what are the performance drivers to acheive operational success

I have a question for you.

What does a Formula one racing team, like Ferrari, have in common with a high-flying company, like Apple?

They're both in highly competitive industries? They're both focused on improving their performance? They're both incredibly driven to succeed? They're both intent on being the best in the world?

Yes, yes, yes, and yes.

In other words, they both strive, in everything they do, to achieve Operational Excellence (Op Ex). However, achieving Operational Excellence is far from easy, and (fortunately for Apple and Ferrari) merely 36% of companies manage it.

So, buckle up and join this Process Street mail service, every bit nosotros race through the following topics and acquire, from the likes of Ferrari, Apple, Disney, and Google, how to become operationally excellent:

• What Operational Excellence is (& what it isn't)
• The iv key creators of Operational Excellence
• x ways to attain Operational Excellence
• The real reasons organizations fail to achieve Operational Excellence
• How to overcome Operational Excellence challenges

Set up to zoom into pole position? 🏎️💨

What Operational Excellence is (& what it isn't)

Operational Excellence (Op Ex) is, in unproblematic terms, about being the best. The best in class. The best in your industry. The all-time in the world.

But, every bit unproblematic as that sounds, Operational Excellence is an ambiguous concept that a lot of companies strive to achieve, simply often neglect to empathize.

"No executive in the globe would refuse Operational Excellence if y'all handed it to them on a platter fifty-fifty if they don't exactly know what it is. Information technology only sounds like something crawly" – KaiNexus, What it Takes to Achieve Operational Excellence

For instance, what does being "the all-time" mean? What does beingness "the best" look like? Who decides what "the best" is? What makes an system "the best"?

To understand Operational Excellence and what being "the best" means for companies similar yours, permit's bring it dorsum to Ferrari for a second. They're a cracking case of an (unofficially) operationally excellent organization.

Beingness the best for them is all about winning races. Information technology's all well-nigh crushing the competition, continuing on the podium, belongings the trophy, and spraying the champagne.

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They continually piece of work on improving their race strategies, their cars, their drivers, and their teams then they perform meliorate than their competitors.

Their drivers spend hours driving test laps, training in the gym, and memorizing upcoming race tracks and plans so they're prepared.

Their mechanics spend months designing, re-designing, manufacturing, and testing each part of the car, so they tin can shave milliseconds off lap times.

Their team principles spend every possible second analyzing previous races and functioning data, and then they can find the best possible race strategies.

Ferrari has cultivated a culture where people feel empowered to achieve their end goal, which is to:

"Bulldoze change past constantly searching for better means of doing things" – Mission Winnow, What is Mission Winnow?

Every bit a direct result, they've won 231 races since their first race in 1950 (the highest number amid all teams throughout F1 history), and are considered the best F1 team of all time.

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Achieving Operational Excellence and, therefore, becoming the all-time, is exactly the aforementioned for whatever other organisation.

To become the best, operationally excellent companies like Amazon, Google, and Disney formulate and execute strategies that continually vanquish their contest.

They've each built and maintained positive work cultures that motivate and empower their staff. These cultivated cultures have immune them to become innovative, customer orientated, and continuously focused on improving their products, services, and processes. As a upshot, they've become the best in the world.

"Operational Excellence is the execution of the business concern strategy more than consistently and reliably than the competition" – Wilson Perumal & Company, A Better Definition of Operational Excellence

Nosotros'll go into item around how to execute strategies "more reliably and consistently than the competition" subsequently. But, to give y'all a sneaky preview, you can achieve Operational Excellence by following a framework that is based effectually a core fix of principles.

I'll be divulging some of these frameworks, all of these principles, and much, much more, later on!

Anyway, that's what Op Ex is. But, because it'southward such a hazy concept, to get a full understanding, nosotros should besides consider…

What Op Ex is not

Op Ex is non just a tick-box practice
Achieving Operational Excellence is not about completing a list of tasks or activities. It's a mindset that you must adopt, develop, and instill within your entire organization.

