CEVA SITE CLASSIFICATION
1. LEAN – STANDARDIZED WORK
1.1 Work instructions
Grade	Standards	Indicative evidence	Current Score	Target Score
D	There is no complete set of work instructions for core processes available at the site.	1. Not all points in level C are achieved.
C	Copies of the work instructions are available for all the core processes. The instructions are up to date and followed by most employees.	1. Work Instructions are available for the Core processes as defined in the MIFA. 2. Work instructions available in a central location. 3. Work instructions do not contain all 8 elements defined below: 1. Process Description or title. 2. Cycletimes and workload driver. 3. Sequential Process step number. 4. Description of the process steps which contains: - Major Steps (the what to do) Key points (the how to do it) , Reasons (the why we do it). 5. Any Additional Personal Protective Equipment required for this process. 6. Any specific Equipment & Tools required which may include specifications or settings. 7. Photographs or illustrations (for each Major Step). 8. Revision control box. 4. Not all observed employees complete the process as per the work instructions. 5. The version / print date of the updated work instruction is later than the end date of any process improvement. 6. The MHE has an up-to-date daily checksheets.	x
B	Copies of the work instructions are available in CEVA or Customer format for all the core processes and processes linked to the core processes. The instructions are up to date and followed.	1. Work Instructions are available for the Core processes and processes linked to the core processes. All these processes are listed in a document. 2. Work instructions contain the elements referred to in C3 (The only exception being cycletime & workload driver) or follow the documented customer specifications. 3. All Work Instructions identified in point B1 are available at the point where the work instructions starts and the person can access it for the duration of the process. 4. All observed employees complete the process as per the work instructions. 5. The version / print date of the updated work instruction is later than the end date of any process improvement. (As documented in Metric 2.1) 6. Management / Supervisors conducts audits to ensure the work instructions are followed and any deviations actioned. (Safety, Efficiency & Quality). 7. The site has a list of all MHE & other Equipment critical to business continuity or with specific safety hazards. Each item in this list has an up-to-date daily checksheets.
A	Copies of the work instructions are available in CEVA or Customer format for all the defined process and at the point of use. The instructions are up to date and followed . WI are reviewed and improved.	1. Work instructions are available for the Core processes, processes that link to the core processes and other processes which happen with a pre defined frequency. All these processes are listed in a document. 2. Work instructions contain all 8 elements referred to in C3 or follow the documented customer specifications. 3. All Work Instructions identified in point A1 are available at the point where the work instructions starts and the person can access it for the duration of the process. 4. Work instructions are used to train employees based on a documented method including requirements, planning and a log of trained people. 5. Management / Supervisors conducts audits as per the pre defined plan (Minimum monthly for core processes) to ensure the work instructions are followed and any deviations actioned. (Safety, Efficiency & Quality). 6. All observed employees complete the process as per the work instructions. 7. For some process (s), employees can call for assistance via an Audio / Visual signal when they cannot complete their process according to the work instructions. This must include a problem capture & resolution process. 8. Monitoring and measuring devices are serviced and calibrated according to the manufacturers or legal requirements. 9. The version / print date of the updated work instruction is later than the end date of any process improvement. (As documented in Metric 2.1) 10. The site has a list of all MHE & other Equipment critical to business continuity or with specific safety hazards. Each item in this list has an up-to-date daily checksheets and maintenance record / plan.
Observations		Improvement Opportunity
WI available for core processes		Use WI to train people and refer back to the document when auditing people (coach on how to use the WI)
Audits done on a monthly basis and a schedule exists in each area. Observed one area where an issue was found and the WI was asked to be corrected		Although it is possible to call for assistance, there is no evidence of a problem log
Operators don't metion WI as part as their training and they don't feel confident with the document		Equipment on recycling area haven't daily check sheets (specific safety hazards). Add this equipment to the list and make daily checks
One of the op observed had to perform a tasks that were not in the WI		Not all WI have CT and workload drivers and some are missing the required PPE's
Packaging area (outbound) has a visual and audio signal and team leader came just after the signal was on
1. LEAN – STANDARDIZED WORK
1.2 Visual management and 5S
Grade	Standards	Indicative evidence	Current Score	Target Score
D	There is no functional system in place to ensure the site is clean & visually organized.	Not all points in level C are achieved.
C	Housekeeping is fair and reasonable. Most areas are indicated. Some objects are marked. Management irregularly conducts inspections of work areas.	1. Some areas are listed for 5S purposes. 2. 5S Audits performed as per plan (at least monthly) in all areas identified in C1 and actions are taken to prevent re occurrence. 3. 5S Board (s) does not contain all items listed below and covers the areas identified in C1. CEVA branded board with: 1. Scores for each area (Per "S" and total) 2. Scores for the site (Per "S" and total) 3. Picture and name of 5S champion (s) 4. Site map showing areas of responsibility 5. Date of 5S audit 6. Action plan by site / area 4. Some sanitizing equipment is kept in marked location (e.g.. shadow boards). 5. Managers / Supervisors interviewed can provide examples of their contribution to 5S and can explain current status in their own area (results from audit). 6. Majority of objects (including WIP) have and respect their identified location. Floor marking is in line with CEVA standard (applicable for all areas covered by 5S audit). 7. No garbage on the floor in majority of the areas, majority of equipment is clean, majority of common areas are clean and organized.	x
B	Good housekeeping. Majority of areas are indicated, in line with CEVA standards. Majority of objects are marked. Management conducts regular "go and see" of the site.	1. Majority of areas are listed for 5S purposes. 2. 5S Audits performed as per plan (at least monthly) in all areas identified in B1 and actions are taken to prevent re occurrence. 3. 5S Board (s) contains all items listed in C3 & covers all areas identified in B1. 4. All sanitizing equipment is kept in marked location (e.g.. shadow boards). 5. Majority of persons interviewed can provide examples of their contribution to 5S and can explain current status in their own area (results from audit). 6. Majority of objects (including WIP) have and respect their identified location. Floor marking is in line with CEVA standard (applicable for all areas covered by 5S audit). 7. A 5S / cleaning schedule exists for all areas . WI are available for 5s and cleaning tasks that require training (applicable for all areas covered by 5S audit). 8. No garbage on the floor in majority of the areas, equipment is clean, majority of common areas are clean and organized.
A	Excellent housekeeping. Daily checks and follow-up of work areas. Visuals and signage indicating all departments, work areas, tools, etc. Signage & floor markings are in line with CEVA standards. Regular re-sorting of equipment. (Floor) marking of all objects done and respected	1. All areas (including outside of the facility) are listed for 5S purposes. 2. 5S Audits performed as per plan (at least monthly) in all areas and actions are taken to prevent re occurrence. 3. Progress of the overall site is visible through monitoring. 4. 5S Board (s) contains all items listed in C3 & covers all areas, is discussed between site management and supervisors after each audit is conducted. 5. All sanitizing equipment is kept in marked location (e.g.. shadow boards). 6. All persons interviewed can provide examples of their contribution to 5S and can explain current status in their own area (results from audit). 7. All objects (including WIP) have and respect their identified location. Floor marking is in line with CEVA standard. 8. A 5S / cleaning schedule exists for all areas. WI are available for 5s and cleaning tasks that require training. 9. No garbage on the floor, equipment is clean, all common areas are clean and organized.
Observations		Improvement Opportunity
Housekeeping is fair and reasonable, still some objects are placed in wrong locations		Ensure the 5S audits are a real reflection of the actual situation (i.e. Some areas like B2B are score too high). Discuss results with all supevisors and managers and create action plans. Superviors to discuss results of the audit with their staff
5S audits are conducted daily by team leaders and monthly by key assigned persons, but no one was able to talk about the current score on their own area or current improvement actions		Coach all to use the shadow boards
Shadow boards are in place, but not all equipment is kept there		All of the interviewed persons could explain what is 5S and their responsibilities in their area, but not for the site areas (garbage, objects outside the marked areas, etc)
The standard is as a C, although not all evidences are yet there
1. LEAN – STANDARDIZED WORK
1.3 Performance management – boards and meetings
Grade	Standards	Indicative evidence	Current Score	Target Score
D	There are no up-to-date performance boards for the core processes.	1. Not all points in level C are achieved
C	There are performance boards for some of the core processes.. All boards have a KPI for HSE and productivity and are updated daily . Performance management meetings are held and are communicated one-way, from supervisor to employees.	1. Some of the Departments / Areas / Teams for the core processes are covered by a performance board. 2. The Standard Performance Boards are up to date and contain the following: 1. KPIs for the Department / Area / Team which are specific, meaningful and can be influenced by the team. 2. All KPIs are updated daily. 3.Targets are visible on graphs. 4.The KPIs are used to identify issues and the problem section is used for some of these issues. 5. KPI's include HSE & Productivity. 3. Most employees are able to explain their KPIs. 4. Daily pre-shift meetings are held and during these, most metrics are discussed. 5. Global Standard Metrics board is complete and up to date. 6.The site manager is able to explain how the site is performing related to the Global Standard Metrics.	x
B	There are performance boards for all the core processes. The boards are updated daily. Daily pre-shift meetings the previous day performance and issues are evaluated.	1. All of the Departments / Areas / Teams for the core processes are covered by a performance board. 2. The Standard Performance Boards are up to date and contain the following: 1. KPIs for the Department / Area / Team which are specific, meaningful and can be influenced by the team. 2. All KPIs are updated daily. 3.Targets are visible on the graphs. 4.The KPIs are used to identify issues and deviations from the targets will have an action in the problem section of the board. 5. KPI's include HSE, Quality & Productivity. For processes where standard KPI's have been agreed, they are used. (relevant for some FM products/processes). 3. All employees are able to explain their KPIs. 4. Pre-shift meetings are held daily, containing at least the previous day's performance, previous day's issues and today's expectations. Employees are invited to provide input. 5. Site management joins pre-shift meetings per the defined frequency. 6. Global Standard Metrics board is/are visible for each employee, complete and up to date. 7. The status of the GSM board is sometimes communicated to the employees. 8. The site management team (incl. supervisors) are able to explain how the site is performing related to the Global Standard Metrics.
