EON Blog

Many organizations track their key performance indicators (KPIs) using a balanced scorecard approach. The collected feedback gives high-level leaders a way of monitoring the total health of an organization on a regular basis.

We all know that two heads are generally better than one. In the areas of continuous improvement (CI) and operational excellence (OpEx), the collaboration of people working in teams is particularly valuable in driving synergy and delivering better results faster.

Operational excellence (OpEx) can be a mystery for some people. While OpEx doesn’t have a precise definition that is fully transferable from one organization to another, certain approaches for OpEx implementation are defined. The degree to which operational excellence is achieved varies and is not an exact comparison from one team to another, but it can be measured against various auditing checklists.

Most organizations pursuing implementation of continuous improvement (CI) will follow some variant of the Deming Cycle for their CI model:

Plan ➔ Do ➔ Check ➔ Act

• Plan – Identify a problem or opportunity and determine how to approach it
• Do – Take action to address the opportunity, generally on a small scale or pilot effort
• Check – Monitor the results of the action—with data—to assess impact.
• Act – If the change was successful, systematize or expand it. If it was not successful, continue the cycle to pursue an alternate path.
  

It’s best to establish a long-term strategy and stick with it rather than make frequent changes. After all, a strategy change can require additional resources and create confusion for both customers and employees. However, sometimes organizational strategy must change as a result of outside factors. Think of buggy whips after the invention of the car and photographic film after the invention of the digital camera.

I cringe to write bad advice in case someone misreads the headline and follows these suggestions. Oh well, here are Operational Excellence (OpEx) methods and actions people might suggest you follow, but you shouldn’t… Just don’t do it.

“Don’t worry about strategy. Just get started doing something.”

This has a couple kernels of substance; you do want to get engagement quickly and you can get started before every “t” is crossed and every “i” is dotted. However, the essence of the advice is contrary to operational excellence basics. Continuous improvement (CI) efforts must be aligned with strategy and must focus on delivering value. Have the strategy in mind rather than initiating teams willy-nilly just for the sake of saying you’re doing continuous improvement.

No matter where you are in your operational excellence (OpEx) process, it’s worth going back to basics and looking for further opportunities to drive toward perfection. In fact, because the very essence of operational excellence is continuous improvement (CI), you should expect to be constantly learning and continuously growing in your role as an OpEx manager.