Discover the Real Opportunities Within Your Business Today and Create Breakthrough Performance

This Deductive Process Is Used To Determine The Various Combinations Of Failures That Could Cause Undesired Effects Within Your Organization

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Welcome To The Future State Fault Tree Survey
Sales
Finance
Operations Planning
Operations - Flow
Operations - Priority System
Operations - Inventory
Human Resources
Continuous Improvement
Engineering

By completing the following Fault Tree Survey, you are assisting us in identifying the causes of undesired effects within your organization. Specifically, this is referred to as a fault tree analysis (FTA) which is one of the most widely used methods in system reliability, maintainability, and safety analysis. It is a deductive process used to determine the various combinations of failures that could cause undesired effects (referred to as top events) at the organizational levels which is achieved by asking a series of questions. The main purpose of the fault tree analysis is to help identify potential reasons for organizational issues to help identify the root causes. This analysis helps us to understand what to change in an organization that will lead to breakthrough performance improvement.

Start Here With Your Contact Information.

First Name

Last Name

Company

Email Address

Phone

Please choose from the following functional areas to begin the survey: sales, finance, operations, or human resources. If there is a question you do not know the answer to, please skip it and move to the next question.

What is your role within the organization?*

Sales

Finance

Operations

Human Resources

Continuous Improvement

Quality Control

Information Technology (IT)

Other? Please list your job title:

Write here

Sales

Is your organization currently lacking sales?*

Yes

Do you have an issue where you are losing customers?*

Yes

What’s the reason you’re losing customers? (check all that apply) *

Price

Quality

Outdated products

Lack of product availability

Slow response to bring new products to market

Don’t fully understand the needs of the customer

Competitors are taking customers

Others

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If losing customers to competitors is it due to the following? (check all that apply)*

Slow response time to customer requests (quotes or orders)

Poor quality of products or services

Late deliveries

Poor customer service of follow-up with customer inquiries/complaints

Long lead times

High prices

Products are not available or out of stock

Others

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Do you have a concise, competitive advantage?*

Yes

What is your product/service differentiator?*

Price

Unique Product or Service Offering

High Level Customer Service

Short Lead Times

Quick Market Response To New Market Opportunities

High Quality Of Products

Reliable Deliveries

Others

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Are you using cost-plus pricing?*

Yes

Are you allocating overhead based on direct labor?*

Yes

Is the data used for costing accurate?*

Yes

Check all that apply:*

Inaccurate routings used for estimating

Inaccurate bills-of-material used for estimating

Outdated material costs used for estimating

Inaccurate operating expenses used to determine overhead rates

Others

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Is your salespeople’s compensation based on commission?*

Yes

Are your salespeople allowed to discount pricing to get more volume? *

Yes

Finance

Is your profitability level satisfactory?*

Yes

Are you looking to increase profitability by increasing sales revenue for the organization?*

Yes

Are you looking to increase profitability by reducing costs?*

Yes

Is high cost due to poor procurement processes?*

Yes

Check all that apply:*

Ineffective supplier selection process

Purchasing lowest cost materials

Buying volume to get price breaks

Ordering materials based on incomplete specifications

Others

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Is high cost due to high scrap or high rework?*

Yes

Check all that apply*

Weak process control (e.g. people not following procedures)

High employee turnover

Poor process documentation?

Lack of proper training

Change requests are done without understanding the cost implication (something is done incorrectly, and a change is needed to correct the situation which employees implement, but they don’t understand the repercussions of these changes)

Others

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If cost is due to high expediting?*

Yes

Check all that apply:*

Excessive overtime

Excessive expedited outbound freight costs

High cost of inbound freight due to material expediting

Others

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Are you looking to increase profitability by improving operations effectiveness?*

Yes

Operations - Poor Planning

Is ineffective operations execution due to poor planning? *

Yes

Is it due to salespeople making unrealistic promises?*

Yes

Why do salespeople feel pressure to make unrealistic promises? (Check all that apply) *

Lead times are too long (fear that they’ll lose the order due to long lead times)

To meet individual commission goals (this is for salespeople who have commission-based salaries)

Sales has no visibility of available capacity

Others

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Is it due to lack of a capacity planning system?*

Yes

Check all that apply:*

Don’t have a capacity planning module in the ERP system

Don’t have trained resources to properly utilize the capacity planning system

Don’t have the appropriate resources assigned to do capacity planning

Others

Write here

Is it due to ineffective planning processes? Are the causes of the ineffective planning processes due to (check all that apply): *

Inaccurate routings or travelers

Inaccurate bills of materials

Missing or inaccurate work center capacity information

Employees misusing the capacity planning system (lack of adequate training)

