High Performance Operations (Shanette Luellen's Library) by Hillel Glazer

Author:Hillel Glazer
Language: eng
Format: epub
Publisher: FT Press
Published: 2012-06-17T16:00:00+00:00

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Walking the Talk

• The goal of an operation is to deliver value. That is what the business relies on it to do.

• Delivering value is incompatible with waste. Therefore, one characteristic of high performance operations is that they simultaneously deliver value while minimizing the generation of waste and actively exposing and ridding itself of waste.

• The obvious sources of waste are the subject of plenty other publications. High performance operations attack waste from its root source: decision-making.

• Decision-making relies on data. Without data, decisions are guesses. Therefore, it becomes imperative that data be reliable, consistent, drawn from the operation itself, and used properly to benefit the operation and the activities from which the data was drawn.

• Data with the preceding attributes is only possible when the processes that produce the data are understood, under control, and well defined. This doesn’t mean that the processes must be rigid; on the contrary, it means that the operation must be clear about what’s going on inside the process, which typically manifests as some form of depiction of the process and analysis touch-points.

• Before an operation can deliver value, deal with waste, and generate and use the right data, it must identify and describe all of the work flows.

• The “home” of high performance operations is described as the state in which the operation is clear about how it delivers value, deals with waste, and generates and uses the right data, and the nature and composition of all its work flows. These attributes require a solid foundation in values and culture.

• High performance operations get down to the business of being high performance by sustaining the value via quantitative management of its actual operational performance—measures far more expositive and introspective than sales projections, revenues, market share, or naked earnings—and using this data to make decisions.

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