The document discusses operational excellence from several perspectives:
- It is defined as a business strategy focused on delivering quality, price, and ease of purchase and service better than competitors.
- Achieving it requires implementing an integrated business execution system with four building blocks: strategy deployment, performance management, process excellence, and high performance work teams.
- Strategy deployment is the process of aligning business strategy with execution, which is often visualized using strategy maps or Hoshin Kanri matrices.
Presenting this set of slides with name - Operational Excellence Powerpoint Presentation Slides. This deck consists of total of twenty five slides. It has PPT slides highlighting important topics of Operational Excellence Powerpoint Presentation Slides. This deck comprises of amazing visuals with thoroughly researched content. Each template is well crafted and designed by our PowerPoint experts. The best part is that these templates are easily customizable. Just click the DOWNLOAD button shown below. Edit the colour, text, font size, add or delete the content as per the requirement. Download this deck now and engage your audience with this ready made presentation.
How to Introduce Operational Excellence in your Organisation?Tina Arora
This presentation will help you present to the management the need and benefits of introducing Operational Excellence as a department in your Organisation.
It can be modified to suit the advocacy in any industry - be it Financial services, BPO, LPO, KPO, Domestic call centres, Manufacturing, Consumer Goods, Retail, etc.
Our roadmap to Operational Excellence highlights the key milestones for implementing an Operational Excellence Management System and a culture of Operational Discipline in order to achieve Operational Excellence. Along the roadmap, you will find links to some of our most popular blog articles. You will need to download the file to access the links.
Presenting this set of slides with name - Operational Excellence Powerpoint Presentation Slides. This deck consists of total of twenty five slides. It has PPT slides highlighting important topics of Operational Excellence Powerpoint Presentation Slides. This deck comprises of amazing visuals with thoroughly researched content. Each template is well crafted and designed by our PowerPoint experts. The best part is that these templates are easily customizable. Just click the DOWNLOAD button shown below. Edit the colour, text, font size, add or delete the content as per the requirement. Download this deck now and engage your audience with this ready made presentation.
How to Introduce Operational Excellence in your Organisation?Tina Arora
This presentation will help you present to the management the need and benefits of introducing Operational Excellence as a department in your Organisation.
It can be modified to suit the advocacy in any industry - be it Financial services, BPO, LPO, KPO, Domestic call centres, Manufacturing, Consumer Goods, Retail, etc.
Our roadmap to Operational Excellence highlights the key milestones for implementing an Operational Excellence Management System and a culture of Operational Discipline in order to achieve Operational Excellence. Along the roadmap, you will find links to some of our most popular blog articles. You will need to download the file to access the links.
Operational Excellence Defined: Is Right For You?Juran Global
“Operational Excellence,” “Performance Excellence,” “Business Excellence” – No matter what you call it, organizations are looking for solutions that yield better outcomes when executing their business plans and strategies. Many organizations do a decent job of designing, defining, and writing their plans to improve performance but very few organizations follow through with those plans and achieve the goals they have established.
Key Topics:
* What is Operational Excellence?
* Decomposing OPEX
* The many roads to Rome: Improving your performance
The An Introduction to Operational Excellence v9.0 presentation is free-of-charge and includes:
1. MS PowerPoint Presentation including 41 slides covering an Introduction to the 4 Building Blocks of Operational Excellence - Strategy Deployment & Hoshin Planning, Performance Management & Balanced Scorecards, Process Excellence & Lean Six Sigma, and High Performance Work Teams.
This says about the basic concepts pertaining to Process Mapping and Value Stream Mapping , as an initiative towards Lean implemntation in Industrial environment.
Lean Six Sigma is a process improvement methodology that relies on a collaborative team effort to improve performance by systematically removing waste, combining Lean and Six Sigma to eliminate the eight kinds of waste
Lean Six Sigma projects comprise aspects of Lean's waste elimination and the Six Sigma focus on reducing defects
Some key points if you are looking to lower costs and increase productivity. This presentation was meant to be a short one hour overview of Process Improvement.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a collection of PowerPoint diagrams and templates used to convey 100 different business excellence frameworks comprising key strategy, marketing, sales, finance, operations, innovation, IT, technology management, leadership, organization, change and HR models.
The latest updates and additions include frameworks such as SHRM Competency Model, ISO 31000:2018 Risk Management, EFQM (2019), ITIL 4, COBIT 2019, PMBOK 6, Data Management Maturity (DMM) Model, IT4IT Reference Architecture (V2.1), TBM Taxonomy (V3.0) and TOGAF Standard (V9.2) among others.
The frameworks are organized into seven categories:
1. Strategy & Organization
2. Finance & Governance
3. Marketing & Sales
4. Operations, Supply Chain Management & Procurement
5. Innovation & Technology Management
6. Leadership, Change & HR
7. IT Management
The world has changed dramatically since LEAN and Six Sigma were popularized in the early 1990′s. Globalization, product proliferation, information technology, intense competition, and an activist regulatory environment have contributed to a rapid rise in complexity. As a result, many companies are finding that LEAN and Six Sigma aren’t delivering the results they expected. In this presentation, delivered by Chris Seifert at APICS 2013, we discuss a new approach that a select few companies are utilizing to achieve Operational Excellence in the face of complexity.
“Lean” is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of Lean
2. Describe the common Lean methods and tools for waste elimination and value creation
3. Describe the key roles in Lean deployment
4. Define the success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Manufacturing
2. Key Concepts of Lean
3. Lean Methods & Tools
4. Lean Roles
5. Sustaining a Lean Culture
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This highly comprehensive presentation with over 470+ slides covers 30 common frameworks, models, methodologies and tools for business process improvement that are being used in manufacturing and service industries and the public sector.