"Operational excellence is more of a mindset that accepts certain principles and tools to create sustainable improvement within an organisation" – Reliable Found, Operational Excellence: An Overview

Op Ex is not only about reducing costs & increasing productivity
Creating operational efficiencies and increasing productivity levels is part and bundle of running a successful business organization. That's a given. Simply, to accomplish Operational Excellence, you need to get a step further. Your focus shouldn't simply be on the bottom line. It should be on creating a culture that enables you to grow, develop, and continuously find new ways to improve your productivity and efficiency levels.

Op Ex is not just for big organizations
Although large boys such as Toyota and Tesla are great examples of companies who achieve Operational Excellence, that doesn't mean smaller companies tin can't and don't achieve it too.

The concept of Op Ex is built around teams of people working together on issues and opportunities that are aligned with organizational goals. That, as a concept, is versatile and can be applied to a business that has merely two people and also a business organization that has over ii,000 people.

Size doesn't affair (on this occasion).

Op Ex is not but for manufacturers
Equally we'll notice in a second, Op Ex started in manufacturing, merely it certainly didn't stay sectional to manufacturers. Any company that has operational processes, can benefit from becoming operationally excellent.

We'll continue to unpick the concept of Operational Excellence equally and when we talk well-nigh how to accomplish information technology.

Offset, I want to explain where Operational Excellence came from and how it was developed.

To do this, permit me to introduce you to…

The four cardinal creators of Operational Excellence

Operational Excellence is a huge topic to tackle. Mainly considering it consists of several dissimilar concepts all rolled into i. Therefore, its origins come from a mixture of methodologies, theories, concepts, and tools, developed and created over centuries past lots of influential people.

Just, specifically, it'southward the following iv people that take played the biggest part in creating the concept and shaping information technology into what it is today: Adam Smith, Henry Ford, William Deming, and Dr. Shigeo Shingo.

Allow'due south meet them properly.

Who is Adam Smith & what part did he play in developing Operational Excellence?

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Adam Smith: Economist, philosopher, founder of the 'division of labor' principle, and the first to ascertain Operational Excellence as a concept.

In his infamous book: "The Wealth of Nations" he describes a pivot factory that had 10 workers. Each worker would work individually, and make one pin per day. Smith suggested, to the mill owner, that rather than working separately to brand each pin, the 10 workers should work together. He hypothesized that if he divided the entire pin-making procedure upward into x tasks, and if each worker took on 1 job each, they would end upward making fashion more than pins. With naught to lose, the factory owner agreed to endeavor it.

Boy was he glad he did!

This small-scale modify in operations meant that the factory started to produce over 48,000 pins a day, as opposed to ten.

It revolutionized the style businesses worked and taught companies to continuously await for ways to improve their products, services, and processes.

Who is Henry Ford & what office did he play in developing Operational Excellence?

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Henry Ford: Founder of Ford cars, creator of mass production, and manufacturer of the get-go affordable automobile.

This guy doesn't demand much of an introduction, merely what part did he play in the evolution of Operational Excellence?

Ford was entirely focused on making the best product possible. He continuously pursued methods that eliminated waste and helped employees to work more efficiently. His efforts led to the creation of the outset assembly line and started the revolution of the entire manufacturing manufacture.

His unwavering dedication to always provide the best, paved the fashion for organizations to become operationally excellent.

"He drove himself – and his employees – to correct operational inefficiencies while also creating better products" – Six Sigma Daily, Henry Ford and the Roots of Lean Manufacturing

Who is William Deming & what role did he play in developing Operational Excellence?

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Side by side up, nosotros take William Deming. If you've read my previous mail on Total Quality Direction (TQM) you'll exist familiar with this man. A statistician and business consultant, Deming's TQM methodology helped Japan recover afterward the Second Earth State of war and formed a foundation for Operational Excellence. TQM is based on the idea that to continuously improve quality, you have to create an inclusive culture, which encourages every employee, from the top to the bottom, to await for improvements in themselves, their work, and the system as a whole.

"His philosophy is one of cooperation and continual improvement; information technology avoids blame and redefines mistakes as opportunities for improvement" – British Library, W Edwards Deming

Who is Dr. Shigeo Shingo & what part did he play in developing Operational Excellence?

