Operational Excellence Focus over the next 12-18 months

Operational Excellence Focus over the next 12-18 months - Research Report 2018/19

What will be your Operational Excellence focus over the next 12-18 months?
Featured responses

"Roll-out to cross-functional processes, internationally and company-wide."

Wepa
Financial Data Services

"Improving customer experience, creating consistent and measurable benchmarks and replicating results."

Head of Technical Solutions, Global Payments Services
Commercial Banks

"Establishing cost curves of major assets, identifying root causes of limitations and countermeasures, optimizing assets and reducing variation."

Continuous Improvement Manager
Forest and Paper Products

"Establishing new OPEX department, Ramping up RPA program, Driving Cultural change, Setting up reporting and data analytics."

Senior Development Manager
Securities

"Driving Innovating thinking, ideation methodologies, IDEO."

Head of Business Assurance & Improvement
Aerospace and Defense

Operational Excellence Focus over the next 12-18 months - Research Report 2018/19 Back to top

Progressive organizations are focused on high impact improvements and innovation aligned to strategic goals, as opposed to numerous individual silo improvement projects, sometimes just done for certification reasons, with little or no strategic value.

Projects that are lead by the leadership team’s priorities and vetted for value by the business unit and project leaders (e.g. Lean Masters, MBBs and BBs) and then ultimately the corporate leadership team, ensure that all projects have strong strategic value across the entire value stream of that functional area and the overall enterprise.

The focus now is on improvements to deliver Customer Delight, and a friction free self service buying experience. as stated earlier, before your product had to be 10 times better than the competition, now it is your customer experience that has to be 10 times lighter than the competition. Before, it was usually the the best product that won, now the best customer experience wins. Before it used to be what you sold and now it is how well you sell.

Below is a selection of the responses from the above open ended question. Responses have been selected to ensure they each add new impactful context to the question.

"A focus on self-service will drive improvements in critical business processes."

Associate Director - Video Operations
Information Technology Services

"Training, Systems, Process improvements, Understanding Customer needs."

Director and Chief Strategy Officer
Miscellaneous

"Roll-out to cross-functional processes, internationally and company-wide. "

Wepa
Financial Data Services

"Creating standard processes and systems that everyone follows."

President
Miscellaneous

"Establishing and consolidating critical operational systems."

Supply Operations Head
Food & Beverage Consumer Products

"Establish an effective management system based on work by process and not by tasks."

Quality & Operational Excellence Sr. Manager
Oil and Gas Equipment, Services

"Improve the utilization/throughput of the existing capacity in our hospitals."

Lead Management Engineer
Health Care: Medical Facilities

"Improving culture and leveraging technology."

Group Manufacturing Excellence Director
Chemicals

"Improving customer experience, creating consistent and measurable benchmarks and replicating results."

Head of Technical Solutions, Global Payments Services
Commercial Banks

"* speed / cycle time reduction * s&op process enhancements * Materials Management capability Improvement * continuous Improvement Framework / culture."

VP - Ops/Supply Chain
Household and Personal Products

"Client journey excellence - focus on client ease of use."

Director Process reengineering and optimization
Financial Data Services

"Elevate the client experience."

President
Financial Data Services

"BPM, RPA all focused on improving customer experience."

Director process transformation and optimization
Financial Data Services

"Operational Excellence strategic planning and Value stream analysis."

Director, Operational Excellence
Transportation Equipment

"Standardize Front Line Operations to deliver consistent high quality care across every clinic and department with decreased variability."

Medical Office Chief
Health Care: Pharmacy and Other Services

"Creating awareness and Bringing the management to embrace the operational excellence methodology."

business improvement manager
Airlines

"Establishing 5S and visual management. training and manufacturing velocity are the current focus as there is no understanding of orders once they are in the system."

Continuous Improvement Lead
Aerospace and Defense

"Establishing cost curves of major assets, identifying root causes of limitations and countermeasures, optimizing assets and reducing variation."

