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IntroductiontoOperationalExcellenceWorkshopInstructor&Facilitator:FrankAdler,Ph.D.OperationalExcellenceConsultingStrategyDeploymentProcessExcellencePerformanceManagementHighPerformanceWorkTeamsOperationalExcellenceIntroductiontoOperationalEx“ExcellenceinExecution”isthe#1CEOPriority“ExcellenceinExecution”istSection1: WhatisOperationalExcellence?Section2: OurOperationalExcellenceApproachSection3: StrategyDeploymentSection4: PerformanceManagementSection5: ProcessExcellenceSection6: HighPerformanceWorkTeamsSection7: SummaryIntroductiontoOperationalExcellence–TableofContentSection1: WhatisOperationalSection1: WhatisOperationalExcellence?Section2: OurOperationalExcellenceApproachSection3: StrategyDeploymentSection4: PerformanceManagementSection5: ProcessExcellenceSection6: HighPerformanceWorkTeamsSection7: SummaryIntroductiontoOperationalExcellence–TableofContentSection1: WhatisOperationalOperationalExcellence–ADefinitionABusinessStrategy:In"TheDisciplineofMarketLeaders",MichaelTreacyandFredWiersemadescribethreedistinctvaluepropositionsordisciplines:OperationalExcellence,ProductLeadership,andCustomerIntimacy.Marketleaderschoosetoexcelindeliveringextraordinarylevelsofoneofthesethreevaluepropositions,whilemaintainingreasonablestandardsintheotherdisciplines.OrganizationspursuinganOperationalExcellencestrategy,strivetodeliveracombinationofquality,price,andeaseofpurchaseandservicethatnootherorganizationintheirmarketorindustrycanmatch.OperationalExcellence–ADefOperationalExcellence–ADefinitionAPhilosophy:OperationalExcellenceisaphilosophyofleadership,teamworkandproblemsolvingresultingincontinuousimprovementthroughouttheorganizationbyfocusingontheneedsofthecustomer,empoweringemployees,andoptimizingexistingactivitiesintheprocess.OperationalExcellence–ADefOperationalExcellence–ADefinitionAValueStreamManagementApproach:OperationalExcellenceiswheneachandeveryemployeecanseetheflowofvaluetothecustomer,andfixthatflowbeforeitbreaksdown.OperationalExcellence–ADefOperationalExcellence–ADefinitionAnIntegratedManagementSystem:OperationalExcellenceisanintegratedmanagementsystemdevelopedthatdrivesbusinessproductivitybyapplyingprovenpracticesandproceduresinthree“foundationblocks”–AssetProductivity,CapitalEffectiveness,andOperationsRiskManagement.TheOperationalExcellencemanagementsystemgivesacompanythebenefitsoflowercosts,increasedefficiencies,fewerinjuries,maximumsustainablereturnsonoperatingassets,andanenhancedcompetitiveposition.OperationalExcellence–ADefOperationalExcellence–ADefinitionAFramework:BaldrigeCriteriaforPerformanceExcellenceLeadership:Howuppermanagementleadstheorganization,andhowtheorganizationleadswithinthecommunity.StrategicPlanning:Howtheorganizationestablishesandplanstoimplementstrategicdirections.CustomerandMarketFocus:Howtheorganizationbuildsandmaintainsstrong,lastingrelationshipswithcustomers.Measurement,Analysis,andKnowledgeManagement:Howtheorganizationusesdatatosupportkeyprocessesandmanageperformance.HumanResourceFocus:Howtheorganizationempowersandinvolvesitsworkforce.ProcessManagement:Howtheorganizationdesigns,managesandimproveskeyprocesses.Business/OrganizationalPerformanceResults:Howtheorganizationperformsintermsofcustomersatisfaction,finances,humanresources,supplierandpartnerperformance,operations,governanceandsocialresponsibility,andhowtheorganizationcomparestoitscompetitors.OperationalExcellence–ADefOperationalExcellence–ADefinitionAModel:TheShingoModelTheShingomodelisbasedontheLeanmanagementapproachandmodeltaughtbyDr.ShigeoShingo,aswellasthethinkingsharedfromToyotaandothercompaniesthathaveachievednewlevelsofoperationalexcellence.TheShingomodeliscomprisedoftwoelements:thehouseandthediamond.Thehousedetailstheprinciplesofoperationalexcellenceandthepowerofbalancingeffortacrossallthedimensions.Thediamondrepresentsthetransformationprocessforembeddingtheprinciplesofoperationalexcellenceintotheorganizationalculture.TheShingomodelisarobustmodelthatcharacterizestheconnectionsbetweenSixSigma,TQM,TPS,JIT,andLean.OperationalExcellence–ADefOperationalExcellence–WhatwillbeyourDefinition?Everyorganizationneedstodecideforitselfwhichmanagementsystem,model,orframeworkdescribesbesttheirdefinitionofOperationalExcellence.OperationalExcellence–WhatSection1: WhatisOperationalExcellence?Section2: OurOperationalExcellenceApproachSection3: StrategyDeploymentSection4: PerformanceManagementSection5: ProcessExcellenceSection6: HighPerformanceWorkTeamsSection7: SummaryIntroductiontoOperationalExcellence–TableofContentSection1: WhatisOperationalOperationalExcellence–OURApproachAnyOperationalExcellenceinitiative,tobesuccessful,needstobeastrategicinitiativeandfocusonthefollowingfourcornerstonesorbuildingblocks:StrategyDeployment,PerformanceManagement,ProcessExcellence,andHighPerformanceWorkTeams.OperationalExcellence–OURASection1: WhatisOperationalExcellence?Section2: OurOperationalExcellenceApproachSection3: StrategyDeploymentSection4: PerformanceManagementSection5: ProcessExcellenceSection6: HighPerformanceWorkTeamsSection7: SummaryIntroductiontoOperationalExcellence–TableofContentSection1: WhatisOperationalOperationalExcellence–StrategyDeploymentOnly5%oftheworkforceunderstandstheircompanystrategy.Only25%ofmanagershaveincentiveslinkedtostrategy.60%oforganizationsdon’tlinkbudgetstostrategy.86%ofexecutiveteamsspendlessthanonehourpermonthdiscussingstrategy. –Source:BalancedScorecardCollaborativeStrategyisanexpressionofwhatanorganizationintentstodotogetfromacurrentstatetoafuturestate.Strategyisoftenexpressedintermsofavisionstatement,initiatives,objectivesandgoals.Itisusuallydevelopedatthetoplevelsoftheorganization,butexecutedbylowerlevelswithintheorganization.OperationalExcellence–StratOperationalExcellence–StrategyDeploymentAccordingtotheBalancedScorecardCollaborative,therearefourbarrierstostrategicimplementation:1.VisionBarrier–Nooneintheorganizationunderstandsthestrategiesoftheorganization.2.PeopleBarrier–Mostpeoplehaveobjectivesthatarenotlinkedtothestrategyoftheorganization.3.ResourceBarrier–Time,energy,andmoneyarenotallocatedtothosethingsthatarecriticaltotheorganization.Forexample,budgetsarenotlinkedtostrategy,resultinginwastedresources.4.ManagementBarrier–Managementspendstoolittletimeonstrategyandtoomuchtimeonshort-termtacticaldecision-making.OperationalExcellence–StratOperationalExcellence–StrategyDeploymentPhaseVI–StrategyImplementation&ReviewPhaseIV–StrategicBreakthroughObjectivesPhaseIII–StrategicVisionElementsPhaseII–CurrentStateAnalysis(CSA)PhaseI–OrganizetheProcessPhaseV–StrategicInitiatives&TacticsOperationalExcellence–Strat1/4/2023-v5.0OperationalExcellence–StrategyDeploymentTheHoshinX-Matrixisatoolthatvisualizesanorganization’sstrategicobjectives,strategicinitiatives,keyperformanceindicators,keyprojects&actionitems,andhumanresourcesrequirementsinonesimplematrix.TheHoshinX-Matrixenablesanorganizationtoeasilyreviewthealignmentofitsstrategicobjectives,strategicinitiatives,keyperformanceindicators,keyactionitemsandhumanresources.TheHoshinX-Matrix,ifusedproperly,improvesthelikelihoodofasuccessfulexecutionofthestrategicplan.12/19/2022-v5.0OperationalEOperationalExcellence–StrategyDeploymentOrganization’sStrategicObjectives&GoalsOrganization’sKeyPerformanceIndicator(BalancedScorecard)Organization’sStrategicInitiatives&TacticsOrganization’sTacticalProjects&ActionItemsOrganization’sHumanResourceAllocationOperationalExcellence–StratOperationalExcellence–StrategyDeployment“IsurewishI’ddoneabetterjobofcommunicatingwithGMpeople.I’ddothatdifferentlyasecondtimearoundandmakesuretheyunderstandandsharedmyvisionforthecompany.ThentheywouldknowwhyIwastearingtheplaceup,takingoutwholedivisions,changingourwholeproductionstructure...Inevergotthisacross.”RogerSmith,CEOofGeneralMotors(1981-1990)OperationalExcellence–StratOperationalExcellence–ResourcesAckoff,R.L.–AConceptofCorporatePlanning(NewYork,NewYork:Wiley,1970)Colletti,JosephF.–AFieldGuidetoFocusedPlanning:HoshinKanri-AmericanStyle(TheWoodledgeGroup,1995)

Cowley,MichaelandDomb,Ellen–BeyondStrategicVision:EffectiveCorporateActionwithHoshinPlanning(Burlington,Massachusetts:Butterworth-Heinemann,1997)Treacy,MichaelandWiersema,Fred-TheDisciplineofMarketLeaders:ChooseYourCustomers,NarrowYourFocus,DominateYourMarket(NewYork,NewYork:HarperCollinsPublishers,1995)OperationalExcellence–ResouSection1: WhatisOperationalExcellence?Section2: OurOperationalExcellenceApproachSection3: StrategyDeploymentSection4: PerformanceManagementSection5: ProcessExcellenceSection6: HighPerformanceWorkTeamsSection7: SummaryIntroductiontoOperationalExcellence–TableofContentSection1: WhatisOperationalOperationalExcellence–PerformanceManagement“BalancedScorecardstellyoutheknowledge,skillsandsystemsthatyouremployeeswillneed(learningandgrowth)toinnovateandbuildtherightstrategiccapabilitiesandefficiencies(internalprocesses)thatdeliverspecificvaluetothemarket(customer)whichwilleventuallyleadtohighershareholdervalue(financial).”“HavingTroublewithYourStrategy?ThenMapIt.”byRobertS.KaplanandDavidP.Norton-HarvardBusinessReviewOperationalExcellence–PerfoOperationalExcellence–PerformanceManagementVision&StrategyOperationalExcellence–PerfoOperationalExcellence–PerformanceManagementPhaseI-StrategicFoundationStep1:StrategicAlignmentStep2:KeyStrategicFocusAreas&InitiativesStep3:StrategicGrid&ModelPhaseII-ThreeCriticalComponentsStep4:KeyPerformanceIndicatorsStep5:Goals&TargetsStep6:Initiatives&ProgramsPhaseIII–DeploymentProcessStep7:IntegrateStep8:CascadeStep9:ManageBalancedScorecardDeploymentProcessOperationalExcellence–PerfoOperationalExcellence–PerformanceManagementBasicFlowofaStrategicFocusAreawithintheFinancialDimension

