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[null,"CI Pulse Model – Quick Guide"]
[null,"Use this model to assess your team’s Continuous Improvement (CI) maturity across 5 focus areas."]
[null,"Steps:"]
[null,"1. Complete the assessment."]
[null,"2. View your maturity level and key recommendations."]
[null,"3. Track progress and repeat as needed."]
[null,"How to use the model"]
[null,"1. Assess each focus area by selecting the current maturity level in the Assessment Model tab."]
[null,"2. If further explanation of each level is needed, click the \"Open/Close Rows\" button to view guiding questions to assist in selecting the correct level."]
[null,"3. After selecting the appropriate maturity levels from the dropdown options (select 1-5), click the \"Run Assessment\" button to generate the results."]
[null,"4. Navigate to the CI Maturity Summary tab to review assessment results, recommendations, and next steps."]
[null,"5. Implement improvement actions using the recommendations tailored to your maturity level."]
[null,"Assessment  Overview"]
[null,"Focus Area","Emphasis","Strategic Impact"]
[null,"Leadership & Sponsorship","Set expectations and accountability","Clear direction; faster decision-making; better alignment across teams."]
[null,"Employee Involvement & Training","Build ownership and skills","Stronger participation, improved skills, reliable outcomes."]
[null,"Project & Process Selection","Focus efforts where it matters","Smarter use of time and resources, measurable results."]
[null,"CI Mindset & Problem-Solving Approach","Encourage structured thinking","Fewer recurring problems, faster resolution."]
[null,"CI Integration & Daily Operations","Make improvement part of the routine","Stable performance, better adaptability, long-term consistency."]
[null,"Disclaimer:"]
[null,"This model is a framework that requires active use to deliver value. Without consistent application, reflection, and action, it remains a document with no real impact."]
[]
[null,"Excel File Notice (for Macro Use):"]
[null,"⚠ Important: This Excel file contains VBA macros."]
[null,"Macros will not run in Google Sheets, Excel Online, or mobile versions of Excel."]
[null,"To use all features, open the file in Excel Desktop (Microsoft 365 or Excel 2019+)."]
[null,"Note: Macros may be blocked by default for security reasons — right-click the file, choose Properties, check \"Unblock\", and click Apply to enable them."]
[]
[null,"© 2025 Charleen Newland. This work, CI Pulse Maturity Model, is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License (CC BY-NC 4.0)."]
[null,"https://creativecommons.org/licenses/by-nc/4.0/ "]

{"sheet":"Assessment model","index":1,"n_rows":14,"n_cols":11,"rows_kept":14,"cut":false,"hidden":false,"merged":[[2,3,2,5]]}
[null,null,null,null,null,"Team  /  Department:","[Enter Team  Name / Department]"]
[null,null,null,null,null,"Assesor:","[Enter assessor name]"]
[]
["I","#","CI Focus Area"," Component","Level\n Selection","1 - Initial","2 - Developing","3 - Established","4 - Managed","5 - Optimized","Score"]
["M",1,"Leadership & Sponsorship","🎯 Set CI Expectations",null,"Leadership focuses on short-term goals, treating CI as optional and disconnected from daily work.","Leadership mentions CI but rarely backs it with actions or consistent support, leading to limited progress.","Leadership sets clear CI expectations, communicates them regularly, and shows daily commitment through actions.","Leadership builds a CI culture by supporting teams, recognizing CI efforts, and tying performance reviews to CI behaviors.","Leadership naturally reflects CI principles in all decisions and behaviors, inspiring a self-sustaining CI culture.",{"$f":"IF($E5=\"1 - Initial\",1,\nIF($E5=\"2 - Developing\",2,\nIF($E5=\"3 - Established\",3,\nIF($E5=\"4 - Managed\",4,\nIF($E5=\"5 - Optimized\",5,\"\")))))","v":""}]
["E",null,"Leadership & Sponsorship","🚩 Destination Selection",null,"Questions:\nDoes leadership mention CI in communications or meetings?\nDo leaders assign time or resources to CI projects?\nHow often do leaders address inefficiencies?","Questions:\nDoes leadership praise CI efforts but fail to follow through?\nAre there CI discussions without clear actions?\nIs feedback on CI efforts inconsistent?","Questions:\nDo leaders clearly explain and model CI behaviors?\nIs CI reinforced in daily decisions and involvement?\nHow do leaders ensure CI guides the team?","Questions:\nAre CI efforts recognized in team reviews?\nDo leaders actively support CI culture through resources?\nAre leadership goals linked to CI outcomes?","Questions:\nDo leaders instinctively make CI-driven decisions?\nIs CI embedded in leadership at all levels?\nHow do leaders foster a lasting CI culture?"]
