operational excellence

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1 A brief look at : How do you define OE Why is it different Why does it sometimes fail What makes it work A move to the right The vital role of leaders & leadership Page 1 Some Thoughts on Operational Excellence Presented by Steve Mitchinson Director, BBB Advisory Pty Ltd

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Some thoughts on defining and pursuing Operational Excellence we often use as a precursor to programs of work


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A brief look at :

•How do you define OE

•Why is it different

•Why does it sometimes fail

•What makes it work

•A move to the right

•The vital role of leaders & leadership

Page 1

Some Thoughts on Operational Excellence

Presented by Steve Mitchinson

Director, BBB Advisory Pty Ltd

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What is Operational Excellence

Operational Excellence means attaining a position of advantage in the execution of business processes

It is typically characterised by:

• Customer experience levels exceeding industry standards

• Sustained higher financial returns for Shareholder/Stakeholder

• Higher levels of staff engagement

• Total organisational commitment to continual improvement

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Defining Operational Excellence in Your Business

Lets discuss these examples or aspirational statements:

• Extraordinary execution

• Swift dependable service

• Driving costs down aggressively

• Guaranteed low price and/or hassle free transactions

• Executing service one way and one way only

“Operationally excellent companies deliver a combination of quality, price and ease of purchase

that no one else in their markets can match. They are not product or service innovators, nor do

they cultivate one-to-one relationships with their customers. They execute extraordinarily well,

and their proposition to customers is guaranteed low price and/or hassle-free service.”

The Discipline of Market Leaders

Treacy & Wiersema

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Why do so many “programmes” fail

• Corporate definition must be more than a platitude– Not another mission statement on a wall or bland statement like we will improve quality, We

will support innovation

– Example: Global Industry Player (no more) - thanks for the chocolates..& BOHIKA

• Must have clearly defined , measurable objectives that everyone understands, owns an d most importantly can control

– Goals must be owned and accepted

– Example -Energy Utility - Who made those up (or How did they make these up)...

• Clear leadership and direction is evident at all levels– There must be consequences

– Example: DOT - He will give in like the rest if we push back

• Programs are discrete and timed– Successful programs do not have an end point and are sustainable through this

new "culture"

– Example – Peak Performance*

*Peak Performance – Business Lessons from the Worlds Top Sports Organisations; Clive Gibson, Mike Pratt, Kevin Roberts, Ed Weymes,

Harper Collins

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What makes Operational Excellence Different

Whilst OE has its origins in other business methodologies such as Quality, Six Sigma

and Lean, in my view there are several significant advantages in the move to

successful OE programmes I have experienced or contributed to previously.

• Previous methodologies were anchored in what we often refer to as left brain or

rational thinking whereas research is increasingly telling us that more social or

right brain thinking is required in order to deliver balanced and effective outcomes

• Too many of the foregoing approaches do not allow for or tolerate mistakes and it

was the structure and "control from above" they required that prevented many

programs from meeting the hype - they are typically manufacturing based

• OE accepts that we may make mistakes, but we will have the structure to learn

from them the first time!

• OE supports (depends upon) empowerment and frontline decision making,

accepting that good process design can allow that

• OE places a larger responsibility on staff and empowered leaders to drive the


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Operational Excellence doesn’t just happenIt requires a sustained effort

Attaining Operational Excellence requires:

• A set of disciplines & sustained effort to transform into habit

• Improved contributions to business performance by all staff which is only

achievable through improved engagement – “discretionary effort”

• Reduced operational errors

• Enhanced operational efficiencies

• Increased customer satisfaction

• Optimised margins or profitability

Operational Excellence requires an approach to performance improvement focused on new ways of:– Thinking

– Managing

– Measuring

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Where is your thinking anchoredWhat are you going to do about it?









































Approaches to Strategy

Based on the widely acclaimed “Whole Brain Thinking” programmes developed by Ned Herrmann & Herrmann International

Steve Mitchinson is an acclaimed WBT Facilitator

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What makes us mad, frustrates us, annoys us?

Mess, slobs, people not putting things back (exactly) where they found them

People who are not punctual

People who don’t meet commitments

People who don’t explain

People only see the wood for the trees

Glass half empty folks

People who only the (their) parts-not the whole

Resistance to change, people who are not enthusiastic about new ideas

Benchmarking – that is following not leading

People who quote wrong dates, wrong numbers, who pluck numbers out of the air

People who mix up megabytes and kilobytes

People who pretend to express knowledge they don’t have

People who think the cloud is a weather condition

Insensitive people

People who are only interested in the answers(facts) – not feelings or the processes

People who are uncaring or unresponsive

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Stages of OE successWhere are you?

Where the enterprise sits on this continuum is no longer measured by consensus around the board or executive

table - it is now determined by your customers and employees

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The Shingo PrizeBeyond the Baldridge Awards, it is all about the Shingo......

The Shingo model of operational excellence states that successful organisational

transformation only occurs when leaders understand and take personal responsibility for

architecting a deep and abiding culture of continuous improvement.

The Shingo Prize which recognises success in Operational Excellence has identified

ten key principles its award winners display:

1. Respect every individual

2. Lead with humility

3. Seek perfection

4. Assure quality at the source

5. Flow and pull value

6. Embrace Scientific Thinking

7. Focus on process

8. Think systemically

9. Create constancy of purpose

10. Create value for the customer

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The Critical role of leadersWhat do leaders need to contribute

• Unified understanding and support of the organisational intent

• Living and breathing the enterprises organisational values -making them real - without exception

• Inspiring teams to want to achieve and test new boundaries

• Engaging Staff in Change

• Creating “meaningful work”

• Managing Staff Expectations and Engagement - staff don't leave organisations, they leave their leaders

• Effective communication methods

• Maintaining the rage

My question to leaders is always “Are you on the right bus?

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Importance of Organisational AlignmentThe major risk of success is where culture does not support the vision.

Leaders lead culture, therefore only leaders can change it!

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What is Operational ExcellenceLets remind ourselves

Operational Excellence means attaining a position of advantage in the execution of business processes

Values, Behaviours, Expectations and Rituals define the Culture and

sustain the Community

Vision without action is simply daydreaming, Action without vision is just

a nightmare

By: Ken Everett, Ken Everett International

Ponder this discussion:

"CFO asks CEO: "What happens if we invest in developing our people

& then they leave us?"

CEO: 'What happens if we don't, and they stay?""

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Thank you

For further information: E: [email protected] or M: +61403001100

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BBB Advisory

Who we are

BBB Advisory is a professional services practice offering a suite of highly effective businessprocess improvement (BPI) and project management services.

By applying our proven SPEC methodologies clients consistently achieve more effective outcomes in these areas:

•Cash Flow Improvement•Sales & Revenue Growth•Contact Centre Performance•Project Management•Tender Management•Think for Success Programs

Our vision is to constantly research, develop and apply innovative yet sustainable approaches that enable clients to be successful by dramatically improving the outputs of their organisation

L18, Central Park, 152-158 St Georges Terrace Perth WA 6000

T +61 92881724 E [email protected]