A	There are performance boards for all the core processes and processes linked to the core processes. Daily pre-shift meetings the previous day performance and issues are evaluated along with todays expectations. Employees take the opportunity to share process issues and abnormalities. Employees are regularly updated on how the site is performing	1. All of the Departments / Areas / Teams for the core processes and processes linked to the core processes are covered by a performance board. 2. The Standard Performance Boards are up to date and contain the following: 1. KPIs for the Department / Area / Team which are specific, meaningful and can be influenced by the team. 2. All KPIs are updated daily. 3.Targets are visible on the graphs. 4.The KPIs are used to identify issues and deviations from the targets will have an action in the problem section of the board (or an action list) which is linked to the continuous improvement programme. 5. KPI's include HSE, Quality & Productivity. For processes where standard KPI's have been agreed, they are used. (relevant for some FM products/processes) and the site can show evidence of Continuous Improvement. 3. All employees are able to explain their KPIs. 4. Interactive pre-shift meetings are held daily, containing at least the previous day's performance, previous day's issues and today's expectations. 5. Site management joins pre-shift meeting per defined frequency and provides feedback to supervisors. 6. Global Standard Metrics board is/are visible for each employee, complete and up to date and the problem section identifies the major focus of improvement at a site level. 7. The status of the GSM board is communicated to the employees monthly. 8. All employees are able to explain how the site is performing related to the Global Standard Metrics.
Observations		Improvement Opportunity
Performance boards exist for the core processes		Improve some of the Kpi's (e.g. productivity needs to be splitted by areas and I suggest that you also split it by shift)
One of the observed boards hadn't targets for all the kpi's, but most of the boards have it		Pre-shift meeting need to be improved, 10min to discuss all the relevant aspects (it's not only about checking who is working on that day)
All the employees mentioned they have daily meetings, but the vast majoraty of them can't explain the KPI's		Continue to coach site staff on GSM metrics
GSM results are communicated monthly to the site team		Site management to join the meeting with a defined frequency
Pre-shift meetings don't cover all the relevant aspects
1. LEAN – STANDARDIZED WORK
1.4 Performance management – monitoring tool
Grade	Standards	Indicative evidence	Current Score	Target Score
D	No complete monitoring tool in place	1. Not all points in C are covered
C	The monitoring tool is complete and used to track efficiency and quality. Results are used during site meetings and sent to the BU.	1. All processes contained in the MIFA and volume independent processes / functions can be tracked back in the Monitoring Tool 2. Quality is measured (excluding FM sites) 3. Data is input on a weekly basis. 4. One person has been trained on the usage of the MT. 5. MT Data is exported and sent to the person responsible for creating the monthly Ops Excellence Reporting on time	x
B	The monitoring tool is complete, updated and used to track efficiency and quality. Results are used during supervisor and site meetings and sent to the BU.	1. All volume dependent processes have CTs 2. Site / Station Manager can explain how they use volume, efficiency and quality information to identify improvement opportunities / Kaizen 3. Site / Station manager discusses MT results weekly with supervisors 4. A documented procedure exists to collect required data weekly 5 A back-up person is trained to input data 5. Core process CTs have been updated within the last 12 months 6. Differences bigger than 5% between Payroll hours and Monitoring Tool hours are known and justified 7. Efficiency and quality targets are up to date (FM sites exclude quality targets)
A	The monitoring tool is complete, updated and used to track efficiency and quality. Results are used during supervisor and site meetings and sent to the BU. The site shows continuous improvement on efficiency and/or quality. Contingency plans are in place to ensure continuity.	1. All process CTs have been updated within the last 12 months 2. The site can show evidence of continuous improvement in either efficiency or quality and explain it 3. Site "One Pager" is discussed monthly between Site / Station manager and their boss; P&L bridge elements and quality results are agreed upon; relevant actions are defined accordingly.
Observations		Improvement Opportunity
Support round on MT took place in Q1, renewed MT is in place.
MT results are discussed among warehouse manager and supervisors (coordinators).
Meeting notes include action items, but there's no exact plan in place to improve Efficiency over time.
One Pager' with P&L bridges done.		Regular reviews of the One pager and dicussions for improvement of Efficiency, including action plans, need to be set up. Evidence of Efficiency improvements needs to be inplace for level A (e.g. Kaizen).
2. LEAN – CONTINUOUS IMPROVEMENT
2.1 Continuous Improvement
Grade	Standards	Indicative evidence	Current Score	Target Score
D	No action plan for continuous improvement in place. No Kaizen have been carried out over the past year.	Not all points in C achieved
C	Irregularly, time is made available for teams to work on improvement ideas. Only incidentally employees share their ideas on improving the operation. Some problems are solved in a structured way, using the Kaizen A3 form.	1. An action plan with overview of improvements exists at the site 2. Historic overview of Kaizen carried out is available 3. Site / Station Manager & Supervisors have an annual target for Kaizen 4. 25% of employees are involved in Kaizen once per year 5. Some problems / issues are re-occurring 6. Ideas are generated from the shopfloor 7. All supervisors have been trained on kaizen and kaizen targets are specified for them (Note: trained = completed first kaizen) 8. Some time is scheduled for teams to work on improvement ideas 9. Kaizen A3 forms are used to structure problem analysis and resolution	x
B	Frequently, time is made available for teams to work together on Kaizen. Site management supports and does regular follow-up and there is a continuous flow of Kaizen being completed. Employees share their ideas on improving the operation on a regular basis.	1. A detailed action plan with overview of improvements exists at the site 2. The warehouse / contract manager / supervisor can show an overview of Kaizen planned and that these are visually shared with the site. 3. The site is aware of the I2 Website and has implemented at least one I2 from the website. 4. There is a clear link between the major problems at the site and the Kaizen done and planned (See GSM & Performance Board) 5. 50% of employees are involved in at least one kaizen per year 6. The site is on track with its Kaizen Target 7. Once a kaizen has been done monitoring Tool, scheduling tool, work instructions, and cycle times are updated 8. Site manager has been trained, and delivers coaching during most kaizen events using the kaizen crib-sheet 9. Frequently, time is scheduled for teams to work on improvement ideas
A	Regularly, time is made available for teams to work on improvement plans. Site management reviews, supports and does follow-up on newly identified improvement opportunities on a monthly basis. The kaizen is done in a structured way using the standard kaizen form. Employees share their ideas on improving the operation on a regular basis and always get feedback on their ideas (even if an idea is not feasible or if it's put on the longer term).	1. Kaizen forms are visible throughout the site 2. The warehouse / contract manager / supervisor can show a visual overview of current & historic process improvement plans and follow-up action lists with a defined frequency 3. The site manager & Supervisors have a target on continuous improvement and there is a regular follow-up process (Monthly meetings and/or QBR,5 Kaizen per Supervisor / year are incorporated into the Supervisors yearly appraisal) 4. Uploaded 1 new I2 to the website. 5. Successful Kaizen teams are recognized and rewarded 6. All employees are involved in at least one kaizen per year 7. Regularly, time is scheduled for teams to work on improvement ideas 8. Kaizen (A3 form) is understandable and all sections are clearly linked 9. Site manager has been trained, and delivers coaching during all kaizen events using the kaizen crib-sheet
Observations		Improvement Opportunity
Only 2 kaizen completed this year Vs. a YTD target of 15 kaizen		Reinforce the kaizen activities
The site is not tracking the people so far involved in kaizen		Create detailed action plans for the site
Historical overview of kaizen exists		Reward the kaizen completed (e.g. A small presentation from the supervisors)
Tracking of kaizen in progress		Kaizen must be linked with the major problems of the site
3. LEAN – FLOW
3.1 Scheduling tool
Grade	Standards	Indicative evidence	Current Score	Target Score
D	A data-driven approach for scheduling resources is not in place.	1. Not all points in level "C" are achieved.
C	A scheduling tool is used for volume dependent (core) processes to determine the resource requirements. Core processes are those as described in the MIFA and Monitoring Tool.	1. A Scheduling Tool exists for 25% of volume dependent (core) processes and contain all elements defined below: 1. Cycle times (per workload driver) by process 2. Volumes (per workload driver) by process 3. Time available by process 4. Safety factor (can include abnormalities) 2. There is a quantitative diagnostic of the variability of cycle times, volumes, and lead times. 3. A documented process is in place to collect volumes. A defined strategy exists to focus on either forecasted or actual volumes	x
B	Scheduling tool(s) are used for most volume dependent (Core) processes and consolidated to determine the resource requirements for most of the operations. Daily resource scheduling meetings are held to flex resources where needed.	1. A Scheduling Tool exists for 75% of volume dependent (core) process recorded hours and contain all elements defined in C1: 2. Operations manager and supervisors have daily scheduling meetings. Some sharing of resources occurs. 3. Root causes of volume and cycle time variability are documented and basis for safety factor. 4. Actual volume visibility time is documented and is the basis for scheduling with forecasted or actual volume. 5. If the volumes used are forecasted, there is a documented strategy to track and improve the accuracy of the forecast
A	Scheduling tool(s) are used by all volume dependent processes and consolidated to determine the resource requirements. Evaluation of the actual resources and volumes by process against the planned schedule is made to improve the scheduling process. Efficiency improvement can be linked between the monitoring tool and scheduling process.	1. A Scheduling Tool exist for all volume dependent processes and contain all elements defined in C1. 2. Cycle times in scheduling tools link with monitoring tool remeasurements. Difference between top performer (Monitoring tool) and average performer (scheduling tool) is documented and explained. 3. Resources are scheduled to the workload with little variation between planned and actual hours. Variation is managed by allocation of resources to ...(training, kaizen, other processes/departments, etc...,) 4. The volume forecast accuracy is continuously improving and this is visible in the reduction of the safety factor, over the last year. 5. The scheduling tool is actively managed and tested with new ideas to improve scheduling and forecast accuracy 6. The site can show evidence of Continuous Improvement of efficiency in volume dependent processes in the monitoring tool.
Observations		Improvement Opportunity
Scheduling Tool exists since 2 weeks for Outbound (Returns and B2B are still improving/finalizing data for completing the ST).		Roll out the ST for other departments. Make sure the tool is detailed enough so that supervisors don't have to divide people based on their experience (e.g.: Outbound scheduling to be broken down into Picking and Packing).
Clear knowledge on collecting volumes and which ones to use for ST (actual or forecasts).		When having more experience with ST, analysis needs to be done to improve safety factor and the accuracy of volume forecasts.
Scheduling meetings take place once per day and exchange of employees is discussed and taking place. Any exchanges later during the day are arranged amongst the supervisors individually.		Site could introduce a Scheduling board where the relocation of resources can be discussed during the meeting and displayed (see A-example on sharepoint).
Analysis for improving the safety factor and/or the accuracy of the forecasts is not yet in place.		Process needs to be clear who is responsible for updating the ST with the most recent cycle times.
		A KPI regarding scheduling (e.g. actual vs target hours) could be useful to drive continuous improvement .
3. LEAN – FLOW
3.2 Workload Leveling
Grade	Standards	Indicative evidence	Current Score	Target Score
D	There is no data driven leveling of the workload volume or mix in use.	1. Not all points in level "C" are achieved.