The planning rules aren’t properly set up and established

Operations doesn’t follow the schedules

Others

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Operations - Poor Flow

Is the ineffective operations execution due to poor flow?*

Yes

Is it due to batching information?*

Batching information together to enter new orders into the ERP periodically

Grouping like jobs together to engineering like jobs together

Batching the creation of purchase orders on a periodic basis

Working on the easy work at the expense of the harder work

Others

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Is it due to batching materials? *

Grouping jobs to save setups

Pulling jobs ahead to increase batch size

Producing the forecast to increase the batch size

Others

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Is it due to excessive multi-tasking?*

Forcing changeovers to the hottest job

Changing priorities daily

Constant rescheduling to the latest hot orders

Others

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Is it due to poor quality?*

Inspection-based quality

Operators not responsible for making quality checks

Lack of sufficient process controls

Change notices are not effectively communicated

Lack of standard operating practices

Employees not following standard operating practices

Others

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Is it due to production disruptions?*

Excessive machinery breakdowns

Excessive employee no-shows or call offs

Lack of or missing information

Lack of sufficient materials to execute the job

Lack of informed decision making

Correct information is not always available on blueprints

Material stolen from one job and allocated to another job

Others

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Is operations held accountable to following the production schedule?*

Yes

Check all that apply:*

Salespeople changing the schedule priority

Operations doesn’t have everything they need (materials, information, tooling, etc.) to execute the schedule

Operators trying to optimize their performance to meet daily numbers or minimize changeovers

Customers change the schedule priority

Unavailability of skilled operators

Unavailability of equipment due to overload (too many hours scheduled on machines)

Unavailability due to unreliability of equipment (excessive machinery breakdowns)

Production operators making internal decisions to balance the workload for downstream operations

Operations - Priority System

Is poor execution due to multiple priority systems?*

Yes

Check all that apply:*

Operators choosing easy jobs at the expense of harder jobs

Changing priority to meet the end of month goals

Priority based on earliest due dates

Priority based on latest past due order

Priority based on maximizing individual process efficiency (saving setups)

Others

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Operations - Inventory

If you have poor flow, is it due to excessive work in process inventory?*

Yes

Check all that apply: *

High work-in-process due to unreliable processes

Releasing work to maximizing efficiency in every operation (keep everyone busy)

Starting jobs as soon as possible

Building orders to forecast

Incorrect materials were issued to a job

Purchased incorrect materials due to incorrect bill of material

Purchasing error due to outdated information (e.g. incorrect specifications)

Purchasing error due to incorrect interpretation of specifications

Others

Write here

Operations - Inventory

Human Resources

Do you find it difficult to hire the right employees?*

Yes

Check all that apply: *

Lack of skilled employees locally

Inability to meet the company’s employment requirements

The company lacks definition of required skillset

Others

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Do you have high employee turnover? *

Yes

Check all that apply:*

Low wages

High stress environment

Employees feel micromanaged

Excessive overtime (mandatory overtime)

Poor attendance

Poor performance

Violating company policy

Poor working conditions

Lack of guidance or direction

Internal conflicts with employees/colleagues

Personal reasons

Others

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Do you have a formal new employee onboarding process in your organization?*

Yes

Is the onboarding process effective? *

Yes

Is it due to: *

Lack of documented procedures

Lack of department specific training

Lack of qualified internal trainers

Lack of on-the-job training program

Lack of follow-up to the onboarding process

Internal trainers don’t have time to train new employees

Others

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Does your organization invest in on-going training for employees? *

Yes

Is this due to (check all that apply):*

Lack of a budget for training

Lack of qualified internal trainers

Internal trainers don’t have time to conduct training

Lack of sufficient training materials internally

External trainers don’t offer the training that the organization needs

External training costs are too high

External training doesn’t meet the company’s needs

Others

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Continuous Improvement

Does your organization have a formal continuous improvement (CI) process?*

Yes

Are your continuous improvement (CI) activities achieving expected outcomes? *

Yes

What are the reasons (check all that apply): *

The improvements aren’t sustainable

There’s no one accountable for driving the CI activities

There’s not sufficient time to work on CI activities

Lack of proper training on CI techniques

CI outcomes aren’t tied to company KPIs

Others

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Engineering

Does your organization have an engineering function?*

Yes

Is the engineering function consuming most of the promised lead-time (greater than 50%)? *

Yes

Check all that apply:*

Missing information from the customer

Job specs not clearly defined

Engineering resources are forced to multi-task

Engineering gets interrupted from internal customers (e.g. production or customer service)

Unbalanced workload among engineers due to unique skillsets

Others

Write here

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