Facilitate and develop plans that move change from current state to future state. Practitioners: tactical, integrative, and strategic Attention and Execution To unpack this concept, we might look at failure modes that are common in improvement projects.  What moves us from current state to future state makes all the difference. …

  Break down barriers that prevent progress and encourage the participation of all stakeholders. Practitioners: tactical, integrative, and strategic This idea is shared by all the practitioner levels.  The assumption here is that to accomplish this objective, one must have achieved some level of authority in the organization.  The common…

Establish and enable proper training and human development to create new ‘scientists’ in the organization, providing opportunities for continued experiential learning and growth. Practitioners: strategic Return on Investment The return on investment in human development is immeasurable.  I believe this to be true.  Additionally, I have seen the results of…

Apply one or more lean tools on project-based improvement efforts. Practitioners: tactical, integrative, and strategic Framework of Focus One can fall prey to tunnel vision if the solution under development seems to have significant reach.  For example, “We got it all with this idea!”  This statement is a trap.  We…

182 Critical Concepts for Operating Executives Practicing Operational Excellence My operational excellence journey began in 1991 when I participated in a joint project lead by Japanese sensei Nakao-san of Shingijutsu fame. I had no idea then what that simple experience would create. I have practiced and learned with more sensei…