Steven Hoisington 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 Mainstay of Operational Excellence for Cultural Transformation
Continuous Improvement culture
Data from the 2018 BTOES Global State of Operational Excellence survey suggests that cultural transformation is the biggest challenge (and opportunity) that organizations face, regardless of industry, sector, size, or geography. And the end-to-end, wholistic approach that principles of Operational Excellence provide is required for organizational improvement that is key for cultural transformation instead of attempting to sub-optimize certain areas or a few processes of the organization. Click here to read more Articles on The Global State of Operational Excellence: Critical Challenges & Future Trends - Research Report 2018/19.
In this case, the sum of the parts is less than the whole. Therefore, the organization needs to develop Operational Excellence leaders that are skilled in organization-wide change management and cultural changing mindsets. Project Managers, Continuous Improvement specialists, Operational Excellence experts, Six Sigma Black Belts, LEAN masters, and other traditional Continuous Improvement facilitators and leaders of the organization need to adjust, learn, and adopt new performance improvement and change management tools and techniques. Not Continuous Improvement tools, leaders, and goals, but a Continuous Improvement culture. Not performance sustainability, but constantly getting better – and better than the competition – globally. Operational Excellence leaders need to transform to a mindset of performance excellence and leadership.
Understanding and exceeding customer requirements
Operational Excellence has been the mainstay for performance excellence, industry leadership, and cultural transformation. With Operational Excellence as the foundation, the organization needs to understand that a culture that embraces a customer-focused environment, that is, knowing and understanding customer requirements and expectations, developing key processes to deliver on these requirements, finding key metrics to monitor process performance ultimately leading to customer delight, and constantly validating progress against what is important to customers is what is required.
Cultural transformation through constant high impact improvements and innovation – constantly evolving to address ever-changing customer requirements. An organization whose culture, processes, metrics, personnel, incentives, rewards, compensation, etc. are all focused on understanding and exceeding customer requirements will be the global leaders of tomorrow. The next Amazon. The next Apple. The next Google. The next Toyota. Becoming the best healthcare, or service, or education, or manufacturing, or not-for-profit organization in the world known for exceeding customer requirements and expectations.
Therefore, Operational Excellence as a wholistic approach to organization improvement will remain the foundation for cultural transformation and address key business challenges also identified by the survey of acquiring or developing skill talent, changing technologies, and evolving customer requirements and expectations. Operational Excellence leaders will understand how to change the culture of the organization: Developing and presenting the future state and vision, a wholistic and end-to-end solution, leadership support and buy-in, employee acceptance and buy-in, overcoming resistance and obstacles, engaging all processes and parts of the organization, tweaking and adjusting, evolving through small wins along the way, and the duration of the journey. All these are presented as challenges or concerns by the survey participants. Principles of Operational Excellence will remain the foundation for organizational excellence. And the future role of Operational Excellence leaders has never been so important.
About the Author
Mr. Hoisington is a retired vice president of quality and safety at Flowserve, Inc., in Irving, Texas, a worldwide organization that provides engineering, project management, products, and service expertise for the challenges of fluid motion control. A recognized senior level executive for many years, he was the president of Electro-Motive Diesels Locomotive Company (EMDLC) in Pretoria, South Africa, vice president of India operations at EMD Locomotive Technologies Pty. Ltd. in Delhi, India, vice president of quality and reliability at Electro- Motive Diesels, Inc. in LaGrange, Illinois, senior vice president of operations for Exel, Inc.. in Bracknell, United Kingdom, and vice president of quality for Johnson Controls, Inc. in Milwaukee, WI prior to joining Flowserve in 2012. Entering the field in 1981, Mr. Hoisington was hired by IBM as an engineer and progressed his career up to director of quality and customer satisfaction over the next 20 years. Check out his LinkedIn page.
One of the highpoints of Mr. Hoisington’s career was earning the opportunity to travel or live all over the world for his work. His career also enabled him to acquire several patents. Furthermore, Mr. Hoisington co-authored two books over the years, including “Customer Centered Six Sigma: Linking Customers, Process Improvement, and Financial Results” in 2001 and “Implementing Strategic Change: Tools to Transform an Organization” in 2006. He also published several articles over the years including “Becoming a Baldrige Examiner” in 2001, “The Loyalty Elephant” in 2003, “Six Sigma in Real Estate Business” in 2004, “Learn to Talk Money: The Economic Case for Quality” in 2005, as well as numerous other articles in scholarly journals.
Currently serving on the board of directors for the University of Wisconsin-Stout since 2015, Mr. Hoisington is also the past chairman of the board of directors of the Wisconsin Forward Award and a past board member of the Minnesota Council for Quality. He chaired the Juran Medal committee for the American Society for Quality (ASQ) as well as served on the ASQ Medal committee. He served as an examiner and senior examiner for the Malcolm Baldrige National Quality Award for the National Institute of Science and Technology from 1993 to 2011. Furthermore, Mr. Hoisington is a former appointed judge of the Malcolm Baldrige National Quality Award.
Proud to have served his country, Mr. Hoisington retired as a sergeant first class from the U.S. Army and the U.S. Army Reserves after more than 24 years. He holds an Associate of Arts degree in mechanical engineering technology from Rochester Community College, a Bachelor of Science degree in industrial engineering from the University of Wisconsin-Stout, and a Master of Business Administration degree from Winona State University. Additionally, Mr. Hoisington is a certified mechanical engineer technologist, a certified Project Manager, a certified Quality Manager, and is a certified six sigma black belt.
Finally, Mr. Hoisington is a member of the Institute of Industrial Engineers, a senior member of the American Society for Quality, a life member of the American Legion, and a life member of the Veterans of Foreign Wars. He has been cited in close to 40 editions of Who’s Who, including Who’s Who in America, Who’s Who in Science and Engineering, Who’s Who in Finance and Business, and Who’s Who in the World. Mr. Hoisington is the proud father of one son, Lenny.
In recognition of outstanding contributions to his profession and the Marquis Who’s Who community, Steven H. Hoisington has been featured on the Albert Nelson Marquis Lifetime Achievement website. Please visit www.ltachievers.com for more information about this honor.
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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