C	For volume dependent (core) processes a visual leveling and tracking process exists. Work is leveled evenly across operators and time available. Workforce flexibility is used to ensure a consistent productivity. A visual tracking method is used to measure progress against productivity target.	1. A process can be explained to describe the leveling and tracking process for 25% volume dependent (core) process hours. 2. A leveling tool (box or board) is available to allocate work by operator. The leveling tool contains the following: 1. Visual representation of workload 2. Visual representation that workload is clearly leveled across operators and time frames 3. Progress is visually tracked near the operation (tracking board)	x
B	For most volume dependent (core) processes a visual leveling and tracking process exists. Work is leveled evenly across operators and time available. Workforce flexibility is used to ensure a consistent productivity. A visual tracking method is used to measure progress against productivity target.	1. A documented process is in place to describe the leveling and tracking process for 75% volume dependent (core) process hours. 2. A leveling tool (box or board) is available to allocate work by operator 3. Progress is visually tracked near the operation by a pre-determined schedule (tracking board)
A	For all volume dependent (core) processes a visual leveling and tracking process exists. Work is leveled evenly across operators and time available. Workforce flexibility is used to ensure a consistent productivity. A visual tracking method is used to measure progress against productivity target. If the target is not met, the tracking process includes an active continuous improvement strategy. Employees are involved in improving productivity.	1. A documented process is in place to describe the leveling and tracking process for all volume dependent (core) processes. 2. A leveling tool (box or board) is available to allocate work by operator 3. Progress is visually tracked near the operation against a quantitatively, determined schedule (tracking board) 4. The explanations of the deviations between actual and target are tracked and are the basis for continuous improvement. 5. Employees feel encouraged to notify supervisor of problems inhibiting the realization of the target state.
Observations		Improvement Opportunity
Visual leveling of the workload is in use at Outbound area for Picking.		Workload leveling and progress tracking needs to be rolled out to other departments.
The Tracking Board for Outbound shows the progress against the target (per hour and cumulative, for the full day). Delays and actions to be taken are not (always) indicated on the board.		Tracking Board Problem section needs to be actively in use, e.g. stating issues and corrective actions.
Orders are allocated per picker. Color codes are used for express orders.		Make sure the supervisor is using the tracking board actively to inform & motivate the employees.
3. LEAN – FLOW
3.3 Pull and 1-piece-flow
Grade	Standards	Indicative evidence	Current Score	Target Score
D	The flow between the processes is not clear. Work in progress or Information is pushed through the operation. No Kanban signals in place. Buffer locations and quantities not defined, nor controlled	1. Not all points in level "C" are achieved.
C	For the volume dependent (core) processes in the operation are triggered by the downstream operations. There are Kanban signals in place to guarantee the minimum work in progress. Work in progress or Information travel through the processes in a defined batch size.	1. Most Buffers are physically aligned with the uncontrolled inventory as described on the MIFA. Some additional buffer may exist. 2. For 25% of volume dependent (core) process hours (from MT), buffer quantities are calculated and controlled to minimize motion and transport waste, space, and waiting time. 3. For 25% of volume dependent (core) process hours (from MT), batch quantities are minimal and calculated. Quantities are calculated to minimize waste. (motion, transport, waiting time...) 4. For 25% of volume dependent (core) process hours (from MT), kanban signals are in place for the pull movement of material or information from the upstream process.	x
B	Most of the volume dependent (core) processes in the operation are triggered by the downstream operations. There are Kanban signals in place to guarantee the minimum work in progress. Work in progress or Information travel through the processes in a defined batch size.	1. Buffers are aligned with the uncontrolled inventory as described on the MIFA. No additional buffers exist. 2. For 75% of volume dependent (core) process hours (from MT), buffer quantities are calculated and controlled to minimize motion and transport waste, space, and waiting time. 3. For 75% of volume dependent (core) process hours (from MT), batch quantities are minimal and calculated. Quantities are calculated to minimize waste. (motion, transport, waiting time...) 4. For 75% of volume dependent (core) process hours (from MT), kanban signals are in place for the pull movement of material or information from the upstream process. 5. Site management is able to quantitatively explain the relationship of volume (demand), process time, takt time, training requirements/certifications, other influences to determine best process design/layout (sequential process line or single work station.)
A	All volume dependent (core) processes in the operation are triggered by the downstream operations. There are Kanban signals in place to guarantee the minimum work in progress. Work in progress or Information travel through the processes in the smallest possible batch size. Where external influence exists, the impact on pull is minimized to the nearest upstream process.	1. Buffers are aligned with the uncontrolled inventory as described on the MIFA for all volume dependent process hours (from MT). No additional buffers exist. 2. For every buffer, quantities are calculated and controlled to minimize motion and transport waste, space, and waiting time. 3. Batch quantities are minimal and calculated. Quantities are calculated to minimize waste. (motion, transport, waiting time...) 4. For each process where pull exists, kanban signals are in place for the pull movement of material or information from the upstream process. 5. Site management is able to quantitatively explain the relationship of volume (demand), process time, takt time, training requirements/certifications, other influences to determine best process design/layout (sequential process line or single work station.) Continuous Improvement efforts have been made to improve the flow (kaizen)
Observations		Improvement Opportunity
Outbound: WIP / buffers are visually managed by clear floormarking. But there's no sign of supervisors knowing how much work these WIP/buffers generate or how much time it will take to finish what is put in the Outbound corner, waiting to be packed.		Do an analysis on the MIFA's (current, ideal, target) and identify where (the consistency of) the work flow can be improved. Are all processes using the smallest possible batch size? What is the minumum and maximum amount of buffer that a work station can handle to keep the workload manageable and the flow consistent? Can kanbans improve the flow?
Flow can be inconsistent, showing large amount of pushed work (at Outbound buffer corner).		Improvements can be put in place via kaizen.
3. LEAN – FLOW
3.4 Point of use (ABC) analysis
Grade	Standards	Indicative evidence	Current Score	Target Score
D	No analysis has been used to identify the best point of use locations over the last two years to determine the best location for Products, Pallets, Boxes, Invoices, Files or Information. (ABC Analysis)	1. Not all points in level "C" are achieved.	x
C	Point of use analysis done over the last 12 months.	1. The results of the last point of use analysis are available and include: 1. Analysis of demand levels of inventory into ABC categories. 2. A layout representing the ABC inventory in relation to prime point of use locations. 3. A defined process for relocation of inventory or processes to optimize layout. 4. A spaghetti diagram has been created to analyze the flow of material, people, and information. 2. There is significant evidence that point of use is NOT consistently revisited. Evidence can include: many empty prime point of use positions, B and C level material in A locations, spaghetti diagram results have not obviously lead to improvement of layout
B	Point of use analysis has been done over the last 6 months. Analysis is scheduled on a fixed basis year, or reactively to the customer's order profile.	1. Recent detailed analysis of the demand is available, and has been adjusted at least once in the last 6 months. The elements as described in C1 are evident. 2. Relocation of products or files done in timeframe related to analysis of demand. 3. There is little evidence that point of use is NOT consistently revisited. Evidence can include: few empty prime point of use positions, B and C level material in A locations, spaghetti diagram results nearly match to improvement of layout 4. For the office, an optimized layout can be presented and has been implemented.
A	Point of use analysis done on an quantitavely determined basis. These could include: demand fluctuations, seasonality, new products or services, and promotions.	1. The results of a quantitative analysis are available to determine the frequency of revisions to point of use analysis. 2. There is a documented history of previous prime point of use analysis results with relocation changes. 3. Empty positions at prime point of use locations only under exceptional circumstances (abnormalities) 4. There is evidence of continuous improvement in relation to the analysis of empty positions in prime point of use locations or layout optimization. 5. For the office, an optimized layout can be presented and has been implemented. At least one improvement to the office layout has been made in the last 6 months
Observations		Improvement Opportunity
No ABC analysis done yet.		ABC analysis needs to be done to define if ABC is applicable or not.
		Include also the office area for optimal layout.
4. LEAN – Quality
4.1 Customer and quality focus
Grade	Standards	Indicative evidence	Current Score	Target Score
D	No visual evidence of tracking of Quality / Service KPIs.	1. Not all points in level C are achieved.
C	Customer's Quality / Service KPIs are tracked, reported, understood by management and visually displayed.	1. Boards with up-to-date information of performance against some customer KPIs (Independently or on Performance Board) 2. Customer KPIs are infrequently reported to management team 3. Customer KPIs are reported to the customer at a defined frequency 4. Site management (including supervisors) know the main customer/service KPIs	x
B	Customer's Quality / Service KPIs are tracked, reported weekly, visually displayed in a meaningful way (including the target). Site is meeting customer targets. A prevention process is in place.	1. The customer/service KPIs are visually displayed and on target. Note: for CL sites focus on all customer KPIs, for FM sites focus on top 5 customers 2. Customer KPIs are reported weekly to the management team(including supervisors) and relevant team members 3. All employees know what the main customer/service KPIs (including targets) are and infrequently get feedback on the status of these KPIs 4. Quality/Service KPIs are displayed in such a way that trends can be observed 5. Frequent errors/incident are tracked and a countermeasure has been developed
A	Customer's Quality / Service KPIs are tracked, reported and visually displayed in a meaningful way (including the target). Site is exceeding customer targets through continuous improvement.	1. Customer survey at least once per year and evidence of action taken on survey results 2. ISO 9001 certified (internal or external audit carried out and passed in the last 12 months) or: a. All employees know what the customers Quality / Service targets are and if we are meeting them b. Regular (minimum monthly) feedback on progress against Quality / Service targets. c. Quality / Service KPIs are displayed in such a way that trends can be observed. Past 12 month's Quality / Service data shows a positive trend. d. There is a standard corrective action/prevention process for each Quality / Service incident. This process is consistently followed. e. The site can show evidence of Continuous Improvement for Quality / Service, even if they are already exceeding the customer's KPIs
Observations		Improvement Opportunity
Site is ISO certified, June 2010		Display and discuss customer KPI's
Customer Survey done in March 2010, but no evidence of action taken
CAR system in place to create an analyse corrective actions
4. LEAN – Quality
4.2 Built in quality
Grade	Standards	Indicative evidence	Current Score	Target Score
D	There is no process in place to guarantee quality. Errors are detected predominantly by the customer.	1. Not all points in level C are achieved.
