operational excellence at edward jones: deploying operational excellence through organized movement
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Operational Excellence at Edward Jones
Deploying Operational Excellence Through Organized Movement
Mark Waight Director Operational Excellence
Detection and control of quality problems
Carried out at various stages in the production process
Statistical Quality Control was the tool of choice
Quality as Prevention
The Evolution of Quality Management
Quality as Inspection
The solve was for reduction of things gone wrong
Focus was on output of products
Re-performance was the tool of choice
Prior to 1940's 1940's – 1970's 1980's – 2000's
Quality as Design
Integration of quality throughout the organization
Focus was on meeting customer expectations
Lean and Six Sigma were the tools of choice
Quality as a Movement
The solve for ideal experience of key stakeholders
Focus is on creating synchronized movement
Systems Thinking is the tool of choice
About Edward Jones
• Headquartered in Saint Louis Missouri • Other Support services in Tempe,
Arizona and Mississauga, Canada
• Financial Advising Brokerage Firm with over 38,000 employees
• Branch offices throughout the United States and Canada (14000 and growing)
Fortune Magazine: "100 Best Companies to Work For"For the 15th year, now ranked No. 4 overall and No. 2 in the large-company category.
Why Systems Thinking?
"The ability to learn faster than our competitors may be our only sustainable competitive advantage."
Peter Senge – MIT Professor and Author of The Fifth Discipline
What is our obstacle?
"People are experience-rich and theory-poor. People who are busy doing things don’t have opportunities to collect and organize their experiences and make sense of them."
Malcolm Gladwell Author of Outliers, Blink, Tipping Point, etc.
Why are people experienced rich and theory poor?
P P P+ =People Process Performanc
5 5 10
3 3 6
2 2 5
1 1 2
PerfectionWorld Class Service
Effort Maturity Results
What would the journey look like?
To insert science into the art of process management in order to achieve systems thinking across the firm.Vision
Strategy Build a network of change agents
Leverage the community to
tackle "big solves"
What would we need for the journey?
Adoption & Integration
Knowledge Build: Classroom Technical Training Coaching & Mentoring Best Practice Sharing
Adoption & Integration: Engagement Progression Active Advocacy & Sustainability Systems Thinking
Execution: Strategic Alignment Agility Increased ROI
Our OE Pillars
Four Levels of OE Deployment Maturity
Proof of Concept
Awareness Capacity Build
More than just Process Improvement
More Capacity Build
Building the Network is at the Divisional Level
2-3 Months 3-6 Months 12-15 Months 3-5 Years
Strategic, Planning & Analysis System
Core Operating System
Performance Measurement &
C l i e n t a n d
F i n a n c i a lG o a l s
Intake Prioritization Planning Execution Transition
Recruit Develop Perform Reward
Need Assess Resolve Log
Create Deploy Review
Set Goals Monitor Results Improve
Key Integrated System Framework
So what does Systems Thinking look like?
Systems Thinking is the Key to…
1. Movement is always at the heart of the solve2. Cultural Alignment is Critical to OE Adoption3. Inserting the Discipline into the DNA of the Organization4. Developing A Network of Organic Change Agents 5. Learning Communities, Create Learning Cultures6. Each Solve Must Reconcile to Stakeholder Critical Needs 7. Not Vertical Thinking vs Horizontal Thinking, but both8. Right Questions vs Right Answers9. Knowing the Paradigm Shifts needed10.Systems Thinking is our desired mode of thought