Category Archives: Lean, Op Excellence and Op Model

Process improvement and operating models

I have been stimulated by an article by Craig Tickel of GoLean6Sigma that argues that there are only 5 ways to improve a process: Reduce Non-Value-Added Steps Improve the Measurement System Reduce Common Cause Variation Reduce Special Cause Variation Move … Continue reading

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Lean6Sigma and operating models

I was stimulated by a LinkedIn discussion about how to ensure the customer is part of thinking about waste.  The answer of course is obvious – the customer is at the heart of all judgments about waste.  If an activity … Continue reading

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What is the right term for operational excellence?

I came across some interesting data from a report by PEX .   The PEX researchers spoke to 400 people in process or operational improvement rolls in July 2014.  One of the questions they asked was about terminology.  What is the … Continue reading

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Business process hierarchy and operating models

Here are three charts that I have stolen from Paul Harmon’s blog at BP Trends.   Paul I have not asked permission, but if you object, I will take them out and just refer people to your site.   So please go … Continue reading

Posted in Design tools, Lean, Op Excellence and Op Model, Levels of design, Value chain | Tagged , , , , , , | 3 Comments

Can enterprise architects help lean experts?

I was reading a blog from BiZZdesign by Marc Lankhorst & Peter Matthijssen, and it got me thinking … clearly a good blog. The core message in the blog is that lean experts should involve enterprise architects (people who have … Continue reading

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The role of processes in an operating model

How far should an operating model include information about processes? The answer to this comes from two directions. First it is a question of levels of design. At the highest level of design, the only process that is relevant is … Continue reading

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Why knowledge of Lean methodologies is not enough

Lean has been a wonderful influence on organisations all over the world. Since Edwards Deming first extoled its virtues in Japan in 1950, organisations have been finding ways to do more and better with less. Pareto Charts, Spaghetti Diagrams, Process … Continue reading

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