A common challenge that OpEx Leaders and Practitioners face in their efforts to generate traction is how to drive workforce accountability for improvement. And there's good reason why broad-based workforce accountability is a tough nut to crack. As I've written before, there's a fundamental tension that exists in virtually every organization, but particularly those that are early, less operationally mature, and therefore highly reactive, between spending time to manage the business vs. improve the business.
The United States men's and women's track and field teams are generally considered to be among the best in the world. Some of the greatest Olympians of all time are US track athletes, including Jim Thorpe, Jesse Owens, Jackie Joyner Kersee, Florence Griffith Joyner, and Carl Lewis.
So it was no surprise heading into the 2008 Olympic Games in Beijing that both the US men's and women's track and field squads were expected to perform well. But things didn't exactly go according to expectations that year. And in order for this year's Rio competitors to prevent history from repeating itself, there are some lessons to take away from those that came before them.
We at EON are privileged to have countless interactions with enterprise executives every year, focused on their successes and challenges in driving operational excellence (OpEx) in their business.
In many cases, these interactions result in a dialogue on what I like to call their “investment thesis,” or their organization’s overall philosophy and approach toward investing in OpEx.
A common response to our questions on investing in OpEx goes something like this...
These days, organizations are more focused than ever before on operational excellence (OpEx); creating the various systems and processes they need in order to achieve sustained improvement in their key performance metrics (KPIs) over time. However, despite a commitment from both the leadership and the workforce, many businesses face difficulties when attempting to deploy the precepts of operational excellence organization-wide.
Tags: Continuous Improvement
Tags: OpEx 101
Tags: Continuous Improvement
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.
Tags: Operational Excellence