1. An
Introduc+on
to
Opera+onal
Excellence
“We
are
what
we
repeatedly
do.
Excellence,
then,
is
not
an
act,
but
a
habit.”
–Aristotle

2. Top 10 CEO Challenges & Priorities
E
E
E
E
E
E

3. Opera+onal
Excellence
–
A
Philosophy
A Philosophy: Operational Excellence is a philosophy of leadership, teamwork
and problem solving resulting in continuous improvement throughout the
organization by focusing on the needs of the customer, empowering
employees, and optimizing existing activities in the process.

4. Opera+onal
Excellence
–
An
Approach
A Value Stream Management Approach: Operational Excellence is when each
and every employee can see the flow of value to the customer, and fix that flow
before it breaks down.

5. Opera+onal
Excellence
–
A
Model
A Process Excellence Model: The Shingo Model
The Shingo model is comprised of two elements: the house and the diamond.
The diamond represents the transformation process for embedding the principles
of operational excellence into the organizational culture.
The house details the principles of operational excellence and the power of
balancing effort across all the dimensions.

6. Opera+onal
Excellence
–
A
“Checklist”
A
“Checklist”:
Oliver
Wight
Class
A
Checklist
for
Business
Excellence
There
are
nine
chapters
describing
latest
prac+cal
and
proven
best
prac+ces.
Implementa+on
follows
the
“Proven
Path
Methodology”.
These
support
five
further
chapters
that
address
the
prime
processes
in
most
organiza+ons:
Products
&
Services,
Demand,
Supply
Chain,
Internal
Supply,
and
External
Sourcing.
The
Oliver
Wight
Class
A
Checklist
is
aimed
so
that
organiza+ons
can
see
for
themselves
what
"excellence"
is
and
what
they
have
to
do
to
be
excellent.
Its
scoring
method
allows
organiza+ons
to
visualize
and
measure
progress
toward
excellence
in
every
part
of
the
business.
The
four
priority
chapters
describing
the
processes
and
prac+ces
that
enable
the
whole
business
to
be
excellent:
Ø Strategic
Planning
Ø Managing
and
Leading
People
Ø Driving
Business
Improvement
Ø Integrated
Business
Planning

7. Various
approaches,
frameworks
and
models
exist
that
are
presented
under
the
term
Opera+onal
Excellence.
What
is
Opera+onal
Excellence?

8. Opera+onal
Excellence
–
A
Defini+on
A
Business
Strategy:
In
"The
Discipline
of
Market
Leaders“
(1995),
Michael
Treacy
and
Fred
Wiersema
describe
three
dis+nct
value
proposi+ons
or
disciplines:
Product
Leadership,
Customer
InImacy
and
OperaIonal
Excellence.
Market
leaders
choose
to
excel
in
delivering
extraordinary
levels
of
one
of
these
three
value
proposi+ons,
while
maintaining
reasonable
standards
in
the
other
disciplines.
Market leaders will not pursue a diffused business strategy
across two or even all three disciplines, but will continually focus
on their organizational design, processes, technology and
competencies to improve the one particular value discipline that
they want to provide to their Customers better than anyone else.
Organizations pursuing an Operational Excellence strategy,
strive to deliver a combination of quality, price, and ease of
purchase and service that no other organization in their market
or industry can match.

9. What
is
Opera+onal
Excellence?
Achieving
Opera+onal
Excellence
requires
the
successful
implementa+on
of
a
integrated
Business
ExecuIon
System
that
effec+vely
and
seamlessly
integrates
the
following
four
building
blocks:
Strategy
Deployment,
Performance
Management,
Process
Excellence,
and
High
Performance
Work
Teams.
Strategy or Policy Deployment
is the process that aligns and
links business strategy and
execution.
Performance Management is
the process that translates
strategic initiatives into
measurable objectives and
goals.
Operational Excellence can
be achieved and sustained
with the right attitude, the
right mindset, and the right
competencies.
Well designed, efficient, and
effective Management, Value
Chain, and Support Processes
are necessary to deliver world-
class results.
Strategy
Deployment
Performance
Management
High
Performance
Work
Teams
Process
Excellence
Opera+onal
Excellence
Business
Execu+on
System

