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Improving Operational Performance© Shawn Casemore 2013. All rights reserved

Driving Strategy & Innovation through

Operational Excellence


• What is Operational Excellence?

• The pursuit: Creating a formula for success.

• Driving Force: It’s impact and importance.

• Maximizing Engagement; Minimizing Failure.

• Execution: Delivering with Speed & Velocity


What is Operational Excellence?

Operational Excellence is a leadership philosophy that emphasizes the application of systems, tools and principles as a means towards achieving sustained operational improvements, validated by improvement in key performance metrics.

The Objective of Operational Excellence is to continuously improve operational performance to maximize investment and resource utilization to increase profits and develop a sustainable competitive advantage.


Competition; Market Forces

Ownership; Shareholders

“Perfection is not attainable, but if we chase perfection we can catch excellence. ”

― Vince Lombardi


What is Operational Excellence?

Key attributes of organizations who achieve Operational Excellence:

• Continuous pursuit of improvement.• Collaborative Decisions.• Employee Empowerment.• A culture of Innovation.• Accountability and results are monitored and

measured.


Approach to Operational Excellence

Experience, Talent and

Qualifications

Transfer Mechanisms

Desired Outcomes


Operational Excellence & Strategy

The pursuit of Operational Excellence requires clear objectives, a plan to achieve those

objectives, and measures and accountabilities surrounding achieving the plan.

These are the same elements that are fundamental to an effective Strategy.

Improving Operational Performance

Why Does Strategy Fail?

© Shawn Casemore 2013. All rights reserved

Failure to change behavior

Inaccurate Prediction

Customer ConfusionFailure to Manage Change

Poor Communications

Failed Strategy


Operational Excellence & Innovation

The pursuit of Operational Excellence requires the introduction and integration of new ideas supported through collaborative relationships

both internally and externally to the organization.

These same elements are fundamental to achieving Innovation.

Improving Operational Performance

Why Does Innovation Fail to Materialize?

© Shawn Casemore 2013. All rights reserved

Unrealistic Expectations

Lack of Resources

Singular FocusLack of Collaboration

Misaligned roles

Failed Innovation


The Other Factors at Play

Internal

Influence

s

External

Pressures


Internal Influential FactorsA Driving Force is the strategic area that exerts the greatest influence on the

organization

• Profit Driven (i.e. low cost, high margin)• Sales/Revenue Driven (i.e. not always the

best sale)• Technology Driven (i.e. new technology

introduced)• Production Capability (i.e. capability to

produce)• Distribution Method (i.e. how

products/services delivered)• Markets Served (i.e. what does the market

need?)• Natural Resources (i.e. availability, location,

price)


Economic

Political

Social

Technological

Influential External Factors


Operational Excellence Model

.

• Contract Management• Supplier Innovation• Supplier Collaboration

• Fully integrated• Supportive technology• Effective measurement

and reporting

• Functional alignment• Continuous

Improvement• Value focused

• Vision & mission• Accountability• Talent Management

Leadership & Culture

Process Design & Execution

Partners & Affiliations

Technology Integration


Leadership & Culture

Strategic

Accountable

Focused

What is yourgreatest challengeto improving the

Leadership & Cultureacross your

organization?


Process Design & Execution


processes applied within your

organization?

Value to customer

Effective

Supportive

Aligned


Partners & Affiliations


Partnershipsthat support

your organization?

Customer facing

Operations facing

Operation


Technology Integration

What is yourgreatest challengeto improving theTechnology used

across your organization?

Information Management

Inbo

und Supplier

Mul

ti-di

recti

onal Operations

Inbo

und Customer


Staying on the Rails


Engagement TractionImplementing and managing Operational

Excellence requires:

1. Introduction to all stakeholders (i.e. internal & external).

2. Commitment from top to bottom of the organization (*)

3. Clear actions & accountabilities (What, by Who, by When).

4. Ongoing oversight & monitoring of progress (quarterly reviews).

5. Broad engagement to resolve or overcome obstacles (i.e. suppliers, internal stakeholders, customers).


Engaging Stakeholders

1. Identify and qualify key stakeholders (who are they and what value do they bring?).

2. Develop stakeholder relationships (strategically build relationships with key stakeholders and influencers).

3. Connect needs with outcomes (identify parallels between stakeholder needs and desired outcomes).

4. Formulate a plan (determine the best approach to influencing and engaging stakeholders).


Summary• Operational Excellence is not to be feared.

• You define what Op Ex is for your organization.

• Improving Op Ex will help to: • Deliver upon your Strategy• Develop and deliver upon Innovative ideas

• Operational Excellence is a model with fundamental focus areas.

• Engagement is key to continued Operational Improvement.


For a copy of our recent white paper “Operational Excellence: An Incremental

Journey” see me after the session.

Thanks!

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Documents

shawn casemore

strategy fail

effective strategy

culture of innovation

achievingthe plan

collaborative decisions

employee empowerment

vince lombardi