About 15 minutes. You get your HDI score, three layer scores, an indicative process heatmap and your operational leak in hours, on screen as soon as you finish. See an example result
We use your answers and your work email to calculate your result and send it to you. We do not sell your data or use it for advertising.
Your answers, results and contact details will also be shared with , who invited you to this screening.
How we handle your data
What data we collect
We collect your answers to operational questions, your industry and team size, and your work email. We do not collect patient data, clinical records or personal information about anyone else.
How we use it
We use your data to calculate your HDI score, send you your results and prepare an audit if you request one. We do not sell it or use it for advertising. We share it only with the service providers that run this platform, as described in our Privacy policy.
How long we store it
We keep your data for 24 months after your last contact with us or after the audit, whichever is later, and then delete it. You can ask us to delete it earlier at any time.
Your rights
You can access, correct, export or delete your data at any time. Write to audit@hdi-audit.com.
Your result is saved. You can view it, or take the screening again — for example after changes in your team or processes. A new screening replaces the result shown on your results page.
Your results are in the email we sent you after that screening.
Helps us label your results. Leave blank if you would rather stay anonymous at this stage.
P1.Industry / sector*
Sets the industry KPIs you will see on step 3 and how the three layers are weighted.
P2.Operational team size*
Count only people involved in the operations covered by this assessment (manufacturing, QA/QC, regulatory, supply chain, lab). Exclude general admin, finance, HR.
Roughly how many people?
Your best estimate is enough. If you leave it blank, we use 150.
P3.Company stage*
It helps prepare a full audit. It does not change your score.
Regulatory Environment
P4.Which regulatory standards apply to your operations?*
Select all that apply. It helps prepare a full audit. It does not change your score.
Audit Scope
P5.What do you want to achieve with this HDI audit?*
Select all that apply. Your goals help prepare a full audit. They do not change your score.
P6.Which processes should be included in this audit?*
Selected processes appear in the indicative heatmap in your results.
Block A — Coordination & Approvals
A1.Besides the sign-offs your procedures require, how many extra approvals or confirmations does a typical task wait for before it is executed?*
Required sign-offs, such as QA approval or QP certification, do not count. Count what comes on top: a manager's OK before starting, an email confirmation, a second opinion no procedure asks for.
Which approvals create the longest waiting time?
A2.How many status update meetings happen per week — solely to find out where things stand?*
Not strategic sessions — synchronisation meetings only. Every such meeting signals that information is not visible without human intervention.
A3.How are tasks and operations assigned to the people who execute them?*
Think about a typical critical operation — assigning a batch record review, scheduling a cleanroom operator, or routing a deviation investigation.
A4.If the person responsible for a critical process is unavailable for 3 working days — what happens?*
Think of a real scenario: illness, sudden resignation, emergency leave. Describe what happens in practice, not the ideal.
Which processes are most vulnerable in this scenario?
A5.How is cross-departmental coordination handled for a critical process?*
Example: QA to Production to Supply Chain for batch release. How does information move between them?
Block B — Quality Control & Data Verification
B1.For each department: beyond the reviews your regulations require, what share of records gets an extra manual check before it is final?*
Required reviews, such as QA review of the executed batch record or second-person verification, do not count. Count checks on top of them: a colleague re-reading a record, a manager comparing it with the source, a record sent back and checked again. Select only departments relevant to your organisation.
B2.How does your team typically find out about a problem in a process?*
Parameter out of range, missed deadline, data error, production deviation — how does information reach the right people?
B3.How long does it take to close a typical incident or deviation, from detection to closure in the system?*
GMP: deviation investigation, not counting linked CAPA. Clinical: protocol deviation. Logistics: temperature excursion investigation. Think of the typical case, not the best one.
What most commonly causes the delay?
B4.In the past 12 months — how often did errors caused by human factors occur when handling data or documents?*
Examples: incorrect entry in batch record, wrong data copied between systems, missed signature, mislabelled sample, duplicate record created.
Most typical consequences:
Selecting this sets your result to Critical, whatever your other answers.
B5.Are there documented SLAs — timeframes — for closing critical operations?*
For example: deviation must close within 30 days, batch record within 48 hours of production completion.
Block C — Routine Work & Cognitive Load
C1.Select a department and a specific task to evaluate in detail
We assess one concrete process, not the entire company. Choose the most representative task from your area of responsibility.
C2.How many separate systems, files or sources does a person need to access to complete this task?*
Count each one: ERP, QMS, LIMS, an Excel file, a paper log, an email thread with data, a shared folder. Every source requiring switching is cognitive overhead.
4 sources
C3.What proportion of data is transferred between systems manually?*
Manual transfer means copy-paste, retyping, transcribing from one form into another.
C4.On average, how many hours a week does one person in this team spend moving data between systems by hand and assembling reports?*
Copy-paste, retyping, transcribing, compiling status and batch reports. Think of a typical week, not a peak.
C5.If the volume of this process doubled tomorrow — how would you handle it?*
Think about 2x more batches, patients, documents or samples. "The system handles it" vs "we would hire more people" is the key distinction.
C6.Are there tasks or knowledge areas concentrated in a single person?*
If that person leaves or falls ill, the process would stop or quality would drop sharply. Answer for the process as it runs today.
In which areas is knowledge concentrated?
C7.How is a typical operational report created?*
Consider the most common report your team produces — batch report, QA summary, stability report, clinical study report. Include time spent gathering data, formatting and routing for review.
Industry-Specific KPIs
Select your industry on Step 1 to see industry-specific KPIs here.