4. • No structured process to
measure project delivery
Performance
• High operational and overhead
costs
• Lack of Project visibility and
actions traceability.
• Ineffective communications
across areas.
6. 6
• Operational excellence is a framework for
businesses to focus on growth and execute
their strategy better than their competitors.
• Operational excellence enables an
organization to do more with the same staff
through better employee engagement and
streamlined processes.
• Operational Excellence is the point at which
every employee can see the flow of value to
the customer and fix the flow before it
breaks down. Kevin Duggan
8. Effective and efficient processes to deliver value.
Tools and techniques for design, improvement and Control.
Mindset and behaviors where everyone wants to and can
be operationally excellent.
Alignment of strategies, priorities, policies ,and decisions
Have you been on a situation like this before? Did you ever go to a rental car you have a booking to find out your reservations was misplaced or the do not have available the type of car you rented? Almost anyone have suffered at least once what it feels to do not have or receive the service that is deserved or as promised. What is the reason of these happened?
There is a term use developed by Kaizen experts called the Voice of the Customers ( VoC)
Between small and medium business are common problem that arises more when you are serving multiple problems at the same some of them are the following:
Are you familiar with any off these situations in your Organization?
Operational excellence refers to achieving a superior level of productivity
in all work processes related to services offered by an enterprise.
Operational Excellence is a state of readiness
Better:
Quality
Processes
User Experience
Value
Faster
a. Service
b. Processing
C. Deivery
Cheaper
a. To processes
b. To user experiences
c. To customers
Companies that succeed in implementing Operational Excellence most like achieve great success.
They focus on customer experience and creating value (from the customer perspective)
“The average employee uses at least 8 apps.
The average number of apps used per employee was fairly consistent across all company segments. Though as companies grow, the average number of apps per company tends to increase...
This indicates that, rather than simply adding seats to apps that are already being used, companies are adding new apps as they grow in size. This is [] a result of specialization, but can be a signal of redundancy or inefficiency creeping in (such as multiple subscriptions for a single app or multiple apps that serve the same purpose).” Diaz, Ariel. 2019 February. blissfully.com/saas-trends/2019-annual.
There are of course Tools , best practices and methodologies that we can use according to the specific needs of the Company projects. Once we perform the assessment and have a strategy session with an Executive or process owners we can recommend the application of a specific course of action.
One specific course of action after performing this can be
Transfer noncore activities to outside vendor or contractors.
Start new projects to transform specific key products/ services ( with outside experts or internal teams)
Focus on activities that gives or reinforce company competitive advantage , that can give you an edge over competitors and the market.
These are the basic steps we recommend and can provide for your Organization.
We do a Survey that include Operational Excellence , Leadership and Change Management with several tests, present results and finding and then create a Roadmap and recommendations for transformation.
Also we can work with you on the Implementation phase to ensure project goals are met.