Wewillflowourstrategicobjectivesdowneachbalancedscorecarddimensionwithinagridofboxes,makingsureeverythingislinked.ThisgridwillserveasthefoundationforconstructingtheBalancedScorecard.StrategicFocusArea:IncreaseShareholderValueFinancialsRevenueGrowthOperatingImprovementsNewSourcesofRevenueIncreaseCustomerProfitabilityLowerOperatingCostsHighUtilizationofAssetsOperationalExcellence–PerfoOperationalExcellence–PerformanceManagementStrategicObjectivesdefinedforallFourBalancedScorecardDimensions

Onceyouhavecompletedthestrategicgrid,gobackandmakesureeverythingfitswithyouroverallstrategy.Asetofstrategicgridsshouldprovidethestrategicmodelforrunningthebusiness,outliningthespecificsofthestrategy.Allstakeholdersshouldbeabletolookatyourgridsandfollowtheflowofyourstrategy.StrategicFocusArea:IncreaseShareholderValueFinancialsRevenueGrowthCustomersAcquireMoreCustomersBecomethePriceLeaderInternalBusinessProcessesImproveOperationalEfficiencyCostReductionProgramKnowledgeBasedSystemReduceNon-CoreActivitiesLearning&GrowthTraining–LeanSixSigmaProgramDatabaseNetworkonOperationalPerformanceRe-AlignOrganizationwithCoreCompetenciesOperationalExcellence–PerfoOperationalExcellence–PerformanceManagement125741211893610OperationalExcellence–PerfoOperationalExcellence–ResourcesChang,RichardY.,andMorgan,MarkW.–PerformanceScorecards:MeasuringtheRightThingsintheRealWorld(NewYork,NewYork:JohnWileySonsInc.,2000)Kaplan,R.S.andNorton,D.P.–TheBalancedScorecard(Cambridge,Massachusetts:HarvardBusinessSchoolPress,1996)Kaplan,R.S.andNorton,D.P.–PuttingtheBalancedScorecardtoWork(HarvardBusinessReview,September/October1993)Kaplan,R.S.andNorton,D.P.–BalancedScorecard:TranslatingStrategyintoAction(Cambridge,Massachusetts:HarvardBusinessSchoolPress,1996)OperationalExcellence–ResouSection1: WhatisOperationalExcellence?Section2: OurOperationalExcellenceApproachSection3: StrategyDeploymentSection4: PerformanceManagementSection5: ProcessExcellenceSection6: HighPerformanceWorkTeamsSection7: SummaryIntroductiontoOperationalExcellence–TableofContentSection1: WhatisOperationalOperationalExcellence–ProcessExcellenceSustainableProcessandBusinessImprovementsDMAICProjectManagementDMAICProjectManagementLeanisaboutidentifyingandeliminatingwaste

inaprocessorvaluestream.SixSigmaisaboutunderstandingandeliminatingvariation

inaprocessorvaluestream.OperationalExcellence–ProceOperationalExcellence–ProcessExcellenceWasteeliminationisoneofthemosteffectivewaystoincreasetheprofitabilityofanybusiness.Processeseitheraddvalueorwastetotheproductionofagoodorservice.ThesevenwastesoriginatedinJapan,wherewasteisknownas“muda."Leanmethodsandtools,includingValueStreamMapping,5SVisualWorkplace,StandardWork,andTotalProductiveMaintenance,focusontheeliminationofoneorseveralofthesevenwastes.TransportationMotionExtraProcessingStepsOverproductionWaitingThe7WastesInventoryDefectsOperationalExcellence–ProceOperationalExcellence–ProcessExcellenceLeanManufacturinglinksallprocesses–fromthefinalCustomerbacktorawmaterial–inasmoothflowwithoutdetoursthatgeneratestheshortestLeadTime,highestQuality,andlowestCost.OperationalExcellence–ProceOperationalExcellence–ProcessExcellenceDefineValue-SpecifyvaluefromtheCustomerperspective.MapValueStream-Identifythevaluestreamforeachproductorserviceandchallengeallofthenon-valueaddingsteps(wastes)currentlynecessarytocreateanddeliverthisproductorservice.Addnothingthanvalue.CreateFlow-Maketheproductorservicecreationanddeliveryprocessflowthroughtheremainingvalue-addedsteps.EstablishPull–Introducepullbetweenallprocessstepswherecontinuousflowispossible.PursuitPerfection–Managetowardperfectionsothatthenumberofstepsandtheamountoftimeandinformationneededtocreateanddeliverthisproductorservice.OperationalExcellence–ProceOperationalExcellence–ProcessExcellencePhaseIII:Improve

