Operational Excellence

State of Readiness: Operational Excellence as Precursor to Becoming a High-Performance Organization

State of Readiness: Operational Excellence as Precursor to Becoming a High-Performance Organization

The company of today has its supply chains and finances stretched further around the globe than ever before while simultaneously having increasing pressures to drive value across a complicated and fluid set of metrics and deliver innovations, products, and services more quickly and reliably. The competitive advantage belongs to the companies that can quicken their vision-building and strategy-execution efforts—the ones that can identify challenges more swiftly and accelerate their decision making so they are better able to formulate and deploy responses decisively yet with greater agility. To successfully accomplish this, companies will have to prioritize creating a culture of leadership that strengthens communication skills and emphasizes systems thinking by building capacity and capability that cuts across the business smokestacks and permeates the entire organization.

In State of Readiness, Joseph F. Paris Jr. shares over thirty years of international business and operations experience and guides C-suite executives and business-operations and -improvement specialists on a path toward operational excellence, the organizational capability and situational awareness that is attained as the enterprise reaches a state of alignment for pursuing its strategies. In doing so, create a corporate culture that is committed to the continuous and deliberate improvement of company performance and the circumstances of those who work there—a precursor to becoming a high-performance organization.

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The Simplicity of Lean: Defeating Complexity, Delivering Excellence

The Simplicity of Lean: Defeating Complexity, Delivering Excellence

Lean organisations seem to work in a simple manner and operate with an innate calmness. They have removed much of the complexity that inhibits the performance of other companies, but achieving this level of simplicity is not easy. In The Simplicity of Lean, Philip Holt provides a comprehensive handbook of the Lean principles, presented in an accessible and easy to apply manner.

The Simplicity of Lean is a step-by-step guide to the Lean Thinking that makes your organisation more efficient and effective. The book offers the necessary context of how to apply Lean Thinking to make your Lean Transformation successful. Alongside the theory and the practical application of Lean, Philip also shares his personal insights and experiences, as well as individual success stories (and failures) from various Lean leaders from across the world.

The Simplicity of Lean is the perfect guide to make your Lean journey a resounding success.

Philip Holt is Senior Vice President, Global Transformation, at GKN Aerospace and a Board Member of the Operational Excellence Society. He studied Engineering at Manchester Metropolitan University and Management at the Wharton School of Pennsylvania and the University of Warwick, was an engineer at Gillette and led the Lean Deployment worldwide at Philips for over twelve years. He achieved Lean Master status and has summarised his 30+ years of experience and insights into Lean Leadership in his previous book Leading with Lean and his most recent book, The Simplicity of Lean.

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Leading with Lean: An Experience-Based Guide to Leading a Lean Transformation

Leading with Lean: An Experience-Based Guide to Leading a Lean Transformation

Philip Holt is Head of Operational Excellence, Accounting Operations at Philips, and tells us exactly what Lean Leadership is, how we can learn to apply it and how you can convince the workplace never to settle for anything less than excellence.

We also learn how to redefine our leadership style and how to identify and eliminate wasteful activities within the company. This way you can recognize, realize and retain the ideal situation. In Leading with Lean, Philip Holt shows us the best ways to arrange a high-performance organization and gives us simple tools and insights for each leader to aspire to greatness, for themselves and for their teams.

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Redefining Operational Excellence: New Strategies for Maximizing Performance and Profits Across the Organization

Redefining Operational Excellence: New Strategies for Maximizing Performance and Profits Across the Organization

The old definition of operational excellence is a relic. Our world is too complex, too interconnected, and too fast-moving for organizations to achieve dramatic results simply by eliminating waste and increasing standardization. After all, no company ever cut their way to sustainable growth.

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Operational Excellence: Journey to Creating Sustainable Value

Operational Excellence: Journey to Creating Sustainable Value

Provides the foundation and tools that are essential for an enterprise to bring Operational Excellence into their organizational culture; gain maximum results, benefits and value

Strategies for and implementing details for enterprises at all levels of maturity from those with programs in place to those looking to improve safety, health, environment performance as well as the efficiency and effectiveness of their operations

Includes topics from concept to sustainability satisfying knowledge requirements of all levels in the organization
Defines program objectives; develops improvement strategies; identifies and prioritizes improvement opportunities; implements improvement plans; monitors, continuously improves and sustains results
Applicable to a broad variety of operating enterprises, academic institutions and third party implementing organizations

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Design for Operational Excellence: A Breakthrough Strategy for Business Growth

Design for Operational Excellence: A Breakthrough Strategy for Business Growth

The ability to implement and maintain improvement initiatives like Lean and Six Sigma is essential for improving quality, eliminating waste, reducing costs, and increasing output―but it’s only the first step. Eventually, the improve-sustain-improve-sustain pattern itself becomes the end product. But it doesn’t have to be this way.

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