1. © 3D Value Group www.3DValueGroup.com
Operational Excellence
• Continuous Improvement Model
• Service Engagement Model
1

2. © 3D Value Group www.3DValueGroup.com
Vision, Mission, Strategy
Vision:
Operational Excellence becomes the way we do business.
Mission:
Enable the organization to deliver value to our students and stakeholders through the
utilization of operational excellence principles, while encouraging innovative approaches
to improving business performance and sustainment of efficient and effective processes.
Strategic Objectives:
 Educate all employees on operational excellence / continuous improvement
concepts and methodologies.
 Shape and support organizational business objectives.
 Identify and scope improvement opportunities.
 Assist leadership in prioritization and resourcing improvement activities.
 Develop continuous improvement resources to maximize effectiveness.
 Assist organization in developing balanced measures to validate results of efforts.

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Operational Excellence Definition
Operational Excellence – Developing a Culture of Continuous
Improvement
 Operational Excellence is an element of organizational leadership
that stresses the application of a variety of principles, systems,
and tools toward the sustainable improvement of key performance
metrics.
 Much of this philosophy is based on earlier continuous
improvement methodologies, such as Lean Enterprise, Six Sigma,
and Scientific Management.
 Lean is centered on preserving value with less resource* and is the cornerstone of OpEx
offerings.
*Value is defined by the customer, not the business
The focus of Operational Excellence goes beyond the
traditional event-based model of improvement
toward a long-term change in organizational culture.

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10 Ways OpEx Can Support
Operational Improvement
1. Develop linkages and communication plans to align improvement projects across the business.
2. Independent assessment of current state that quantifies opportunities for improvement.
3. Development of a systemic business process view of the organization that identifies key inputs, outputs, cross-
functional issues, bottlenecks and constraints, and key performance metrics to measure process value.
4. Train and develop leaders across the organization to promote continuous improvement proven methodology
and build an operational excellence culture.
5. Assist the organization in identification of root causes that affect performance to assure a viable solution that
eliminates the problem.
6. Provide assistance establishing a business case for change that identifies savings opportunities, hidden issues
and risks and the cost of doing nothing.
7. Design or re-engineer processes that deliver optimal value with less resource. Validate sustained improvement
or recommended adjustment.
8. Assist the organization in identifying lower-level performance metrics / leading indicators that roll-up to over-
arching key performance metrics for the organization – providing guidance on where to target improvements.
9. Acts as business analyst to facilitate the discussion between technology and the business to help break down
barriers and/or create and interpret business requirements. A business analyst is a critical role that does not
exist today in the organization.
10. Facilitating transformative design of products and/or processes.

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Continuous Improvement Model
People
2. Identify
Sponsor & Key
Stakeholders
8. Plan
Business
Readiness
12. Celebrate
Team
3. Agreement
to Goals &
Objectives
9. Manage
Transition &
Change
Management
11. Validate
Improvements
Sustained
Process
1. Define the
Problem to
Solve
5. Identify
Opportunities
for
Improvement
7. Develop
Implementation
Plan
4. Assess and
Analyze
Current State
6. Determine
Future State
10.
Implement &
Realize
Improvements
Technology
6a.
Technology
Opportunities
Identified
6b. Document
Needed
Capabilities
6c.
Technology
Improvement
Biz Case