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Many people claim that Dr. Shingo is the real "father of Operational Excellence". Having written 18 books on the bailiwick, worked for years with Toyota executives to apply Op Ex concepts to real-life situations, and adult x Op Ex principles as a effect of his work, I can see why.

We'll re-visit Dr. Shingo, the father of Operational Excellence, in a minute.

Together, over the course of a few hundered years, these iv influential men (and a few other influential characters) introduced and developed the concept of Operational Excellence.

Now we've discussed what Op Ex is, what information technology isn't, and where it comes from, I think nosotros're ready to find out how to achieve information technology.

10 means to accomplish Operational Excellence

Remember Dr. Shingo and his 10 Op Ex principles from earlier? Well, this is where nosotros find out what these principles are and how they will help you achieve Operational Excellence.

Summit tip: To achieve Operational Excellence, each of the below principles needs to exist ingrained into everyday activities. That way, they become function of a culture that encourages every employee to continuously look for improvements in everything they do.

Operational Excellence principle #i. Respect every individual

How do you feel when someone asks for your opinion about something at work?

You experience respected, don't you? You feel empowered, motivated, and keen to get higher up and across for that person.

If y'all start request your employees for their opinions and involving them in improvements and changes within your organization, information technology will make them feel respected, engaged, and motivated to do more than. Y'all'll begin to build a culture where people naturally want to get above and beyond to back up your arrangement in reaching its goals.

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Disney is exceptional at this, and as a event, is consistently at the top of the list when it comes to companies that achieve Operational Excellence.

Despite its apparently low salaries and tight direction supervision, Disney employees are known for beingness engaged, motivated, and willing to go the extra mile in their jobs.

Why?

Because Disney makes a point of treating its employees like customers. They ask for their opinions, they encourage feedback, and they respect each and every staff fellow member. In return, employees feel happy, empowered, invested, and like they're a truthful part of the visitor.

As Bruce Jones, Senior Programming Director, Disney Institute says:

"The more empowered employees feel, the more engaged they tend to be in the technical aspects of their jobs also every bit in the quality of service they provide to customers" – Harvard Business Review, How Disney Empowers Its Employees to Deliver Infrequent Customer Service

Operational Excellence principle #two. Pb with humility

The biggest improvements happen when people recognize their shortcomings and look for better solutions. Admitting mistakes, listening to others, and being receptive to suggestions is how you lot pb with humility.

Leave your ego at the door and encourage your workforce to do the same.

Operational Excellence principle #3. Seek perfection

"Noone's perfect." "Perfection is impossible." "Perfect is an illusion." "Perfectionism is a failed strategy to avoid criticism." Apathetic, apathetic, apathetic, blah, apathetic.

Hundreds of people hate-on perfectionism. Of course it'southward unattainable. Of course no one, or naught, is ever truly perfect, but if we don't strive for perfection, then what's the point?

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To help me explain this principle, let's revisit Ferrari once once more. They are constantly striving for something called 'pit stop perfection'.

Formula one cars can travel up to 370 km/h during a race. They need their tires changed, engines checked, and fuel added throughout the race if they desire to maintain this speed and secure their place on the podium.

This is why pit stops play a crucial office in every race and why Formula 1 teams, like Ferrari, continuously strive for pit stop perfection.

To reach pit stop perfection, the car must arrive into the pitstop, the tires must be changed, the engine checked, fuel added, and it must go out, back onto the track, in under 2 seconds.

"It [should] have less time to consummate an F1 pit stop than it does to read this sentence" – AMG Petronas Formula One Team, Insight: Chasing Pit Cease Perfection

The twenty mechanics, who make upwardly the Ferrari pit stop team, work incredibly hard to try and hit that 2-2d goal, every fourth dimension a automobile comes in.

They complete at least 60 practice pit stops each week. They regularly swap roles to make sure they're able to pick upward someone else's function in an emergency, and they programme for every possible pit stop scenario.

