Operational Excellence

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Operational Excellence (OPEX) describes the consistent implementation of the corporate strategy .

Under Operational Excellence is meant the ability to ensure that the core processes in the value chain are constantly in terms of effectiveness and efficiency to be optimized. The processes are designed on the basis of the corporate strategy, taking into account the technological, organizational and cultural conditions. OPEX supports the continuous improvement process through the right combination of improvement methods. The focus is on the combination of quality improvement, customer focus , process management and speed as well as the ability to learn and change. The aim is to make companies successful in competition. The focus is on the constant optimization of the core processes. Robust and optimal processes simultaneously ensure increased productivity, reduced costs and improved quality.

Application in Germany

The interest in the topic of operational excellence is particularly high among larger companies. According to a study, more than two thirds (72.6%) of those questioned already use the method. While a quarter have not yet had any experience with OPEX, 60% of the companies surveyed already have between 1 and 2 years of experience in using this concept. For almost two thirds of the participants (63%) the reason for the introduction of OPEX methods is the striving to achieve a competitive advantage, with 59% the goal is time savings, around a quarter of the participants name improvement in quality (28%), cost reduction ( 24%) and increased efficiency (22%).

Methods and tools

In the foreground are approaches of lean management (81%) and Six Sigma (68%), which are usually combined directly with one another , by a large margin . Further methods that are combined with are supply chain management (13%), change management (12%), agile processes (7%), scrum (8%) and benchmarking (6%). When using individual tools, KANBAN comes first with half of the users, followed by Just in Time (42%), SIPOC (39%), 5 S method (37%), KVP (30%), Poka Yoke ( 24%), Ishikawa diagram (20%) and Kaizen (17%).

Results

Ultimately, when using methods, the focus is on achieving the goals. The question of whether the goals include reducing costs and increasing productivity was answered in the affirmative by two thirds of the companies for almost all criteria: process efficiency (64.15%), employee motivation (62.3%), performance (58.5%), Personnel recruitment (47, 2%). Only when it comes to environmental satisfaction was it less than a quarter (22.6%). In terms of increasing quality and reducing time, the results were similarly good, the goals were achieved in: customer satisfaction (67%), process time (66%), product quality (62%), process quality (61%), delivery time (60%) and lead time (57%). Three quarters of the companies (77%) see OPEX as a future method for increasing efficiency. This is also confirmed by the good results with which the goals were achieved. Small businesses are not familiar with the OPEX concept. The OPEX application takes place exclusively in large companies.

literature

  • M. Dahm, A. Brückner: Operational Excellence through Transformation Management Berlin: Springer 2014
  • M. Dahm, C. Haindl: Lean Management and Six Sigma - Quality and Profitability in Competitive Strategy . Berlin: Schmidt 2015.
  • Ronald Gleich , D. Sauter: Operational Excellence - Innovative Approaches and Best Practices in the Manufacturing Industry . Berlin: Haufe 2008.
  • Ronald Gleich, R. Sauter: Innovative approaches and best practices in the manufacturing industry . Berlin: Haufe 2008.
  • Ronald Gleich, R. Sauter: Operational Excellence: Innovative Approaches and Best Practices in the Manufacturing Industry . Munich: Haufe 2008.
  • Matthias Schmieder, Bernd von Regius, Bert Leyendecker: Quality management in purchasing, avoidance of product defects. Wiesbaden 2018.
  • Matthias Schmieder: Introduction of Six Sigma in medium-sized companies , in: Practical Guide Six Sigma - Avoid Errors, Improve Processes, Reduce Costs. Edited by C. Gundlach and Roland Jochem. 2nd edition, Düsseldorf 2014, pp. 321–347.

Individual evidence

  1. ↑ Friedli, T. / Schuh, G. / Competitiveness of production in high-wage locations Berlin: Springer 2012, p. 139
  2. ↑ Dahm, MH / Brückner, AD / Operational Excellence through Transformation Management Wiesbaden: Springer Fachmedium 2014, p. 5
  3. ^ Matthias Schmieder; Empirical survey on the use of the operational excellence concept in Germany, part 1, https://www.six-sigma-deutschland.de/news/empirische-befragung-%C3%BCber-den- Einsatz-des-operational-excellence -concept-in-germany-part-1
  4. ^ Matthias Schmieder; Empirical survey about the use of the operational excellence concept in Germany part 1 https://www.six-sigma-deutschland.de/news/empirische-befragung-%C3%BCber-den- Einsatz-des-operational-excellence- concept-in-germany-part-1
  5. ^ Matthias Schmieder; Empirical survey on the use of the operational excellence concept in Germany, part 2, https://www.six-sigma-deutschland.de/news/empirische-befragung-%C3%BCber-den- Einsatz-des-operational-excellence -concepts-in-germany-part-2
  6. ^ Matthias Schmieder; Empirical survey on the use of the operational excellence concept in Germany, part 2, https://www.six-sigma-deutschland.de/news/empirische-befragung-%C3%BCber-den- Einsatz-des-operational-excellence -concepts-in-germany-part-2