A detailed summary presented in the simple what-why-how format with key concepts and principles are provided for each business process improvement framework.
The frameworks in this deck span across Strategy Deployment, Organization & Governance, Marketing & Sales, Quality Management, Change Management, and Operations.
INCLUDED FRAMEWORKS & METHODOLOGIES:
1. Business Model Canvas
2. Design Thinking
3. Customer Journey Mapping
4. Balanced Scorecard
5. Hoshin Kanri
6. Xerox Benchmarking Model
7. Kano Model
8. Cost of Quality Model
9. Total Quality Management Model
10. Baldrige Excellence Framework
11. EFQM Excellence Model
12. Shingo Model for Operational Excellence
13. ISO 9001:2015 Quality Management System
14. Business Process Reengineering
15. Six Sigma
16. 8D Problem Solving Process
17. 5S Principles
18. Visual Management
19. Kaizen
20. Eight Wastes of Lean
21. Lean Manufacturing System (TPS)
22. Value Stream Mapping
23. PDCA Problem Solving Process
24. Root Cause Analysis (RCA)
25. Standard Work
26. Total Productive Maintenance
27. Gemba Walk
28. Training Within Industry (TWI)
29. ADKAR® Model for Individual Change
30. Kotter’s Change Management Model
The level of detail varies by framework, depending on the nature of the business process improvement model. Examples and templates are provided.
Alternatively, these slides can be used to complement your in-house training materials.
Quality Management System PowerPoint Presentation Slides SlideTeam
Presenting this set of slides with name - Quality Management System PowerPoint Presentation Slides.The stages in this process are Quality Management System, Quality Assurance System, Qms.
This presentation gives a very high-level explanation of what a dashboard should be used for, what type of content it should consider and how it should look to be most effective.
Operational Excellence Defined: Is Right For You?Juran Global
“Operational Excellence,” “Performance Excellence,” “Business Excellence” – No matter what you call it, organizations are looking for solutions that yield better outcomes when executing their business plans and strategies. Many organizations do a decent job of designing, defining, and writing their plans to improve performance but very few organizations follow through with those plans and achieve the goals they have established.
Key Topics:
* What is Operational Excellence?
* Decomposing OPEX
* The many roads to Rome: Improving your performance
The An Introduction to Operational Excellence v9.0 presentation is free-of-charge and includes:
1. MS PowerPoint Presentation including 41 slides covering an Introduction to the 4 Building Blocks of Operational Excellence - Strategy Deployment & Hoshin Planning, Performance Management & Balanced Scorecards, Process Excellence & Lean Six Sigma, and High Performance Work Teams.
This says about the basic concepts pertaining to Process Mapping and Value Stream Mapping , as an initiative towards Lean implemntation in Industrial environment.
Lean Six Sigma is a process improvement methodology that relies on a collaborative team effort to improve performance by systematically removing waste, combining Lean and Six Sigma to eliminate the eight kinds of waste
Lean Six Sigma projects comprise aspects of Lean's waste elimination and the Six Sigma focus on reducing defects
Some key points if you are looking to lower costs and increase productivity. This presentation was meant to be a short one hour overview of Process Improvement.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a collection of PowerPoint diagrams and templates used to convey 100 different business excellence frameworks comprising key strategy, marketing, sales, finance, operations, innovation, IT, technology management, leadership, organization, change and HR models.
The latest updates and additions include frameworks such as SHRM Competency Model, ISO 31000:2018 Risk Management, EFQM (2019), ITIL 4, COBIT 2019, PMBOK 6, Data Management Maturity (DMM) Model, IT4IT Reference Architecture (V2.1), TBM Taxonomy (V3.0) and TOGAF Standard (V9.2) among others.
The frameworks are organized into seven categories:
1. Strategy & Organization
2. Finance & Governance
3. Marketing & Sales
4. Operations, Supply Chain Management & Procurement
5. Innovation & Technology Management
6. Leadership, Change & HR
7. IT Management
The world has changed dramatically since LEAN and Six Sigma were popularized in the early 1990′s. Globalization, product proliferation, information technology, intense competition, and an activist regulatory environment have contributed to a rapid rise in complexity. As a result, many companies are finding that LEAN and Six Sigma aren’t delivering the results they expected. In this presentation, delivered by Chris Seifert at APICS 2013, we discuss a new approach that a select few companies are utilizing to achieve Operational Excellence in the face of complexity.
“Lean” is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of Lean
2. Describe the common Lean methods and tools for waste elimination and value creation
3. Describe the key roles in Lean deployment
4. Define the success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Manufacturing
2. Key Concepts of Lean
3. Lean Methods & Tools
4. Lean Roles
5. Sustaining a Lean Culture
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This highly comprehensive presentation with over 470+ slides covers 30 common frameworks, models, methodologies and tools for business process improvement that are being used in manufacturing and service industries and the public sector.
A detailed summary presented in the simple what-why-how format with key concepts and principles are provided for each business process improvement framework.
The frameworks in this deck span across Strategy Deployment, Organization & Governance, Marketing & Sales, Quality Management, Change Management, and Operations.
INCLUDED FRAMEWORKS & METHODOLOGIES:
1. Business Model Canvas
2. Design Thinking
3. Customer Journey Mapping
4. Balanced Scorecard
5. Hoshin Kanri
6. Xerox Benchmarking Model
7. Kano Model
8. Cost of Quality Model
9. Total Quality Management Model
10. Baldrige Excellence Framework
11. EFQM Excellence Model
12. Shingo Model for Operational Excellence
13. ISO 9001:2015 Quality Management System
14. Business Process Reengineering
15. Six Sigma
16. 8D Problem Solving Process
17. 5S Principles
18. Visual Management
19. Kaizen
20. Eight Wastes of Lean
21. Lean Manufacturing System (TPS)
22. Value Stream Mapping
23. PDCA Problem Solving Process
24. Root Cause Analysis (RCA)
25. Standard Work
26. Total Productive Maintenance
27. Gemba Walk
28. Training Within Industry (TWI)
29. ADKAR® Model for Individual Change
30. Kotter’s Change Management Model
The level of detail varies by framework, depending on the nature of the business process improvement model. Examples and templates are provided.