C	Errors are usually detected by outbound quality control.	1. Small number of errors are detected by the Customer 2. Errors will be reworked and tracked 3. Customer's quality KPI is achieving target
B	Errors are detected by the next process.	1. Errors are detected by the next process and are tracked 2. Errors are brought back to the previous process to be corrected 3. There is a feedback system in place (errors are discussed during shift meetings)	x
A	Errors are detected within the process.	1. Errors are detected within the process and are tracked 2. There is a feedback system in place to avoid errors happening next time and the site can show evidence of Continuous Improvement 3. Tools are implemented to avoid certain mistakes from being made (Poka Yoke)
Observations		Improvement Opportunity
See notes from previous SCA		See notes from the previous SCA
		Track problems by type, feedback to previous process
5. PEOPLE
5.1 Cross-training
Grade	Standards	Indicative evidence	Current Score	Target Score
D	No training program in place. No training needs analysis (skill matrix) done.	1. Not all points in level C are achieved.	x
C	For most jobs a training needs analysis (skill matrix) exists, but training are not structured. Employees get trained in new processes only to replace absent 'normal' employees for these processes.	1. Skill matrix exists and: a. covers main processes b. Includes targets for each process c. Is visually displayed on the floor d. Is up-to-date 2. Training requirements have been defined in the skill matrix but no structured training plan and method is in place to achieve target 3. Multi-skilled people are only used ad-hoc to palliate critical situation (absence, delay in task execution)
B	For all jobs a training needs analysis (skill matrix) exists and training are structured without time target. Regularly, the employees get the opportunity to get trained in new processes that they have not yet mastered .	1. Skill matrix exists and: a. Covers all core processes as defined per MIFA b. Includes targets for each process and for each individual c. Is visually displayed on the floor d. Is up-to-date e. Contains grade of mastery for each individual per process / dept (ex 0=not trained, 1=partially trained, 2=Can do without support, 4=trainer) 2. Training requirements have been defined in the skill matrix and training method is defined (using WI), however no timeline is agreed to achieve target. Trainee attendance sheet with employee signature is in place 3. Multi-skilled people are used by supervisor regularly but Cross-training planning is opportunistic
A	For all jobs a training needs analysis (skill matrix) exists and a structured timely training process is in place. Regularly, the employees get the opportunity to get trained in processes they not master yet. The objective of the operation is to train multiple employees in multiple processes	1. Skill matrix exists and: a. Covers all core processes as defined per MIFA and critical process for which a back-up is indispensable b. Includes targets for each individual and for each process c. Is visually displayed on the floor d. Is up-to-date e. Contains grade of mastery for each individual per process / dept (ex 0=not trained, 1=partially trained, 2=Can do without support, 4=trainer) 2. Training requirements have been defined in the skill matrix and training method is defined (using WI), a training plan is in place with clear deadline, Trainee attendance sheet with employee signature is in place 3. Multi-skilled people are transferred by supervisor regularly, either to meet business requirements, or pro-actively to develop peoples competencies 4. Each employee covered by the skill matrix is aware of his own training targets that are visible in his performance review files 5. Site can demonstrate over the time an overall increase of the competences of employees (e.g. the last updated skill matrix shows more people multi skilled than the previous ones)
Observations		Improvement Opportunity
Skill matrix centrally on display and for every department specifically at the department area itself. The matrix are showing the skills for each person individually, but targets are missing. It's not defined how many persons at which skill level is needed.		Quick win by making sure that the target skills are defined per employee and per process and must be included in the skill matrix. Take into account the longterm development of employees.
Training agenda on display, signed off training forms collected.		Clear procedure and responsibilities for having the most up to date skill matrix on display need to be defined.
		Exchanging persons needs to be done pro-actively.
5. PEOPLE
5.2 Communication
Grade	Standards	Indicative evidence	Current Score	Target Score
D	No formal communication structure in place - information flows mainly via gossip	1. No evidence of formal channels of communications e.g. via notice boards and employees are unaware of latest developments
C	Management communicates frequently with employees via information boards.	1. Information boards with latest company information on display in local language. 2.Global Metrics are displayed and up-to-date. Info board potentially also includes job positions..
B	Management communicates frequently with employees via information boards. Monthly update from supervisor on general topics. Site manager holds regularly (at least quarterly) meetings with all staff.	1. Evidence of meeting topics reflecting strategic agenda, corporate, regional and local information cascaded as appropriate, clear channels e.g. Comms Zone for disseminating information to all employees.	x
A	Management communication to staff via daily pre-shift briefings with supervisors and via information boards. Monthly team meeting with supervisor to discuss general topics, including recent Kaizens. Site manager holds regularly (at least quarterly) meetings with all staff, topics to include are Kaizen and Global Metrics. Operations Director and/or country managing director addresses all site staff at least once per year. Management leads by example when it comes to 5S, HSE, etc	1. Access to CEVANet via kiosk. 2. Clear evidence that latest company news is provided to all staff in a timely fashion. 3. Management has mechanisms in place to receive feedback and action upon it. 4. Meetings with staff are interactive. 5. During a shopfloor tour, a site manager will react upon deviations from the standard (5S, HSE, etc)
Observations		Improvement Opportunity
Communication boards are in place (warehouse and canteen) with local announcements/updates, Polish newsletter is available. However, communication channels are 'ad hoc' in use (e.g. which channel needs to be used for important notices, like the Global Employee Survey, is not discussed/defined).		Communication boards in use, but structured procedure behind it is missing (who is responsible for updating the Information boards? Who decides what goes on it and which channel best to used for which topic?).
Warehouse manager does monthly meetings with all site employees (showcase update, working hours update, salary, awards). Site manager is irregularly involved in these 'townhall meetings'. Country manager or operations manager is not addressing the site employees.		Ensure there's regular information flow in place by (top) management to address regional / country level information and how they can impact the site (including topics like awards, Kaizen, GSM, CEVA growth).
Preshift meetings take place, GSM Board up to date.		Site manager needs to be involved in town hall meeting at least quarterly.
5. PEOPLE
5.3 Absenteeism
Grade	Standards	Indicative evidence	Current Score	Target Score
D	Nobody feels responsible for absenteeism	1. Absenteeism is not measured
C	Site management and/or HR feel responsible for reducing absenteeism	1. Absenteeism is measured and higher than 10% (This does not include Accidents) 2. Absenteeism results are visually displayed and updated on a monthly basis	x
B	Site management and/or HR feel responsible for reducing absenteeism. A standard follow-up process is in place.	1. Absenteeism is measured and between 5 and 10% (This does not include Accidents) 2. Both employees and supervisors know what to do when somebody is absent (give a call/visit doctor) 3. A plan is in place to find out root causes of absenteeism 4. Site manager and HR are working together to reduce absenteeism
A	The whole site team (incl supervisors) is working actively to reduce absenteeism.	1. Absenteeism is measured and below 5% (This does not include Accidents) 2. Both employees and supervisors know what to do when somebody is absent (give a call / visit doctor). 3. Supervisors have been trained in dealing with absenteeism 4. A budget is available to take preventive measures (protective clothing, training, etc) 5. A process is in place to help get people back to work. 6. The site team has an absenteeism target and is working proactively to ensure the target is met and the site can show evidence of Continuous Improvement
Observations		Improvement Opportunity
Daily absenteeism is measured. Twelve month rolling = 7,2%, while site's target is <6%. Visually displayed on GSM Board.		Make sure that a policy for how to deal with absenteeism is available on site.
Procedure for dealing with absenteeism is in place, but no evidence was shown.		The site must do a deeper analysis to understand the frequency of reasons for absenteeism and to see if improvements on site can help to reduce/avoid absenteeism.
GSM problem section mentions that absenteeism is above target and needs corrective action. However, no plan is in place yet.		Have a budget available for preventive measurements and make sure the target for absenteeism is met (action plan to reduce it!)
5. PEOPLE
5.4 Employee Satisfaction
Grade	Standards	Indicative evidence	Current Score	Target Score
D	Staff turnover not tracked. Employee satisfaction not measured. Job descriptions don't exist.	1. No performance review process in place or followed	x
C	Staff turnover measured. Only anecdotal evidence on employee satisfaction. People are aware that there is a CEVA code of conduct, but have no knowledge about the content. Some people have a job description and/or performance reviews.	1. Staff turnover is measured and tracked against the target defined from the GSM 2. Employee satisfaction information is irregularly collected but no follow-up plan exists. 3. A committee that handles complaints has been appointed 4. Some job descriptions exist, but outdated
B	Staff turnover is measured and visually displayed. Employee satisfaction measured. Printed copy of CEVA code of conduct is easy accessible to all employees. Job descriptions and performance review process in place.	1. Staff turnover is measured and tracked against the target defined from the GSM, it is displayed on the GSM board and updated monthly 2. Employee survey undertaken annually 3. Copies of code (including contact numbers) are visually displayed across the site. Employees know what to do in case of deviation from the code of conduct. 4. There is a standard policy on how the site deals with fraud and everybody is aware 5. All functions have job description, but some are outdated. 6. Performance reviews take place, but irregularly
A	Site has a target on staff turnover and in case of deviations there is an active follow-up plan. Employee satisfaction measured and actioned upon. Up-to-date job descriptions in place and regular performance reviews.	1. Staff turnover is either lower than the target defined on the GSM, or if higher an improvement plan is in place. Staff that leave the company will have an exit interview with HR to understand the reasons. 2. Result of annual employee survey (incl action plan) communicated to all staff. Site manager has a target on the outcome of the employee survey. 3. Copies of code (including contact numbers) in local language are visually displayed across the site. All employees (incl new hires) have received a copy of the CEVA code of conduct in their local language, and everybody has signed for reception. 4. All functions have up-to-date job descriptions. 5. Performance review process in place, followed, actioned upon and the site can show evidence of Continuous Improvement
Observations		Improvement Opportunity
Staff turnover is measured: varies between 2% and 0,8%. Twelve months rolling = 0,8%. Target is 2%.		Voluntary turnover is below target, well done.
Job descriptions are in place.		Make sure the site can prove they have the latest job descriptions in place (version number / date).
People can mention their complaints to their supervisors - but there's no formal committee in place to document / handle the complaints.		Make sure there's a formalized way in place to handle complaints. People need to know where they can, discretely, indicate a problem / complaint and where to get updates on the status of the complaint.
The site has no system in place to collect employee satisfaction.
		Copies of the Code of Conduct need to be visually displayed on site.
6. HSE
6.1 Orientation & Training
Grade	Standards	Indicative evidence	Current Score	Target Score
D	No formal safety orientation or training program is in place.	1. No physical evidence of safety orientation and training is produced. *Note - for the purpose of this exercise, any verbal or casual orientation/training program that is not documented, reviewed or controlled in a formal manner shall not be considered satisfactory.