They are incredibly driven to reach 'perfection'. From adjusting the positions of crew members to tweaking the design of the wheel nut; everything they do is centered effectually shaving mere nanoseconds off their pit finish time.

Lookout how they practise it, information technology's incredible:

This drive for perfection (excuse the pun!), as we discussed before, is why they remain the all-time Formula 1 team in the world (at the time of writing this mail).

Operational Excellence principle #iv. Comprehend scientific thinking

Innovation comes from experimentation. If you show yous're willing to try new concepts, push boundaries, and explore ideas you'll create a culture that encourages your workforce to practice the same.

Apple is widely considered as the #1 most innovative company in the world.

"The only things more than impressive than Apple'south financial numbers are the products that generated them" – Robert Dafian, Fast Company, Why Apple is the Near Innovative Visitor

Every bit a company, they are unbelievably focused on making products that requite people the ability to practise things they couldn't practise before.

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This focus on innovation was installed into the company civilisation past the late Steve Jobs, when the company started in 1976, and has been carefully nurtured past the current CEO Tim Melt, ever since.

"Apple's delivery to innovation is cultural, non process-driven" – Innovarsity, Apple'due south Systemic Arroyo To Innovation

In this vibrant, product-oriented culture, rapid innovation is at the eye of everything they practice.

They take an effective innovation organisation, designed to harness inventiveness and spark new ideas, discussions, and activity. Their creative staff are regularly pulled together and encouraged to express their thoughts, remain open-minded, and interact with each other on new possibilities and opportunities. They also motivate employees with incentive and advantage programs that recognize innovation.

As a effect, they remain the #ane near innovative visitor in the world (at the time of writing this mail).

Operational Excellence principle #5. Focus on the process

"Focus on the process" is one of Process Street'southward core values. It's part of our organizational civilization and ingrained into everything we do.

Just, aside from the fact we're a business process management platform, why practise we place so much value on processes?

Because processes are similar basic; without them, you can't survive. They provide the construction, force, and support that's needed for growth and development (read this to find out more about why processes are crucial for businesses).

When mistakes happen, or something goes wrong, information technology'due south all besides easy to blame information technology on incompetent, unwilling, or lazy staff. But, about of the time, the problem will be related to a failed operation, not the person doing the work.

Past focusing on creating processes for your organization to follow, you lot'll find you're able to identify the root cause of operational issues quicker, and sometimes fifty-fifty get there before the trouble occurs.

Operational Excellence principle #6. Ensure quality at the source

"Excellence tin only exist attained when every element of work is performed correctly the commencement time" – KaiNexus, What it Takes to Achieve Operational Excellence

Continuing on with the theme of processes: Processes are simply constructive if they're documented for everyone to meet, and optimized so that they help people perform their tasks right, the first time, every fourth dimension.

As well like bones, processes tin can merely provide structure, strength, and support if they're nurtured and looked after.

Processes that are left to gather grit, never reviewed, inverse, updated, or improved can interruption a concern. They don't support growth, they provide little structure, and they allow operational inefficiencies and mistakes to creep in.

"Even the smartest and most engaged employees cannot consistently produce high-quality results with poor processes" – KaiNexus, What it Takes to Achieve Operational Excellence

To learn how to create, document, and ameliorate your processes, I highly recommend y'all read this post, and grab this free template (sign up for a free trial if you're not even so familiar with Process Street):

Click here to access the Process for Optimizing a Process!

Operational Excellence principle #7. Flow and pull value

"Creating flow and pull systems help evangelize higher value to the customers. The benefits include: achieving faster, more than reliable commitment, understanding capacity, identifying problems, and reducing waste" – Catalysis, Why Create Menstruum & Pull Value?

To achieve Operational Excellence, companies need to increase their flow and respond to their pull.

"Increase their flow and answer to their pull…"

What the…What does that fifty-fifty mean?

Allow me explicate.

