Hoshin Kanri is a collaborative approach to driving toward long-term strategic goals in concert with completing the day-to-day work of the organization and achieving tactical objectives. "Catchball" describes the back-and-forth, up-and-down processes for sharing information, getting feedback, and building consensus that are used on an ongoing basis.
I’ve had the opportunity to coach my 7 year old son’s basketball team for a few seasons. If I'm being honest, coaching has been both highly rewarding and exasperating all at the same time.
On the one hand, I love watching these players literally improve their skills before my eyes. On the other hand, I know how much better they can be if only they could learn how to play as a team.
In operational excellence, and in life, setting a goal without fully understanding its scope can turn a project into a frustrating effort to deliver the impossible. Think of these examples:
If George Orwell looked at critical factors for the success of operational excellence efforts, he might say, “All factors are equal, but some factors are more equal than others.” One of those more equal requirements for OpEx success is leadership alignment or buy-in.
The Process Excellence Network 2015 Nordics Week described stakeholder buy-in as “the fundamental supporting pillar to a successful process excellence project.”
Creating an operational excellence strategy and getting alignment from stakeholders are two of the critical first steps to achieving OpEx success. Once those are in place, the implementation phase of executing tactical plans can start. In order to complete these tasks, you need to have competent OpEx practitioners.
If you’re like me, the pursuit of personal fitness and health can be quite an interesting journey, much like an improvement journey. It's filled with peaks and valleys (overweight/underweight, strong/weak, tired/rested, toned/um, not so toned).
When I check in on my progress at some logical interval (beach season, New Years, etc.) I discover that I've basically reverted back to whatever tried and true method I know best in order to make a change. Things like cutting carbs, cardio, lifting heavy things, etc.
We at EON are privileged to have countless interactions with enterprise executives every year, focused on their successes and challenges in driving operational excellence (OpEx) in their business.
In many cases, these interactions result in a dialogue on what I like to call their “investment thesis,” or their organization’s overall philosophy and approach toward investing in OpEx.
A common response to our questions on investing in OpEx goes something like this...
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