C	Effective safety orientation programs are in place for CEVA employees. Effective safety training programs are in place for CEVA employees. *Note - for the purpose of this exercise, CEVA "employees" include full-time, part-time and temporary/contract employees.	1. CEVA employees are given a formal orientation covering safety guidelines, expectations &/or requirements prior to beginning duties. 2. CEVA employees are formally trained in safety-sensitive functions & verified as competent prior to beginning duties. 3. The safety orientation & training programs administered within the site cover the full scope of operations. 4. The safety orientation & training programs are delivered on a recurring basis to CEVA employees requiring recertification of skills or knowledge following a definitive time period, reported incident or other qualifying event.	x
B	Effective safety orientation programs are in place for CEVA employees as well as CEVA vendors, suppliers, partners and agents. Effective safety training programs are in place for CEVA employees as well as CEVA vendors, suppliers, partners and agents.	5. CEVA vendors, suppliers, partners and agents are given a formal orientation covering safety guidelines, expectations &/or requirements while operating on CEVA premises or on behalf of CEVA Logistics. 6. Where necessary or performing safety-sensitive duties, CEVA vendors, suppliers, partners and agents are verified as formally trained &/or competent prior to operating on CEVA premises or on behalf of CEVA. *Note - formal training program for vendors, suppliers, partners and agents should be verified only & not administered by the CEVA site unless authorized by an appropriate corporate representative.
A	Effective safety orientation programs are in place for CEVA employees, CEVA agents and CEVA visitors. Effective safety training programs are in place for CEVA employees, CEVA agents and CEVA visitors. *Note - for the purpose this exercise, CEVA "visitors" include any internal employee who does not domicile at the site (such as regional or executive management) and any external party seeking access to the premises.	7. CEVA visitors are given a formal orientation covering safety guidelines, expectations &/or requirements for their duration of their stay at the site. 8. Where necessary or performing safety sensitive duties, CEVA visitors are verified as formally trained &/or competent prior to performing any safety-sensitive activity involving CEVA property or equipment. 9. Orientation & training records are organized, accessible and actively managed. *Note - formal training program for visitors should be verified only & not administered by the CEVA site unless authorized by an appropriate corporate representative.
Observations		Improvement Opportunity
CEVA employees receive safety orientation training		Improve registration, security checks and compliance to the usage of the PPE's for visitors (all also for site employees)
Plan to train the employees on recurring basis (data file available)		Make a formal orientation to all visitors
New employees have external certificates for specific functions (e.g. Forklift drivers)		Ensure all persons working at the site premises receive orientation and are verified as formally trained.
Safety rules are very visible on the floor
6. HSE
6.2 Communication & Control
Grade	Standards	Indicative evidence	Current Score	Target Score
D	No formal process for the identification, communication, elimination or prevention of hazards is in place.	No physical evidence of a formal system or process to communicate & reinforce HSE standards to employees. Upon identification of a hazard, there is no evidence of a formal process to achieve adequate corrective action.	x
C	CEVA employees actively identify and report hazards, incidents and safety violations as they occur.	1. CEVA safety policies and procedures are available & identifiable by employees. 2. Safety hazards, incidents or violations of CEVA safety policies are reported to management & documented using a standard method. 3. A site Safety Committee is organized & identifiable by employees (Safety Advocate suitable for low FTE sites). *Note - for the purpose of this exercise, CEVA "safety policies" refers to written enforceable policies/procedures referenced by the applicable CEVA site, regional or global safety policy manual in effect for the operations.
B	CEVA employees actively identify and report hazards, incidents and safety violations as they occur. Appropriate corrective action is administered to eliminate the root-cause of known hazards, incidents & safety violations.	4. Safety Committee meeting minutes are documented, accessible & contain evidence of addressing site specific hazards, incidents or safety violations. 5. Documented evidence exists indicating that corrective action for known hazards, incidents or safety violations is administered in a timely, complete and sustainable manner (reference committee actions, repair bills, job-safety analyses, re-training, etc)
A	CEVA employees actively identify and report hazards, incidents and safety violations as they occur. Appropriate corrective action is administered to eliminate the root-cause of known hazards, incidents & safety violations. Pro-active (preventative) HSE controls are in place to reduce the likelihood of future hazards, incidents & safety violations.	6. Safety Committee meeting minutes as well as future meeting dates/times are effectively communicated to all employees. 7. Documented evidence exists indicating that recurring HSE communication is delivered to all employees as frequent as necessary to maintain performance & awareness. 8. Evidence exists of a formal HSE incentive and/or accountability system by which employees are recognized or reviewed based on safety performance (celebrations, rewards, annual reviews, etc).
Observations		Improvement Opportunity
Safety committee exists and meetings are held frequently. Meeting minutes are available, but lacks evidence that some critical aspects (recurrent) are addressed (i.e. Fire protection equipment blocked, / not accessible)		Make safety committee more visible to operation, communicate outcome of the meetings
Employees are not aware that a safety committee exists		Use formal methods of report, make clear investigation and create actions
Safety hazards, incidents and others are not always communicated and most of the times are communicated verbally (i.e. Although staff quite frequently refer to small cuts occurring in the operation, those are not reported)		Several fire extinguishers were found to be not properly placed or not accessible. This must be addressed by the site team and the Safety Committee should have an action plan to improve this.
3 major accidents, investigated, but actions are still pending
6. HSE
6.3 Management Responsibility
Grade	Standards	Indicative evidence	Current Score	Target Score
D	Site management is not formally engaged in practices which support a successful HSE culture.	No physical evidence exists of management engaging in results-oriented practices which protect CEVA employees, property and the general public from the hazards inherent to site operations.
C	Site management passively supports a successful HSE culture - compliance driven.	1. Adequate HSE signage & markings are visible in safety-sensitive areas of the operation (warehouse, woodshop, etc). 2. Adequate PPE is procured & supplied as needed for employees/visitors in safety-sensitive areas (gloves, eyewear, safety shoes, etc). 3. Adequate work tools, equipment and supplies are procured as needed to safely perform all duties. 4. Relevant HSE communication memos, official/regulatory documents and/or performance metrics are posted in common areas where highly visible to all employees/visitors.
B	Site management actively supports a successful HSE culture - results driven.	5. HSE hazards, incidents or violations are formally investigated with documented corrective action by a member of management. 6. Completion of equipment maintenance records verified by management with any necessary corrective actions scheduled & documented. 7. Equipment preventative maintenance schedules in place and verified by management as recommended/required. 8. Site management meets formally as a group on a recurring basis to review HSE performance, trends and objectives.	x
A	Site management aggressively supports a successful HSE culture - excellence driven.	9. Shift management routinely walks the operation for the purpose of identifying hazards and recognizing safe behavior - constructive feedback is immediate & consistent when necessary. 10. Site management acts & behaves in a manner that sets the standard for employees & visitors to follow (always wears required PPE while in warehouse or fastens seat-belt if operating lift truck, etc). 11. Top manager/management routinely attends & participates in Safety Committee meetings or other comparable events which reinforce safety standards & performance. 12. Top manager/management can consistently verbalize or produce formal evidence of effective, recurring HSE continuous improvement processes (assessment/audit schedule, prior results from assessment/audit, current action plans, etc).
Observations		Improvement Opportunity
Weekly safety walks done by HSE responsible and outcome communicated to supervisors		Lead by example, using all the required PPE's
PPE's not always used by employees and no actions taken from management		Coach employees not properly using the PPE's
Management don't use requires PPE's while in the warehouse (i.e. Safety shoes)		Make routinely walks in the operation, identify critical situations
6. HSE
6.4 Employee Responsibility
Grade	Standards	Indicative evidence	Current Score	Target Score
D	Site employees work with minimal (to no) regard for HSE standards and seldomly (if ever) engage in practices which support a successful HSE culture.	Site employees interviewed have little (to no) knowledge of applicable HSE standards for their job or how to properly identify, address & prevent HSE hazards. Site employees observed rarely (if ever) perform their job utilizing the appropriate safety equipment or work-methods.
C	Site employees work with a basic regard for HSE standards and often engage in practices which support a successful HSE culture.	1. Site employees interviewed can express the materials/methods necessary to perform their duties safely (PPE, tools, procedures, etc). 2. Site employees interviewed can express the process for safely securing their respective work-tools & equipment when not in use. 3. Site employees interviewed can express the process for addressing/reporting known hazards, incidents and safety violations. 4. Site employees observed working in an unsafe manner equals less than 20% of total employees observations. *Note - a minimum of 10 random observations shall be performed within each grade.
B	Site employees work with a high regard for HSE standards and consistently engage in practices which support a successful HSE culture.	5. Site employees interviewed can express the pre-inspection process for work-tools & equipment. 6. Site employees interviewed can express the lock-out process for work-tools & equipment found to be in unsafe condition or awaiting repairs. 7. The site is free from hazards caused by employee generated distractions & debris in safety-sensitive areas (radios, mobile phones, excess trash, etc). 8. Site employees observed working in an unsafe manner equals less than 10% of total employees observations.	x
A	Site employees fully embrace all applicable HSE standards by executing & tolerating only safe work practices which support a healthy HSE culture.	9. Site employees interviewed feel as though they are safe while at work & empowered to address unsafe conditions. 10. Site employees interviewed can express the current state of site HSE performance (metrics, audits, initiatives, etc) 11. Site employees observed working in an unsafe manner equals less than 5% of total employee observations.
Observations		Improvement Opportunity
In line with level B		Employees need to address safety hazards and be aware of the HSE performance on site, and latest improvement actions, etc.
6. HSE
6.5 Emergency Action Response
Grade	Standards	Indicative evidence	Current Score	Target Score
D	No formal Emergency Action Plan (EAP) in place. Site personnel has minimal (to no) knowledge of the proper steps to take in the event of an emergency.	Physical evidence suggests the absence of an effectively deployed, controlled or maintained Emergency Action Plan at the site (undocumented, out of date, not communicated, diagrams only, etc).
C	The site Emergency Action Plan (EAP) is a controlled document that effectively outlines & communicates the roles, responsibilities and steps for all employees to take in the event of facility evacuation.	1. The site EAP manual/document shows evidence of recurring revisions & active management (date, history, version, etc). 2. The EAP accounts for the presence of visitors/guests & includes a formal process for their awareness/responsibilities. 3. Site employees interviewed can effectively express their responsibilities during an emergency involving a facility evacuation. 4. Adequate emergency evacuation diagrams are properly displayed in highly visible areas throughout the facility.	x
B	The site Emergency Action Plan (EAP) is a controlled document that effectively outlines & communicates the roles, responsibilities and steps for all employees to take in the event of facility evacuation, inclement weather or pandemic.	5. The site EAP includes formal processes for site preparation, protection and responses to inclement or catastrophic weather events native to site region (hurricanes, floods, tornados, etc). 6. The site EAP includes formal processes for site preparation, protection and responses to a pandemic outbreak. 7. Site employees interviewed can effectively express their responsibilities during an emergency involving facility evacuation, inclement weather and a pandemic.
A	The site Emergency Action Plan (EAP) is a controlled document that effectively outlines & communicates the roles, responsibilities and steps for all employees to take in the event of applicable catastrophic, life-threatening or environmentally harmful events.	8. Formal emergency drills/reviews are conducted on a recurring basis with regards to each applicable EAP standard. 9. Emergency contact numbers are updated, posted and accessible to all employees (global, regional, local). 10. Site assembled Emergency Response Teams and/or externally certified personnel are identified to assist with medical illness, first-aid, chemical spills, fires and other isolated emergencies at the site.