["M",2,"Employee Involvement & Training","🛠️ Build CI Capability",null,"Employees lack awareness of CI as part of daily work. Training: Basic tools like whiteboards or sticky notes. Less than 10% trained.","Employees have basic CI skills but don’t use them regularly. They only work on CI when told to. Training: Tools like 5S checklists, standard work templates, Pareto charts, fishbone diagrams. 10–30% trained.","Employees use CI tools regularly in their work, supported by training to solve problems. Training: Tools like value stream mapping, PDCA cycles, A3 reports, flowcharts. 30–60% trained.","Employees actively improve workflows on their own, using CI skills to make work better. Training: Tools like Kanban boards, 5 Whys, process capability analysis, control charts. 60–80% trained.","Employees naturally improve processes every day, taking full ownership of CI without needing direction. Training: Advanced tools like DMAIC, FMEA, real-time dashboards, process mining. Over 80% trained.",{"$f":"IF($E7=\"1 - Initial\",1,\nIF($E7=\"2 - Developing\",2,\nIF($E7=\"3 - Established\",3,\nIF($E7=\"4 - Managed\",4,\nIF($E7=\"5 - Optimized\",5,\"\")))))","v":""}]
["E",null,null,null,null,"Questions:\nDo employees know what CI is?\nHave teams had any basic CI training?\nDo employees think CI is only a manager’s job?","Questions:\nAre employees encouraged to use CI tools?\nAre basic CI tools taught but not often used?\nWhat percentage of employees have basic CI training?","Questions:\nDo employees use CI tools independently to improve work?\nAre there clear improvements from employee-led CI efforts?\nAre advanced CI tools (e.g., 5 Whys) being used?","Questions:\nDo employees use CI tools independently to improve work?\nAre there clear improvements from employee-led CI efforts?\nAre advanced CI tools (e.g., 5 Whys) being used?","Questions:\nDo employees improve processes on their own?\nAre CI tools part of daily work?\nDo employees share advanced CI skills with each other?"]
["M",3,"Project & Process Selection","🔄 Embed Daily CI",null,"Teams react to issues with no clear priorities or connection to daily work.\nTraining: None or ad-hoc problem-solving methods.","Teams sometimes improve workflows but without structured prioritization.","Teams prioritize processes by value, aligning with daily work and documenting changes.","Teams use data to prioritize and improve processes, with standard documentation guiding daily work.","CI drives all process decisions; prioritization and refinement are natural and part of daily work.",{"$f":"IF($E9=\"1 - Initial\",1,\nIF($E9=\"2 - Developing\",2,\nIF($E9=\"3 - Established\",3,\nIF($E9=\"4 - Managed\",4,\nIF($E9=\"5 - Optimized\",5,\"\")))))","v":""}]
["E",null,null,null,null,"Questions:\nHow are issues prioritized?\nIs problem-solving reactive rather than planned?\nDo improvements align with business goals?","Questions:\nAre workflow improvements made without structured priorities?\nAre process changes documented?\nAre priority decisions planned or made on the spot?","Questions:\nAre processes prioritized by value and linked to daily tasks?\nAre prioritization criteria clear and consistently used?\nHow is the impact of prioritized processes measured?","Questions:\nAre decisions based on data with standard documentation?\nDo teams use data insights to set priorities?\nIs there a clear method for improving prioritization?","Questions:\nIs prioritization automatic in all decisions?\nDo teams adjust processes based on value proactively?\nHow are best practices shared across teams?"]
["M",4,"CI Mindset & Problem-Solving Approach","💡 Think Critically, Act",null,"Teams react to issues without structured methods, focusing on quick fixes rather than long-term improvements.","Teams sometimes use critical thinking to simplify processes , with inconsistent results.","Teams regularly apply critical thinking, simplifying processes and testing improvements before implementing them.","Teams follow Musk’s 5-step process (Question, Delete, Simplify, Optimize, Automate) to critically evaluate, simplify, and validate before scaling.","Critical thinking is natural; teams proactively question assumptions, simplify, and improve processes continuously.",{"$f":"IF($E11=\"1 - Initial\",1,\nIF($E11=\"2 - Developing\",2,\nIF($E11=\"3 - Established\",3,\nIF($E11=\"4 - Managed\",4,\nIF($E11=\"5 - Optimized\",5,\"\")))))","v":""}]
["E",null,null,null,null,"Questions:\nDo teams solve problems reactively?\nAre tools like 5 Whys or Fishbone Diagrams used?\nIs CI seen as occasional rather than ongoing?","Questions:\nIs CI discussed in team stand-ups or reviews?\nAre tools like PDCA used for problem-solving?\nDo teams document problem-solving for future use?","Questions:\nIs problem-solving a regular part of daily work?\nAre improvement ideas tested before rollout?\nAre problem-solving methods used consistently?","Questions:\nDo teams use Musk’s 5-Step Process for decisions?\nAre processes simplified and validated before scaling?\nHow are improvements measured in real time?","Questions:\nAre CI decisions instinctive and continuously refined?\nDo teams proactively challenge and improve processes?\nHow do teams collaborate to simplify and optimize?"]
