Andrew Miller - Redefining Operational Excellence: New Strategies for Maximizing Performance and Profits Across the Organization
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- Engage customers
- Attract and retain top people
- Align strategy and execution
- Optimize speed
- And moreOperational excellence is about finding money and performance boosts in hidden areas businesses dont normally look. With this indispensable, all-encompassing resource, youll discover where!
Andrew Miller: author's other books
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ISBN : 978-0-8144-3398-0 (eBook)
Library of Congress Cataloging-in-Publication Data
Miller, Andrew
Redefining operational excellence : new strategies for maximizing performance and profits across the organization / Andrew Miller. First Edition.
pages cm
Includes bibliographical references and index.
ISBN -13: 978-0-8144-3397-3
ISBN -10: 0-8144-3397-9
1. Performance. 2. Organizational effectiveness. 3. ManagementTechnological innovations. I. Title.
HF5549.5.P35M5495 2014
658.4012dc23
2013048835
2014 Andrew Miller.
All rights reserved.
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Printing number
10 9 8 7 6 5 4 3 2 1
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Please note that footnotes in this ebook may contain hyperlinks to external websites as part of bibliographic citations. These hyperlinks have not been activated by the publisher, who cannot verify the accuracy of these links beyond the date of publication.
Chapter 1:
THE NEED FOR A NEW DEFINITION
Chapter 2:
MAKING OPERATIONAL EXCELLENCE HAPPEN
Chapter 3:
ATTRACTING AND RETAINING TOP TALENT: DONT SETTLE FOR SECOND BEST
Chapter 4:
THE INNOVATION EQUATION: THE IMPORTANCE OF COLLABORATION
Chapter 5:
ALIGNING STRATEGY AND TACTICS TO ENHANCE PERFORMANCE
Chapter 6:
ACQUIRING AND KEEPING THE CUSTOMERS YOU WANT
Chapter 7:
OPTIMIZING SPEED MAXIMIZES PROFITABILITY
Chapter 8:
CENTERS OF EXCELLENCE: NOT SO MUCH
Chapter 9:
INDUSTRY PERSPECTIVES
Chapter 10:
GETTING TECHNOLOGY OUT OF YOUR WAY
Chapter 11:
A BRIGHT FUTURE WITH OPERATIONAL EXCELLENCE
Appendix:
ARE YOU ON THE PATH TO OPERATIONAL EXCELLENCE?
T HIS BOOK WOULD NOT HAVE BEEN POSSIBLE without some very special and supportive people.
I want to thank my agent, Jeff Herman for believing in my ideas so strongly that he agreed to represent me on the same day that he was introduced to me.
To my publisher AMACOM, and specifically senior acquisitions editor Bob Nirkind, it has been a pleasure working with you and I thank you for seeing the same need as I did for a book like this. You have been supportive throughout this process and provided useful insights and suggestions along the way.
To Dr. Alan Weiss, thank you for convincing me to submit the original book proposal, for guiding me along the way, and for introducing me to Jeff Herman. This would never have happened without your subtle and not-so-subtle pushes.
To my colleaguesColleen Francis, Amanda Setili, Stuart Cross, Linda Henman, Kim Wilkerson, Chad Barr, Seth Kahan, Roberta Matuson, Bill Lee, and Richard Martinthank you for providing your insights and your experience to help make the process of writing this book a pleasure.
A sincere thank you to my wife, Eryn, and my children, James, Nicki, and Ellie for supporting me throughout this process. I truly appreciate your ongoing love and affection.
To my parents, and my family and friends, thank you for all of the support and positive reinforcement.
To all of the excellent companies out there, thank you for giving me a reason to write this book and providing me with great examples to use.
O PERATIONAL EXCELLENCE IS THE RELENTLESS PURSUIT of doing things better. It is not a destination or a methodology but a mindset that needs to exist across an organization. Operational excellence is not about perfection or performing activities. It is about providing dramatic performance improvements and financial growth.
In my more than 15 years of consulting with some of the worlds best-known organizations, I have seen firsthand how some of these organizations rely on methodologies like Lean and Six Sigma as they try to work toward operational excellence. I have also seen how such methodologies reliably fail to deliver sustainable results. Operational excellence is about empowering employees to use judgment on the front lines, but often an organization uses methodologies that preclude having to use judgment. The methodology becomes a crutch.
That was why I needed to write Redefining Operational Excellence. After seeing so many organizations succeed briefly and then fail, and others never succeed at all, I wanted to show how organizations can pursue operational excellence in a new wayone that sheds reliance on methodologies and tools and that focuses instead on good judgment in the best interest of the organization and its customers.
To achieve dramatic results, you must create a different culture for your organizationa culture that questions current operating models and focuses on adding value and optimizing speed. Redefining Operational Excellence will help you define and implement that culture.
It will show you how a culture of operational excellence helps increase profitability, effectiveness, retention of personnel and customers, engagement, empowerment, innovation, performance, and many other positive effects. It will help you achieve money and performance boosts in areas where organizations dont normally look. And it will enable you to determine the optimal speed at which your organization can operate by implementing indicators that measure progress and success, not just activity completion.
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