|Product dimensions:||6.00(w) x 9.10(h) x 1.20(d)|
|Age Range:||18 Years|
About the Author
ANDREW MILLER is an operations expert whose clients include the Bank of Nova Scotia, McKesson Canada, 3M Canada, Mount Sinai Hospital, and other world-class institutions. Before starting his firm in 2006, he held senior consulting positions with IBM Business Consulting Services and PricewaterhouseCoopers Consulting.
Read an Excerpt
OPERATIONAL EXCELLENCE IS THE RELENTLESS PURSUIT of doing things better. It is not a destination or a methodology but a mindset that needs to exist across an organization. Operational excellence is not about perfection or performing activities. It is about providing dramatic performance improvements and financial growth.
In my more than 15 years of consulting with some of the world’s best-known organizations, I have seen firsthand how some of these organizations rely on methodologies like Lean and Six
Sigma as they try to work toward operational excellence. I have also seen how such methodologies reliably fail to deliver sustainable results. Operational excellence is about empowering employees to use judgment on the front lines, but often an organization uses methodologies that preclude having to use judgment. The methodology becomes a crutch.
That was why I needed to write Redefining Operational Excellence.
After seeing so many organizations succeed briefly and then fail a and others never succeed at all, I wanted to show how organizations can pursue operational excellence in a new way—one that sheds reliance on methodologies and tools and that focuses instead on good judgment in the best interest of the organization and its customers.
To achieve dramatic results, you must create a different culture for your organization—a culture that questions current operating models and focuses on adding value and optimizing speed.
Redefining Operational Excellence will help you define and implement that culture.
It will show you how a culture of operational excellence helps increase profitability, effectiveness, retention of personnel and customers a engagement, empowerment, innovation, performance, and many other positive effects. It will help you achieve money and performance boosts in areas where organizations don’t normally look.
And it will enable you to determine the optimal speed at which your organization can operate by implementing indicators that measure progress and success, not just activity completion.
We will look at what the most successful companies in the world do to reach heights and achieve results they once thought impossible. Do you ever wonder why companies like Disney, Apple,
3M, BMW, and General Electric continue to achieve tremendous success while others flounder? It’s because they operate better than anyone else does; they find opportunities to increase profitability and performance where no one else looks.
Redefining Operational Excellence brings together strategies for enacting the four components of operation excellence—attracting and retaining top talent, innovating and collaborating, aligning strategy and tactics, and acquiring and keeping the customers you want—and provides insights into the value of optimizing the speed (when to act quickly, when to slow down) at which your organization operates.
Table of Contents
Chapter 1: THE NEED FOR A NEW DEFINITION 5
Chapter 2: MAKING OPERATIONAL EXCELLENCE HAPPEN 23
Chapter 3: ATTRACTING AND RETAINING TOP TALENT:
DON’T SETTLE FOR SECOND BEST 46
Chapter 4: THE INNOVATION EQUATION:
THE IMPORTANCE OF COLLABORATION 71
Chapter 5: ALIGNING STRATEGY AND TACTICS TO
ENHANCE PERFORMANCE 99
Chapter 6: ACQUIRING AND KEEPING THE CUSTOMERS
YOU WANT 121
Chapter 7: OPTIMIZING SPEED MAXIMIZES PROFITABILITY 146
Chapter 8: CENTERS OF EXCELLENCE: NOT SO MUCH 170
Chapter 9: INDUSTRY PERSPECTIVES 185
Chapter 10: GETTING TECHNOLOGY OUT OF YOUR WAY 205
Chapter 11: A BRIGHT FUTURE WITH OPERATIONAL
Appendix: ARE YOU ON THE PATH TO OPERATIONAL
About the Author 245