What is Operational Excellence in Manufacturing and Supply Chain?

Browse  Online MBA Management Theory Handbook 

What is Operational Excellence in Manufacturing and Supply Chain?

Operational Excellence - Effectiveness and Efficiency in Operations. 

Effectiveness: Customer Acceptance of the Product. Payment. Expected Profit Realization by the Company. 

Efficiency: Minimum Use of Resources in Achieving Effectiveness.

Operational Excellence - Effectiveness and Efficiency Synthesis. - Narayana Rao

Operational excellence is meeting the customer specifications in the order given to the delight of the customer. It includes quality of the product, price of the product, ease of delivery, flexibility of delivery, speed of delivery, communication associated with the delivery, instructions related to use of the product. As far as customer is concerned, price is part of the order. As regards the organization, cost is part of operational excellence. Operational excellence will make cost minimum in comparative terms (in comparison to competitors) and provide the competitive advantage through more profits and cash flows that can be reinvested to grow the business through product improvements and process improvements and facilities expansion.

Another interesting explanation of OE

Operational Excellence: Operations performance that delivers result expectations of customers.

It is based on design of operations facilities, processes and production plans. Operations done with the enthusiastic involvement of trained operations people and continuous improvement activities.

Page xxxiv

https://books.google.co.in/books?id=uDcPEAAAQBAJ&pg=PA1#v=onepage&q&f=false

Operational excellence is achieving results planned in the strategy and improving all aspects of operations for future performance.

Results in the current period as per strategy and strategic plan - Improvement or continuous improvement in products, processes, people and partners. Capturing all improvements in new designs of products, processes, people and partners.

There is a lot of content created around Operational Excellence and its companion disciplines – including; Leadership, Lean, Six-Sigma, Theory of Constraints, Project Management, and so on – which together comprise Operational Excellence (including the content produced by myself).

What is unique about the current operational excellence? I would offer two suggestions:

Clarity of Purpose: Whenever the human endeavor has achieved greatness, the objectives have been crystal clear throughout the entire organization. Everyone knew what the goal was. The people saw the work clearly. 

Minimizing and Stabilizing Priorities: If everything is a priority, then nothing is a priority. Don’t spread your efforts more thinly than you can engage with efficiency and effectiveness. Set the priorities early and rally your resources accordingly. Once the priorities are set, resist shifting them. Sure, you need to have the flexibility to re-prioritize as changes in circumstances might dictate, but make sure to set the bar for re prioritization is set very high. You change,  because there are real threats to the successful realization of the goal, or perhaps because there are threats that would render meaningless the realization of the goal.

These two leadership/managerial initiatives  creating a State of Readiness across your value-chain, and offer the opportunity for your company to become the High-Performance Organization achieving operational excellence.

https://www.linkedin.com/pulse/operational-excellence-something-new-joseph-paris/

Is Industrial Engineering now made part of Operational Excellence?

Novartis doing good in operational excellence using  Industrial Engineering:
Activity related to developing the most efficient ways to utilize people, assets, materials, information, and energy to make a product or service.  (Explanation of Novartis)
https://nraoiekc.blogspot.com/2020/04/industrial-engineering-novartis-way.html


What is Operational Excellence in Manufacturing and Supply Chain?

“Operational Excellence is a state of readiness attained as the efforts throughout the enterprise reach a state of alignment for pursuing its strategies; where the corporate culture is committed to the continuous and deliberate improvement of company performance AND the circumstances of those who work there - – and is a precursor to becoming a high-performance organization.” – Joseph F Paris Jr.

In Introduction to  Operational Excellence Linked Group
https://www.linkedin.com/groups/129331/


1988 - Shingo Prize for Excellence in Manufacturing (Name changed to Operational Excellence later)
https://en.wikipedia.org/wiki/Shingo_Prize_for_Operational_Excellence

Operational Excellence - Michael Treacy and Fred Wiersema

"Operational excellence  mean providing customers with reliable products or services at competitive prices and delivered with minimal difficulty or inconvenience."

"Customer intimacy means segmenting and targeting markets precisely and then tailoring offerings to match exactly the demands of those niches. Companies that excel in customer intimacy combine detailed customer knowledge with operational flexibility so they can respond quickly to almost any need, from customizing a product to fulfilling special requests. As a consequence, these companies engender tremendous customer loyalty."