10. What
is
Opera+onal
Excellence?
Achieving
Opera+onal
Excellence
requires
the
successful
implementa+on
of
a
integrated
Business
ExecuIon
System
that
effec+vely
and
seamlessly
integrates
the
following
four
building
blocks:
Strategy
Deployment,
Performance
Management,
Process
Excellence,
and
High
Performance
Work
Teams.
Strategy or Policy Deployment
is the process that aligns and
links business strategy and
execution.
Strategy
Deployment
Performance
Management
High
Performance
Work
Teams
Process
Excellence
Opera+onal
Excellence
Business
Execu+on
System

11. “People
and
their
managers
are
working
so
hard
to
be
sure
things
are
done
right,
that
they
hardly
have
9me
to
decide
if
they
are
doing
the
right
things.”
Stephen
R.
Covey

12. Opera+onal
Excellence
–
Strategy
Deployment
Ø Only
5%
of
the
workforce
understands
their
company
strategy.
Ø Only
25%
of
managers
have
incen+ves
linked
to
strategy.
Ø 60%
of
organiza+ons
don’t
link
budgets
to
strategy.
Ø 86%
of
execu+ve
teams
spend
less
than
one
hour
per
month
discussing
strategy.
Source:
Balanced
Scorecard
Collabora=ve
Strategy is an expression of what an organization intents to do to get from a
current state to a future state. Strategy is often expressed in terms of a vision
statement, objectives, goals, and initiatives.

14. Opera+onal
Excellence
–
Strategy
Deployment
Process
Phase III – Strategic Vision Elements
Phase IV – Strategic Breakthrough Objectives
Phase II – Current State Analysis (CSA)
Phase I – Organize the Process
Phase V – Strategic Initiatives & Tactics
Phase VI – Strategy Implementation & Review

15. Opera+onal
Excellence
–
Strategy
Deployment
Process
Once you have completed the strategic grid, go back and make sure everything fits with your overall
strategy. A set of strategic grids should provide the strategic model for running the business, outlining the
specifics of the strategy. All stakeholders should be able to look at the grids and follow the flow of the
organization’s strategy.
Strategy Maps or Strategic Grids:
Strategic
Focus
Area:
Increase
Shareholder
Value
Financials
Revenue
Growth
of
20%
by
2014
Customers
Acquire
More
Customers
Become
the
Price
Leader
Internal
Processes
Improve
Opera+onal
Efficiency
Cost
Reduc+on
Program
Knowledge
Based
System
Reduce
Non-­‐Core
Ac+vi+es
Learning
&
Growth
Training
–
Lean
Six
Sigma
Program
Database
Network
on
Opera+onal
Performance
Re-­‐Align
Organiza+on
with
Core
Competencies
Dimensions
or
PerspecIves

16. Opera+onal
Excellence
–
Strategy
Deployment
Process
The
Hoshin
X-­‐Matrix
is
a
tool
that
visualizes
an
organiza+on’s
Ø strategic
objec+ves,
Ø strategic
ini+a+ves,
Ø key
performance
indicators,
Ø key
projects
&
ac+on
items,
and
Ø human
resources
requirements
in
one
simple
matrix.
The Hoshin X-Matrix enables an organization to easily review the alignment of its
strategic objectives, strategic initiatives, key performance indicators, key action items and
human resources.
The Hoshin X-Matrix, if used properly, improves the likelihood of a successful execution of
the strategic plan.