VerifyCriticalInputsOptimizeCriticalInputsPhaseII:Analyze

CompleteFMEAPerformMulti-variAnalysisIdentityPotentialCriticalInputsDevelopPlanforNextPhasePhaseIV:ControlImplementControlPlanVerifyLongTermCapabilityContinuouslyImproveProcessPhase0:DefineScopeandBoundaryDefineDefectsTeamCharterandChampionEstimated$ImpactLeadershipapprovalPhaseI:Measure

MapProcessandIdentifyInputsandOutputsCauseandEffectsMatrixEstablishMeasurementSystemCapabilityEstablishProcessCapabilityBaselineOptimizedProcess30+Inputs8-104-83-6FoundCriticalX’sControllingCriticalX’s10-15AllX’s1st“HitList”ScreenedListOperationalExcellence–ProceOperationalExcellence–ProcessExcellenceClarifyBigPictureusingStrategicPlanEstablishPlant/AreaproductivitybaselinePrioritizeprojectsbasedonvalue,resourcesreq’d,timingSelectkeyprojectswithleadershipbuy-inCheckAccountability:businessandpersonalSelecttheRightProjectsSelectandTraintheRightPeopleEnsuretheRightLeadershipandOwnershipDevelopatrainingplanDedicatetimefortrainingandapplicationEnsuretherightsupportresourcesareavailableDevelopandImplementImprovementPlansMeasureProcessAnalyzeProcessImproveProcessControlProcessManageforExcellenceinOperationsStayfocusedFrequentlyreviewprogressandremovebarriersCheckrealbusinessimpactContinuouslycommunicateprogressLinktoperformancemanagementandR&RSustaintheGainsImplementeffectivecontrolplansConductregulartrainingfocusedontheprocessReviewthesystemeffectivenessquarterlyContinuallyidentifyandlaunchnewprojectsProcessOutput:MakingtheNumbersProcessInput:StrategicandAnnualBusinessGoalsandTargetsOperationalExcellence–ProceOperationalExcellence–ResourcesBreyfogle,ForrestW.III–ImplementingSixSigma:SmarterSolutionsUsingStatisticalMethods(NewYork,NewYork:JohnWiley&SonsInc.,1999)Breyfogle,ForrestW.III,Cupello,JamesM.andMeadows,Becki–ManagingSixSigma:APracticalGuidetoUnderstanding,Assessing,andImplementingtheStrategythatYieldsBottom-LineSuccess(NewYork,NewYork:JohnWiley&Sons,Inc.,2001)George,MarkO.-TheLeanSixSigmaGuidetoDoingMorewithLess(Hoboken,NewJersey:JohnWiley&Sons,Inc.,2010)Ohno,Taiichi-ToyotaProductionSystem(NewYork,NewYork:ProductivityPress,1988)Rother,MikeandShook,John-LearningtoSee-Value-StreamMappingtocreateValueandeliminateMuda(Cambridge,Massachusetts:LeanEnterpriseInstitute,2009)Womack,JamesP.andJones,DanielT.-LeanThinking(FreePress,2003)OperationalExcellence–ResouSection1: WhatisOperationalExcellence?Section2: OurOperationalExcellenceApproachSection3: StrategyDeploymentSection4: PerformanceManagementSection5: ProcessExcellenceSection6: HighPerformanceWorkTeamsSection7: SummaryIntroductiontoOperationalExcellence–TableofContentSection1: WhatisOperationalOperationalExcellence–HighPerformanceWorkTeamsIntheirbookGungHo!