["M",5,"CI Integration & Daily Operations","🌟 Instinctive CI Behavior",null,"Teams rarely use CI and don’t understand how their work affects customer value flow.","Teams partly understand value flow but struggle to fix disruptions. CI is applied in specific cases, not consistently.","Teams regularly use CI, understand value flow, and restore it when disruptions occur using clear processes.","Teams consistently apply CI, proactively maintain value flow, and quickly restore it when needed with minimal impact.","Every team member naturally understands and maintains value flow, seamlessly restoring it and preventing issues proactively.",{"$f":"IF($E13=\"1 - Initial\",1,\nIF($E13=\"2 - Developing\",2,\nIF($E13=\"3 - Established\",3,\nIF($E13=\"4 - Managed\",4,\nIF($E13=\"5 - Optimized\",5,\"\")))))","v":""}]
["E",null,null,null,null,"Questions:\nIs CI used inconsistently across teams?\nDo teams know how their work impacts customer value?\nAre disruptions affecting efficiency or customers?","Questions:\nAre value streams mapped and understood?\nCan teams spot bottlenecks or gaps in value flow?\nAre plans in place to recover from disruptions?","Questions:\nDo teams maintain and restore value flow during disruptions?\nAre there checkpoints to ensure smooth operations?\nHow fast do teams detect and fix disruptions?","Questions:\nDo teams use real-time data to track performance?\nIs there a clear system for handling disruptions?\nDo teams maintain flow without needing direction?","Questions:\nDo all team members instinctively preserve value flow?\nIs predictive analytics used to prevent disruptions?\nAre new ideas shared to improve value flow across teams?"]

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["CI Maturity Report & Roadmap"]
["Assessment Date:",null,null,{"$f":"NOW()","v":"2025-07-10T02:14:50.060"}]
["Assessed Department/Team:",null,null,{"$f":"'Assessment model'!G1","v":"[Enter Team  Name / Department]"}]
["Assessor's Name:",null,null,{"$f":"'Assessment model'!G2","v":"[Enter assessor name]"}]
["📄 Assessment Summary"]
[]
["🏆 Assessment Score:",null,null,{"$f":"REPT(\"█\",ROUND(H21*20,0)) & \" \" & TEXT(H21,\"0%\")","v":" 0%"}]
[]
["📈 CI Maturity Level:",null,null,{"$f":"IF(OR(H21=\"\", H21=0), \"\", INDEX(Table12[Maturity Level], MATCH(1, (Table12[Min %]<=H21)*(H21<=Table12[Max %]), 0)))","v":""}]
["⚠️ Weakest Areas:",null,null,{"$f":"_xlfn.TEXTJOIN(\", \", TRUE, _xlfn.UNIQUE(_xlfn._xlws.FILTER(C16:C20, (IF(E16:E20=\"\", 0, E16:E20)) <= SMALL(IF(E16:E20=\"\", 0, E16:E20), 2))))","v":"Leadership & Sponsorship, Employee Involvement & Training, Project & Process Selection, CI Mindset & Problem-Solving Approach, CI Integration & Daily Operations"}]
[]
["📝 Assessment Breakdown"]
[]
[]
[null,"#","CI Focus Area","Target","Score","Maturity\nLevel","Progress Bar"]
[null,1,"Leadership & Sponsorship",5,{"$f":"IFERROR(INDEX('Assessment model'!$K$5:$K$13, MATCH('CI Maturity Summary'!C16, 'Assessment model'!$C$5:$C$13, 0)), 0)","v":""},{"$f":"IFERROR(IF(Table9[[#This Row],[Score]]=0, 0, INDEX('Next Steps'!$A$49:$A$53, MATCH(Table9[[#This Row],[Score]], 'Next Steps'!$B$49:$B$53, 0))), 0)","v":0},{"$f":"REPT(\"█\",ROUND(H16*20,0)) & \" \" & TEXT(H16,\"0%\")","v":" 0%"},{"$f":"IFERROR(IF(Table9[[#This Row],[Target]]=0, 0, Table9[[#This Row],[Score]]/Table9[[#This Row],[Target]]), 0)","v":0}]