• Flow is all near how yous move your production through the production procedure. Information technology's the style you create, make, and get your production out the door, to your customers
• Pull is all about responding to customer demand, or 'customer pull'

So, to 'increase your flow' you demand to regularly examine, identify, and remove anything from your operational processes that does not add value. Increasing your flow will eradicate bottlenecks, inefficiencies, unnecessary steps, and requite you a greater understanding of your operational capacity. This will allow your production processes to catamenia more efficiently and reliably.

To 'respond to pull' you need to make your products in-line with existent-time client demand. Like chefs do in (nicer) restaurants; they'll only cook a steak when an order for information technology comes in. Responding to the client pull volition reduce speculation and waste matter, which are common bi-products of forecast-based, 'button methods'.

"Value for customers is maximized when it is created in response to existent need in a continuous and uninterrupted flow" – Catalysis, Why Create Flow & Pull Value?

Operational Excellence principle #8. Think systemically

This ane is also linked to processes. To 'think systemically' means to think about the system and the interactions and relationships within that system, equally a whole. It means thinking about how the private processes within your business organization can piece of work together to help you achieve your main objectives.

Operationally excellent organizations think systemically. They recognize that all processes are connected. They know that if they understand the relationships between each process, they can make more than effective decisions and ameliorate improvements.

Beneath is a great little analogy, taken from the "father of systemic thinking", Prof. Russell Ackoff, that explains systemic thinking perfectly:

Imagine you lot asked a group of engineers to get together together every model of car that's always been produced, into one location.

Imagine you lot then asked these engineers to examination each model and determine which automobile has the best brakes, which car has the best steering, which auto has the all-time engine, which car has the best frame, and which car has the best suspension.

Then, imagine request them to take the best parts from each model and put them together to make the best car in the world.

What would you cease upwards with?

Nothing.

Yous don't even have the remnants of a auto, considering nil fits! All the parts have been made separately, they're all different sizes, and they don't work together.

If each section within your organization worked in a silo, to create, improve, and optimize their ain processes to create efficiencies within their own teams, although that would be great for each private section, it wouldn't be great for the organization. Each section would struggle to work with another because their processes wouldn't link up. They'd exist working in a different mode, towards different objectives, and it would be chaos.

Operational Excellence principle #9. Create continuance of purpose

This principle is all about making sure that you, and all your staff, know why the organization exists, where it's going, and how it plans to get there.

If everyone has a clear idea about what the plans are and which management the company is heading in, everyone can align their activities to fit in with this. They can innovate, accommodate, and take risks with greater conviction.

This is one of Shingo's principles that has been heavily influenced by Deming's work and can exist traced back to his volume: "Out of the Crisis".

"If there isn't a shared understanding of what principles are supposed to drive decisions, chaos will result" – The Deming Institute, Create Constancy of Purpose

Operational Excellence principle #10. Create value for the customer

Creating client value is an obvious, simply critical, objective that you must achieve if yous want to survive as a business, let alone achieve Operational Excellence.

When I think of companies that create value for customers, I immediately remember of Google.

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Perhaps not an obvious choice, but hear me out.

We're all customers of Google (apart from the i.18% who still use Bing and my Grandma, who refuses to get well-nigh a computer).

Although we might not all pay for its advertising spaces, 94% of us employ Googles services to find what nosotros're looking for on the vast worldwide web.

So why practice we use the Google search engine and non the engines of Bing, Yahoo, or Ecosia?

Because Google delivers value to us, every bit its customers.

We are at the middle of its world. It goes above and beyond "to organize the earth's information and make information technology universally accessible and useful" for us. It'southward commitment to agreement our search intent and finding better ways to deliver the about authentic and relevant websites that match our queries, have allowed Google to stand up out from the competition and get operationally excellent.

"We know that people rely on united states of america, so our commitment will never waver" – Google, Our Approach to Search

And so, looking at Dr. Shingo's x principles, achieving Operational Excellence seems unproblematic enough, doesn't it?

But, when y'all consider that 36% of companies struggle to attain it, information technology can't be that easy, can it?

Well, truth be told, Op Ex has become renowned non only for its success in organizations, but too for its catastrophic failures.

Let's wait at why.

