AI Readiness Assessment

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Your Information

Full Name * Please enter your name.

Your Role / Title * Please enter your title.

Company / Plant Name * Please enter your company name.

Number of Floor Employees

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* Required fields. Your results will be emailed to you immediately upon completion.

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Pillar 1 — Data Infrastructure

How well does your plant capture, store, and access operational data digitally?

Q1How much of your production and attendance data is captured digitally vs. on paper?

1Almost everything on paper 2Some digital, mostly paper 3Mix of both, no standard 4Mostly digital, some gaps 5Fully digital, consistent

Q2Do you have a connected system for tracking maintenance history (CMMS, ERP, or equivalent)?

1No system — memory/paper only 2Basic spreadsheets 3System exists, used inconsistently 4System in use, some gaps 5Full CMMS/ERP, consistently used

Q3How far back does your accessible, organized production and operational data go?

1Less than 3 months 23–6 months 36–12 months 41–2 years 52+ years, organized and searchable

Q4How consistent is your data quality — would you trust it to make a major operational decision?

1Not at all reliable 2Somewhat reliable, many gaps 3Reliable for some areas 4Mostly reliable, minor issues 5Highly consistent and trusted

Q5Do your machines or production lines connect to any digital monitoring or sensor network?

1No connectivity at all 2One or two machines 3Some lines connected 4Most lines connected 5Full network connectivity

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Pillar 2 — OEE & Performance Baseline

Does your plant track operational efficiency consistently enough to identify where performance is lost?

Q6Do you track OEE (Overall Equipment Effectiveness) per machine or production line?

1Not tracked at all 2Estimated, not measured 3Tracked for some equipment 4Tracked consistently, some gaps 5Fully tracked, per shift/machine

Q7Can you name your top 3 downtime causes right now — by category and frequency?

1No idea without investigation 2General sense, nothing documented 3Could name them, not from data 4Data exists, reviewed monthly 5Real-time data, reviewed weekly

Q8How standardized is shift reporting across supervisors and production lines?

1Each supervisor does it differently 2Loose format, inconsistent 3Template exists, not always used 4Mostly standardized 5Fully standardized, every shift

Q9How well is quality data captured — defect types, quantities, linked to specific machines or shifts?

1Just total reject counts 2Some categorization, inconsistent 3Categorized, not linked to machines 4Linked to lines, reviewed regularly 5Full traceability to shift, machine, operator

Q10Do you track actual vs. planned production output by hour or shift, in real time?

1End-of-day totals only 2End-of-shift summary 3Hourly, manual entry 4Near real-time with some delay 5Real-time, automated tracking

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Pillar 3 — Process Documentation

Do documented processes exist and are they followed? AI can only enforce and optimize what's already written down.

Q11How many of your key production processes have written, current Standard Operating Procedures (SOPs)?

1None or almost none 2A few critical ones only 3Major processes documented 4Most processes documented 5Fully documented and up to date

Q12Are SOPs and work instructions accessible at the point of use — visible on the floor where the work happens?

1In a filing cabinet or manager's office 2Sometimes accessible 3Posted in some areas 4Accessible at most workstations 5Digital access at every station

Q13How comprehensive are your preventive maintenance (PM) procedures and schedules?

1Reactive only — fix when broken 2Informal schedule, no documentation 3Documented for major equipment 4Most equipment covered, tracked 5Full PM program, every machine tracked

Q14How are new employees trained — is the process documented or dependent on an experienced person?

1Shadow an experienced worker, no docs 2Some checklists, mostly verbal 3Documented for key tasks 4Structured program, mostly documented 5Full training program, tracked and verified

Q15When a process is changed, is there a formal update and notification process to keep documentation current?

1Changes happen without any update 2Informal — depends on the person 3Process exists, followed sometimes 4Mostly followed, occasional gaps 5Formal change control, always followed

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Pillar 4 — Change Readiness

Can your plant successfully adopt new technology? The best system fails if the people and leadership aren't ready.

Q16How committed is plant/company leadership to investing in operational improvement technology?

1No appetite for tech investment 2Open in theory, cautious in practice 3Supportive if ROI is clear 4Actively investing in improvement 5Strong commitment and active budget

Q17How comfortable are your floor operators and supervisors with adopting new technology?

1Strong resistance to change 2Skeptical, need strong incentive 3Mixed — some early adopters, some resistant 4Generally open if trained properly 5Enthusiastic about new tools

Q18When your plant last implemented a major operational change, how did it go?

1Failed or was abandoned 2Struggled, partial adoption 3Mixed results, mostly OK 4Successful with some friction 5Smooth implementation, strong adoption

Q19Do you have dedicated IT/OT capacity to support and maintain new operational technology?

1No IT support on-site 2External IT only, slow response 3Part-time IT generalist 4Full-time IT, limited OT experience 5Dedicated IT/OT team

Q20Does your organization have a formal process for evaluating and budgeting for technology investments?

1Ad hoc — no formal process 2Informal discussion only 3Some budget process, case-by-case 4Annual budget review with tech line 5Formal ROI-driven investment process

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One Last Question

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