How Executive Leaders Impact Operational Transformation Success
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8 out of 10 organizations deploying Lean Six Sigma or Operational Excellence FAIL! . Find out why some organizations are successful in operational transformation and why some fail? Take away these key learnings about the Operational Transformation Success and Failure - ~ Identify the 2 reasons why 8 out of 10 organizations suffer from Operational Transformation Failure ~ Know the common threads in Leaders that saw success in their Organization ~ Know the common threads in Leaders that saw failure in their Organization I will share key tactics to add to your LEADERSHIP Skills * Characteristics of Leaders that saw success in their organization * Characteristics of Leaders to avoid disappointment in operational transformation * The #1 Key For Leaders in Operational Transformation
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How Executive Leaders Impact Operational Transformation Success
- 1. How Executive Leaders Impact Operational Transformation Success – Reflections Presented by Ron Crabtree, CPIM, CIRM, CSCP, MLSSBB 1 copyright MetaOps, Inc. 2013
- 2. Agenda • Root cause of why most fail in operational transformation. • Characteristics of successful organizations in operational transformation. • Characteristics of not-so-successful organizations in operational transformation. • Takeaways – what leaders should know copyright MetaOps, Inc. 2013 2
- 3. A startling statistic ! 8 or 9 organizations out of 10 embarking on a major improvement effort fail to get the results they should. copyright MetaOps, Inc. 2012
- 4. What is the root cause of this statistic? a. Our inability to learn the tools and techniques -orb. Getting people to adopt and change their behaviors to use the tools copyright MetaOps, Inc. 2012
- 5. Organizations often fail due to the lack of execution laidout by top executives. The type of organization does not matter: • private • public • non-profit • government organization of all levels. copyright MetaOps, Inc. 2012 Add a failure graphic Then make the headline go all the way across
- 6. Why are certain organizations successful in their operational transformations? And why do some fail? 8 different sample organizations, leaders and their journey. copyright MetaOps, Inc. 2012
- 7. Common threads in executives that saw SUCCESS A small family-owned manufacturing firm with 75 employee at financial risk. 1. Re-thought process in 80% of the volume 2. Developed a team-based approach 3. Invested in workforce skills around their vision Completely reversed losses and recorded one of the best years ever in sales volumes and profitability. copyright MetaOps, Inc. 2012
- 8. Common threads in executives that saw SUCCESS A private manufacturer with more than 1,000 employees in several plants decided functions and plants must change in order to prosper. 1. ‘Customer driven pursuit of excellence’ 2. Escalated communications of data 3. Installed formal ‘profit sharing’ program A year later they were performing well beyond their expectations in all areas copyright MetaOps, Inc. 2012
- 9. Ron Crabtree, CPIM, CIRM, CSCP, MLSSBB is a renowned Operational Excellence Thought Leader & Keynote Speaker. He is active in consulting and conducting seminars and training across the United States for businesses and professional organizations. He has developed more than 30 programs for public and private seminars and educational venues, and his programs are customized to his audience and the needs of the organization. Ron is also a co-author / author of five books on operational excellence, including Amazon Best Seller - Driving Operational Excellence.
- 10. Ron has personally mentored thousands to get positive results in business generating untold millions in benefits while improving everyone’s work life at the same time, and has completed hundreds of process improvement projects, saving millions of dollars to the bottom line in every functional area of large and small organizations. Speaking Topics and Specialties: •Lean Six Sigma Deployment •Operational Excellence •Lean Six Sigma with Sales and Marketing Excellence Techniques •Supply Chain Management & Lean Six Sigma's Convergence •Manufacturing •Financial Services •Government Operations: - Federal, State and Local •Inventory, materials and production management •Call center Operations •Planning & Scheduling •Engineering Process Improvement •Purchasing, Logistics and Warehousing •e-business solutions •Project Management Know more about Ron Crabtree: http://www.speakermatch.com/profile/RonCrabtreeMetaOps/
Notes de l'éditeur
- How Executive Leaders Impact Operational Transformation Success – Reflections
- AgendaWe will cover the root causes of why 8 out of 10 fail in the operational transformation in their organization. We will look at organizations that are successful in their operational transformation and the characteristics of their leadership. We will also look at organizations that are successful in their operational transformation and the characteristics of their leadership. Finally we will look at the takeaways and what leaders should know.characteristics of their leadershipTakeaways – what Leaders should know
- Here is a startling statistic! 8 or 9 organizations out of 10 embarking on a major improvement effort such as deploying Lean Six Sigma (LSS) or Operational Excellence (OpEx) failto get the results they should.
- So, what is the root cause of this statistic? A) Our inability to learn the tools and techniques or B) Getting people to adopt and change their behaviors to use the tools
- Organizations often fail due to the lack of execution of the strategy laid-out by top executives. It is an issue that is run into no matter the type of organization. It could be a private organization, apublic organization, a non-profit organization or a government organization of all levels (such as local, state or federal).
- Why are certain organizations successful in their operational transformations? And why do some fail? Let’s look at 8 different organizations, their top leaders and their journey.
- First, let’s look at the common threads in executives that saw SUCCESS! This was a small family-owned manufacturing firm with 75 employees. experiencing a significant loss in sales during the year that was putting it at financial risk. They realized that by doing what they had always done and receiving unsatisfactory results for it was a form of insanityThe first thing they did was to embrace the concept of re-thinking their order processing in 80% of their volume. In addition, for the first time in their 30+ year history a team-based and inclusive approach to making important operating decisions was embraced. Finally, they invested in developing workforce skills to support their vision. The result was to completely reverse the losses and record one of the best years ever in sales volumes and profitability.
- The top leadership executives in the second organization decided a piece-meal approach to using Lean Six Sigma was not working. They decided that in a medium-sized private manufacturer with more than 1,000 employees in several plants, the level of cooperation across functions and plants must change if the company was to prosper in the face of increasing competition. A unified, ‘customer driven pursuit of excellence’ initiative was embraced with an immense escalation of communications and sharing of financial data with all employees. This was accompanied by investing in developing skills at all levels of the workforce to drive improved results and the development of a formal program to share the financial benefits with all employees.A year later they were performing well beyond their expectations in all areas.