Marta Ventosa has written an article on her interpretation of the Global State of Operational Excellence Survey Report - Critical Challenges & Future Trends - 2018/2019. Click here to download the full Survey Report 2018/19.
The Most Comprehensive Study of Critical Challenges and Future Trends within Operational Excellence
With nearly 1000 respondents, 37 insightful questions, detailed analysis & insights from 40 industry thought leaders, and the BTOES Insights executive team, this 130 page report is recognised as the most comprehensive study of critical challenges and future trends within Operational Excellence, and is considered a key resource for the industry. Areas covered include:
The Critical Operational Excellence Challenges faced by executives.
The Current Scope of Operational Excellence.
How is Operational Excellence success measured?
Key Findings & Roadblocks.
What are executives focusing on over the next 12-18 months?
What have been the greatest developments?
What are the key drivers pushing change in Operational Excellence?
Small, Medium & Large Corporation Perspectives.
Detail Analysis & Insights from BTOES Insights Executive Team.
Detailed Analysis & Insights from 40 Industry Thought Leaders.
Analysis of key themes, including Cultural Transformation, Customer Delight, Sustaining an Operational Excellence program, Need for end-to-end Business Transformation, Keeping up with new technologies/impact of digitalization and Leadership Buy-in & Understanding.
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For over 10 years I have been helping companies improve their operational processes and the biggest struggle they face is keeping the Cultural Change going. As a teacher I always explain to my students that they must learn how to recognize unnecessary waste in their processes by learning how to put on the “OPEX GLASSES”. So this is how we shall start this Article: first, I will describe the 7 most common mistakes; and second, we will discuss the 10 key factors to a successful change. No matter how big or small your company is, whether you sell products or services, these apply to you. Click here to read the full Survey Report 2018/19.
Below are the most common mistakes you can identify in your organization. Once identified, you can work to avoid or correct them.
1. PARADIGMS: you are going to find paradigms throughout your company, no matter how old or how big your company is. They include old ways of working, unquestionable habits, closed minds or just fears for something new.
2. PEOPLE: one of the most common forms of resistance to change is people; they often see OPEX as a way to get rid of people. We need to look carefully at all 3 hierarchical levels:
3. COMMUNICATION: lack of communication is a feature in all my projects, top to bottom and from the bottom up. When a team comes up with an improvement idea, I always hear: “I said this many times before and nobody listened”
4. WHERE IS THE PLAN?: most of the time, efficiency comes from trying to implement a LEAN tool: 5S, SMED,…Without a plan, a Kaizen Event or a tool application will be just that, with isolated results, minimal people involved and short-term benefits
5. NO OPEX CULTURE: if there are not maintenance mechanisms, we can initially invest a lot, lots of efforts, lot of time, lots of training hours,… however, it will no be possible to maintain OPEX philosophy
6. WE WANT TO BE TOYOTA: every company, every sector, every team, every country,…is different. OPEX is flexible, it is just a guide, we can get inspired by big companies but they are not our aim
7. LACK OF COSTUMER FOCUS – NOT LISTENING TO THE CLIENT: we forget about getting rid of activities that do not add value to our clients (external and internal ones)
Now you know how to recognise common mistakes, next you need to know what can you do to achieve a permanent OPERATIONAL EXCELLENCE CULTURE.
3. INTERNAL LEADER: it is important to have an expert who can lead and create motivation and engagement.
4. KPIs & OBJECTIVES: it is essential to establish these. To set achievable goals, to keep them up to date and share them with management boards and at meetings. It is highly important that at least one of these reflects the impact of the improvement on the business results: e.g. ROI, cost reduction, sales, etc.
5. INTERNAL MARKETING: start a campaign with Visual Management including standards, teams, before and after photos,…some examples:
6. Communication and involvement of the WHOLE organization, PEOPLE must be trained and have the opportunity to be part of a team. We need to create a new MINDSET and organize MULTI-TEAMS
7. TRAINING at every single level according to an established plan, must be part of the Company’s TRAINING plan. Always important to keep in mind LEARNING BY DOING.
8. KAIZEN & MAINTENANCE MECHANISMS must always be taken into account. A well-established Continuous Improvement Culture is key for the success and the sustainability of our competitive advantage. It is important that after any improvement project we create new standards and indicators to follow up and apply PDCA. Effective meetings are a great tool as well as Audits.
9. Never ever forget WHERE THINGS HAPPEN (“the GEMBA”), this is not about the theory based on interviews, we must see the process. In my first day in a job my boss told me to spend at least 1h per day just walking around the production site, warehouse or office just to observe what was going on. How many people in our companies have never stepped into the GEMBA!
10. Now it is time to start with a PILOT, you need to choose it based on the following:
About the Author
Founder, The Lean Level
Marta is a Process Improvement & Change Motivator, Trainer and Mentor. She is an engineer with more than 12 years of experience implementing change and efficiency for various clients e.g HP, Vueling, ADP, Coca-Cola,...
As the founder of TheLeanLevel her goal is to help companies and people to succeed on the road to LEAN implementation. Check out her LinkedIn page.
BTOES is the industry’s biggest and best, senior-level, cross-industry gathering of Business Transformation & Operational Excellence industry leaders and senior executives.
It also hosts the Business Transformation & Operational Excellence Awards, which showcase globally the most outstanding organizational achievements through the application of Operational Excellence programs.
The summits hosts a number of private forums for C-Level & Global corporate-level leaders as well as business unit heads.
With over 150 speakers, over 100 sessions, 12 Keynotes, 9 Track Themes, 5 parallel tracks, 60+ track sessions, 50 roundtable discussions, 20 Interactive Workshops, 6 Thought Leader Panels, 5 Leaders Boardrooms, 5 co-located events, the Industry Awards Program, Site Visits, 20+ hours of social networking including 2 gala cocktail parties, dinners, numerous group activities, this is the ultimate event to benchmark, network and drive Operational Excellence to the next level.
There is a strong focus on Cultural Transformation, Customer Delight, Sustaining an Operational Excellence program, Need for end-to-end Business Transformation, Keeping up with new technologies/impact of digitalization and Leadership Buy-in & Understanding. We dedicated two tracks to advanced technologies, such as AI, Machine Learning, RPA, Predictive Analytics, Blockchain, Cloud infrastructure etc.
The agenda is designed to encourage active meaningful conversations though all day enhanced networking and interaction opportunities, including
All-day Refreshment & Themed Breaks
1¼ Hour Hot Breakfast Networking Sessions
1½ Hour Hot Plated Networking Lunches with Topic & Industry Sector focussed tables
1½ Hour Roundtable Sessions by Topic & Industry Sector.
Keynote & Themes Panel Sessions
Hosted Welcome Receptions from 5.30pm
Expanded more lavish Awards Program
Newly launched Night Summit for attendees to meet after dinner
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