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Vijay Bajaj
By
May 26, 2019

Primary Measures of Success of Operational Excellence Programs - Research Report 2018/19

 

Primary Measures of Success of Operational Excellence Programs - Research Report 2018/19

 

What is your primary measure of success for your Operational Excellence program? 
Featured Responses

"Delivering a complex portfolio of specific in-function and enterprise wide improvement programs on time and under budget." 

Chief Transformation Officer
Miscellaneous

Click here to read the full Survey Report 2018/19.

"A combination of quantitative and qualitative measures, providing mgt information that can be consolidated into a dashboard showing both leading and lagging indicators."

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

"Ability to attract and retain the best employees, leaders, and executives."

CEO & Founder
Health Care: Medical Facilities

"RESULTS. "Better, faster, cheaper". Increased profits. Reduced operating costs. Reduced waste. Increased quality. Increased customer satisfaction. "

President 
Health Care: Medical Facilities

"New value to the business - impact on margin, employee experience, employee agility and productivity."

Director of Operations - Workplace Services
Food & Beverage Consumer Products

Primary Measures of Success of Operational Excellence Programs - Research Report 2018/19

Back to top 

Success of an Operational Excellence program can be measured in various ways dependent on the industry and the maturity of the program.

For example a measure in Oil & Gas, or the Chemicals industry, citied by one respondent, might mean a “Lack of injuries Operational cost Downtime”

In this survey customers delight, process improvements, and cost reductions were the top 3 citied measures of success. Process improvements, can also cover productivity, removal of waste, variance and errors, process simplification, process automation. Cost reductions can also cover a whole series of key financial indicators such as, improved margin, lower cost of quality and operating costs, specific $ savings, reduction in cost per activity etc.

To achieve the above project selection, and having more successful projects than project failures, with a strong focus on sustainability and embedding CI methodologies in the day to day work are some of the choices that you can make to help.

To support this you want to have the ability to attract and retain the best employees, leaders, and executives, supported by a strong culture and strong leaders as role models. All this should lead to delivering Customer Delight, which in turn will lead to greater ROI.

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.

Back to top 

"Customer satisfaction and a swift response to customer demand with the use of less resources."

Chief Operating Officer
Information Technology Services

"Customer satisfaction index, customer complaints, employees engagement score, reduction in non-added value activities." 

AVP- Quality, Safety & Performance Excellence
Food & Beverage Consumer Products

"Customer satisfaction and organic growth." 

SVP, Operational Excellence
Information Technology Services

"Meeting / anticipating customer needs and relentlessly delivering customer value."

Director-Lean Enterprise
Electronics, Electrical Equipment

"Client Experience Feedback, error rates, hit rates, STP rates, inquiry ratios, etc."

Head of Technical Solutions, Global Payments Services
Commercial Banks

"Increase in customer satisfaction index Reduction in cost of quality Reduction in operating cost and working capital."

Senior Vice President - Operations 
Food Production

"Improved customer and employee satisfaction through global consistency of services, processes and systems and operational efficiencies."

Head of Supply Chain Operations
Education

"Increase in net recommendation rate."

Principal
Information Technology Services

"New value to the business - impact on margin, employee experience, employee agility and productivity."

Director of Operations - Workplace Services
Food & Beverage Consumer Products

"Retention / rejection rate of implemented improvements / methods."

Manufacturing engineer
Industrial Machinery

"I think the success in an Operational Excellence Program impacts directly on the incomes, but the primary measure we should be able to see on each KPI defined on a Balanced Scorecard."

Business Process Consultant
Chemicals

Primary Measures of Success of Operational Excellence Programs - Research Report 2018/19

"Return on Investment - Tangible and Intangible; Also measured through 2 yearly employee surveys across a number of dimensions."

Head of Business Assurance & Improvement
Aerospace and Defense

Back to top 

"Sales and Repeat Sales."

President/Owner
Hospitals

"No injuries, no defects passed along to customers, no late orders, nothing over budget."

VP - Ops/Supply Chain
Household and Personal Products

"Degree of eSales and Self Service mid-term."

Senior Expert Digitalization B2B Europe
Telecommunications

"RESULTS. "Better, faster, cheaper". Increased profits. Reduced operating costs. Reduced waste. Increased quality. Increased customer satisfaction."

President
Health Care: Medical Facilities

"Self Healing: Full empowerment of the areas in continuous improvement."

Director of Quality and Organizational Excellence
Financial Data Services

"Achieving Topline and Bottomline Targets."

Associate Director
Health Care: Pharmacy and Other Services

"Meeting requirements that are aligned to strategy."

CTO
Energy

"Productivity improvements in my functional area, also experience improvements."

Business Integration - Associate Services 
Food & Beverage Consumer Products

"Lack of injuries operational cost Downtime."

Org design specialist
Chemicals

"$ cost Reduction (Budget reduction). FY18 showed ~5% - need to continue to DOUBLE this goal every year."

Six Sigma Master Black Belt
Computer Software

"Cost savings and synergies realized."

Vice President Business Transformation
Packaging, Containers

"Optimize expenses with customer experience in mind."

Black Belt
Insurance: Property and Casualty (Mutual)

Back to top 

"Ability to attract and retain the best employees, leaders, and Executives."

