One clear question.
A practical decision.
Nine visual tools for CEOs and CPOs. Each uses a hypothetical operating example to connect the action, numbers and next step.
Buy now or test first?
A planning system promises lower overtime. The benefit has not been tested.
Unproven benefit → test before committing $240k.
See the working example
Set the pilot success target. Measure overtime and planner use.
Approve rollout only after a credible test supports the benefit, cost, controls and exit plan.
Owner: Accountable business owner
When can we supply enough parts?
Start of Day 1: the supplier stops. The factory needs 100 parts every day.
Days 15–23: 9 × 100 = 900 short. Days 24–34: 11 × 60 = 660 short. Total: 1,560.
See the working example
Find extra supply or agree production/customer changes. Recheck arrivals daily.
Days 15–23: 900 parts short. Days 24–34: 660 short. Total: 1,560. Assumes 100/day demand and no other arrivals.
Owner: Business continuity owner
Can a second source help in time?
From today, stock lasts six weeks. The replacement supplier is not ready.
Stock runs out after week 6; the new supplier reaches full deliveries in week 12.
See the working example
Confirm testing, ramp-up and deliveries. Agree a separate shortage plan.
It can reduce future dependence, but cannot prevent this shortage alone. Confirm partial-volume arrivals week by week.
Owner: Supply-chain business owner
Which offer costs less in use?
Two qualified suppliers quote the same part. We buy 100,000 a year.
100,000 parts × ($10.40 − $10.30) = $10,000/year.
See the working example
Verify freight, defect and tooling costs. Award to B if the figures hold.
100,000 × $0.10 = $10,000. Quality costs are estimates; tooling is allocated over the same volume.
Owner: Business sponsor with procurement
How much saving actually happened?
The price drops by $0.50 a part. We buy fewer parts than planned.
80,000 parts × $0.50 saved − $10,000 setup = $30,000.
See the working example
Match invoices and setup costs. Confirm profit and cash timing with finance.
Finance must confirm when it reaches P&L and cash. Parts still in inventory may affect timing.
Owner: Procurement and finance
Is the digital tool paying off?
Planners try shipment alerts to avoid expensive last-minute freight.
$100k benefit − $60k cost = $40k/year, estimated.
See the working example
Test at one more site. Recheck freight cost, delivery performance and use.
Annualized estimate: $100k − $60k. Recheck as volume and adoption change; avoid double-counting other projects.
Owner: Operating outcome owner
What can AI do without approval?
The AI writes an order for 200 units. The factory needs only 20.
200 ÷ 20 = 10 times the quantity needed.
See the working example
Fix the pack-size check. Keep buyer approval until controls are proven.
A plausible-looking order is not evidence that unattended buying is safe.
Owner: Business owner with technology and risk
What must we contain now?
Security confirms a stolen vendor account is connected to factory equipment.
An intruder is connected now. Stop access safely, then check what was affected.
See the working example
Security and operations end access safely. Check equipment before reconnecting.
Follow the incident plan. An unrelated test-system finding still gets an owner and deadline.
Owner: Security owner and affected business owner
What access does this job need?
A named technician needs eight hours to repair one robot.
One repair needs one robot cell—not permanent plant-wide access.
See the working example
Verify identity. Monitor the repair. Remove access when the job ends.
Grant only after required controls are verified. The job does not justify permanent plant-wide access.
Owner: Access owner with business sponsor