvement confidently

Q3: To what extent does your organisation have effective workplace organisation standards and routines?

Workplace Organisation

1 - Work areas are disorganised, with no clear organisation standards

2 - Organisation principles are understood, but practices remain inconsistent

3 - Some areas use 5S and show visible improvement

4 - Most areas follow standards and address causes of disorder

5 - Workplace organisation is embedded, sustained and owned by teams

Q4: To what extent does your organisation use process mapping and analysis to improve how work is done?

Process Mapping

1 - Processes are not mapped, and workflow visibility is limited.

2 - Basic mapping awareness exists, with a few processes documented

3 - Some processes are mapped, but improvements remain limited

4 - Mapping identifies opportunities, actions, responsibilities and expected outcomes

5 - Process mapping is embedded and linked to business priorities

Q5: To what extent does your organisation use visual management to communicate performance, status and improvement priorities?

Visual Management

1 - No visual systems communicate performance, priorities or improvement activity

2 - Some visual information exists, but it is inconsistent

3 - Visual boards exist but rarely drive meaningful action

4 - Current boards support regular performance and improvement discussions

5 - Visual management drives daily decisions and continuous improvement

Q6: To what extent does your organisation understand and use customer requirements to improve processes?

Customer Focus

1 - Customer requirements are not formally identified or analysed

2 - SIPOC awareness exists, but customer analysis is inconsistent

3 - Some customer requirements are documented, with limited improvement

4 - Customer analysis drives actions, responsibilities and improvement priorities

5 - Customer needs guide daily decisions and process improvement

Q7: To what extent does your organisation use structured problem solving to address performance gaps and deviations from standard?

Problem Solving

1 - Performance gaps are not consistently measured or addressed

2 - Action lists exist, but often address symptoms only

3 - Gaps are visible, but rarely trigger structured problem solving

4 - Teams use structured methods when root causes are unclear

5 - Problem solving is embedded, reducing repeat failures

Q8: To what extent does your organisation formally scope, plan and deliver improvement projects?

Improvement Project Scoping & Delivery

1 - Improvement opportunities are not formally captured or planned.

2 - Projects occur, but scoping and controls are inconsistent

3 - Formal tools exist, but are rarely used

4 - Projects use recognised methods, with inconsistent delivery results

5 - Projects are formally scoped, controlled and delivered against KPIs

Q9: To what extent does your organisation manage change in a structured and effective way?

Change Management

1 - No consistent process exists for managing organisational change

2 - Change practices exist, but communication and engagement are inconsistent

3 - Formal processes exist, but roles are not always clear

4 - Change includes clear sponsorship, communication, milestones and risk controls

5 - Change management is embedded, tracked and actively supported

Q10: To what extent does your organisation use standard work to define, manage and improve how work is performed?

Standard Work

1 - Standard work is absent, and tasks vary between employees

2 - Some procedures exist, but are outdated or inaccessible

3 - Key procedures exist, but supporting standards remain incomplete

4 - Standard work is current, accessible and actively maintained

5 - Standard work is embedded and quickly improved when needed

Q11: To what extent does your organisation develop leadership capability to support culture, performance and Continuous Improvement?

Leadership Capability

1 - No clear leadership development approach is in place

2 - Leadership direction and expectations are inconsistent or unclear

3 - Leadership priorities increasingly influence teams and responsibilities

4 - Leadership development is planned and treated strategically

5 - Leadership pathways, succession and development are fully embedded

Q12: To what extent does your organisation communicate effectively to support alignment, engagement and performance?

Communication

1 - No formal communication approach is in place

2 - Communication is infrequent, unclear or difficult to access

3 - Communication is planned but does not always support action

4 - Communication is timely, clear, accessible and two-way

5 - Communication is embedded and supports engagement and performance

Q13: To what extent does your organisation manage competency and personal development in a structured and effective way?

Competency Management

1 - No formal training or competency systems are in place

2 - Training is reactive and based mainly on availability

3 - Some needs are identified, but learning application is inconsistent

4 - Training aligns with business needs and workplace outcomes

5 - Competency pathways combine formal, practical and experiential learning

Q14: To what extent does your organisation use consistent Continuous Improvement methods to identify, solve and sustain improvements?

CI Methodologies

1 - No formal improvement methods are used

2 - Improvements are reactive and driven by problems or complaints

3 - Some CI tools are used, with occasional team involvement

4 - A consistent method is used, with results monitored

5 - CI methods are embedded in everyday work and decisions

Your result will appear here