Article
Operational Excellence Maturity Model
opexsociety.org
Quoted on this wiki
Every place a page here uses this source, in the order the words come in it.
First, you need to know “what is Company Vision”.This is not to be confused with a “mission statement”, which is so often peppered with platitudes and buzz-words such that it is mostly drivel – rather, this is a simple statement (a “vision statement”) with specific objectives to describe the “future state” of the company (or business unit). It might have to do with products, or market-share (even specific markets), or how the company might bring products to market, or even with regards to mergers and acquisitions (and the realization of the synergies expected). The objective here is to align the efforts towards the realization of this vision. “It is vital to understand that priorities, once set, should not change often (and only for very good reason).” Finally, you need to gain real and substantive support for the efforts. This will only be possible if the executive leadership sees the efforts as facilitators of the company vision – and best if seen as accelerators of their realization. Here, it is important to understand that the single most critical responsibility of executive leadership is to achieve the vision for the company and anything that does not help in that effort is of secondary importance (at best) to them. Take the time, and make the effort, to understand what is of value to the executive leadership and align your efforts accordingly – then you will gain the support (and respect) you need.
First, you need to know “what is Company Vision”.This is not to be confused with a “mission statement”, which is so often peppered with platitudes and buzz-words such that it is mostly drivel – rather, this is a simple statement (a “vision statement”) with specific objectives to describe the “future state” of the company (or business unit). It might have to do with products, or market-share (even specific markets), or how the company might bring products to market, or even with regards to mergers and acquisitions (and the realization of the synergies expected). The objective here is to align the efforts towards the realization of this vision. “it is imperative to realize that not everything can be the “highest priority” – for if everything is a highest priority, then nothing is.” Finally, you need to gain real and substantive support for the efforts. This will only be possible if the executive leadership sees the efforts as facilitators of the company vision – and best if seen as accelerators of their realization. Here, it is important to understand that the single most critical responsibility of executive leadership is to achieve the vision for the company and anything that does not help in that effort is of secondary importance (at best) to them. Take the time, and make the effort, to understand what is of value to the executive leadership and align your efforts accordingly – then you will gain the support (and respect) you need.
In examining the level of support given (actual, not stated) by the company to the Operational Excellence efforts and the net-benefit of impact those involved in the Operational Excellence initiatives drive to their company, I have concluded that there are three levels of maturity; Logistical (lowest), Tactical (middle), and Strategic (highest). Of course, the Operational Excellence efforts at any given time, and within any given company, will possess characteristics of all three – it is the level of organization, structure, consistency, and orientation to the company vision which determines what level of maturity actually exists. “This is not to be confused with a “mission statement”, which is so often peppered with platitudes and buzz-words such that it is mostly drivel – rather, this is a simple statement (a “vision statement”) with specific objectives to describe the “future state” of the company (or business unit).” Next, you have to understand the importance of prioritizationof these efforts. It is vital to understand that priorities, once set, should not change often (and only for very good reason). There is nothing that can diminish the results of these efforts more than resetting priorities and it is imperative to realize that not everything can be the “highest priority” – for if everything is a highest priority, then nothing is.
In examining the level of support given (actual, not stated) by the company to the Operational Excellence efforts and the net-benefit of impact those involved in the Operational Excellence initiatives drive to their company, I have concluded that there are three levels of maturity; Logistical (lowest), Tactical (middle), and Strategic (highest). Of course, the Operational Excellence efforts at any given time, and within any given company, will possess characteristics of all three – it is the level of organization, structure, consistency, and orientation to the company vision which determines what level of maturity actually exists. “It might have to do with products, or market-share (even specific markets), or how the company might bring products to market, or even with regards to mergers and acquisitions (and the realization of the synergies expected).” Next, you have to understand the importance of prioritizationof these efforts. It is vital to understand that priorities, once set, should not change often (and only for very good reason). There is nothing that can diminish the results of these efforts more than resetting priorities and it is imperative to realize that not everything can be the “highest priority” – for if everything is a highest priority, then nothing is.
Interestingly – perhaps even tellingly – although almost all of them consider themselves and their efforts “strategic” to the company, very few of them actually are. “I have concluded that there are three levels of maturity; Logistical (lowest), Tactical (middle), and Strategic (highest).” First, you need to know “what is Company Vision”.This is not to be confused with a “mission statement”, which is so often peppered with platitudes and buzz-words such that it is mostly drivel – rather, this is a simple statement (a “vision statement”) with specific objectives to describe the “future state” of the company (or business unit). It might have to do with products, or market-share (even specific markets), or how the company might bring products to market, or even with regards to mergers and acquisitions (and the realization of the synergies expected). The objective here is to align the efforts towards the realization of this vision.
Interestingly – perhaps even tellingly – although almost all of them consider themselves and their efforts “strategic” to the company, very few of them actually are. “Of course, the Operational Excellence efforts at any given time, and within any given company, will possess characteristics of all three – it is the level of organization, structure, consistency, and orientation to the company vision which determines what level of maturity actually exists.” First, you need to know “what is Company Vision”.This is not to be confused with a “mission statement”, which is so often peppered with platitudes and buzz-words such that it is mostly drivel – rather, this is a simple statement (a “vision statement”) with specific objectives to describe the “future state” of the company (or business unit). It might have to do with products, or market-share (even specific markets), or how the company might bring products to market, or even with regards to mergers and acquisitions (and the realization of the synergies expected). The objective here is to align the efforts towards the realization of this vision.