CEO & Founder
Health Care: Medical Facilities

"Workplace culture, demonstrated by employee engagement. 10 employees selected at random should all happily describe the active role they are playing in the operational success of the company."

Founder & Lead Consultant
Education

Primary Measures of Success of Operational Excellence Programs - Research Report 2018/19

"Cultural change and acceptance by the employees. Improved Profit margins."

Lean Leader
Engineering, Construction

"An employee's desire to come to work each day."

Associate Director - Video Operations 
Information Technology Services

"The start of a learning organisation. Autonomous in generating new improving ideas and auto-critical on current way of doing things."

Bpis
Miscellaneous

"A combination of quantitative and qualitative measures, providing mgt information that can be consolidated into a dashboard showing both leading and lagging indicators."

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

Back to top 

"None so far. The CI or Operational Excellence was just established last year and no metrics were set. Still in its experimental phase."

AVP
Financial Data Services

"Harmonized Key Process Indicators (KPIs) metrics analytics shared across the regions - global metrics."

Regional Q&C - Americas
Miscellaneous

"NPS, Retention as business metrics for our focus."

Director process transformation and optimization
Financial Data Services

"Before we introduce the KPIs that we are now working on - reduction of complexity and increase of transparency."

Group Business Transformation Director
Publishing, Printing

"Revenue, Cash Flow, Customer Loyalty, Cost Savings."

EGM- Operational Excellence
Automotive Retailing, Services

"COGS, Turnover, CONQ."

Head of Quality, Operational Excellence, and HER
Industrial Machinery

"Everything is measured by sales results and time to sale."

Director, Operational Excellence 
Financial Data Services

"COPQ and Added Sales."

Head of Business Transformation
Energy

"Customer & Employee surveys, then financial impact."

President
Financial Data Services

"Established goals, metrics and continuous improvement efforts."

President
Miscellaneous

Back to top 

"Delivering a complex portfolio of specific in- function and enterprise wide improvement programs on time and under budget."

Chief Transformation Officer 
Miscellaneous

"Evidence of process maps and metrics used post-project implementation."

Advisor
Financial Data Services

"Commitment and acceptance of pilot projects in each business and support unit."

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

Primary Measures of Success of Operational Excellence Programs - Research Report 2018/19

"For the first year (4 months in) it will be having everyone trained in the basics and trying transformation with in their area."

Continuous Improvement Lead
Aerospace and Defense

"In our infancy it is the deployment and sustainment of daily management."

Supervisor
Insurance: Life, Health (Mutual)

"Silo reduction, productive collaboration within and across business unit locations."

Vice President Operational Excellence 
Medical Devices

"An effective and streamlined business process across and within departments."

Senior Content Marketing Specialist
Information Technology Services

"Visual aides to ensure every day someone can walk through and see how the flow is doing in each department, and know if we are on track, or behind, and in Plan B."

Sr. Technical Specialist, Municipal Market Development
Industrial Machinery

Back to top 

"Improved efficiencies leading to higher profits all round."

Managing Director
Education

"Efficiency, Effectiveness, External Benchmarking."

Global P2P Manager
Household and Personal Products

"Are we aligned with mid and long terms trends in our sector? Are we fit for competition?"

CEO
Computer Software

"A combination of production capability and cost."

Owner
Chemicals

"Increasing efficiency & effectiveness & achieving customer satisfaction."

CEO
Miscellaneous

"Internal environment, low turnover and reaching the goals."

Managing Director
Electronics, Electrical Equipment

"Investors in Excellence Standard, research- informed, Principles-led, evidence-based, outcomes-focused."

Chief Executive Officer
Miscellaneous

Back to top 

"Involve people in training and achieve the finalization of projects."

Operational Excellence Director
Medical Devices

"It will be Customer Satisfaction, and Opex reduction or cost avoidance."

Dir. of Business Transformation
Wholesalers: Electronics and Office Equipment

"Patient throughput metrics and additional revenues to the organization."

Lead Management Engineer
Health Care: Medical Facilities

"Quality of healthcare provided, access to critical services, and patient satisfaction. If we get these three right, the financial benefit will follow."

Director of Operational Excellence
Health Care: Medical Facilities

"Quality, Cost and Delivery...better care of our guests, faster execution of systems & process and doing things cheaper by eliminating redundancies."

Owner and Co-Founder
Hotels, Casinos, Resorts

"Straight Through Processing; reduce manual touch."

President
Financial Data Services

"Sustainable top line growth, while maintaining customer satisfaction, Improving employee engagement and reducing waste."

CEO
Diversified Outsourcing Services

"Sustained Performance + Consistent Maturity Advancement."

Enterprise Principal Leader - Mgf. Excellence Transformation
Industrial Machinery

"This is a greenfield program and hence the short term objective is to build DnA to cater to project executions in the future."

Sr Project Manager
Electronics, Electrical Equipment

"Velocity, Efficiency."

Director Business Process: Marketing
Internet Services and Retailing

 

Want to learn more? Download the full Report.
Primary Measures of Success of Operational Excellence Programs - Research Report 2018/19


About the Author

Primary Measures of Success of Operational Excellence Programs - Research Report 2018/19Vijay 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.


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