17. Opera+onal
Excellence
–
Strategy
Deployment
Process
7. …
x 6. Initiate RFQ Process for Customer Service x x
x x 5. Implement reliability program for new products x x x x
x x 4. Establish LSS Black Belt project for return drivers x x x x
x 3. Establish & train order-to-cash process team x
x 2. Identify Lean Six Sigma consulting company x x
x 1. Define Lean Six Sigma Program x x x
QualityManager
SystemTestManager
SystemsEngineeringManager
CustomerSupportManager
…
x $15M in annualized cost savings in 2012 x x x x x
x Order-to-Cash cycle time reduction of 25% x x
x DSO reduction from 90 days to 45 days x x
x x Return Rate reduction from 15% to less than 8% x x x
…
Rev: <Rev#> Revised: <Date> Author: <Name> Status: Draft - Not Released
4.…
3.ImproveNetPromoterScoreto+50%
2.ReduceDSOfrom90daystolessthan45
days
1.ReduceOperatingCostsby15%
1.ImplementaLeanSixSigmaProgram
2.Map&streamlineorder-to-cashprocess
Resource Planning
Operational Excellence Consulting Strategy Deployment Matrix 2012
3.ResolveTOP3productreturndrivers
4.Improveproductverificationandvalidation
5.OutsourceCustomerServicefunction
6.…
Measures & Targets
Action Items
StrategicInitiatives
StrategicObjectives
Measures & Targets
Action Items
StrategicInitiatives
StrategicObjectives
Organization’s
Strategic
Objectives &
Goals
Organization’s Key
Performance Indicator
(Balanced Scorecard)
Organization’s
Strategic Initiatives &
Tactics
Organization’s Tactical
Projects & Action
Items
Organization’s Human
Resource Allocation

18. Opera+onal
Excellence
–
Strategy
Deployment
“I sure wish I’d done a be1er job of
communicating with GM people. I’d do that
differently a second time around and make
sure they understand and shared my vision for
the company. Then they would know why I was
tearing the place up, taking out whole divisions, changing our whole
production stCDctDre . . . I never got this across.”
Roger Smith, CEO of General Motors (1981 - 1990)

19. Strategy
Planning
&
Deployment
–
Resources
Ackoff,
R.L.
–
A
Concept
of
Corporate
Planning
(New
York,
New
York:
Wiley,
1970)
Collem,
Joseph
F.
–
A
Field
Guide
to
Focused
Planning:
Hoshin
Kanri
-­‐
American
Style
(The
Woodledge
Group,
1995)
Cowley,
Michael
and
Domb,
Ellen
–
Beyond
Strategic
Vision:
Effec=ve
Corporate
Ac=on
with
Hoshin
Planning
(Burlington,
Massachuseos:
Buoerworth-­‐Heinemann,
1997)
Treacy,
Michael
and
Wiersema,
Fred
-­‐
The
Discipline
of
Market
Leaders:
Choose
Your
Customers,
Narrow
Your
Focus,
Dominate
Your
Market
(New
York,
New
York:
HarperCollins
Publishers,
1995)
To
learn
more
about
our
proven
OperaIonal
Excellence
Strategy
Planning
&
Deployment
SoluIon,
review
our
“OperaIonal
Excellence
Strategy
Planning
and
Deployment
Training
Module”.

20. What
is
Opera+onal
Excellence?
Achieving
Opera+onal
Excellence
requires
the
successful
implementa+on
of
a
integrated
Business
ExecuIon
System
that
effec+vely
and
seamlessly
integrates
the
following
four
building
blocks:
Strategy
Deployment,
Performance
Management,
Process
Excellence,
and
High
Performance
Work
Teams.
Strategy or Policy Deployment
is the process that aligns and
links business strategy and
execution.
Performance Management is
the process that translates
strategic initiatives into
measurable objectives and
goals.
Strategy
Deployment
Performance
Management
High
Performance
Work
Teams
Process
Excellence
Opera+onal
Excellence
Business
Execu+on
System

21. “Tell
me
how
you
will
measure
me,
and
then
I
will
tell
you
how
I
will
behave.
If
you
measure
me
in
an
illogical
way,
don’t
complain
about
illogical
behavior.”
Eli
GoldraR
–
“The
Goal”

22. Opera+onal
Excellence
–
Performance
Management
“Balanced Scorecards tell you the knowledge, skills and systems that
your employees will need (lear:ing and g;owth) to innovate and build
the right st;ategic capabilities and efficiencies (inter:al processes) that
deliver specific value to the market (customer) which will eventAally lead
to higher shareholder value (financial).”
“Having Trouble with Your Strategy? Then Map It.”
by Robert S. Kaplan and David P. Norton - Harvard Business Review