Observations		Improvement Opportunity
Emergency drill in May, results shared with all employees		See points missing on the 6 and 7 evidences
6. HSE
6.6 Performance
Grade	Standards	Indicative evidence	Current Score	Target Score
D	Performance metrics suggest that the site HSE management system is not adding value or producing results.	Site management is unable to effectively communicate current HSE initiatives, objectives and their associated performance metrics; or, the metrics associated with HSE initiatives indicate a trend of negative performance.
C	The site has active safety management programs in place which are adding value and driving results.	1. Lost Time Injury Ratio metric from GSM shows a trend of acceptable performance over the last 12 months. 2. Incident ratios show a trend of acceptable performance over the last 12 months (injury, vehicular, lift truck, etc). 3. Physical evidence of a site HSE assessment/audit process indicating a trend of continuous improvement. 4. No physical evidence of regulatory fines, warnings or notices with regard to site safety management within the past 12 months.
B	The site has active health management programs in place which are adding value and driving results.	5. Lost Time Severity Ratio metric from GSM shows a trend of acceptable performance over the last 12 months (not applicable to sites with country-specific restrictions that hinder performance). 6. No physical evidence of regulatory fines, warnings or notices with regard to site health & hygiene management within the past 12 months.	x
A	The site has active environmental management programs in place which are adding value and driving results.	7. Operational efficiency gains illustrated as environmental metrics are monitored in a relevant & quantifiable manner. 8. Evidence exists of a formal recycling program that is monitored in a relevant & quantifiable manner. 9. Evidence exists of a formal natural resource conservation program that is monitored in a relevant & quantifiable manner (energy, water, petroleum, etc). 10. Physical evidence of a formal HSE assessment/audit of the site within the previous 12 months - containing no outstanding corrective action requests and performed by a qualified party not domiciled within site.
Observations		Improvement Opportunity
HSE audit done, but no formal report presented and corrective actions not tracked		Make sure there's evidence showing that actions were taken based on the external HSE audit.
7. SMART
7.1 Best Practice Operation
Grade	Standards	Indicative evidence	Current Score	Target Score
D	The SMART Solution is unknown at the site.	1.Not all points in level C are achieved.
C	The site knows about the SMART Solution. Elements of the SMART Solution can be shown in the operation.	1. The SMART Solution documentation (binder) is available and accesible on site. 2. The management is able to show examples in the operation of the SMART practices identified in the Solution. 3. The management is able to show examples in the operation of processes identified in the SMART MIFA.	x
B	The site shows evidence that processes are executed according to the SMART Solution.	1. The management has compared the practices in the operation with the SMART practices identified in the Solution. All possible deviations from the SMART Solution practices are known. 2. The site has mapped the local processes on the processes in the SMART MIFA. The site has compared the local cycle times of the most critical processes with the cycle times in the SMART Cycle Time Portal. 3. The site uses the process and practice deviations to identify improvement opportunities in the operation.
A	The site is completely operating according to the SMART solution. Possible deviations from the solution are known and can be justified.	1. The management has compared the practices in the operation with the SMART practices identified in the Solution. All possible deviations from the SMART Solution practices are known and can be justified by specific customer requirements or a business case. 2. The site has mapped the local processes on the processes in the SMART MIFA. The site has compared the local cycle times of all processes with the cycle times in the SMART Cycle Time Portal. 3. The site uses the process and practice deviations to identify improvement opportunities in the operation. The site can show evidence of improvements implemented.
Observations		Improvement Opportunity
		Site can score a B with proof of having checked and tested improvement opportunities, based on the information that is shared by other sites in the Cycle Time Portal.
		If the binder is not in place, ensure that all information can be easily found on SharePoint!
7. SMART
7.2 Customer Value
Grade	Standards	Indicative evidence	Current Score	Target Score
D	Site is unaware of SMART values.	1.Not all points in level C are achieved.
C	Site is aware of SMART values.	1. The site management is able to summarize the SMART values of the specific SMART Solution. 2. The site management is able to explain qualitatively how the operation creates this value for the customer.
B	Site can show concrete examples of the SMART values and uses them for performance management.	1. The site management can show examples of how the site created quantified value for the customer for 50% or more of the SMART values. 2. The management can show the performance on 50% or more of the SMART values with operational KPIs.	x
A	Site can show concrete examples for the complete SMART values and are linked to the site Key Performance Indicators.	1. The site management can show examples of how the site created quantified value for the customer for all the SMART values. 2. The management can show the performance on all SMART values with operational KPIs.
Observations		Improvement Opportunity
		SMART expert + back-up both need to be able explain the Values and the KPI's belonging to these values (see contact matrix).
All 4 values for Phones had quantative KPI's.		Make sure the KPI for the Flexibility Value also shows a target to see if customer demands were actually met.
SMART (back-up) expert on site explained how the values were implemented on site.
7. SMART
7.3 Site Competence Sharing
Grade	Standards	Indicative evidence	Current Score	Target Score
D	No relevant information from the site is included in the SMART material.	1.Not all points in level C are achieved.	x
C	A site case study is included in the SMART material.	1. The case study based on CEVA's standard case study template in English is uploaded to SharePoint.
B	A site case study and key site information is included in the SMART material.	The following information is available and shared (via SharePoint): 1. The case study based on CEVA's standard case study template in English. 2. Quantitative examples of 50% or more of the SMART values (see metric 7.2). 3. Comparison of the locally offered services with the services in the SMART service portfolio. 4. Presentation with site characteristics (for internal use), layout and a mapping of the local processes on the SMART MIFA. 5. Information about the most critical SMART processes as identified in the SMART MIFA, including process steps, cycle times, videos and pictures. This information is available in the SMART Cycle Time Portal.
A	A site case study, key site information and the complete Cycle Time Portal are included in the SMART material. Changes are updated in the SMART material.	The following information is available, shared (via SharePoint) and is not older than 1 year: 1. The case study based on CEVA's standard case study template in English. 2. Quantitative examples of all of the SMART values (see metric 7.2). 3. Comparison of the locally offered services with the services in the SMART service portfolio. 4. Presentation with site characteristics (for internal use), layout and a mapping of the local processes on the SMART MIFA. 5. Information about all SMART processes as identified in the SMART MIFA, including process steps, cycle times, videos and pictures. This information is available in the SMART Cycle Time Portal.
Observations		Improvement Opportunity
Case study is in progress and needs to be uploaded on SharePoint.		See all requirements in B.
7. SMART
7.4 Sales Support
Grade	Standards	Indicative evidence	Current Score	Target Score
D	Site is unsuitable to visit with regards to the SMART Solution.	1.Not all points in level C are achieved.
C	Site allows a visit with regards to the SMART Solution.	1. Site team uses a site presentation for visitors that contains elements of the SMART sales presentation and explains the link between the SMART Solution and the operation. 2. Site team can show to visitors examples in the operation related to the SMART Solution.	x
B	Site shows a good example of CEVA competence in the SMART Solution.	1. Site has appointed and trained people for the following responsibilities (at least 1 primary and 1 backup): a. Local SMART expert - coordinating SMART activities and point of contact. b. Site presentation - presenting the SMART Solution to visitors. c. Site tour - showing visitors around in the operation. 2. The local SMART expert can be contacted to provide information to sales teams or other operations. 3. The site presentation contains elements of the SMART sales presentation, explains the link between the SMART Solution and the operation and is aligned with business development/ sales. 4. Visits and site tours follow a pre-defined protocol. Site tour contains clear examples of best practices.
A	The site is a competence centre with regards to the SMART Solution.	1. Site has additionally appointed and trained people for the following responsibilities (at least 1 primary and 1 backup): d. Engineering support - supporting sales teams or others operations with SMART expertise. e. Solution training - training of new employees and other colleagues in the SMART Solution. 2. Resource configurator is complete, up to date and available for engineering support to calculate resource indications (FTE, equipment, space) by using cycle times. 3. The solution training is up to date and aligned with global SMART training.
Observations		Improvement Opportunity
SMART contact matrix is in place.		To score a B, make sure a site presentation is in place (B3). Site tour protocol needs to be confirmed by Frank Engel and put in practice asap.
Site tour is to be finalized.
8. Account management
8.1 Client Relationship
Grade	Standards	Indicative evidence	Current Score	Target Score
D	There is no relationship between CEVA and its in- or external clients locally.	Not all points in C level are achieved.
C	There is a relationship with the main in- or external clients locally.	1. In multi clients facilities the site manager or site designate who is responsible for managing the in- or external clients on site (or local representatives of the clients) has an overview of the main clients. These are the top 5 clients with a long term relationship with the site generating the highest revenue. 2. Records available which show more than 1 meeting per year with the main clients to discuss progress and action points. 3. Updates on KPI's are shared with the clients in line with the client's agreements on frequency of sending the KPI's.
B	There is a strong relationship with the main in- or external clients locally. Account managers or on site responsible persons for the accounts communicate regularly with the clients.	1. Records available which show the existence of at least quarterly review meetings with the main clients with a relevant agenda (e.g. Quarterly KPI's, issues and actions with timelines, improvements made and general client satisfaction). 2. Identified issues with the accounts are recorded and actioned upon. 3. Evidence of solving identified client issues on time.	x
A	There is a strong, collaborative relationship with the in- or external clients locally. Account managers or on site responsible persons for the accounts communicate regularly with the clients and approach them proactively to solve issues.	1. Records available which show evidence of the use of a mirror structure for client relationships with the main clients. (Daily or weekly relationship on operational level, MBR and QBR's on tactical level and yearly meetings on strategic level). 2. Records available which show evidence of identified issues and actions for all clients. 3. Evidence of proactive communication of deviations from KPI's, specific targets or actions with root cause analysis and countermeasures put in place. 4. For long term client relationships the account managers or on site responsible persons for the accounts have developed a plan which indentifies the objectives of the operation for the duration of the relationship. The plan is discussed and agreed upon by the client. Normally the plan is part of the account management plan. 5. Central storage location available for the main communication records with the main clients. 6. In case of a national or global account the account managers or on site responsible persons for the accounts have contact with the key account manager and are aware of the global issues, performance and events. This information is documented locally and is normally part of the account management plan.
Observations		Improvement Opportunity
Weekly, monthly and QBR's take place with the client.
Customer KPI's, operational issues and strategic topics are discussed, actions taken.
Meeting notes documented, available and include actions list.		All is in place for level B. Be prepared to have evidence of solved issues readily available (instead of deleting finished action points, keep them documented).