[null,2,"Employee Involvement & Training",5,{"$f":"IFERROR(INDEX('Assessment model'!$K$5:$K$13, MATCH('CI Maturity Summary'!C17, 'Assessment model'!$C$5:$C$13, 0)), 0)","v":""},{"$f":"IFERROR(IF(Table9[[#This Row],[Score]]=0, 0, INDEX('Next Steps'!$A$49:$A$53, MATCH(Table9[[#This Row],[Score]], 'Next Steps'!$B$49:$B$53, 0))), 0)","v":0},{"$f":"REPT(\"█\",ROUND(H17*20,0)) & \" \" & TEXT(H17,\"0%\")","v":" 0%"},{"$f":"IFERROR(IF(Table9[[#This Row],[Target]]=0, 0, Table9[[#This Row],[Score]]/Table9[[#This Row],[Target]]), 0)","v":0}]
[null,3,"Project & Process Selection",5,{"$f":"IFERROR(INDEX('Assessment model'!$K$5:$K$13, MATCH('CI Maturity Summary'!C18, 'Assessment model'!$C$5:$C$13, 0)), 0)","v":""},{"$f":"IFERROR(IF(Table9[[#This Row],[Score]]=0, 0, INDEX('Next Steps'!$A$49:$A$53, MATCH(Table9[[#This Row],[Score]], 'Next Steps'!$B$49:$B$53, 0))), 0)","v":0},{"$f":"REPT(\"█\",ROUND(H18*20,0)) & \" \" & TEXT(H18,\"0%\")","v":" 0%"},{"$f":"IFERROR(IF(Table9[[#This Row],[Target]]=0, 0, Table9[[#This Row],[Score]]/Table9[[#This Row],[Target]]), 0)","v":0}]
[null,4,"CI Mindset & Problem-Solving Approach",5,{"$f":"IFERROR(INDEX('Assessment model'!$K$5:$K$13, MATCH('CI Maturity Summary'!C19, 'Assessment model'!$C$5:$C$13, 0)), 0)","v":""},{"$f":"IFERROR(IF(Table9[[#This Row],[Score]]=0, 0, INDEX('Next Steps'!$A$49:$A$53, MATCH(Table9[[#This Row],[Score]], 'Next Steps'!$B$49:$B$53, 0))), 0)","v":0},{"$f":"REPT(\"█\",ROUND(H19*20,0)) & \" \" & TEXT(H19,\"0%\")","v":" 0%"},{"$f":"IFERROR(IF(Table9[[#This Row],[Target]]=0, 0, Table9[[#This Row],[Score]]/Table9[[#This Row],[Target]]), 0)","v":0}]
[null,5,"CI Integration & Daily Operations",5,{"$f":"IFERROR(INDEX('Assessment model'!$K$5:$K$13, MATCH('CI Maturity Summary'!C20, 'Assessment model'!$C$5:$C$13, 0)), 0)","v":""},{"$f":"IFERROR(IF(Table9[[#This Row],[Score]]=0, 0, INDEX('Next Steps'!$A$49:$A$53, MATCH(Table9[[#This Row],[Score]], 'Next Steps'!$B$49:$B$53, 0))), 0)","v":0},{"$f":"REPT(\"█\",ROUND(H20*20,0)) & \" \" & TEXT(H20,\"0%\")","v":" 0%"},{"$f":"IFERROR(IF(Table9[[#This Row],[Target]]=0, 0, Table9[[#This Row],[Score]]/Table9[[#This Row],[Target]]), 0)","v":0}]
[null,null,null,{"$f":"SUM(Table9[Target])/5","v":5},{"$f":"SUM(IF(ISNUMBER(Table9[Score]), Table9[Score], 0))/5","v":0},null,null,{"$f":"SUM(Table9[Score])/SUM(Table9[Target])*100%","v":0}]
[]
["🚀 Next Steps & Recommendations"]
[]
["#",null," Focus Area","🎬 Next Steps",null,null,null,null,null,"🚀 Examples"]
[1,null,"Leadership & Sponsorship",{"$f":"IF(E16=\"\", \"\", IFERROR(INDEX('Next Steps'!$E$2:$E$100, MATCH(1, ('Next Steps'!$A$2:$A$100=C16) * ('Next Steps'!$B$2:$B$100=E16), 0)), \"\"))","v":""},null,null,null,null,{"$f":"IF(E16=\"\", \"\", IFERROR(INDEX('Next Steps'!$F$2:$F$100, MATCH(1, ('Next Steps'!$A$2:$A$100=C16) * ('Next Steps'!$B$2:$B$100=E16), 0)), \"\"))","v":""}]
[2,null,"Employee Involvement & Training",{"$f":"IF(E17=\"\", \"\", IFERROR(INDEX('Next Steps'!$E$2:$E$100, MATCH(1, ('Next Steps'!$A$2:$A$100=C17) * ('Next Steps'!$B$2:$B$100=E17), 0)), \"\"))","v":""},null,null,null,null,{"$f":"IF(E17=\"\", \"\", IFERROR(INDEX('Next Steps'!$F$2:$F$100, MATCH(1, ('Next Steps'!$A$2:$A$100=C17) * ('Next Steps'!$B$2:$B$100=E17), 0)), \"\"))","v":""}]