–TurnonthePeopleinanyOrganization,KenBlanchardandSheldonBowlesdescribethreedistinctivephaseoftransformingatraditionalorganizationtoahighperformanceworkteam.SpiritoftheSquirrelWayoftheBeaverGiftoftheGooseOperationalExcellence–HighOperationalExcellence–HighPerformanceWorkTeamsSpiritoftheSquirrelWORTHWHILEWORKKnowingwemaketheworldabetterplace.Everyoneworkstowardasharedgoal.Valuesguideplans,decisions,andactions.OperationalExcellence–HighOperationalExcellence–HighPerformanceWorkTeamsWayoftheBeaverINCONTROLOFACHIEVINGTHEGOALAplayingfieldwithclearlymarkedterritory.Thoughts,feelings,needs,anddreamsarerespected,listenedto,andactedupon.Ablebutchallenging.OperationalExcellence–HighOperationalExcellence–HighPerformanceWorkTeamsGiftoftheGooseCHEERINGOTHERSONActiveorpassive,congratulationsmustbeTRUE.Noscore,nogame,andcheertheprogress.E=m·c2–Enthusiasmequalsmissiontimescashandcongratulations.OperationalExcellence–HighOperationalExcellence–HighPerformanceWorkTeamsWhileanorganizationtransitionsfromamoretraditionalorganizationtoanorganizationbuildaroundhighperformanceworkteams,theroleofasupervisorormanagerchangestotheroleofaleader,withsixdistinctivecapabilities.LeaderCoachFacilitatorResultCatalystLivingExampleBusinessAnalyzerBarrierBusterOperationalExcellence–HighOperationalExcellence–ResourcesBlanchard,KenandBowles,Sheldon–GungHo!–TurnonthePeopleinanyOrganization(NewYork,NewYork:WilliamMorrowandCompany,Inc.1998)Fisher,Kimball–LeadingSelf-DirectedWorkTeams(NewYork,NewYork:McGraw-Hill,2000)OperationalExcellence–ResouSection1: WhatisOperationalExcellence?Section2: OurOperationalExcellenceApproachSection3: StrategyDeploymentSection4: PerformanceManagementSection5: ProcessExcellenceSection6: HighPerformanceWorkTeamsSection7: SummaryIntroductiontoOperationalExcellence–TableofContentSection1: WhatisOperationalOperationalExcellence–OurOpExModelPeopleCulture&CompetencesOrganization’sOperatingModelSuppliersSupplierManagementProcessCustomersCustomerCollaborationProcessPerformanceManagementProcessBalancedScorecardsOrganization’sMission&VisionStrategicPlanningProcessProductLeadershipOperationalExcellenceCustomerIntimacyStrategyDeployment&HoshinPlanningSixSigmaMethodologyLeanMethodologyMistake-Proofing5SVisualWorkplaceStandardizedWorkKaizenOperationalExcellence–OurOIntroductiontoOperationalExcellenceTheEnd…“Perfectionisnotattainable,butifwechaseperfectionwecancatchexcellence.” -VinceLombardiIntroductiontoOperationalExIntroductiontoOperationalExcellenceWorkshopInstructor&Facilitator:FrankAdler,Ph.D.OperationalExcellenceConsultingStrategyDeploymentProcessExcellencePerformanceManagementHighPerformanceWorkTeamsOperationalExcellenceIntroductiontoOperationalEx“ExcellenceinExecution”isthe#1CEOPriority“ExcellenceinExecution”istSection1: WhatisOperationalExcellence?Section2: OurOperationalExcellenceApproachSection3: StrategyDeploymentSection4: PerformanceManagementSection5: ProcessExcellenceSection6: HighPerformanceWorkTeamsSection7: SummaryIntroductiontoOperationalExcellence–TableofContentSection1: WhatisOperationalSection1: WhatisOperationalExcellence?Section2: OurOperationalExcellenceApproachSection3: StrategyDeploymentSection4: PerformanceManagementSection5: ProcessExcellenceSection6: HighPerformanceWorkTeamsSection7: SummaryIntroductiontoOperationalExcellence–TableofContentSection1: