Production orders not closed
Do this first. Open work in progress during a count produces variance nobody can attribute and undermines confidence in the whole exercise.
Twenty checks before a physical count, so the adjustment tells you something rather than merely reconciling a number.
A physical count that produces a large adjustment and no explanation has told you your records are wrong and nothing about why. The second part is where the value is.
Most of the preparation below is about making the variance interpretable rather than making it smaller.
Finance director
Warehouse and production managers
System administrator
Tick only what you can genuinely evidence today. An item you intend to do is not an item you have done, and scoring yourself generously here only produces a comfortable number and an uncomfortable project.
Preparation that determines whether the result means anything.
Decisions that should be made deliberately rather than by default.
The practical arrangements that determine data quality.
Where the value actually is.
These bands are deliberately blunt. The middle band is where most organizations honestly sit, and it is a perfectly reasonable place to proceed from — provided the gaps are written down with owners rather than carried as optimism.
Do not proceed yet. More than four in ten items are unaddressed, and the ones that fail here are usually the foundational ones that make everything after them harder.
Proceed on a defined scope, with the outstanding items written into the plan as risks with owners and dates. This is the most common honest position.
The remaining gaps are small enough to handle during delivery rather than before it. Confirm the unticked items are genuinely minor rather than simply unexamined.
Your score highlights automatically as you tick items above. Nothing is saved, sent or tracked — refreshing the page clears it.
The four items below are the ones whose absence causes the most trouble downstream. If your unticked items include any of these, they are worth addressing before the rest.
Do this first. Open work in progress during a count produces variance nobody can attribute and undermines confidence in the whole exercise.
Agree it before you count. Set after the fact, it looks like a decision made to avoid investigating something.
This is where the count pays for itself. A value-only analysis tells you the size of the problem and nothing about the fix.
Start now. A single count is a snapshot; the trend is what tells you whether your processes are working.
We will review your current warehouse configuration and counting approach, and show you where directed workflows would reduce the variance you are counting rather than just measuring it.
Twenty checks on whether a manufacturer could resume production after losing its systems, measured in shifts rather than days.
Twenty checks on whether plant data can be trusted to inform costing, planning and margin decisions.
Describe the situation in your own words.