[3,null,"Project & Process Selection",{"$f":"IF(E18=\"\", \"\", IFERROR(INDEX('Next Steps'!$E$2:$E$100, MATCH(1, ('Next Steps'!$A$2:$A$100=C18) * ('Next Steps'!$B$2:$B$100=E18), 0)), \"\"))","v":""},null,null,null,null,{"$f":"IF(E18=\"\", \"\", IFERROR(INDEX('Next Steps'!$F$2:$F$100, MATCH(1, ('Next Steps'!$A$2:$A$100=C18) * ('Next Steps'!$B$2:$B$100=E18), 0)), \"\"))","v":""}]
[4,null,"CI Mindset & Problem-Solving Approach",{"$f":"IF(E19=\"\", \"\", IFERROR(INDEX('Next Steps'!$E$2:$E$100, MATCH(1, ('Next Steps'!$A$2:$A$100=C19) * ('Next Steps'!$B$2:$B$100=E19), 0)), \"\"))","v":""},null,null,null,null,{"$f":"IF(E19=\"\", \"\", IFERROR(INDEX('Next Steps'!$F$2:$F$100, MATCH(1, ('Next Steps'!$A$2:$A$100=C19) * ('Next Steps'!$B$2:$B$100=E19), 0)), \"\"))","v":""}]
[5,null,"CI Integration & Daily Operations",{"$f":"IF(E20=\"\", \"\", IFERROR(INDEX('Next Steps'!$E$2:$E$100, MATCH(1, ('Next Steps'!$A$2:$A$100=C20) * ('Next Steps'!$B$2:$B$100=E20), 0)), \"\"))","v":""},null,null,null,null,{"$f":"IF(E20=\"\", \"\", IFERROR(INDEX('Next Steps'!$F$2:$F$100, MATCH(1, ('Next Steps'!$A$2:$A$100=C20) * ('Next Steps'!$B$2:$B$100=E20), 0)), \"\"))","v":""}]

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["Focus Area","Score","Maturity Level","How CI is Incorporated in Daily Work","Next Steps to Improve","Examples"]
["Leadership & Sponsorship",1,"1 - Initial","CI is not prioritized; leaders focus on short-term goals.","• Train leaders on CI basics and long-term value (e.g., Lean, PDCA, 8 Wastes).\n• Shift conversations from firefighting to identifying root causes.\ne.g., replace \"Why did this happen again?\" with “What process failed and why?”\n• Launch one small CI initiative with the team and visible leadership backing.\n(e.g., start a 5 Whys or 5S activity on a common issue like daily planning delays, with leader attending kick-off.)","• Run intro sessions for managers on CI principles and case studies from your industry.\n• In meetings, ask “What’s causing this issue?” instead of “Who’s fixing it?”\n• Start a 5 Whys analysis on a recurring problem and assign one leader to sponsor it."]
["Leadership & Sponsorship",2,"2 - Developing","Leadership acknowledges CI but reinforcement is inconsistent.","• Add 1–2 CI-related objectives to team goals aligned with current priorities.\ne.g., reduce defect rate by 10%, improve response time by 15%.\n• Ask leaders to highlight CI progress in team updates and reviews consistently.\ne.g., include “CI wins” in weekly meetings or emails.\n• Introduce structured problem-solving using data.\ne.g., apply PDCA by analyzing quality data to plan improvements, test a fix, measure impact, and decide whether to adopt it.","• Add a “Reduce rework by 10%” goal to the team’s quarterly OKRs.\n• In weekly meetings, one slide shows a small CI win (e.g., faster approvals).\n• Use a PDCA template to resolve recurring defects from a specific supplier."]
["Leadership & Sponsorship",3,"3 - Established","Leadership sets clear expectations for CI and models CI-driven behaviors.","• Set clear CI expectations (e.g., each team runs 1 CI activity/month).\n• Leaders model CI behaviors in daily work (e.g., asking root-cause questions, using PDCA).\n• Use standard CI tools for cross-functional issues (e.g., 8D, A3).","• Manager asks “What process failed?” during incident reviews.\n• Leader facilitates a Gemba Walk and documents actions in A3 format.\n• Use A3 thinking to coordinate across functions on repeat failures."]