Continuous Improvement Manager
Forest and Paper Products

"Focus on 500 million dollars of revenue enhancements and cost reductions."

VP of Operational Effectiveness
Health Care: Medical Facilities

"Reduction of cycle time."

Deputy Capability Leader
Aerospace and Defense

"Coordinating across teams and geographies."

Chief evangelist
Computer Software

"Changing the culture and total involvement of employees in the journey."

Director Production and Improvement
Forest and Paper Products

"Awareness campaign, changing cultural barrier and start implementation at senior management."

Head OpEx
Publishing, Printing

"Conducting detailed operational reviews that will generate accurate and consistent workflows and procedures for key risk mgt, sales and account management workflows. "

sr Director, Change Leadership
Insurance: Property and Casualty (Stock)

"Leadership development; Restructuring into a new governance structure for the province of British Columbia in fall 2018."

CEO & Founder
Health Care: Medical Facilities

"Improving the plant throughput. Improving the first time right quality production and reducing the working capital."

Senior Vice President - Operations
Food Production

"Fully integrating the CI methodology into quality."

CI & Quality Director AWS EMEA - SFC
Electronics, Electrical Equipment

"End to end business transformation."

Director, Global Strategic Pricing
Metals

"Integrate transformation technology into resource behavior."

Principal
Information Technology Services

"Value stream transformation and measuring the right KPIs for Operational Excellence."

Director Lean Six Sigma
Electronics, Electrical Equipment

"Alignment and Standardization."

Head of Business Transformation
Energy

"Dramatically reducing costs."

Chief Transformation Officer
Miscellaneous

"Launch a gamification approach to accelerate the implementation."

SVP BIGS
Food Services

"Re-Implementing the basic systems again, and develop the people to engage them."

Managing Director
Electronics, Electrical Equipment

"Lean/cost management supplier innovation smart buildings collaboration tools."

Director of Operations - Workplace Services
Food & Beverage Consumer Products

"Driving Innovating thinking, ideation methodologies, IDEO."

Head of Business Assurance & Improvement
Aerospace and Defense

"Automation and Digitization, associate experience Improvements and operations productivity improvements."

Business Integration - Associate Services
Food & Beverage Consumer Products

"Robotics process automation and improvement in customer experience and big data."

OPEX consultant
Financial Data Services

"Establishing new OPEX department, Ramping up RPA program, Driving cultural change, setting up reporting and data analytics."

Senior Development Manager
Securities

"Integration into a new merger company and aligning standards."

OpEx Regional Director
Aerospace and Defense

"Introduction of new globally aligned processes and single suite of integrated systems."

Head of Supply Chain Operations
Education

"R&D, implementing OPEX in all Group facilities."

Global Industrial and Operations Director COO
Apparel

"Right first time, inventory accuracy, equipment reliability, cycle time accuracy and talent management."

Associate Director of Business Process Excellence
Pharmaceuticals

Want to learn more? Download the full Report.
Operational Excellence Focus over the next 12-18 months - Research Report 2018/19

About the Author

Vijay Bajaj, Founder and CEO of BTOES has founded, built and sold two successful market-leading businesses. The first in London, UK in the office equipment distribution sector, which he launched in 1991 and sold to Ingram Micro in 1999, after which he took a year off and traveled around India with his wife. The second headquartered out of Chicago, IL, in the large-scale commercial B2B conference sector, which was launched in 2001 and sold in 2012.

In 2012 he retired to spend time with family and focus on meditation.

In 2015 he was looking for the next challenge and founded and is currently CEO of the Business Transformation & Operational Excellence World Summit & Industry Awards (BTOES), which has become the largest senior-level cross-industry event within the sector, BTOES.com, and BTOESInsights.com a professional online content platform for senior-level executives involved in continuous improvement, which has grown to over 188,000 subscribers.

He is also an angel investor, mentor, and board advisor.

Vijay lives in Stanmore, Middlesex, UK, with his wife Reshma, son Armaan, and labrador Archie.