George H. Friesen has written an article on his interpretation of the Global State of Operational Excellence Survey Report - Critical Challenges & Future Trends - 2018/2019. Click here to read 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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The Incredible Power of Simplicity
Top challenges and the global State
The top three challenges confronting Operational Excellence highlighted in The Global State of Operational Excellence are:
Further, The Global State report tells us that “Cultural transformation is the hardest to do, and it is the greatest progress limiter.”
I agree. And my thirty-five years of experience in working with organizations to help them drive increases in productivity and profitability have taught me that the reason many organizations fail in driving cultural transformations is that they expect too much to happen too quickly, and, further, that the processes they use to drive cultural transformations are far too complex. Click here to read more Articles on The Global State of Operational Excellence: Critical Challenges & Future Trends - Research Report 2018/19.
The first key to success is this one: Keep it simple.
In the 14th Century, a Franciscan Friar, William of Ockham, developed a principle later referred to as “Occam’s Razor.” He wrote, Pluralitas non est ponenda sine necessitate, “Plurality should not be posited without necessity.” Occam’s Razor is often restated as follows, “If you have two equally likely solutions to a problem, choose the simplest.” Occam’s Razor has guided the thinking of the leaders of some of the world’s most successful corporations, most notably Steve Jobs at Apple who once said, “Simple can be harder than complex: You have to work hard to get your thinking clean to make it simple. But once you get there, you can move mountains.”
The second key to success is for the organization’s leadership team to directly confront, and accept, the fact that their thinking about work and workers very likely needs to change.
They need to ask themselves these questions:
When these questions have been thoughtfully discussed, the leadership team will have a set of benchmarks against which they can gauge their ongoing progress in developing a continuous improvement culture that will sustain Operational Excellence processes.
The third key to success is for the organization’s leadership group to regularly go to where the organization’s products are built, or services delivered.
Recently, I’ve observed firsthand the impact of doing this. The CEO at one of my clients decided to regularly meet on-the-line with workers. Initially, many of the workers held back in commenting on their work environments or work processes. They were obviously waiting to see what happened with the comments a few of their number were making. And then a great thing happened. After holding four rounds of these meetings, when it had become obvious that the company’s CEO was in fact listening carefully to what was being said, more started to speak. What had started as an almost painfully quiet meeting had morphed into a vigorous discussion about the improvement of work processes.
As I observed what was happening, I thought to myself, “These are exactly the kind of exchanges that help convince a workforce that their ideas are needed and that they are respected.”
The fourth key to success is to utilize the great power of the uncommon and unexpected.
Here are just a few examples of what you can do to put this power to work, whatever your position in the organization.
And here’s what gives these simple actions their great power: they are uncommon and unexpected.
We’re all experienced the power of the uncommon and unexpected. I had a similar experience when the CEO of a company I’d just gone to work for came into my office and said these words, “George, I just wanted to let you know that I’m glad you’re on our team and hope you have a great career with our company.” This very unexpected encounter had a profound impact on my performance. It drove higher levels of motivation, confidence, and, most importantly, my sense of belonging to the organization.
I believe that these four simple steps will go far in driving positive changes in a company’s culture resulting in sustainable Operational Excellence projects.
The power of simplicity, coupled with the power of the uncommon and unexpected, drives sustainable change.
About the Author
George H. Friesen
Business Practice Leader - Lean Transformations, St. Louis Community College
George is a Lean manufacturing consultant whose services have driven exceptional results across a wide range of industries, primarily in the manufacturing sector. Prior to concentrating on lean manufacturing, served as training director and product manager for a major performance improvement company. In these positions, he designed and presented performance improvement programs for a wide variety of Fortune 500 companies including Sigma-Aldrich, New United Motors Corporation (NUMMI), Firmenich, RugDoctor, Hydromat, American Electric Power - River Operations, Saturn, Anheuser Busch, Saginaw Steering Division of GM, Rawlings, Nestle, DrPepper/7UP, Shell, Dial Henkel, PepsiAmericas, Texaco, BellSouth, AT&T, ThermoKing, GM, Toyota, Illinois Bell, CILCO, Nextel, United Artists Theaters, American Airlines, Rich Products, Xerox, NationsBank, Hughes Supply, Winn Dixie, Laclede Gas, Ford Motor Company, American Hardware Insurance Group, Centel Cellular, GTE, United Airlines, and many others. Check out his LinkedIn page.
Specialties: Lean Thinking and Work Processes; Lean Leadership, 5S System; Value Stream Mapping; Toyota KATA; Lean Manufacturing Processes; Work Cell Redesign; Kaizen; Visual Management; SMED; Toyota Production System; DDI and AchieveGlobal Certified Facilitator; Certified Lean Leader.
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
For more information or to discuss the summit in more detail please schedule a call below,
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