		Make sure all evidence and documentation (see red) is in place for level A. For A4, see also metric 8.4.
8. Account management
8.2 Commercial
Grade	Standards	Indicative evidence	Current Score	Target Score
D	There is little to no commercial documentation and knowledge of the main clients on site.	Not all points in C level are achieved.
C	All basic commercial documentation and knowledge of the main clients is available on site.	1. For the main clients (the top 5 clients with a long term relationship with the site generating the highest revenue) a contract or agreement is in place. This can be a tariff or document showing the pricing and services (Scope Of Work) delivered in that specific location. 2. For main clients all penalties and incentive clauses are known by the account managers or on site responsible persons for the accounts. 3. Analysis made for main clients showing the margin with these accounts (for Contract Logistics operations this will be the cost model). 4. Site manager or site designate is aware of the main risks of business interruptions for the main accounts (e.g. the effect of a weather calamity or malfunction of critical equipment). 5. Site manager or site designate is aware of the main risks of business sensitivities in the main accounts and the impact it can have on the business (e.g. the effect of big fluctuations in volumes, inventory levels, order profiles, geographical spread, etc or effects of liability).	x
B	Full commercial documentation and knowledge of the main clients is available on site and used to reduce commercial risk.	1. For main clients a signed contract or email approved agreement is in place. 2. Documented analysis available for main clients showing the margin made with these accounts (for Contract Logistics operations this will be the cost model). The analysis shows where there are issues with the specific accounts and where there is an opportunity for improvements on margin. 3. All risks of business interruptions have been documented for the main accounts and the site manager or site designate is aware of the remedial actions. Operations is also aware of the risks and actions to be taken. 4. All risks of business sensitivity for the main accounts have been documented and the site manager or site designate is aware of the different impacts. Actions are in place to reduce exposure to the risks.
A	Full up to date commercial documentation and knowledge of all clients is available on site which is reflected in the operation and used to a full extend to reduce commercial risk.	1. For all clients a signed contract or email approved agreement is in place which is stored in a central location with access for the appropriate persons. 2. Subsequent agreements/amendments to the contracts or agreements are incorporated in the documentation including an auditable trail for changes. 3. All penalties and incentive clauses of all clients are known by account managers or on site responsible persons for the accounts. 4. Contract or agreement includes CEVA standard terms and conditions or in case of non compliance reasons are known for deviation. 5. Contract or agreement complies with CEVA business rule. There is evidence of checking compliance and in case of non compliance issues are identified. 6. Evidence can be shown that the Scope Of Work for clients is reflected in the operating procedures and practices of that specific client. 7. Up to date documented analysis available for main clients showing the margin made with these accounts (for Contract Logistics operations this will be the cost model). The analysis shows where there are issues with the specific accounts and where there is an opportunity for improvements on margin. Indicative evidence of kaizen performed to increase the margins. 8. Yearly updated continuity risk assessment and continuity plan available for all clients. The operation has followed the remedial actions when the risk materialized or tested the remedial actions for effectiveness. Documented evaluation of these remedial actions are available. 9. Yearly updated sensitivity risk assessment available for all clients. Actions are in place to reduce exposure to the risks. If needed protection for business sensitivity exposure has been included in the contract or agreement with the client.
Observations		Improvement Opportunity
Commercial knowledge and documentation in place (contract, amendments etc) and penalties are known and explained by site manager.
Margin is shown in the P&L.		Detailed analysis on margin improvement opportunities needs to be available.
Risk assessment is done and documented. Date is missing.		Site manager must be aware of the risks and corrective actions to be taken. Make sure that also Operations mngt is fully aware.
8. Account management
8.3 Accountability & Development
Grade	Standards	Indicative evidence	Current Score	Target Score
D	There is no clear understanding of the responsibilities of the persons on site in the role of managing the local in- or external clients, contracts or accounts.	Not all points in C level are achieved.
C	There is an understanding of the responsibilities and deliverables of the persons on site in the role of managing the main local in- or external clients, contracts or accounts.	1. For the main accounts, contracts or clients (the top 5 with a long term relationship with the site generating the highest revenue) there is a person appointed in the role of account manager who is based on site or closely linked to the site. This can also be part of the site managers role or a site designate for specific accounts. 2. There is a job description available for the account manager.
B	There is a clear understanding of the responsibilities and deliverables of the persons on site in the role of managing all local in- or external clients, contracts or accounts. Responsibilities are executed.	1. For all accounts, contracts or clients there is a person appointed in the role of account manager who is based on site or closely linked to the site. This can also be part of the site managers role or a site designate for specific accounts. 2. A review takes place of the job description and the actual account managers activities. 3. Training plan available for the account managers role which supports the task execution in the role of account manager. 4. Specific goals to improve the performance of the accounts are part of the account managers yearly objectives.
A	There is a clear and up to date understanding of the responsibilities and deliverables of the persons on site in the role of managing all local in- or external clients, contracts or accounts. Responsibilities are executed and embedded in the organization.	1. The review of the account managers activities with the job description is yearly updated. 2. The training plan for the account managers role is being executed and yearly updated. 3. The training cost for the account managers is part of the site budget. 4. Evidence of the improvement of the performance of the accounts or action plans in place which are being executed.	x
Observations		Improvement Opportunity
Job description for account manager is in place; specific task/responsibilities an targets are set in C-people. Job description was not necessary to be changed recently.
Goals in C-people are in use and discussed/updated during regular Performance reviews.
Training plan is in place and executed. Training cost for account manager is part of site budget.
8. Account management
8.4 Account Planning and Performance
Grade	Standards	Indicative evidence	Current Score	Target Score
D	There is no account planning on site and/or account performance management.	Not all points in C level are achieved.	x
C	There is an account plan on site for the main accounts. The account managers or on site responsible persons for the accounts are working on the performance of the accounts.	1. Account management plan available for the main accounts (the top 5 accounts with a long term relationship with the site generating the highest revenue). The content contains at least: Overview current situation, financials, immediate actions, projects and resource requirements. Contact persons at the customer and CEVA side. Opportunities and future ambitions. 2. The account managers or on site responsible persons for the accounts can show understanding of the issues impacting the performance of the main accounts and are working to solve the issues around the accounts. 3. Organic growth opportunities are identified and reported in the account plan.
B	There is an up to date account plan on site for the main accounts. The account managers or on site responsible persons for the accounts are working on the performance of the accounts with good results. Most budget requirements are met and organic growth opportunities are pursued.	1. Account management plan contains a version control with evidence of quarterly updates. 2. For the main accounts the budget requirements are achieved. If not achieved the account managers or on site responsible persons for the accounts have a documented plan to solve the issues. Actions are in place with a clear time line to it. For Freight Management this performance can be visible via the site budget. 3. Organic growth opportunities are identified and reported in the account plan. Actions have taken place and results are reported in the account plan.
A	There is an up to date account plan on site for the main accounts. The account managers or on site responsible persons for the accounts are working on the performance of the accounts with excellent results. Most budget requirements are exceeded, organic growth opportunities are achieved and growth opportunities outside the current scope are pursued.	1. For the main accounts the budget requirements are exceeded. For not achieved budget requirements the account manager has a documented plan to solve the issues. Actions are in place with clear time lines which are respected. Performance issues with main accounts are soon to be solved. For Freight Management this performance can be visible via the site budget. 2. In case of a national or global account the national or global account management plan is part of the local account plan. The account managers are aware of the global performance and issues and take an active role in solving the national or global issues. 3. Evidence of successful actions to grow the accounts organically. 4. Evidence of actions taken place to grow the business outside the current scope (new services and/or in other geographic areas).
Observations		Improvement Opportunity
Various account information including some growth opportunities were available - but a clear and complete Account Management Plan where all this information is consolidated is missing.		This can be a quick win: example of Account Management Plan was sent directly to Site Manager and suggested to put in place asap.
		See also the requirements at B level.
9. Shareholder Performance
9.1 Invoicing
Grade	Standards	Indicative evidence	Current Score	Target Score
D	Invoicing process is not executed in a controlled way	1. Not all points in level "C" are achieved.
C	There is a formalized process for invoicing but deviations occur in some of these areas: on time submission, accuracy of invoiced values, on time payments.	1. There's an invoicing procedure that documents data sources, signoff responsibilities and timing; invoices have a standard format (standard means same invoices for same customer/service including all necessary backup information) 2. Invoices to customers/intercompany were sent on time (more than 75% invoices sent out on time) over the last 6 months 3. A report exists that shows credit notes and their reason (invoicing errors are distinguished from other reasons); credit notes due to invoicing mistakes are approved by the appropriate next level of management 4. Site/Station manager receives the "aging document" (showing outstanding invoices by their age) and the unbilled jobs/services report monthly; site/station manager discusses overdue payments / unbilled with higher management at least monthly	x
B	There is a formalized process for invoicing but deviations occur in some of these areas: on time submission, accuracy and completeness of invoiced values, on time payments. Deviations are analyzed and documented.	1. Same as evidence C.1. The procedure has been respected in the last 3 months 2. Invoices to customers/intercompany were sent on time (more than 85% invoices sent out on time) over the last 6 months 3. Same as evidence C.3. Credit notes due to mistakes are less than 5% of total invoices issued in the last 6 months; causes of mistakes are documented. 4. Same evidence as C.4 but reports are communicated weekly. Overdue payments are less than 10% of total outstanding value; overdue is part of Site/Station manager KPI's 5. Tariffs and related quantities are available electronically in information systems and in line with contract; "quote only business" (FM typically) or ad hoc services (CL typically) must have a backup of quote details that spells out all pricing elements and show customer written acceptance (can be email) 6. A report is available that shows in a chart the evolution of these 3 following indicators against their target: on time invoicing, accuracy of invoicing, overdue on a monthly basis (it must be readily available if not possible to display due to confidentiality constraints)
A	There is a formalized process for invoicing but minor deviations occur in some of these areas: on time submission, accuracy and completeness of invoiced values, on time payments. Deviations are analyzed, corrective actions documented and followed upon.	1. Same evidence as B.1 2. Same evidence as B.2 but more than 95% invoices are sent out on time 3. Same evidence as C.3. Credit notes due to mistakes are less than 2% of total invoices issued in the last 6 months; causes of mistakes are documented and corrective actions are followed upon 4. Same evidence as B.4. Overdue payments are less than 8% of total outstanding value and have documented actions which are followed upon 5. Same evidence as B.5. Invoices (only exception of "quote only business" and ad-hoc services) are generated without manual calculations, using standard and validated templates which are fed using inputs retrieved from the systems 6. Same evidence as B.6. When looking at the charts, meaningful deviations from targets have actions which are followed upon
Observations		Improvement Opportunity
		Implement A Examples for tracking
9. Shareholder Performance
9.2 Financial awareness
Grade	Standards	Indicative evidence	Current Score	Target Score
D	Profitability of contract is not managed consistently	1. Not all points in level "C" are achieved.