Alternatively, these slides can be used to complement your in-house training materials.
Quality Management System PowerPoint Presentation Slides SlideTeam
Presenting this set of slides with name - Quality Management System PowerPoint Presentation Slides.The stages in this process are Quality Management System, Quality Assurance System, Qms.
This presentation gives a very high-level explanation of what a dashboard should be used for, what type of content it should consider and how it should look to be most effective.
Goal setting is both art and science. Goals should inspire, stretch and engage our teams; metrics should make it clear when goals are achieved. More importantly, they are an essential management and leadership tool: if your team doesn't know the goal, there is little chance they will achieve it! But defining goals that motivate, establishing clear metrics for success and keeping the team centered on achievement are the most difficult of management tasks.
7 reasons why your plan will fail (and what to do about it)Hugh Culver
Learn the seven reasons why most business plans fail and what to avoid. Author, speaker, and professional facilitator, Hugh Culver shares powerful questions to ask yourself to avoid these mistakes. You will also get a proven one-page business plan template to use for your next plan (or to replace the one you just made).
Focus HR management efforts on maximizing personnel transactions and service effectiveness including reduction in personnel spending thus increasing HR team’s service orientation and response time to business needs
Slide presentation of goal-setting information gained from trips taken to the Olympic Training Center in Colorado Springs, CO. How do you set goals? How do you achieve goals? What do you do after you achieve those goals?
Goal setting is a common practice in organizations and can lead to improved performance and productivity. But many companies struggle to properly execute the goal setting process. Here are 5 tips to help you set and achieve goals.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/what-is-operational-excellence/
Perfection is not attainable, but if we chase perfection we can catch excellence. – Vince Lombardi
In “ The Discipline of Market Leaders – Choose your Customers, Narrow your Focus, Dominate your Market, ” Michael Treacy and Fred Wiersema describe three distinct value propositions or disciplines an organization can choose to compete in their market or industry– Operational Excellence , Product Leadership , and Customer Intimacy .
Market leaders choose to excel in delivering extraordinary levels of one of these three value propositions, while maintaining competitive standards in the other disciplines.
Based on Treacy’s and Wiersema’s findings, market leaders will not pursue a diffused business strategy across two or even all three disciplines, but will continually focus on their organizational design, processes, technology, and competencies to improve the one particular value discipline that they want to provide to their Customers better than anyone else.
Organizations pursuing an Operational Excellence differentiation strategy are able to deliver a combination of quality, price, and ease of purchase and service that no other organization in their market or industry can match.
Achieving Operational Excellence requires the successful implementation of a Business Execution System that effectively and seamlessly integrates the following four building blocks: Strategy Deployment , Performance Management , Process Excellence , and High Performance Work Teams .
First, Operational Excellence organizations follow a well defined Strategy and Operational Planning & Deployment Process that ensures collaboration and alignment among the different parts of the organization and effectively links strategic and operational objectives, initiatives and execution. Strategy Mapping and Hoshin Planning provide this systematic and collaborative planning, execution, and review process.
Getting Success with Business Hierarchy of needs, and a Culture of Strategic ...Jim Gitney
The next step of the Business Hierarchy of Needs®is to build a team that could help retain those customers. A new business will aim to get some cash and customers, and begin creating a great marketing strategy to move forward.
4 Constraints Strategy Canvas–challenges the team to assess the organization’s track record to-date for how each of the 4 constraints is affecting the organization and where we stand in each of these constraints. Through debate and discussion, the team seeks to develop a graphic representation of the current state regarding the degree to which each of 4 constraints is focused on during the launch and implementation of a major change initiative
Webinar: The Balanced Scorecard What Does It Mean And How To Implement ItAli Zeeshan
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/4RQF-oUMgcw or watch the video at end of the slide
This webinar is designed as a practical guide to using the Balanced Scorecard.
The Balanced Scorecard is a system used extensively in business and industry, government, and non-profit organisations worldwide to align business activities to the vision and strategy of the organisation, improve internal and external communications, and monitor organisation
performance against strategic goals.
The Balanced Scorecard was originated by Drs Robert Kaplan (Harvard Business School) and David Norton as a framework to help managers consider both financial and non-financial aspects of their business and design performance metrics around them.
While the phrase Balanced Scorecard was coined in the early 1990s, the roots of this type of approach are deep, and include the pioneering work of General Electric on performance measurement reporting in the 1950s and the work of French process engineers (who created the Tableau
de Bord – literally, a "dashboard" of performance measures) in the early part of the 20th century.
About the Presenter:
Ian has over 30 years of business experience ranging from senior management positions, in such companies as Ericsson to founding and selling his own companies. Ian designs and delivers training programmes globally with particular attention to the GCC nations. He works in many
fields including both accredited and non-accredited courses.
Ian divides his time equally between the Middle East and the UK. In the UK, Ian is a lead professor at London Met University and the University of West London specialising in working with students to gain their membership to the Chartered Institute of Procurement and Supply.
Employee Engagement and Customer Experiences - How are they related?Dr. Janne Ohtonen
This presentation discusses how employee engagement and customer experiences are related to each others. Please share your views, comments and experiences also!
Unfortunately, change management failure is still all too common, but usually the causes are predictable. The most common reasons for the failures of change projects include lack of executive support, incapable project management, incomplete change requirements and mismanaging or not setting expectations of stakeholders. Here are three tips that will help you to make sure that these common ailments don’t affect your change projects.
The customer of the future is already here! How prepared are you? This presentations gives a future prediction on how customer experience will affect business in near future. Connect with me to make plans on how to ensure success in this volatile world!
Connect with me in LinkedIn: http://linkedin.com/in/janneohtonen
This presentation shows some basic concepts related to customer centric stakeholder management. Have you ever thought doing it from that perspective? Using these ideas you can make stakeholder management easier and more effective. Do not hesitate to contact me for more details!
Connect with me in LinkedIn: http://linkedin.com/in/janneohtonen
Starting a Business Process Management project and choosing the right BPMS system can be a quite tricky thing to do, especially if your organisation does not have experience on it. There are several ways to start BPM projects and there are many methods available to choose from. Here are some questions that you can ask when thinking about starting a BPM project. You can read my articles on Customer Experience Management - CEM and Business Process Management - BPM here: http://bit.ly/H4drSe
Connect with me in LinkedIn: http://linkedin.com/in/janneohtonen
Creating customer centric culture for your organisationDr. Janne Ohtonen
This presentations shows you how you can create a customer centric culture into your organisation. All techniques presented here are proven to work in organisations all over the world. Do not hesitate to contact me for a discussion on how to implement it in your organisation.
Connect with me in LinkedIn: http://linkedin.com/in/janneohtonen
Creating customer centric culture for your organisation
Operational-Excellence
1. An
Introduc+on
to
Opera+onal
Excellence
“We
are
what
we
repeatedly
do.
Excellence,
then,
is
not
an
act,
but
a
habit.”
–Aristotle
2. Top 10 CEO Challenges & Priorities
E
E
E
E
E
E
3. Opera+onal
Excellence
–
A
Philosophy
A Philosophy: Operational Excellence is a philosophy of leadership, teamwork
and problem solving resulting in continuous improvement throughout the
organization by focusing on the needs of the customer, empowering
employees, and optimizing existing activities in the process.
4. Opera+onal
Excellence
–
An
Approach
A Value Stream Management Approach: Operational Excellence is when each
and every employee can see the flow of value to the customer, and fix that flow
before it breaks down.
5. Opera+onal
Excellence
–
A
Model
A Process Excellence Model: The Shingo Model
The Shingo model is comprised of two elements: the house and the diamond.
The diamond represents the transformation process for embedding the principles
of operational excellence into the organizational culture.
The house details the principles of operational excellence and the power of
balancing effort across all the dimensions.
6. Opera+onal
Excellence
–
A
“Checklist”
A
“Checklist”:
Oliver
Wight
Class
A
Checklist
for
Business
Excellence
There
are
nine
chapters
describing
latest
prac+cal
and
proven
best
prac+ces.
Implementa+on
follows
the
“Proven
Path
Methodology”.
These
support
five
further
chapters
that
address
the
prime
processes
in
most
organiza+ons:
Products
&
Services,
Demand,
Supply
Chain,
Internal
Supply,
and
External
Sourcing.
The
Oliver
Wight
Class
A
Checklist
is
aimed
so
that
organiza+ons
can
see
for
themselves
what
"excellence"
is
and
what
they
have
to
do
to
be
excellent.
Its
scoring
method
allows
organiza+ons
to
visualize
and
measure
progress
toward
excellence
in
every
part
of
the
business.
The
four
priority
chapters
describing
the
processes
and
prac+ces
that
enable
the
whole
business
to
be
excellent:
Ø Strategic
Planning
Ø Managing
and
Leading
People
Ø Driving
Business
Improvement
Ø Integrated
Business
Planning
7. Various
approaches,
frameworks
and
models
exist
that
are
presented
under
the
term
Opera+onal
Excellence.
What
is
Opera+onal
Excellence?
8. Opera+onal
Excellence
–
A
Defini+on
A
Business
Strategy:
In
"The
Discipline
of
Market
Leaders“
(1995),
Michael
Treacy
and
Fred
Wiersema
describe
three
dis+nct
value
proposi+ons
or
disciplines:
Product
Leadership,
Customer
InImacy
and
OperaIonal
Excellence.
Market
leaders
choose
to
excel
in
delivering
extraordinary
levels
of
one
of
these
three
value
proposi+ons,
while
maintaining
reasonable
standards
in
the
other
disciplines.
Market leaders will not pursue a diffused business strategy
across two or even all three disciplines, but will continually focus
on their organizational design, processes, technology and
competencies to improve the one particular value discipline that
they want to provide to their Customers better than anyone else.
Organizations pursuing an Operational Excellence strategy,
strive to deliver a combination of quality, price, and ease of
purchase and service that no other organization in their market
or industry can match.
9. What
is
Opera+onal
Excellence?
Achieving
Opera+onal
Excellence
requires
the
successful
implementa+on
of
a
integrated
Business
ExecuIon
System
that
effec+vely
and
seamlessly
integrates
the
following
four
building
blocks:
Strategy
Deployment,
Performance
Management,
Process
Excellence,
and
High
Performance
Work
Teams.
Strategy or Policy Deployment
is the process that aligns and
links business strategy and
execution.
Performance Management is
the process that translates
strategic initiatives into
measurable objectives and
goals.
Operational Excellence can
be achieved and sustained
with the right attitude, the
right mindset, and the right
competencies.
Well designed, efficient, and
effective Management, Value
Chain, and Support Processes
are necessary to deliver world-
class results.
Strategy
Deployment
Performance
Management
High
Performance
Work
Teams
Process
Excellence
Opera+onal
Excellence
Business
Execu+on
System
10. What
is
Opera+onal
Excellence?