The real reasons organizations neglect to attain Operational Excellence

Research shows that over 2-thirds of Op Ex programs neglect. So, where are organizations going wrong? Why can't they achieve Operational Excellence? What challenges are they facing?

To answer these questions, below, are the three biggest challenges that organizations face on their journey to becoming operationally excellent.

Operational excellence challenge #i: Changing the culture

A massive 53% of organizations say that changing the company culture is their biggest obstacle when trying to reach Operational Excellence.

"Many companies recognize the demand to shift culture but and so mutter near the difficulty of changing information technology" BPM institute, Four of the Top Reasons for Operational Excellence Failure

Changing the mindset and behaviors of an entire corporation is hugely complicated, difficult, and time-consuming. It's changing the way people think, believe, human activity, and feel. Unengaged employees, modify fatigue, and too many priorities are iii large factors that make changing culture undeniably tough.

Operational excellence challenge #2: Maintaining Operational Excellence

The adjacent biggest challenge organizations face when striving for Operational Excellence is sustaining their Operational Excellence improvements. While many manage to successfully implement improvements, 36% don't take a plan for sustaining them and therefore struggle to keep them in place.

Operational excellence failure #3: Transforming the entire company

When organizations start their journey to condign operationally excellent, they oft need to rethink their entire operation, terminate-to-finish. To reap productivity benefits beyond the entire value chain, they find they need to work in different ways and bring in new, advanced technologies. This involves drastic change, which is problematic and challenging for over 30% of organizations.

Now we know what the elevation three biggest challenges are, I judge the next question is…

How to overcome Operational Excellence challenges

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The challenges that organizations face when striving to become operationally first-class are big, only they are not incommunicable to overcome.

After all, 44% of organizations are successfully running, and sustaining, constructive Operational Excellence programs, which proves it can be done.

Only how?

It's all well and good having Dr. Shingo'southward gear up of principles in front of you, but how do you make sure you and the rest of your company follow them? And how do they assist with overcoming obstacles like irresolute your culture, sustaining your improvements, and going through an end-to-stop business transformation?

Shingo's principles are great equally they keep you focused and heading in the right direction. Just what you lot need, alongside these principles, is a set up of frameworks or methodologies. Something that will provide a structure for you lot to follow, support the changes you lot take implemented, and help you lot to continuously better.

3 frameworks to help you follow Shingo'south x principles

As we discussed at the offset, Operational Excellence is almost condign the best. It's virtually executing better business organization strategies than your competitors. It'southward almost cultivating a culture that focuses on creating value and continuously improving.

Using frameworks, similar the ones below, won't guarantee your success, just they volition help you to transform your organization, continuously improve it, and support yous on your Operational Excellence journey.

Root cause analysis framework
This framework can be used to pinpoint the underlying causes of recurring problems within your organization. If problems aren't resolved, you lot tin can guarantee that they will a) always come up back and b) always come up back bigger. To resolve a trouble, you lot need to identify the root cause of it. Which is where this framework helps. Root crusade analysis frameworks will help yous to identify the root cause of the problems within your organization, and create a program to ready them.

This will ensure your operations run smoothly, and you're continuously improving.

Check out the below Process Street Root Cause Assay template to assistance you place your issues and your root causes.

Click here to admission the Root Crusade Analysis Template!

Hoshin Kanri framework
This framework is a strategic planning procedure, used by many organizations to implement new goals and policies. The Hoshin Kanri framework volition aid you with two primal tasks:

1. It volition help you to marshal anybody within the organization to your business organization objectives
2. It will identify the root causes behind problems, and testify you how to improve

Grab the template below to get a feel for how it can help you:

Click here to access the Hoshin Planning Process Checklist!

DMAIC framework
This five-step method is another framework that will allow you to identify the root cause of problems and notice ways to continuously improve. DMAIC stands for:

• Ascertain: Define the problem
• Measure out: Quantify the problem
• Analyze: Identify the crusade of the problem
• Improve: Solve the root cause and verify comeback
• Command: Maintain the gains and pursue perfection

But see it for yourself by grabbing the below template:

Click here to access the DMAIC Improvement Project Tollgate Checklist!