WhatisOperationalOperationalExcellence–ADefinitionABusinessStrategy:In"TheDisciplineofMarketLeaders",MichaelTreacyandFredWiersemadescribethreedistinctvaluepropositionsordisciplines:OperationalExcellence,ProductLeadership,andCustomerIntimacy.Marketleaderschoosetoexcelindeliveringextraordinarylevelsofoneofthesethreevaluepropositions,whilemaintainingreasonablestandardsintheotherdisciplines.OrganizationspursuinganOperationalExcellencestrategy,strivetodeliveracombinationofquality,price,andeaseofpurchaseandservicethatnootherorganizationintheirmarketorindustrycanmatch.OperationalExcellence–ADefOperationalExcellence–ADefinitionAPhilosophy:OperationalExcellenceisaphilosophyofleadership,teamworkandproblemsolvingresultingincontinuousimprovementthroughouttheorganizationbyfocusingontheneedsofthecustomer,empoweringemployees,andoptimizingexistingactivitiesintheprocess.OperationalExcellence–ADefOperationalExcellence–ADefinitionAValueStreamManagementApproach:OperationalExcellenceiswheneachandeveryemployeecanseetheflowofvaluetothecustomer,andfixthatflowbeforeitbreaksdown.OperationalExcellence–ADefOperationalExcellence–ADefinitionAnIntegratedManagementSystem:OperationalExcellenceisanintegratedmanagementsystemdevelopedthatdrivesbusinessproductivitybyapplyingprovenpracticesandproceduresinthree“foundationblocks”–AssetProductivity,CapitalEffectiveness,andOperationsRiskManagement.TheOperationalExcellencemanagementsystemgivesacompanythebenefitsoflowercosts,increasedefficiencies,fewerinjuries,maximumsustainablereturnsonoperatingassets,andanenhancedcompetitiveposition.OperationalExcellence–ADefOperationalExcellence–ADefinitionAFramework:BaldrigeCriteriaforPerformanceExcellenceLeadership:Howuppermanagementleadstheorganization,andhowtheorganizationleadswithinthecommunity.StrategicPlanning:Howtheorganizationestablishesandplanstoimplementstrategicdirections.CustomerandMarketFocus:Howtheorganizationbuildsandmaintainsstrong,lastingrelationshipswithcustomers.Measurement,Analysis,andKnowledgeManagement:Howtheorganizationusesdatatosupportkeyprocessesandmanageperformance.HumanResourceFocus:Howtheorganizationempowersandinvolvesitsworkforce.ProcessManagement:Howtheorganizationdesigns,managesandimproveskeyprocesses.Business/OrganizationalPerformanceResults:Howtheorganizationperformsintermsofcustomersatisfaction,finances,humanresources,supplierandpartnerperformance,operations,governanceandsocialresponsibility,andhowtheorganizationcomparestoitscompetitors.OperationalExcellence–ADefOperationalExcellence–ADefinitionAModel:TheShingoModelTheShingomodelisbasedontheLeanmanagementapproachandmodeltaughtbyDr.ShigeoShingo,aswellasthethinkingsharedfromToyotaandothercompaniesthathaveachievednewlevelsofoperationalexcellence.TheShingomodeliscomprisedoftwoelements:thehouseandthediamond.Thehousedetailstheprinciplesofoperationalexcellenceandthepowerofbalancingeffortacrossallthedimensions.Thediamondrepresentsthetransformationprocessforembeddingtheprinciplesofoperationalexcellenceintotheorganizationalculture.TheShingomodelisarobustmodelthatcharacterizestheconnectionsbetweenSixSigma,TQM,TPS,JIT,andLean.OperationalExcellence–ADefOperationalExcellence–WhatwillbeyourDefinition?Everyorganizationneedstodecideforitselfwhichmanagementsystem,model,orframeworkdescribesbesttheirdefinitionofOperationalExcellence.OperationalExcellence–WhatSection1: WhatisOperationalExcellence?Section2: OurOperationalExcellenceApproachSection3: StrategyDeploymentSection4: PerformanceManagementSection5: ProcessExcellenceSection6: HighPerformanceWorkTeamsSection7: SummaryIntrodu