Achieving
Opera+onal
Excellence
requires
the
successful
implementa+on
of
a
integrated
Business
ExecuIon
System
that
effec+vely
and
seamlessly
integrates
the
following
four
building
blocks:
Strategy
Deployment,
Performance
Management,
Process
Excellence,
and
High
Performance
Work
Teams.
Strategy or Policy Deployment
is the process that aligns and
links business strategy and
execution.
Strategy
Deployment
Performance
Management
High
Performance
Work
Teams
Process
Excellence
Opera+onal
Excellence
Business
Execu+on
System
11. “People
and
their
managers
are
working
so
hard
to
be
sure
things
are
done
right,
that
they
hardly
have
9me
to
decide
if
they
are
doing
the
right
things.”
Stephen
R.
Covey
12. Opera+onal
Excellence
–
Strategy
Deployment
Ø Only
5%
of
the
workforce
understands
their
company
strategy.
Ø Only
25%
of
managers
have
incen+ves
linked
to
strategy.
Ø 60%
of
organiza+ons
don’t
link
budgets
to
strategy.
Ø 86%
of
execu+ve
teams
spend
less
than
one
hour
per
month
discussing
strategy.
Source:
Balanced
Scorecard
Collabora=ve
Strategy is an expression of what an organization intents to do to get from a
current state to a future state. Strategy is often expressed in terms of a vision
statement, objectives, goals, and initiatives.
13.
14. Opera+onal
Excellence
–
Strategy
Deployment
Process
Phase III – Strategic Vision Elements
Phase IV – Strategic Breakthrough Objectives
Phase II – Current State Analysis (CSA)
Phase I – Organize the Process
Phase V – Strategic Initiatives & Tactics
Phase VI – Strategy Implementation & Review
15. Opera+onal
Excellence
–
Strategy
Deployment
Process
Once you have completed the strategic grid, go back and make sure everything fits with your overall
strategy. A set of strategic grids should provide the strategic model for running the business, outlining the
specifics of the strategy. All stakeholders should be able to look at the grids and follow the flow of the
organization’s strategy.
Strategy Maps or Strategic Grids:
Strategic
Focus
Area:
Increase
Shareholder
Value
Financials
Revenue
Growth
of
20%
by
2014
Customers
Acquire
More
Customers
Become
the
Price
Leader
Internal
Processes
Improve
Opera+onal
Efficiency
Cost
Reduc+on
Program
Knowledge
Based
System
Reduce
Non-‐Core
Ac+vi+es
Learning
&
Growth
Training
–
Lean
Six
Sigma
Program
Database
Network
on
Opera+onal
Performance
Re-‐Align
Organiza+on
with
Core
Competencies
Dimensions
or
PerspecIves
16. Opera+onal
Excellence
–
Strategy
Deployment
Process
The
Hoshin
X-‐Matrix
is
a
tool
that
visualizes
an
organiza+on’s
Ø strategic
objec+ves,
Ø strategic
ini+a+ves,
Ø key
performance
indicators,
Ø key
projects
&
ac+on
items,
and
Ø human
resources
requirements
in
one
simple
matrix.
The Hoshin X-Matrix enables an organization to easily review the alignment of its
strategic objectives, strategic initiatives, key performance indicators, key action items and
human resources.
The Hoshin X-Matrix, if used properly, improves the likelihood of a successful execution of
the strategic plan.
17. Opera+onal
Excellence
–
Strategy
Deployment
Process
7. …
x 6. Initiate RFQ Process for Customer Service x x
x x 5. Implement reliability program for new products x x x x
x x 4. Establish LSS Black Belt project for return drivers x x x x
x 3. Establish & train order-to-cash process team x
x 2. Identify Lean Six Sigma consulting company x x
x 1. Define Lean Six Sigma Program x x x
QualityManager
SystemTestManager
SystemsEngineeringManager
CustomerSupportManager
…
x $15M in annualized cost savings in 2012 x x x x x
x Order-to-Cash cycle time reduction of 25% x x
x DSO reduction from 90 days to 45 days x x
x x Return Rate reduction from 15% to less than 8% x x x
…
Rev: <Rev#> Revised: <Date> Author: <Name> Status: Draft - Not Released
4.…
3.ImproveNetPromoterScoreto+50%
2.ReduceDSOfrom90daystolessthan45
days
1.ReduceOperatingCostsby15%
1.ImplementaLeanSixSigmaProgram
2.Map&streamlineorder-to-cashprocess
Resource Planning
Operational Excellence Consulting Strategy Deployment Matrix 2012
3.ResolveTOP3productreturndrivers
4.Improveproductverificationandvalidation
5.OutsourceCustomerServicefunction
6.…
Measures & Targets
Action Items
StrategicInitiatives
StrategicObjectives
Measures & Targets
Action Items
StrategicInitiatives
StrategicObjectives
Organization’s
Strategic
Objectives &
Goals
Organization’s Key
Performance Indicator
(Balanced Scorecard)
Organization’s
Strategic Initiatives &
Tactics
Organization’s Tactical
Projects & Action
Items
Organization’s Human
Resource Allocation
18. Opera+onal
Excellence
–
Strategy
Deployment
“I sure wish I’d done a be1er job of
communicating with GM people. I’d do that
differently a second time around and make
sure they understand and shared my vision for
the company. Then they would know why I was
tearing the place up, taking out whole divisions, changing our whole
production stCDctDre . . . I never got this across.”
Roger Smith, CEO of General Motors (1981 - 1990)
19. Strategy
Planning
&
Deployment
–
Resources
Ackoff,
R.L.
–
A
Concept
of
Corporate
Planning
(New
York,
New
York:
Wiley,
1970)
Collem,
Joseph
F.