23. Ø Help the management team focus on the execution of their business
strategy
Ø Focus and align an organization towards common goals and objectives
Ø Enable an organization to understand the relationship between measures
and performance
Ø Improve communication of organizational priorities across an organization
Ø Help employees to understand and focus on organizational priorities and
realize relevant results
Ø Reduce the number of metrics to the few vital key performance indicators
Ø Strengthen and formalizing the project selection process to focus on key
capabilities and enablers
Opera+onal
Excellence
–
Performance
Management
Benefits
of
developing
&
deploying
Balanced
Scorecards
in
an
organiza+on
include:

24. Opera+onal
Excellence
–
Performance
Management
FINANCIALS
How do you want to look to your shareholders? -
Indicators focus on whether your strategic and
operational plan contributes to your top-line,
bottom-line and/or market share.
CUSTOMERS
How do you want to look to your Customers? -
Indicators focus on the specific measures that
matter the most to your Customers.
INTERNAL BUSINESS PROCESSES
At which internal processes and capabilities do
you want to excel? - Indicators focus on internal
operations that enable Customer satisfaction,
growth and profitability.
LEARNING AND GROWTH
What skills and competencies do you need to
implement your strategic and operational plan? -
Indicators focus on your organization’s ability to
innovate, improve and execute.
Objectives Indicators Targets Projects
Objectives Indicators Targets Projects
Objectives Indicators Targets Projects
Objectives Indicators Targets Projects
Vision
&
Strategy

25. Opera+onal
Excellence
–
Performance
Management
Process
Phase
I
-­‐
Strategic
FoundaIon
Step
1:
Strategic
Alignment
Step
2:
Key
Strategic
Focus
Areas
&
Objec+ves
Step
3:
Strategic
Grid
&
Model
Phase II - Three Critical Components
Step 4: Key Performance Indicators
Step 5: Goals & Targets
Step 6: Initiatives & Programs
Phase III – Deployment Process
Step 7: Integrate
Step 8: Cascade
Step 9: Manage
Balanced Scorecard Development & Deployment Process

26. Opera+onal
Excellence
–
Performance
Management
Strategic
Focus
Area:
Increase
Shareholder
Value
Financials
Revenue
Growth
of
20%
by
2014
Customers
Acquire
More
Customers
Become
the
Price
Leader
“Internal”
Processes
Improve
Opera+onal
Efficiency
Cost
Reduc+on
Program
Knowledge
Based
System
Reduce
Non-­‐Core
Ac+vi+es
Learning
&
Growth
Training
–
Lean
Six
Sigma
Program
Database
Network
on
Opera+onal
Performance
Re-­‐Align
Organiza+on
with
Core
Competencies
For each objective on your strategic grids, you need at least one performance indicator.
Can you have an objective without a performance indicator? Yes, it is possible, but not
having a measurement makes it difficult to manage the objective. It’s best to revisit this
objective and ask the question: Why is this an objective?
Dimensions
or
PerspecIves

27. Opera+onal
Excellence
–
Performance
Management
From: January 2010
ORGANIZATION: TBD Until: December 2010
Current Month: TBD 2010
KPI
KPI Name
(Unit)
KPI First Name
Champion Last Name
10 STRETCH
9
8
7 GOAL
6
5
4
3 BASE
2
1
0 ZERO
WEIGHT 0
2010 TOTAL SCORE
JANUARY
FEBRUARY
MARCH
APRIL
MAY
JUNE
JULY
AUGUST
SEPTEMBER
OCTOBER
NOVEMBER
DECEMBER
CURRENT SCORE 3 4 7 2 3 5 6 9
Stretch 2010 1000
Goal 2010 700
Base 2009 300
Actual 0
TOTAL
ORGANIZATION
OPERATIONAL EXCELLENCE BALANCED SCORECARD
FINANCIALS CUSTOMERS PROCESSES
RESULTS
1 2
5 7
4
12
11
8
9
3
6
10
For
each
strategic
objec+ve
on
your
strategic
grid,
you
need
at
least
one
performance
indicator.
Can
you
have
an
objec+ve
without
a
performance
indicator?
Yes,
it
is
possible,
but
not
having
a
measurement
makes
it
difficult
to
manage
the
objec+ve.
It’s
best
to
revisit
this
objec+ve
and
ask
the
ques+on:
Why
is
this
an
objec+ve?