The above suggestions are only three possible Op Ex frameworks that you lot could consider using, just there are hundreds. At the terminate of this post, I'll add a listing of resource that you can delve into, to detect out more.

Before I practice that, you lot may have noticed a few Procedure Street templates throughout this post?

You may, therefore, be wondering how to use them, how to admission them, what Process Street is, and what information technology has to practice with Operational Excellence?

If and then, read this side by side bit and all will go clear.

What is Process Street?

Process Street is superpowered checklists.

It'south a business process direction (BPM) platform that tin support you on your journey to becoming operationally excellent, past allowing you to document, follow, and continuously improve processes for all your recurring operational tasks.

Watch this video, or read this article, before I tell you more.

Equally you tin see, Process Street enables you to build robust templates that encourage employees to remember systemically, focus on the process, and minimize homo fault. You can include your workforce in decisions by assigning them tasks. You tin can identify and remove bottlenecks from operational workflows by sending work for approval automatically, and you can easily rails progress and activity through the checklist dashboard.

Just the real dazzler of Procedure Street lies in its ability to automate workflows and create efficiencies within your everyday operational tasks. For instance, you tin can connect your operational workflow templates to the platforms you use all the time (like Word, Google Docs, or Outlook), through Zapier, Webhooks, or API integration. This will brand the transfer of cardinal information from both platforms reliable, quick, and authentic.

The below webinar explains how automation works with Process Street, better than I do, then become check it out:

Some of the templates I've included in this post may need tweaking to fit your organization. Utilize the below features to customize your templates, or make your own set of Operational Excellence framework templates from scratch:

• Stop tasks 🛑
• Dynamic due dates 📅
• Task permissions 👍
• Conditional logic 🧠
• Approval tasks ✔️
• Embed widget 🛏️
• Role assignments 🙋‍♀️
• Webhooks ↩️
• Many, many more 🙂

Whether you lot choose Process Street to build-out your Operational Excellence templates, or whether you make up one's mind to use an alternative method, make sure you choose a platform or tool that:

"Provides a central repository for all opportunities for comeback, allows for cantankerous-functional collaboration, and offers active alerts and notifications to make sure that progress never stalls" – KaiNexus, What it Takes to Attain Operational Excellence

Excellent Operational Excellence reads

As promised, below are some useful manufactures that all relate to Operational Excellence. Become stuck in!

• Hoshin Kanri: Gain a Competitive Advantage With This Lean Management Arroyo (Costless Template)
• How to Perform a Root Cause Analysis (Free Template)
• DMAIC: The Consummate Guide to Lean Six Sigma in 5 Central Steps
• Workplace Civilisation: What It Is and How to Make Yours Amend (With Examples)
• How to Solve Your Problems With Lean 6 Sigma (Complimentary DMAIC Checklist)
• Gemba Walk: How to Strive Forrard past Taking a Stride Back
• How to Use The Deming Cycle for Continuous Quality Improvement
• Choosing a Lean Software Stack: How to Avoid Multiple Systems Chaos
• What is Muda? The 7 Wastes Every Lean Business organisation Needs to Gainsay
• Pinch Assay: Process Improvement Tips From Thermodynamics, Cars, and Cooking
• How to Build a Strong Company Culture for Your Remote Team
• ix Lean Manufacturing Principles to Kill the Jargon and Get Quality Results
• How to First a Lean Procedure for Continuous Company Learning
• Key Takeaways from 5 Fantabulous Visitor Culture Examples
• Evolving Processes in Lean Startups
• How to Hands Achieve Effective Employee Advice in Your Team

Before I lower the chequered flag, let'due south end the race with some wise words from an erstwhile Ferrari driver; Lewis Hamilton:

"In racing, there are always things you lot can larn, every single day. There is always space for comeback, and I think that applies to everything in life"

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Nosotros'd honey to hear how yous become nigh achieving Operational Excellence in the comments beneath. Who knows? You may fifty-fifty get featured in an upcoming article!

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Source: https://www.process.st/operational-excellence/

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