–
A
Field
Guide
to
Focused
Planning:
Hoshin
Kanri
-‐
American
Style
(The
Woodledge
Group,
1995)
Cowley,
Michael
and
Domb,
Ellen
–
Beyond
Strategic
Vision:
Effec=ve
Corporate
Ac=on
with
Hoshin
Planning
(Burlington,
Massachuseos:
Buoerworth-‐Heinemann,
1997)
Treacy,
Michael
and
Wiersema,
Fred
-‐
The
Discipline
of
Market
Leaders:
Choose
Your
Customers,
Narrow
Your
Focus,
Dominate
Your
Market
(New
York,
New
York:
HarperCollins
Publishers,
1995)
To
learn
more
about
our
proven
OperaIonal
Excellence
Strategy
Planning
&
Deployment
SoluIon,
review
our
“OperaIonal
Excellence
Strategy
Planning
and
Deployment
Training
Module”.
20. What
is
Opera+onal
Excellence?
Achieving
Opera+onal
Excellence
requires
the
successful
implementa+on
of
a
integrated
Business
ExecuIon
System
that
effec+vely
and
seamlessly
integrates
the
following
four
building
blocks:
Strategy
Deployment,
Performance
Management,
Process
Excellence,
and
High
Performance
Work
Teams.
Strategy or Policy Deployment
is the process that aligns and
links business strategy and
execution.
Performance Management is
the process that translates
strategic initiatives into
measurable objectives and
goals.
Strategy
Deployment
Performance
Management
High
Performance
Work
Teams
Process
Excellence
Opera+onal
Excellence
Business
Execu+on
System
21. “Tell
me
how
you
will
measure
me,
and
then
I
will
tell
you
how
I
will
behave.
If
you
measure
me
in
an
illogical
way,
don’t
complain
about
illogical
behavior.”
Eli
GoldraR
–
“The
Goal”
22. Opera+onal
Excellence
–
Performance
Management
“Balanced Scorecards tell you the knowledge, skills and systems that
your employees will need (lear:ing and g;owth) to innovate and build
the right st;ategic capabilities and efficiencies (inter:al processes) that
deliver specific value to the market (customer) which will eventAally lead
to higher shareholder value (financial).”
“Having Trouble with Your Strategy? Then Map It.”
by Robert S. Kaplan and David P. Norton - Harvard Business Review
23. Ø Help the management team focus on the execution of their business
strategy
Ø Focus and align an organization towards common goals and objectives
Ø Enable an organization to understand the relationship between measures
and performance
Ø Improve communication of organizational priorities across an organization
Ø Help employees to understand and focus on organizational priorities and
realize relevant results
Ø Reduce the number of metrics to the few vital key performance indicators
Ø Strengthen and formalizing the project selection process to focus on key
capabilities and enablers
Opera+onal
Excellence
–
Performance
Management
Benefits
of
developing
&
deploying
Balanced
Scorecards
in
an
organiza+on
include:
24. Opera+onal
Excellence
–
Performance
Management
FINANCIALS
How do you want to look to your shareholders? -
Indicators focus on whether your strategic and
operational plan contributes to your top-line,
bottom-line and/or market share.
CUSTOMERS
How do you want to look to your Customers? -
Indicators focus on the specific measures that
matter the most to your Customers.
INTERNAL BUSINESS PROCESSES
At which internal processes and capabilities do
you want to excel? - Indicators focus on internal
operations that enable Customer satisfaction,
growth and profitability.
LEARNING AND GROWTH
What skills and competencies do you need to
implement your strategic and operational plan? -
Indicators focus on your organization’s ability to
innovate, improve and execute.
Objectives Indicators Targets Projects
Objectives Indicators Targets Projects
Objectives Indicators Targets Projects
Objectives Indicators Targets Projects
Vision
&
Strategy
25. Opera+onal
Excellence
–
Performance
Management
Process
Phase
I
-‐
Strategic
FoundaIon
Step
1:
Strategic
Alignment
Step
2:
Key
Strategic
Focus
Areas
&
Objec+ves
Step
3:
Strategic
Grid
&
Model
Phase II - Three Critical Components
Step 4: Key Performance Indicators
Step 5: Goals & Targets
Step 6: Initiatives & Programs
Phase III – Deployment Process
Step 7: Integrate
Step 8: Cascade
Step 9: Manage
Balanced Scorecard Development & Deployment Process
26. Opera+onal
Excellence
–
Performance
Management
Strategic
Focus
Area:
Increase
Shareholder
Value
Financials
Revenue
Growth
of
20%
by
2014
Customers
Acquire
More
Customers
Become
the
Price
Leader
“Internal”
Processes
Improve
Opera+onal
Efficiency
Cost
Reduc+on
Program
Knowledge
Based
System
Reduce
Non-‐Core
Ac+vi+es
Learning
&
Growth
Training
–
Lean
Six
Sigma
Program
Database
Network
on
Opera+onal
Performance
Re-‐Align
Organiza+on
with
Core
Competencies
For each objective on your strategic grids, you need at least one performance indicator.
Can you have an objective without a performance indicator? Yes, it is possible, but not
having a measurement makes it difficult to manage the objective. It’s best to revisit this
objective and ask the question: Why is this an objective?
