Welcome to the official “coming-out party” of the new Operational Excellence Society. The past few years have been an interesting and exciting journey worthy of any adventure novel, except this one has been very real. As with every adventure, the path has been full of twists and turns. There have been many false starts and trials by fire – but also the discovery of golden nuggets. And, of course, there have been encounters with a variety of interesting and eclectic characters along the way; some inspiring, some conspiring, some eccentric, some brilliant, some with varying degrees of less than brilliant – and, most oftentimes, combinations thereof.
But now we are ready to “come-out” and let you know what we have been up-to for all this time. So, for all of you who have been wondering what the “Operational Excellence Society” is all about, and what it has to offer on a personal, professional, and organizational level – please read on…
5 Critical Components for Redefining Operational Excellence
By Andrew Miller
We tend to think of Operational Excellence in terms of eliminating waste and standardizing the way we operate. We “lean” our processes and use six sigma approaches to drive how we operate. We also sometimes lean on these methodologies, and others, like crutches to avoid the use of common sense, critical thinking and good judgment.
These methodologies protect us from having to make tough decisions or doing what we know is right. They reduce the risk of being wrong, but they also reduce the impact we can have.
PROCESS AUTOMATION PROJECTS – WHAT ELSE COULD GO WRONG?
By Paul Thomas
Does your organisation have a process automation agenda? We’ve all heard about the big disastrous IT projects that fail to deliver and cost £millions. But what about the ones that are perceived as successful? Is that really the end of the story?
In many cases the answer is no. We will explore a number of the wider, probably unforeseen and potentially unnoticed, consequences of automating processes with IT systems. These issues will seriously detract, or even negate, the projected benefits of the project unless recognised and addressed at an early stage.
Thank you for being a valued reader. Please feel free to contact me if you have any questions or comments related to this publication – or if you might be interested in submitting an article for consideration in our eNewsletter.
“Operational Excellence is a state of readiness that is attained as the efforts throughout the organization reach a state of alignment for achieving its strategies; and where the corporate culture is committed to the continuous and deliberate improvement of company performance AND the circumstances of those who work there – to pursue Operational Excellence by Design, and not by coincidence.”
-Joseph F Paris Jr; Founder, Operational Excellence Society LLC®