C	Profitability of site/station is known.	1. P&L is communicated monthly (within the tenth working day) to Site/Station manager; P&L goes down to gross margin (gross margin must include facility, personnel and administrative costs); Multi User sites (CL) show profitability (e.g.. contribution margin) per contract; FM stations show profitability (e.g.. Net Revenue) per line of business (e.g.. air import, ocean export...) 2. P&L results are reviewed monthly by Site/Station manager and Ops Director 3. Site/Station manager has a target on gross margin
B	Profitability of site/station is known. Deviations from budget or forecast are documented.	1. Same evidence as C.1. Station manager (FM) has weekly access to Net Revenue by line of business 2. Same evidence as C.2. P&L deviations from budget (or forecast) are documented and include at least an efficiency/productivity component that measures the impact of budgeted efficiency/productivity vs. actual efficiency/productivity 3. Same evidence as C.3 4. Revenues and costs are accrued in the month they are incurred (show accruals) and an impact analysis is in place that shows impact of reverted accruals
A	Profitability of site/station is known. Deviations from budget or forecast are documented with actions followed upon showing that the site is aggressively pursuing its profitability objectives.	1. Same evidence as B.1 but daily access to Net Revenue 2. Same evidence as C.2. P&L deviations from budget (or forecast) are documented and include all following components: efficiency/productivity, pricing and volume; actions are taken accordingly and followed upon; the site is either achieving the budget or there is evidence that gaps are caused by exogenous factors 3. Same evidence as C.3 4. Same evidence as B.4. Impact of reverted accruals is less than 3% of the gross revenue over last 6 months; reasons are documented; actions are documented and followed upon	x
Observations		Improvement Opportunity
Budget on track		Create a clear process to revert accruals (see A Examples)
10. Other
10.1 CEVA Brand Identity
Grade	Standards	Indicative evidence	Current Score	Target Score
D	No CEVA branding on site.	Heritage (TNT/EGL/etc) or customer branding only
C	Some CEVA branding in place, but not necessarily in all areas. Branding in line with CEVA standards. No heritage EGL/TNT branding can be found.	1. CEVA vision and other standard CEVA posters are displayed in some area's of the facility. 2. CEVA signage also outside the facility (unless it's a customer site) 3. All areas e.g. vehicles, internal signage compliant with CEVA brand guidelines in over 90% of cases (and a plan in place to get remaining heritage signage replaced within the next month)
B	CEVA branding in place, in all areas. Interior and exterior signage in line with CEVA branding standards. CEVA posters displayed. CEVA signs also outside the building.	1. CEVA vision and other standard CEVA posters are displayed in all area's of the facility (i.e. no department is 'forgotten') 2. All areas e.g. vehicles, internal and external signage fully compliant with CEVA brand guidelines
A	CEVA posters displayed. Interior and exterior signage in line with CEVA branding standards. Employees wear CEVA branded clothing if/when this is the local policy.	1. All areas including uniforms correctly branded and clear evidence of strategy, vision posters etc being used around the site. This includes in reception areas, offices and staff areas such as canteen where the latest materials are available for employees on correct brand templates. 2. Visitors are welcomed and given information about facility layout, workforce, customers and products. 3. The site has visual tools to support the visit.	x
Observations		Improvement Opportunity
		Improve branding in the meeting room
10. Other
10.2 Security
Grade	Standards	Indicative evidence	Current Score	Target Score
D	No or minimal security policy is in place. No use of hardware to support security. Entering the site feels like entering a public place.	1. Not all points in level C are achieved	x
C	Security policies are in place and they are adhered to. Policies are in line with customer requirements. Basic hardware (CCTV and alarm system) in place.	1. Visitors need to register, visibly wear a badge, and are escorted in warehouse or dock areas. 2. CCTV present on site. 3. Alarm system in place and switched on when nobody is on site. 4. Employees have awareness on security policies for their areas of responsibilities. 5. Registration of keys / access cards. Ad-hoc borrowing is not permitted.
B	Security policies are in place and they are adhered to. Policies are in line with customer requirements. Basic hardware (CCTV and alarm system) in place, correctly used, and standard SOP and practices are evident ensuring consistency and reviews.	1. Visitors need to register and visibly wear a badge, and are escorted in warehouse or dock areas. 2. CCTV present on site and all docks are in the view of the CCTV. 3. Alarm codes are personalized or regularly updated. Only few documented people authorized to switch off the alarm. All external doors alarmed. 4. All employees have been fully trained in the relevant security policies. Training is recorded. 5. Keys/access cards are registered, with clear policy on level of authority. Ad-hoc borrowing is not permitted.
A	Security policies are in place and they are adhered to. Policies are in line with all customer requirements. Basic hardware (CCTV and alarm system) in place, correctly used, and standard SOP and practices are evident ensuring consistency and reviews. Security hardware is well maintained and correctly used, positioned, and utilized for protection of product, CEVA documents, and employees. All staff feel responsible for security.	Site is TAPA certified with an (internal or external) audit carried out in the last 12 months or: 1. Visitors need to show ID when they register and are recognizable for the staff (i.e. by wearing a badge). Visitors that walk unescorted and don't wear a badge are stopped by warehouse staff. 2. All docks, reception area, and external parameters are in the view of the CCTV. Each camera recorded by Digital Recording Device. The maintenance record of CCTV camera system is present with secure access and records held for min 30 days. 3. Alarm codes are either personal or regularly updated per a scheduled review date and when a staff member leaves CEVA. Only few people authorized to switch off the alarm. All facility external doors are alarmed (Unless operating 24/7). 4. Keys/access cards registered and handed out in line with policy on level of authority. No ad-hoc borrowing outside levels of authority. 5. All employees feel responsible for security (for example: external windows, docks and warehouse doors closed and secured when not in active use). Their adherence to and knowledge of security policies is regularly checked. Corrective actions are taken in case of non-conformance.
Observations		Improvement Opportunity
Site is not TAPA certified.		Altough site can easily score an A (like done before, and as Director Security EMEA concluded in his assessment), it means that these standards need to be adhered to at all times.
Visitors were not to registered, or asked to wear a badge during the 2-day visit.
Several times it was possible to walk around the warehouse without anyone escorting. None of the employees on the shopfloor indicated this problem to the visitor or higher mngt.		Employees need to be aware of the safety rules and indicate any deviations to the visitor and their own manager.
10. Other
10.3 Supplier management
Grade	Standards	Indicative evidence	Current Score	Target Score
D	No procedure on purchasing of products.	1. Anybody can purchase goods/services 2. No control on temp labor 3. Limited group of people can purchase goods, but no maximum value has been established. 4. No awareness on CEVA CAPEX policy	x
C	Supplier management procedure in place. Some of the requirements for managing purchasing are followed by the site.	1. Copy of supplier management procedure available 2. All purchase orders/invoices approved in accordance with authority matrix. (Check three or four invoices against authority matrix) 3. Selection of suppliers opportunistic and based on local preference 4. Performance metrics agreed with some key suppliers
B	Supplier management procedure in place. Most of the requirements for managing purchasing are followed by the site.	1. Copy of supplier management procedure available and some people are aware/have been trained 2. Process in place on how/when to add new suppliers. Process has been signed off with local and/or global procurement 3. Site has a preferred supplier list for top 10 spend categories. List is up-to-date and in line with global and local purchasing agreements 4. Performance metrics agreed with all critical suppliers. Results reported regularly.
A	All local and global requirements in regards to purchasing are followed at the site.	1. Copy of supplier management procedure available and all relevant people are aware/have been trained 2. Check if for one or two recently added new suppliers, the official process has been followed. 3. Site uses preferred suppliers when purchasing undertaken. Deviations are reported and explained to local and/or global procurement team 4. Performance metrics agreed with all critical suppliers. Results reported regularly (both by CEVA and suppliers). 5. Non conformance raised for major issues with critical suppliers. Evidence of review of critical suppliers undertaken by procurement department
Observations		Improvement Opportunity
No procedures available		See notes on previous SCA
Authority matrix not available
No evidence of suppliers performance review
10. Other
10.4 Information Systems
Grade	Standards	Indicative evidence	Current Score	Target Score
D	No clear overview of all Information Systems (software, hardware & infrastructure) and support structure.	1. No complete list of all Information Systems (software, hardware & infrastructure) that are used by the site. This includes operational systems (e.g. WMS, TMS, Interfaces, Hours registration), office automation systems (e.g. MS office, email), financial systems and also local infrastructure (computers, phones, faxes, cabling, etc). 2. No complete list of the main contact persons for each system	x
C	There is a clear overview of all Information Systems and the support structure. All goods are recorded in the applicable systems. There is clarity about who has access to what system and there are measures in place to cope with disruptions.	1. There is an overview of all Information Systems used by the site 2. For each system it is clear whom to contact for system support 3. All goods -that CEVA is responsible for- are recorded in the applicable Information Systems (e.g. WMS for warehousing) 4. There is an updated list of who has (physical and electronic) access to which system. 5. There are data backups of all systems. 6. It is clear what to do in case of a system disruption
B	For all Information Systems there is a clear support structure and there are clear control processes. Information Security Management is in place and the business critical systems are included in the disaster recovery plan.	1. All goods are recorded in the applicable Information Systems 2. For each System the support structure is agreed and documented: Parties involved (e.g. key users, support desk), Support hours, Type of Support Request (e.g. incident, change), Priority Setting & resolution target time, Escalation & Emergency Communication 3. For all systems the control processes are known: Change, Release and Incident Management 4. Clear procedures for data security (electronic access & physical access) of all systems. 5. Clear procedures for data backup of systems, and an off-site backup for business critical systems. 6. The business critical systems are part of the disaster recovery plan.
A	There is a Service Level Agreement (SLA) with all IT service providers (including internal CEVA departments) for all business critical Information Systems. The SLA contains Key Performance Indicators and refers to the documented IT support structure, IT control processes and Information Security Management. All Information Systems are included in the risk assessment and disaster recovery plan.	1. All goods are recorded in the applicable Information Systems 2. Support structure and control processes (see above) are documented for all Information Systems and agreed with Service Providers, including internal CEVA departments 3. Site has SLAs for all business critical Information Systems with the Service Providers. SLA contains KPIs that are periodically reported. SLA & KPIs are reviewed periodically with service providers, actions are agreed. 4. Data security (electronic & physical access) of all systems is executed according to procedures 5. Off-site data backup of all systems executed according to the procedures. 6. IT risk assessment & disaster recovery plan for all systems
Observations		Improvement Opportunity
Support structure is not documented.		See suggestions from previous assessment.
List of who has (physical and electronic) access to which system is not available.