Dimensions
or
PerspecIves
27. Opera+onal
Excellence
–
Performance
Management
From: January 2010
ORGANIZATION: TBD Until: December 2010
Current Month: TBD 2010
KPI
KPI Name
(Unit)
KPI First Name
Champion Last Name
10 STRETCH
9
8
7 GOAL
6
5
4
3 BASE
2
1
0 ZERO
WEIGHT 0
2010 TOTAL SCORE
JANUARY
FEBRUARY
MARCH
APRIL
MAY
JUNE
JULY
AUGUST
SEPTEMBER
OCTOBER
NOVEMBER
DECEMBER
CURRENT SCORE 3 4 7 2 3 5 6 9
Stretch 2010 1000
Goal 2010 700
Base 2009 300
Actual 0
TOTAL
ORGANIZATION
OPERATIONAL EXCELLENCE BALANCED SCORECARD
FINANCIALS CUSTOMERS PROCESSES
RESULTS
1 2
5 7
4
12
11
8
9
3
6
10
For
each
strategic
objec+ve
on
your
strategic
grid,
you
need
at
least
one
performance
indicator.
Can
you
have
an
objec+ve
without
a
performance
indicator?
Yes,
it
is
possible,
but
not
having
a
measurement
makes
it
difficult
to
manage
the
objec+ve.
It’s
best
to
revisit
this
objec+ve
and
ask
the
ques+on:
Why
is
this
an
objec+ve?
28. Performance
Management
–
Resources
Chang, Richard Y., and Morgan, Mark W. – Performance Scorecards: Measuring
the Right Things in the Real World (New York, New York: John Wiley Sons Inc.,
2000)
Kaplan, R.S. and Norton, D.P. – The Balanced Scorecard (Cambridge,
Massachusetts: Harvard Business School Press, 1996)
Kaplan, R.S. and Norton, D.P. – Putting the Balanced Scorecard to Work (Harvard
Business Review, September/October 1993)
Kaplan, R.S. and Norton, D.P. – Balanced Scorecard: Translating Strategy into
Action (Cambridge, Massachusetts: Harvard Business School Press, 1996)
To
learn
more
about
our
proven
OperaIonal
Excellence
Balanced
Scorecard
SoluIon,
review
our
“OperaIonal
Excellence
Balanced
Scorecard
Deployment
Training
Module”.
29. What
is
Opera+onal
Excellence?
Achieving
Opera+onal
Excellence
requires
the
successful
implementa+on
of
a
integrated
Business
ExecuIon
System
that
effec+vely
and
seamlessly
integrates
the
following
four
building
blocks:
Strategy
Deployment,
Performance
Management,
Process
Excellence,
and
High
Performance
Work
Teams.
Strategy or Policy Deployment
is the process that aligns and
links business strategy and
execution.
Performance Management is
the process that translates
strategic initiatives into
measurable objectives and
goals.
Well designed, efficient, and
effective Management, Value
Chain, and Support Processes
are necessary to deliver world-
class results.
Strategy
Deployment
Performance
Management
High
Performance
Work
Teams
Process
Excellence
Opera+onal
Excellence
Business
Execu+on
System
30. Process Input:
Strategic and Annual Operating
Plan (Objectives, Goals, Initiatives)
Process Output:
Exceeding the Plan
Opera+onal
Excellence
–
Process
Excellence
• Clarify big picture using
strategic & operating
plan
• Prioritize projects
based on impact,
value, resources,
timing
• Select key projects
with leadership buy-in
• Check accountability -
business and personal
Select the
Right
Projects
Select and
Train the
Right People
• Ensure the right
leadership and
ownership
• Select the right team
leader & team
• Develop a training
plan
• Dedicate time for
training & application
• Ensure the right
support resources
are available
Develop and
Implement
Improvement
Plans
• Utilize the right
improvement
methodology for
the right project
Manage for
Excellence in
Execution
• Stay focused
• Frequently review
progress and remove
barriers
• Check real business
impact
• Continuously
communicate
progress
• Link to performance
management and
R&R
Sustain the
Gains
• Implement effective
control plans
• Conduct regular
training focused on the
process
• Review the system
effectiveness at least
quarterly
• Continually identify and
launch new projects
based on strategic &
operating plan
32. 10
9
8
7
6
5
4
3
2
1
0
0 1 2 3 4 5 6 7 8 9 10
EFFORT
IMPACT Opera+onal
Excellence
–
Process
Excellence
Size of the Ball = Size of the Risk
1
2
3
4 5
33. Opera+onal
Excellence
–
Process
Excellence
State
of
Michigan
Department
of
Management
and
Budget
(DMB)
Coordinator
Kathe
Carter:
"Our
management
team
evaluates
poten=al
new
programs/ini=a=ves
by
seeing
how
they
fit
in
with
our
strategy.
In
the
past
we
would
con9nue
stacking
new
projects
on
everyone's
plates,
but
now
if
it
doesn't
fit
with
our
strategy
we
don't
do
it."
Just
as
important
for
the
DMB
is
that
"whenever
a
new
project
or
ini=a=ve
is
proposed,
our
people
ask
'how
does
this
fit
in
with
our
strategy
map
/scorecard?'
They
feel
that
this
connec=on
a]aches
a
higher
level
of
importance
to
the
ini=a=ve."
34. Opera+onal
Excellence
–
Process
Excellence
SystemaIc,
ScienIfic
&
Disciplined
Problem
Solving
Process
Development,
Improvement
&
Management
Lean
Methodology
5. Pursuit
Perfection
2. Map Value
Stream
3. Create
Flow
4. Establish
Pull
1. Define
ValueLean
Principles
Six
Sigma
Methodology
BPI
7
8
D
35. Opera+onal
Excellence
–
Process
Excellence
Process
Excellence
Lean
is about creating flow and
identifying & eliminating waste in
a process or value stream.
Six Sigma
is about understanding and
eliminating variation in a process
or value stream.
