Strumento di Valutazione LCA

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Q1. To what extent does your organization have a formal, documented strategy covering all stages of the manufacturing lifecycle (from R&D to end-of-life)?

A. No formal strategy is documented or communicated

B. Strategy exists informally in certain departments

C. Strategy is documented for some lifecycle stages but not all

D. Strategy is fully documented, integrated across lifecycle stages, and reviewed periodically

E. Strategy is documented and communicated to most relevant functions

Q2. How systematically do you integrate manufacturability, cost, and sustainability into the product design phase?

A. Fully integrated, with iterative feedback loops and optimization across design, cost, sustainability

B. Occasionally, but only for certain products

C. Some guidelines are followed, but inconsistently

D. Standard processes exist and are used for most designs

E. Rarely or ad hoc, no formal process

Q3. When you move a design to pilot production, how mature is your approach to process validation and scaling?

A. No pilot / validation is done; designs go directly to full production

B. Minimal pilot tests conducted, with limited metrics

C. Pilot stage is optimized with simulations, process capability studies, and integrated feedback

D. Pilot is conducted with structured metrics, adjustments built into the plan

E. Pilot tests are done, but adjustments are reactive and ad hoc

Q4. How developed is your supplier evaluation, qualification, and performance monitoring process?

A. Suppliers are selected mainly on cost, with no formal evaluation

B. Some evaluation is done, but qualification criteria are weak

C. Supplier performance is monitored, but corrective actions are irregular

D. Formal evaluation, qualification, and performance reviews regularly occur

E. Suppliers are co-developed, performance is benchmarked, and there is proactive risk mitigation

Q5. To what degree are your production operations standardized, monitored, and continuously improved?

A. Processes are informal, with high variation

B. Some standard operating procedures (SOPs) exist, but enforcement is weak

C. SOPs are in place, metrics are collected, but improvements are irregular

D. Operations are standardized, monitored, and regular continuous improvements occur

E. Fully lean, bottleneck-aware, data-driven, and optimized in real time

Q6. How robust is your quality control, defect tracking, and corrective/preventive action (CAPA) system?

A. Predictive quality control, root cause analysis, automatic alerts, and zero-defect ambition

B. Some QC exists, but defect tracking is inconsistent

C. Defects are tracked, CAPA occurs but sometimes reactively

D. Strong QC, formal CAPA, trend analysis, and preventive measures

E. Quality checks are occasional or manual, defects often go untracked

Q7. What is the maturity of your maintenance strategy (reactive, preventive, predictive)?

A. All maintenance is reactive / done upon failure

B. Fully predictive/ prescriptive maintenance across critical & non-critical assets

C. Preventive maintenance is fully scheduled and tracked

D. Predictive maintenance using condition monitoring is in place for key assets

E. Some preventive maintenance is scheduled, but poorly tracked

Q8. How integrated and mature are your digital systems (e.g., MES, ERP, IoT, analytics) across the lifecycle?

A. Little or no digital support—mostly paper or spreadsheets

B. Some siloed digital systems, but little integration

C. End-to-end digital continuity, real-time analytics, AI/ML for optimization

D. Well-integrated digital systems, dashboards, data analytics used

E. Digital systems exist, moderate integration, limited analytics

Q9. To what extent do you embed environmental and sustainability metrics (energy, waste, emissions) across your lifecycle?

A. Sustainability is integral to lifecycle decisions, with circular economy, closed loops, decarbonization

B. Measurement of isolated metrics for certain operations

C. Metrics are tracked in some areas; occasional improvement projects

D. Sustainability goals are set, metrics tracked, and improvement efforts ongoing

E. No measurement or strategy for environmental impact

Q10. How prepared is your organization for end-of-life, refurbishment, recycling, or remanufacturing strategies?

A. No consideration of end-of-life or recycling

B. Closed-loop lifecycle: take-back, remanufacturing, recycling, component reuse integrated

C. Some product take-back or refurbishment exists for selected products

D. End-of-life strategy, remanufacturing, and recycling are part of product planning

E. Minimal recycling or disposal practices exist

Q11. How well do you manage risks (supply disruptions, equipment failure, demand fluctuation) across the manufacturing lifecycle?