28. Performance
Management
–
Resources
Chang, Richard Y., and Morgan, Mark W. – Performance Scorecards: Measuring
the Right Things in the Real World (New York, New York: John Wiley Sons Inc.,
2000)
Kaplan, R.S. and Norton, D.P. – The Balanced Scorecard (Cambridge,
Massachusetts: Harvard Business School Press, 1996)
Kaplan, R.S. and Norton, D.P. – Putting the Balanced Scorecard to Work (Harvard
Business Review, September/October 1993)
Kaplan, R.S. and Norton, D.P. – Balanced Scorecard: Translating Strategy into
Action (Cambridge, Massachusetts: Harvard Business School Press, 1996)
To
learn
more
about
our
proven
OperaIonal
Excellence
Balanced
Scorecard
SoluIon,
review
our
“OperaIonal
Excellence
Balanced
Scorecard
Deployment
Training
Module”.

29. What
is
Opera+onal
Excellence?
Achieving
Opera+onal
Excellence
requires
the
successful
implementa+on
of
a
integrated
Business
ExecuIon
System
that
effec+vely
and
seamlessly
integrates
the
following
four
building
blocks:
Strategy
Deployment,
Performance
Management,
Process
Excellence,
and
High
Performance
Work
Teams.
Strategy or Policy Deployment
is the process that aligns and
links business strategy and
execution.
Performance Management is
the process that translates
strategic initiatives into
measurable objectives and
goals.
Well designed, efficient, and
effective Management, Value
Chain, and Support Processes
are necessary to deliver world-
class results.
Strategy
Deployment
Performance
Management
High
Performance
Work
Teams
Process
Excellence
Opera+onal
Excellence
Business
Execu+on
System

30. Process Input:
Strategic and Annual Operating
Plan (Objectives, Goals, Initiatives)
Process Output:
Exceeding the Plan
Opera+onal
Excellence
–
Process
Excellence
• Clarify big picture using
strategic & operating
plan
• Prioritize projects
based on impact,
value, resources,
timing
• Select key projects
with leadership buy-in
• Check accountability -
business and personal
Select the
Right
Projects
Select and
Train the
Right People
• Ensure the right
leadership and
ownership
• Select the right team
leader & team
• Develop a training
plan
• Dedicate time for
training & application
• Ensure the right
support resources
are available
Develop and
Implement
Improvement
Plans
• Utilize the right
improvement
methodology for
the right project
Manage for
Excellence in
Execution
• Stay focused
• Frequently review
progress and remove
barriers
• Check real business
impact
• Continuously
communicate
progress
• Link to performance
management and
R&R
Sustain the
Gains
• Implement effective
control plans
• Conduct regular
training focused on the
process
• Review the system
effectiveness at least
quarterly
• Continually identify and
launch new projects
based on strategic &
operating plan

31. Balanced Scorecard Project Selection Matrix
KPI#1
KPI#2
KPI#3
KPI#4
KPI#5
KPI#6
KPI#7
KPI#8
Weights 20 10 15 10 5 20 10 10 100 50 30 20 100 70 30 100
Project Definition
1 Project #1 10 0 5 0 0 3 0 0 3.4 5 0 5 3.5 0 5 1.5
2 Project #2 0 3 0 5 0 0 0 0 0.8 0 5 0 1.5 3 0 2.1
3 Project #3 5 5 10 10 3 3 8 8 6.4 3 8 5 4.9 5 8 5.9
4 Project #4 0 0 10 5 0 0 5 0 2.5 0 0 10 2.0 3 3 3.0
5 Project #5 5 10 0 0 1 0 0 3 2.4 10 5 3 7.1 3 5 3.6
Ranking 0 = none Not Started
3 = low On Track
5 = medium At Risk
8= high Behind Schedule
10= very high
CORRELATION MATRIX
MANAGEMENTRISK
TOTALRISK
PROJECTSTATUS
CAPITALRESOURCES
DURATIONOFPROJECT
TOTALEFFORT
TECHNICALRISK
EFFORT RISK
PEOPLERESOURCES
IMPACT
FINANCIALS
CUSTOMERS
PROCESSES
LEARNING&
GROWTH
TOTALIMPACT
Opera+onal
Excellence
–
Process
Excellence