["Leadership & Sponsorship",4,"4 - Managed","CI is ingrained in leadership expectations; CI thinking guides all decisions.","• Align CI activities with department KPIs and long-term goals.\n• Include CI reviews in leadership routines (e.g., monthly performance reviews).\n• Allocate resources (time, tools, people) to remove barriers to CI at the system level.","• Director reviews monthly CI efforts during leadership meetings.\n• CI wins and misses are discussed during quarterly planning.\n• Two teams run a joint A3 on a shared issue and present outcomes."]
["Leadership & Sponsorship",5,"5 - Optimized","CI principles are instinctively reflected in leadership behaviors and decisions.","• Make CI part of executive decision criteria (e.g., require CI rationale for major investments).\n• Allocate dedicated budget, time, and roles to scale CI across the organization (e.g., CI strategy lead, shared tools, internal training).\n• Actively coach and hold other leaders accountable for driving sustained CI gains.","• Leaders include CI outcomes in quarterly business reviews and halts initiatives lacking root cause validation.\n• CI maturity is reviewed biannually at the enterprise level."]
["Employee Involvement & Training",1,"1 - Initial","Employees lack awareness of CI as part of daily work. Training: Basic visual management tools (whiteboards, sticky notes). <10% Trained","• Train teams on CI fundamentals and how they relate to their role.\ne.g., Lean basics, visual tools, daily improvement mindset.\n• Introduce CI topics into onboarding and job aids.","• “What is CI?” intro sessions linked to daily work pain points.\n• Whiteboards showing open tasks, blockers, and wins.\n• CI intro slides in new hire training."]
["Employee Involvement & Training",2,"2 - Developing","Basic CI skills are present but seldom applied in daily tasks. Training: 5S checklists, standard work templates, Pareto charts, fishbone diagrams. 10%-30% Trained","• Run hands-on team sessions on 5S, Pareto charts, Fishbone.\n• Nominate CI champions to complete Yellow Belt training.","• Pareto analysis identifies top 3 issues.\n• Two frontline staff complete Yellow Belt workshop."]
["Employee Involvement & Training",3,"3 - Established","Employees actively apply CI tools in daily tasks. Training: Value stream mapping, PDCA cycles, A3 problem-solving reports, flowcharts. 30%-60% Trained","• Make structured problem-solving (like PDCA) part of the team’s daily habits.\n• Offer structured training in value stream mapping and time studies.\n• Launch a Green Belt development program.","• Frequent PDCA sessions.\n• Green Belt cohort starts with project sponsorship and clear improvement goals."]
["Employee Involvement & Training",4,"4 - Managed","Employees proactively improve workflows, applying CI skills in daily operations. Training: Kanban boards, root cause analysis (5 Whys), process capability analysis, control charts. 60%-80% Trained","• Train staff in advanced tools: SPC, control charts, capability analysis.\n• Expand Green Belt pool and launch internal Black Belt prep.","• Green Belts coach other teams as part of their project.\n• Control chart used to track and stabilize defect rate.\n"]
["Employee Involvement & Training",5,"5 - Optimized","CI ownership is instinctive; employees continuously refine processes as part of daily work. Training: Advanced Lean Six Sigma tools (DMAIC, FMEA), real-time dashboards, process mining tools. >80% Trained","• Offer advanced training in DMAIC, FMEA, process mining.\n• Maintain a formal Black Belt track with mentoring and governance roles.","• Black Belts co-create quarterly CI strategy with senior leadership.\n• Employees lead CI projects that reduce cost, lead time, or risk across departments.\n"]
["Project & Process Selection",1,"1 - Initial","Reactive issue handling, no prioritization or alignment.","• Introduce simple prioritization frameworks (e.g., effort-impact matrix).\n• Define 1–2 clear criteria for process importance (e.g., cost impact, frequency).\n• Use real examples to show differences between low- and high-value work.","• Team selects 1 recurring issue per month to analyze with effort-impact grid.\n• Leads rank tasks during standup to discuss alignment with team goals.\n• Interactive sessions aligning processes with business goals."]
["Project & Process Selection",2,"2 - Developing","Occasional workflow refinements without structured prioritization.","• Implement structured prioritization discussions in regular team meetings.\n• Document process refinements in shared formats.\n• Train staff to identify “top 3” blockers affecting team goals.","• Weekly huddle: “What should we fix next?” with voting.\n• Team uses Pareto to identify top 3 issues to fix monthly.\n• Team-driven documentation standardization exercises."]