A. Risks are mostly addressed after issues arise

B. Some risk awareness, but no formal planning

C. Risk registers or mitigation exist for major risks

D. Highly resilient systems, dynamic risk adaptation, real-time risk sensing

E. Proactive risk management, scenario planning, redundancy built in

Q12. How comprehensively do you define, monitor, and act on KPIs (cycle time, yield, OEE, cost, lead time) across lifecycle stages?

A. Few KPIs, tracked irregularly

B. Some KPIs defined, but measurement is inconsistent

C. KPIs are tracked regularly, but actions are delayed

D. KPIs drive improvement, alerts, and accountability

E. Real-time KPI dashboards, predictive KPI alerts, continuous feedback loops

Q13. How systematically does your organization assess and develop workforce skills to meet current and future manufacturing needs?

A. Continuous skill mapping, upskilling, and reskilling programs aligned with future needs

B. Some training provided reactively when needed

C. Skills are assessed occasionally, with limited training opportunities

D. Skills assessments are regular; structured training plans exist

E. No formal assessment or training plan

Q14. How integrated is occupational health and safety (OHS) management within your lifecycle processes?

A. Minimal compliance with basic legal requirements

B. OHS policies exist but are inconsistently applied

C. Safety training and audits occur, but improvements are reactive

D. Systematic safety management with regular audits and improvements

E. Proactive OHS culture with predictive analytics, near-miss tracking, and zero-incident targets

Q15. How does your organization encourage and manage innovation across the manufacturing lifecycle?

A. No formal innovation processes; occasional ad hoc ideas

B. Innovation initiatives occur, but with limited follow-up

C. Innovation is embedded into culture; continuous ideation, prototyping, and scaling are systematic

D. Some structured innovation projects are supported

E. Regular innovation programs with clear evaluation and scaling mechanisms

Q16. How well do you integrate customer input into lifecycle stages (design, production, after-sales)?

A. Customer input is rarely collected

B. Feedback is gathered occasionally but not systematically used

C. Feedback is analysed for selected products or processes

D. Continuous two-way engagement, co-creation, and real-time customer feedback integration

E. Structured customer input guides most lifecycle stages

Q17. How robust is your compliance with industry standards, regulations, and certifications (e.g. ISO, CE, REACH)?

A. Compliance is minimal, reactive, and often incomplete

B. Compliance with major regulations only, limited certifications

C. Most requirements are met, but with occasional gaps

D. Compliance is systematic, documented, and audited regularly

E. Compliance is proactive, exceeding standards, with certifications leveraged competitively

Q18. To what degree do you monitor and improve energy consumption across operations?

A. No monitoring or management of energy use

B. Real-time energy monitoring, renewable integration, and continuous optimization

C. Basic energy tracking in some areas

D. Energy use tracked and improved occasionally

E. Energy efficiency programs are systematic, with measurable targets

Q19. How well do you analyze and manage lifecycle costs (design, production, maintenance, disposal)?

A. Advanced lifecycle cost models integrated into strategy, design, and operations

B. Some costing beyond production, but limited scope

C. Lifecycle costing partially applied to major projects/products

D. Comprehensive lifecycle costing guides decisions

E. Costs tracked only during production

Q20. How actively do you collaborate with external stakeholders (universities, R&D centers, suppliers, industry networks)?

A. No external collaboration

B. Occasional collaboration on isolated projects

C. Deep, strategic, and long-term partnerships drive innovation and competitiveness

D. Partnerships exist but not strategically managed

E. Regular collaborations with measurable benefits

Q21. How effectively do you manage organizational change (new technologies, market shifts, regulations)?

A. Changes handled reactively with disruption

B. Some planned change initiatives, limited effectiveness

C. Structured change management processes in certain areas

D. Change readiness is embedded, flexible culture supports rapid adaptation

E. Organization adapts effectively with clear change management frameworks

Q22. How systematically do you capture, share, and apply knowledge across the lifecycle?

A. Knowledge sharing is informal and undocumented

B. Some documentation exists but is fragmented

C. Knowledge is stored and accessed in certain systems, limited integration

D. Centralized knowledge management with training and sharing practices

E. Integrated knowledge systems, lessons learned embedded, AI/analytics support knowledge reuse