32. 10
9
8
7
6
5
4
3
2
1
0
0 1 2 3 4 5 6 7 8 9 10
EFFORT
IMPACT Opera+onal
Excellence
–
Process
Excellence
Size of the Ball = Size of the Risk
1
2
3
4 5

33. Opera+onal
Excellence
–
Process
Excellence
State
of
Michigan
Department
of
Management
and
Budget
(DMB)
Coordinator
Kathe
Carter:
"Our
management
team
evaluates
poten=al
new
programs/ini=a=ves
by
seeing
how
they
fit
in
with
our
strategy.
In
the
past
we
would
con9nue
stacking
new
projects
on
everyone's
plates,
but
now
if
it
doesn't
fit
with
our
strategy
we
don't
do
it."
Just
as
important
for
the
DMB
is
that
"whenever
a
new
project
or
ini=a=ve
is
proposed,
our
people
ask
'how
does
this
fit
in
with
our
strategy
map
/scorecard?'
They
feel
that
this
connec=on
a]aches
a
higher
level
of
importance
to
the
ini=a=ve."

34. Opera+onal
Excellence
–
Process
Excellence
SystemaIc,
ScienIfic
&
Disciplined
Problem
Solving
Process
Development,
Improvement
&
Management
Lean
Methodology
5. Pursuit
Perfection
2. Map Value
Stream
3. Create
Flow
4. Establish
Pull
1. Define
ValueLean
Principles
Six
Sigma
Methodology
BPI
7
8
D

35. Opera+onal
Excellence
–
Process
Excellence
Process
Excellence
Lean
is about creating flow and
identifying & eliminating waste in
a process or value stream.
Six Sigma
is about understanding and
eliminating variation in a process
or value stream.
CIAM
Project Management
D

36. Process
Excellence
–
Resources
Breyfogle, Forrest W. III – Implementing Six Sigma: Smarter Solutions Using
Statistical Methods (New York, New York: John Wiley & Sons Inc., 1999)
George, Mark O. - The Lean Six Sigma Guide to Doing More with Less
(Hoboken, New Jersey: John Wiley & Sons, Inc., 2010)
Ohno, Taiichi - Toyota Production System (New York, New York: Productivity
Press, 1988)
Rother, Mike and Shook, John - Learning to See - Value-Stream Mapping to
create Value and eliminate Muda (Cambridge, Massachusetts: Lean Enterprise
Institute, 2009)
Womack, James P. and Jones, Daniel T. - Lean Thinking (Free Press, 2003)
To learn more about our proven Operational Excellence Process Excellence
Solutions, review our various “Operational Excellence Process Management,
Lean Management, Six Sigma Methodology & 8D Problem Solving Training
Module”.

37. What
is
Opera+onal
Excellence?
Achieving
Opera+onal
Excellence
requires
the
successful
implementa+on
of
a
integrated
Business
ExecuIon
System
that
effec+vely
and
seamlessly
integrates
the
following
four
building
blocks:
Strategy
Deployment,
Performance
Management,
Process
Excellence,
and
High
Performance
Work
Teams.
Strategy or Policy Deployment
is the process that aligns and
links business strategy and
execution.
Performance Management is
the process that translates
strategic initiatives into
measurable objectives and
goals.
Operational Excellence can
be achieved and sustained
with the right attitude, the
right mindset, and the right
competencies.
Well designed, efficient, and
effective Management, Value
Chain, and Support Processes
are necessary to deliver world-
class results.
Strategy
Deployment
Performance
Management
High
Performance
Work
Teams
Process
Excellence
Opera+onal
Excellence
Business
Execu+on
System

38. “The
rate
at
which
organiza9ons
learn
may
soon
become
the
only
sustainable
source
of
compe99ve
advantage.”
Peter
Senge
“The
thing
I
have
learned
at
IBM
is
that
culture
is
everything.”
Louis
V.
Gerstner,
Jr.

