Mavim’s Post

New Post: Run to Red: Harnessing Negative Data for Process Improvement - https://lnkd.in/gwvMw_NX business and organizational management, the term "run to red" refers to a strategy where leaders and teams focus on areas of negative performance data (often highlighted in red) to drive improvement.

Is tech accelerating your business operations—or getting in the way? To get lasting value from their tech investments, business leaders need a renewed understanding of operational excellence. Achieving operational excellence isn’t easy. Leaders will need to reassess the organization’s purpose and strategy and introduce new principles and behaviors—essentially, they will need to rewire the organization’s DNA. They will need to rethink their management and technical systems, and the supporting structures, processes, and objectives, with a ruthless focus on value creation.

Technology permeates operational excellence—but it isn’t the primary answer to operational issues. Instead, it’s a launching point for three questions that focus on how technology serves people: - What unique new value could this technology create that otherwise would not be possible? - How could this technology enhance our organization’s overall operational excellence? - Will this technology augment our people and enable them to engage in a safer, more productive, more satisfying way? This framing reinforces an end-to-end value stream perspective that is missing in many organizations. Achieving operational excellence isn’t easy. Leaders will need to reassess the organization’s purpose and strategy and introduce new principles and behaviors—essentially, they will need to rewire the organization’s DNA. They will need to rethink their management and technical systems, and the supporting structures, processes, and objectives, with a ruthless focus on value creation. Operational excellence is not something that leaders can whip up in time for the next quarterly report. It may take years—even decades—to unlock all the latent talent in an organization and deploy it to its fullest possible effect. If leaders take shortcuts and decide that “the tools alone will get us where we need to go,” the impact will likely evaporate in months.

Quoting the Fresh Prince... "Now this is the story all about how my life got flipped, turned upside down..." This article is spot on and a great read... Go really change the P&L and unlock value, you have to change the way the business runs. If you depend on the tool alone - saw, drill, AI, belt exercise, spreadsheet, CRM, etc. - to take you to the promised value land and don't do the hard work bringing the team and culture with you, you will come short every time. "Achieving operational excellence isn’t easy. Leaders will need to reassess the organization’s purpose and strategy and introduce new principles and behaviors—essentially, they will need to rewire the organization’s DNA. They will need to rethink their management and technical systems, and the supporting structures, processes, and objectives, with a ruthless focus on value creation. Operational excellence is not something that leaders can whip up in time for the next quarterly report. It may take years—even decades—to unlock all the latent talent in an organization and deploy it to its fullest possible effect. If leaders take shortcuts and decide that “the tools alone will get us where we need to go,” the impact will likely evaporate in months."

High performers continously review and reimagine how their business generates value, and reexamine all five elements of operational excellence: * Crafting a purpose and strategy that are clear to the entire organization * Articulating a set of behaviors and principles that put the strategy and purpose into effect * Building a management system that reinforces the behaviors and principles through a holistic set of processes * Refining the technical systems associated with value delivery to eliminate waste * Applying technology to augment human capabilities, rather than simply replace humans with machines It is very crucial to nurture the continuous improvement culture across the organization, including the front line… #operationalexcellence #continuousimprovement #culture https://lnkd.in/dEJaUEAW

Reflecting on the insights from a recent McKinsey article about next-generation operational excellence, I am reminded that while the technology is new, the fundamental concept isn't. It's a timeless truth that operational excellence has always been about people, not just tools and techniques. Lean methodology serves as a prime example of this. Often, its essence gets lost in translation, with excessive focus on tools and techniques, overshadowing a core principle - the importance of people. Lean isn't just about streamlining processes; it's about empowering people to add value where they excel. Historical Perspective: For decades, successful businesses have understood that technology is a means to an end, not the end itself. The current wave of technological advancements, while more accessible and powerful, isn't changing this fundamental truth. Human-Centric Approach: What sets apart truly exceptional operations is the human-centric approach. It's about using technology to take over repetitive, mundane tasks, thereby freeing up human ingenuity and creativity for more complex, value-added activities. Synergy of Technology and People: Today's operational excellence lies in creating a synergy between emerging technologies and human capabilities. It's about augmenting our human workforce, not replacing it, thereby achieving a balance where technology and people complement each other. Continuous Improvement and Leadership: As leaders, our focus should be on nurturing a culture of continuous improvement, where people are encouraged to innovate and contribute. Leadership in this context is about recognizing the strengths of our people and the technology at our disposal, and harmonizing them for optimal productivity and satisfaction. While we embrace the latest technological advancements, let’s not forget that at the heart of operational excellence lies our most valuable asset - our people. It's their insights, creativity, and capabilities that drive true excellence in operations. What are your thoughts on this blend of tradition and innovation in operational excellence? #OperationalExcellence #LeanThinking #PeopleFirst #BusinessInnovation #Leadership

In today's rapidly changing business landscape, maintaining leadership requires more than just incremental improvements. It’s about bold, decisive actions. Groundbreaking insights from the HBR article 'Reengineering Work: Don’t Automate, Obliterate' remind us of the power of true process reengineering. At Jidoka, we not only provide the ability to buy playbooks for automated processes, but we also eliminate inefficiencies. By fundamentally rethinking workflows, we set standards in process excellence. Reengineering is not just a method; it's a mindset of uncompromising excellence. It's about challenging the status quo and relentlessly striving for improvement. This is how we lead, innovate, and maintain authoritative position in the industry. Join us to eliminate outdated solutions and create automated processes that redefine success. https://lnkd.in/d57RBGqt

Is technology helping or hindering your business operations? As a business leader, it's important to understand how to get the most value from your tech investments. To achieve lasting success, it's crucial to have a renewed understanding of operational excellence. #technology #businessoperations #operationalExcellence

Kudos to Isaac Sacolick for articulating a universal truth! Through my experiences supporting organizations worldwide on their digital transformation paths, I wholeheartedly agree that digital transformation goes beyond being a mere process; it's a vital organizational competency. Dive deeper into these insights by checking out the complete article: https://lnkd.in/d6fJH58z #DigitalTransformation #OrganizationalCompetency #InnovationJourney

Is "going to the Gemba" a mystery to you? Learn what Gemba (the actual place of work) means and how this approach can improve your business by bringing leaders to the frontlines of value creation.