["Project & Process Selection",3,"3 - Established","Processes prioritized by value, aligned with daily workflows and documented.","• Use Kanban boards or visual trackers to manage priorities and review priority decisions monthly with team leads.\n• Encourage real-time documentation updates as part of daily workflows.","• Kanban board shows ongoing improvement items with status.\n• Team updates standard work documents immediately after testing a change.\n• Workshop: “Which problem matters most?” using case studies."]
["Project & Process Selection",4,"4 - Managed","Data-driven decisions integrated into daily operations with standardized documentation.","• Offer hands-on training to help teams better understand and use data when making process decisions.\n• Use shared dashboards to visualize impact (e.g., lead time, rework rate).\n• Require documentation before closing items.","• Dashboard shows top 5 workflows ranked by rework rate.\n• Teams hold monthly reviews of what changes delivered value.\n• CI log includes impact metrics and lessons learned."]
["Project & Process Selection",5,"5 - Optimized","CI mindset drives process decisions; prioritization and refinement are instinctive.","• Define clear criteria for teams to select and refine processes based on measurable customer value metrics (e.g., lead time, quality impact).\n• Schedule and document monthly knowledge-sharing sessions where teams present a process they successfully improved.\n• Use analytics tools (e.g., Power BI, Tableau) to dynamically rank priorities.","• Teams pick one high-impact process per quarter using customer journey data. \n• Top 3 team improvements shared across the org with results and templates. Dashboards show real-time trends to flag new focus areas.\n• Before/after impact data logged in shared knowledge base (e.g., Confluence, SharePoint), including metrics, tools used (e.g., A3, PDCA), and updated documents."]
["CI Mindset & Problem-Solving Approach",1,"1 - Initial","Teams react to issues without structured problem-solving.","• Raise awareness of structured thinking (e.g., what is a problem vs. a symptom).\n• Introduce simple tools like 5 Whys and \"Problem–Cause–Fix\" sheets.\n• Encourage basic reflection in team meetings.","• Simple “what happened, why, what we did” form for repeated issues.\n• Leaders prompt, “What was the real cause here?” during standups.\n"]
["CI Mindset & Problem-Solving Approach",2,"2 - Developing","Critical thinking is occasional; CI decisions are inconsistent.","• Teach teams to separate symptoms from causes (e.g., causal chains).\n• Normalize sharing failed fixes as learning opportunities.\n• Introduce a simple fix validation step (e.g., “did it solve the issue over time?”).\n","• Flipchart with “Problem – Root Cause – Action – Outcome” template.\n• During reviews, one team shares how a fix didn’t work and what they learned."]
["CI Mindset & Problem-Solving Approach",3,"3 - Established","Teams regularly apply critical thinking, simplifying processes and validating improvements.","• Standardize use of PDCA or A3 for all mid-size issues.\n• Introduce fix validation reviews using outcome metrics (e.g., defect rate drop).\n• Train teams to challenge non-value-adding steps before proposing fixes.","• Team submits A3 with before/after KPIs before closing improvement.\n• “Does this fix eliminate a step or simplify flow?” becomes a standard question.\n• Weekly fix reviews require charted data and lessons learned."]
["CI Mindset & Problem-Solving Approach",4,"4 - Managed","Musk's 5-step process guides problem-solving; simplification and validation precede scaling.","• Integrate Musk’s 5-step method in all root cause discussions and fix proposals.\n• Train in simplification-first thinking (e.g., “what can we remove?”).\n• Set requirement for real-time outcome tracking before solution adoption.","• Fix proposals must list what was removed or made easier.\n• Dashboards used to monitor if fixes hold over time.\n• Weekly highlight: “One thing we learned didn’t work.”"]
["CI Mindset & Problem-Solving Approach",5,"5 - Optimized","Critical thinking is instinctive; teams proactively question assumptions, simplify, and improve continuously.","• Train expert leads to coach teams using process mining and decision trees.\n• Conduct quarterly “unlearning” reviews: what no longer adds value?\n• Create a system to log, share, and reuse validated fix playbooks; require all fixes to be uploaded into the central knowledge base.","• Team proactively spots issue patterns before escalation.\n• CI spotlight: team prevented recurring defect by simplifying a spec.\n• Teams map process friction via process mining and removes 3 steps.\n"]
["CI Integration & Daily Operations",1,"1 - Initial","CI is applied sporadically; teams lack awareness of value flow to the customer.","• Introduce value stream thinking with simple, visual flow examples.\n• Train teams to distinguish value-added vs. non-value-added tasks.\n• Use failure case studies to link broken flow to customer impact.","• After a session, staff tags each task as value-adding or not.\n• Workshop reveals delays caused by missing instructions."]