39. Opera+onal
Excellence
can
and
can
only
be
achieved
and
sustained
with
the
right
amtude,
the
right
mindset,
and
the
right
competencies.
Empowerment
=
f
(Authority,
Resources,
Informa+on,
Accountability)
Low
High
The
Empowerment
ConInuum
Selected
Employee
Input
Ongoing
Employee
Taskforces
High
Performance
Work
Teams
Opera+onal
Excellence
–
High
Performance
Work
Teams
Empowerment
=
0,
if
Authority
or
Resources
or
Informa+on
or
Accountability
=
0

40. Opera+onal
Excellence
–
High
Performance
Work
Teams
In their book Gung Ho ! – Turn on the People in any
Organization, Ken Blanchard and Sheldon Bowles describe
three distinctive phase of transforming a traditional
organization to an organization based on high performance
work team.
Spirit of the Squirrel Way of the Beaver Gift of the Goose

41. Opera+onal
Excellence
–
High
Performance
Work
Teams
Spirit of the Squirrel
WORTHWHILE WORK
1. Knowing we make the world a better place.
2. Everyone works toward a shared goal.
3. Values guide plans, decisions, and actions.

42. Opera+onal
Excellence
–
High
Performance
Work
Teams
Way of the Beaver
IN CONTROL OF ACHIEVING THE GOAL
1. A playing field with clearly marked territory.
2. Thoughts, feelings, needs, and dreams are
respected, listened to, and acted upon.
3. Able but challenging.

43. Opera+onal
Excellence
–
High
Performance
Work
Teams
Gift of the Goose
CHEERING OTHERS ON
1. Active or passive, congratulations must be TRUE.
2. No score, no game, and cheer the progress.
3. E = m · c2 – Enthusiasm equals mission times
cash and congratulations.

44. Opera+onal
Excellence
–
High
Performance
Work
Teams
While an organization transitions from a more traditional “top-down”
organization to an organization build around high performance work
teams, the role of a supervisor or manager changes to the role of a leader
and coach, with six distinctive capabilities.
Leader ≠ Supervisor
Coach
Facilitator
Result
Catalyst
Living
Example
Business
Analyzer
Barrier
Buster

45. High
Performance
Work
Teams
–
Resources
Blanchard, Ken and Bowles, Sheldon – Gung Ho ! – Turn on the People in any
Organization (New York, New York: William Morrow and Company, Inc. 1998)
Fisher, Kimball – Leading Self-Directed Work Teams (New York, New York:
McGraw-Hill, 2000)

46. What
is
Opera+onal
Excellence?
Achieving
Opera+onal
Excellence
requires
the
successful
implementa+on
of
a
integrated
Business
ExecuIon
System
that
effec+vely
and
seamlessly
integrates
the
following
four
building
blocks:
Strategy
Deployment,
Performance
Management,
Process
Excellence,
and
High
Performance
Work
Teams.
Strategy or Policy Deployment
is the process that aligns and
links business strategy and
execution.
Performance Management is
the process that translates
strategic initiatives into
measurable objectives and
goals.
Operational Excellence can
be achieved and sustained
with the right attitude, the
right mindset, and the right
competencies.
Well designed, efficient, and
effective Management, Value
Chain, and Support Processes
are necessary to deliver world-
class results.
Strategy
Deployment
Performance
Management
High
Performance
Work
Teams
Process
Excellence
Opera+onal
Excellence
Business
Execu+on
System

47. The
House
of
Opera+onal
Excellence
"The
House
of
Opera+onal
Excellence"
provides
a
high-­‐level
framework
for
an
integrated
Business
Execu+on
System
for
Opera+onal
Excellence
organiza+ons.

48. “Perfection is not aFainable, but if we chase perfection we
can catch excellence.”
Vince Lombardi