CIAM
Project Management
D
36. Process
Excellence
–
Resources
Breyfogle, Forrest W. III – Implementing Six Sigma: Smarter Solutions Using
Statistical Methods (New York, New York: John Wiley & Sons Inc., 1999)
George, Mark O. - The Lean Six Sigma Guide to Doing More with Less
(Hoboken, New Jersey: John Wiley & Sons, Inc., 2010)
Ohno, Taiichi - Toyota Production System (New York, New York: Productivity
Press, 1988)
Rother, Mike and Shook, John - Learning to See - Value-Stream Mapping to
create Value and eliminate Muda (Cambridge, Massachusetts: Lean Enterprise
Institute, 2009)
Womack, James P. and Jones, Daniel T. - Lean Thinking (Free Press, 2003)
To learn more about our proven Operational Excellence Process Excellence
Solutions, review our various “Operational Excellence Process Management,
Lean Management, Six Sigma Methodology & 8D Problem Solving Training
Module”.
37. What
is
Opera+onal
Excellence?
Achieving
Opera+onal
Excellence
requires
the
successful
implementa+on
of
a
integrated
Business
ExecuIon
System
that
effec+vely
and
seamlessly
integrates
the
following
four
building
blocks:
Strategy
Deployment,
Performance
Management,
Process
Excellence,
and
High
Performance
Work
Teams.
Strategy or Policy Deployment
is the process that aligns and
links business strategy and
execution.
Performance Management is
the process that translates
strategic initiatives into
measurable objectives and
goals.
Operational Excellence can
be achieved and sustained
with the right attitude, the
right mindset, and the right
competencies.
Well designed, efficient, and
effective Management, Value
Chain, and Support Processes
are necessary to deliver world-
class results.
Strategy
Deployment
Performance
Management
High
Performance
Work
Teams
Process
Excellence
Opera+onal
Excellence
Business
Execu+on
System
38. “The
rate
at
which
organiza9ons
learn
may
soon
become
the
only
sustainable
source
of
compe99ve
advantage.”
Peter
Senge
“The
thing
I
have
learned
at
IBM
is
that
culture
is
everything.”
Louis
V.
Gerstner,
Jr.
39. Opera+onal
Excellence
can
and
can
only
be
achieved
and
sustained
with
the
right
amtude,
the
right
mindset,
and
the
right
competencies.
Empowerment
=
f
(Authority,
Resources,
Informa+on,
Accountability)
Low
High
The
Empowerment
ConInuum
Selected
Employee
Input
Ongoing
Employee
Taskforces
High
Performance
Work
Teams
Opera+onal
Excellence
–
High
Performance
Work
Teams
Empowerment
=
0,
if
Authority
or
Resources
or
Informa+on
or
Accountability
=
0
40. Opera+onal
Excellence
–
High
Performance
Work
Teams
In their book Gung Ho ! – Turn on the People in any
Organization, Ken Blanchard and Sheldon Bowles describe
three distinctive phase of transforming a traditional
organization to an organization based on high performance
work team.
Spirit of the Squirrel Way of the Beaver Gift of the Goose
41. Opera+onal
Excellence
–
High
Performance
Work
Teams
Spirit of the Squirrel
WORTHWHILE WORK
1. Knowing we make the world a better place.
2. Everyone works toward a shared goal.
3. Values guide plans, decisions, and actions.
42. Opera+onal
Excellence
–
High
Performance
Work
Teams
Way of the Beaver
IN CONTROL OF ACHIEVING THE GOAL
1. A playing field with clearly marked territory.
2. Thoughts, feelings, needs, and dreams are
respected, listened to, and acted upon.
3. Able but challenging.
43. Opera+onal
Excellence
–
High
Performance
Work
Teams
Gift of the Goose
CHEERING OTHERS ON
1. Active or passive, congratulations must be TRUE.
2. No score, no game, and cheer the progress.
3. E = m · c2 – Enthusiasm equals mission times
cash and congratulations.
44. Opera+onal
Excellence
–
High
Performance
Work
Teams
While an organization transitions from a more traditional “top-down”
organization to an organization build around high performance work
teams, the role of a supervisor or manager changes to the role of a leader
and coach, with six distinctive capabilities.
Leader ≠ Supervisor
Coach
Facilitator
Result
Catalyst
Living
Example
Business
Analyzer
Barrier
Buster
45. High
Performance
Work
Teams
–
Resources
Blanchard, Ken and Bowles, Sheldon – Gung Ho ! – Turn on the People in any
Organization (New York, New York: William Morrow and Company, Inc. 1998)
Fisher, Kimball – Leading Self-Directed Work Teams (New York, New York:
McGraw-Hill, 2000)
46. What
is
Opera+onal
Excellence?
Achieving
Opera+onal
Excellence
requires
the
successful
implementa+on
of
a
integrated
Business
ExecuIon
System
that
effec+vely
and
seamlessly
integrates
the
following
four
building
blocks:
Strategy
Deployment,
Performance
Management,
Process
Excellence,
and
High
Performance
Work
Teams.
Strategy or Policy Deployment
is the process that aligns and
links business strategy and
execution.
Performance Management is
the process that translates
strategic initiatives into
measurable objectives and
goals.
Operational Excellence can
be achieved and sustained
with the right attitude, the
right mindset, and the right
competencies.
Well designed, efficient, and
effective Management, Value
Chain, and Support Processes
are necessary to deliver world-
class results.
Strategy
Deployment
Performance
Management
High
Performance
Work
Teams
Process
Excellence
Opera+onal
Excellence
Business
Execu+on
System
47. The
House
of
Opera+onal
Excellence
"The
House
of
Opera+onal
Excellence"
provides
a
high-‐level
framework
for
an
integrated
Business
Execu+on
System
for
Opera+onal
Excellence
organiza+ons.
48. “Perfection is not aFainable, but if we chase perfection we
can catch excellence.”
Vince Lombardi