["CI Integration & Daily Operations",2,"2 - Developing","CI is applied in isolated cases; teams partially understand value flow but struggle to restore it when disrupted.","• Map value streams to expose dependencies and bottlenecks.\n• Introduce basic recovery plans for common disruptions.\n• Facilitate cross-team discussions on flow continuity.\n","• Monthly value stream review flags bottleneck in part delivery.\n• Recovery drill simulates flow interruption, reducing recovery time by 20%.\n• Roundtable reveals dual ownership of a key task causing repeated delays."]
["CI Integration & Daily Operations",3,"3 - Established","Teams regularly apply CI, understanding value flow and restoring it when disruptions occur.","• Make value flow review part of regular ops meetings.\n• Assign ownership of critical value flow checkpoints to team members.\n","• Value flow audit leads to SOP update at quality gate.\n• Missed tooling step fixed by assigning clear prep owner."]
["CI Integration & Daily Operations",4,"4 - Managed","CI is consistently applied; teams proactively maintain value flow and restore it swiftly when needed.","• Use real-time tools to spot issues early.\n• Create quick-fix guides for common flow failures.\n• Apply 8D for deeper issues affecting flow.","•15-min quick guide restores alignment tool, avoiding downtime.\n• 8D prevents safety issue from recurring."]
["CI Integration & Daily Operations",5,"5 - Optimized","Every team member understands and preserves value flow, restoring it seamlessly when broken.","• Foster a team mindset where maintaining uninterrupted value flow is a shared responsibility.\n• Analyze flow data to predict and prevent future disruptions.","• Task queue builds up; team shifts capacity to rebalance workflow within hours.\n• Cross-team response restores operations in 2 hours after major fault. \n• Team improves intake process and tracks 30% cycle time drop, without manager prompting."]
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["CI Maturity Rating Scale:"]
["Score","Score Range2","Maturity Level","Min %","Max %"]
[1.4,"0.00 – 1.00","Initial: CI is understood but inconsistently applied, requiring increased leadership focus to prioritize it.",0,0.2]
[2.4,"1.01 – 2.50","Developing: CI practices are emerging but need structured problem-solving integrated into daily tasks.",0.21,0.5]
[3.4,"2.51 – 3.50","Established: CI is consistently applied in operations, with a focus on enhancing cross-team collaboration.",0.51,0.7]
[4.4000000000000004,"3.51 – 4.49","Managed: CI is embedded in the culture, driven by data and sustained through continuous learning.",0.71,0.89]
[5,"4.50 – 5.00","Optimized: CI is instinctive, with teams innovating and sharing best practices for strategic gains.",0.9,1]
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["Maturity Level","Score"]
["Initial",1]
["Developing",2]
["Established",3]
["Managed",4]
["Optimized",5]
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["Maturity Level","Score Range","Min %","Max %","Graph Highlighting Criteria"]
["Initial","0.00 – 1.00",0,0.2,"Highlight \"Initial\" if score ≤ 1.9"]
["Developing","1.01 – 2.50",0.21,0.5,"Highlight \"Developing\" if score between 2.0 and 2.9"]
["Established","2.51 – 3.50",0.51,0.7,"Highlight \"Established\" if score between 3.0 and 3.9"]
["Managed","3.51 – 4.49",0.71,0.89,"Highlight \"Managed\" if score between 4.0 and 4.9"]
["Optimized","4.50 – 5.00",0.9,1,"Highlight \"Optimized\" if score = 5"]
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["Maturity\nLevel","Score","Marker","ML"]
["Initial",1,{"$f":"IF(A72=$D$72, 1, 0)","v":1},{"$f":"_xlfn.IFS(\n  AND(Table9[[#Totals],[Score]]>=0, Table9[[#Totals],[Score]]<=1), \"Initial\",\n  AND(Table9[[#Totals],[Score]]>=1.01, Table9[[#Totals],[Score]]<=2.5), \"Developing\",\n  AND(Table9[[#Totals],[Score]]>=2.51, Table9[[#Totals],[Score]]<=3.5), \"Established\",\n  AND(Table9[[#Totals],[Score]]>=3.51, Table9[[#Totals],[Score]]<=4.49), \"Managed\",\n  AND(Table9[[#Totals],[Score]]>=4.5, Table9[[#Totals],[Score]]<=5), \"Optimized\"\n)","v":"Initial"}]
["Developing",2,{"$f":"IF(A73=$D$72, 1, 0)","v":0}]
["Established",3,0]
["Managed",4,0]
["Optimized",5,0]