By Hillel Glazer
this can be a precise PDF model - businesses in hugely regulated industries face detailed demanding situations in optimizing company functionality and profitability whereas preserving powerful governance and regulatory adherence. during this start-to-finish guidebook, top company functionality advisor Hillel Glazer indicates how you can in attaining those pursuits during the profitable integration of lean and platforms considering. Written for operations managers, method pros, and lean platforms managers, Glazer indicates how you can systematically include compliance into making plans for performance, worth, and profitability, instead of viewing compliance as an result in itself. High functionality Operations can help operations execs and bosses:
- Clarify the competing pursuits that problem them, and enforce pre-conditions for fulfillment.
- Learn how a systems-thinking technique can advertise in attaining operational excellence.
- Uncover the "secret sauce" that allows nice businesses to scale their successes, dispose of unmarried issues of failure, and get extra of "what went right".
- Define what price and operational excellence appear like of their enterprises, and all of the charges of attaining them.
- Create ideas, identify proof-of-performance, justify investments, degree functionality, and enforce non-stop development.
- Translate ideas into operating rules, styles, approaches, and procedures.
Read Online or Download High Performance Operations: Leverage Compliance to Lower Costs, Increase Profits, and Gain Competitive Advantage PDF
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Extra info for High Performance Operations: Leverage Compliance to Lower Costs, Increase Profits, and Gain Competitive Advantage
Situational awareness—They don’t know enough about what’s going on or where are the problems to be addressed. • Clear options and approaches—They don’t know how to respond. • Data/urgency—They don’t have compelling information. • Stability—They don’t have a sufficiently stable platform from which to make changes. • Autonomy/empowerment—They and/or their people don’t feel they have the authority and/or power to make changes. On the other hand, often what’s not working has a lot of inertia behind it.
What makes this step (and the solution) tricky is that companies need to have an intrinsic, compelling desire to do well, to do more than survive. More than that: To be awesome! That doesn’t mean they must be the biggest, or richest, or have the largest share of the market; it just means that they want to differentiate themselves from the masses in a truly valuable way. I’m routinely bewildered by the number of executives I meet whose primary concern is merely to maintain the status quo. Keeping the appearance of a ship that is upright, afloat, and moving along is how they see success.
CHAPTER 2 • THE APPROACH: AN OVERVIEW 13 The distinction between systems engineering and R&D is important to keep in mind for several reasons. One reason is that R&D deals with unknowns. Such as, “we don’t know what the alternative is to a chain for our bike. ” Systems engineering, on the other hand, deals with known matters. “We know the length, width, and strength of the chain. ” As a means of addressing compliance and high performance operations as separate systems engineering components, we are dealing with known attributes of our operations.