Ops goals for operations some examples


Published on

Published in: Business, Education
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Ops goals for operations some examples

  1. 1. Goals & Objectives – some examples 1. Assist efforts to re-structure and specifically the Operations organization by headcount management, cost, productivity and change initiatives to improve effectiveness of the new companyAction Plan  Focus on value added Ops systems and programs that provide deliverables and techniques that formulate the planning processes including structure, headcount management and talent acquisition.  Identify and debate best practice and ideas with CHRO that will make a difference in the way people are recruited, staffed and held accountable.  Identify on the job training for Ops with CHRO, so new employees can reach their potential early and quickly on and therefore, contribute fully to the achievement of strategy and business objectives  Monitor and control Ops cost and operational improvements and prepare 15 month operating budget with CFO.  Focus Operation process and systems design and accountability and responsibility in the day-to-day operations.  Develop work procedures. Key role needed; Project Management.  Identify opportunities and new approaches to achieve above objectives by providing appropriate operational transactional and support services (Fleet, Maintenance and Security), such as Workday on-demand- services methodology to deliver strong Ops support performance and results 2. Support and lead the new Ops management in the implementation of the Ops strategy and talent acquisition and talent upgrade.Action Plan  Secure a clear understanding of the expectations and deliverables of the Ops Director level position. There is an opportunity to save costs to economy of scale.  Manage the Operations agenda in terms of the overall business strategy and be actively and vocally supportive of the CEO and liaise with Officers teams as a daily communication function. Build relationship as needed  Review Ops practices, policies, procedures and systems applications in order to assist with streamlining and to ensure understanding and results required.  Identify pervasive procedures that cut across functions that enhance the business to create internal Ops best practices and knowledge base.  Focus on IT systems and process with as priority work in order to institutionalize the systems as a way of doing business.  Define IT systems in terms of the process development cycle and how to measure Ops tasks.
  2. 2.  Focus on documentation and institutionalization, as well as knowledge transfer to Ops team; build teams and lead support activities in order to simplify.  Support continuous improvement opportunities by CEO in terms of project, scope, operational requirements, budgets, timeline and results.  Link Ops initiatives with CEO to ensure integration and efforts are not mutually exclusive.  Support the CHRO’s hiring and training process and ensure capable people are employed and are properly trained and compensated.  Take on a rigorous and focused approach with the CHRO to ensure the new executive salary bands is supported in Ops. 3. Assist the CEO in management and communication efforts and specifically with Operations managementAction Plan  Support CEO in Ops practices and identify key issues by function with specific focus on process improvements  Develop project management planning activities in order to assist in the implementation of systems and programs (i.e. recruitment and staffing, job design, training) with CHRO  Maximize Ops effectiveness by looking for business opportunities to partner with other Officers, specifically CFO.  Support Ops initiatives by leveraging capabilities in Fleet, Maintenance and Safety.  Support CEO in order to resolve Ops issues and manage disagreement and build consensus.  With CFO audit operational process and give feedback in order to ensure quality standards and deliverables and cost management. 4. Drive Ops management team in to support growth.Action Plan  Assist with the transition of resources in order to support activities and develop a proactive plan and consultative approach to resource allocation.  Identify who is on board with strategy in terms of assisting with the change process needed.  Assist CHRO in identify concerns and attitude in the introduction and transition of “new” work methodology.  Implement transition plan activities for Ops including Ops Support management services and provide description of Ops Support transactions to maximize organization effectiveness.  Linking priorities and focus on:
  3. 3. Institutionalizing professional delivery systems and serviceProvide description of systems delivery to maximize effectivenessDeveloping and implementing training policies and programsInstitutionalizing quality and sanitation compliance managementManaging barriers to success by ensuring that people cost aspects areconsidered in Ops departmental in planning activities with CFOPromote and support the value of a team based approach anddirective role of COODefine the operational issues and opportunities and developagreements relating to Ops transactions and processes deliverables totenant partners.