"Product leadership means offering customers leading-edge products and services that consistently enhance the customer’s use or application of the product, thereby making rivals’ goods obsolete."

Companies that push the boundaries of one value discipline while meeting industry standards in the other two gain such a lead that competitors find it hard to catch up

Customer Intimacy and Other Value Disciplines
by Michael Treacy and Fred Wiersema
From HBR January–February 1993 Issue


BALDRIGE PERFORMANCE EXCELLENCE PROGRAM


How Baldrige Works

Organizations everywhere are looking for ways to effectively and efficiently meet their missions and achieve their visions. 

Baldrige provides a framework to improve your organization's performance and get sustainable results. Whether your organization is— large or small, service or manufacturing, education or health care, government or nonprofit, has one site or worldwide locations, Baldrige can work for you. Your Organization’s Success Is Our Goal!


Performance Excellence
An integrated approach to organizational performance management that results in (1) delivery of ever-improving value to customers and stakeholders, contributing to ongoing organizational success; (2) improvement of your organization’s overall effectiveness and capabilities; and (3) learning for the organization and for people in the workforce.

https://www.nist.gov/baldrige/reflection-work-systems
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Product Quality, Productivity and Customer Retention

Product quality, productivity and customer retention are the pillars of operational excellence. They are critical to profitable manufacturing concerns. Operational excellence has emerged as the key management initiative to sustainable revenue and business growth.

What is Operational Excellence?

As defined by Michael Treacy and Fred Wiersema in a seminal Harvard Business Review article, “Companies pursuing operational excellence are indefatigable in seeking ways to minimize overhead costs, to eliminate intermediate production steps, to reduce transaction and other ‘friction’ costs and to optimize business processes across functional and organizational boundaries.”

With respect to time we can say,  "there is a three way break up of time in a process."

Value added activity time + Non-value added activity time + No value added time.

Cost is incurred all the time.

Operational excellence is ultimately about delighting your customers, setting a new standard of performance in your industry and becoming the preferred supplier in your industry.  As a preferred supplier, you grow revenue with existing customers and  attract business away from your competition.

Operations is the delivery mechanism of the manufacturing enterprise, providing what the business sells and how that product gets to market. It is an engine driving the work in purchasing, production, distribution, logistics and inventory management. That engine depends on input from the front line of the business—sales, marketing and is supported by finance.

To connect processes with performance goals, companies need business intelligence (BI) capabilities, including metrics, key performance indicators (KPIs), dashboards and advanced reporting. With the right BI solution, manufacturers can gain crucial visibility into performance and ensure Operations is functioning at peak levels.

You can get a continuous view into key areas, can gain the ability to see problems as they happen, can see trends developing, which allows you to take proactive action to prevent problems in real time or  before they happen. This means you can solve problems quickly and guarantee they have a minimal effect on your business. It helps to prevent losses and to improve revenues by identification of new, potentially profitable business opportunities.

Reference - IBM White Paper on Operational Excellence
http://www-07.ibm.com/sg/manufacturing/pdf/manufacturing/wp_operational.pdf

The Use of Operational Excellence Principles in a University Hospital

ORIGINAL RESEARCH article

Front. Med., 13 July 2017

Sec. Intensive Care Medicine and Anesthesiology

https://doi.org/10.3389/fmed.2017.00107 

https://www.frontiersin.org/articles/10.3389/fmed.2017.00107/full

Leading Principles Operational Excellence

The leading overall principles are that the realization of value for the customer is top priority in everything, that only activities that contribute to realizing that value should be pursued, that the complete process leading to this value should be optimized, and that all of this should be continuously improved. Improvement should  focus on  total optimization of quality, costs, throughput times, customer satisfaction, safety, and employee satisfaction. New measures for success are needed, including throughput times, the ratio of value adding activities to non-value adding activities, the number of transfers of information, distances walked, productivity per day (per doctor, employee, operating room), number of complications, etc.

A careful balance must be found between  efficiently creating specific value and flexibility to produce sufficient product variety to cater to different target populations.

Reducing Waste

The following forms of waste are focused on:

– Inventory (documents, materials, machinery)

– Overproduction (space, over-prescription)

– Correction (apologizing for waiting, extra visits)

– Transport (samples, documents, materials)

– Processing (invoicing, dictating)

– Waiting (in waiting rooms, on the wards)

– Movement (searching, on the wards, etc.)

– Waste of talent (menial tasks, micromanaging, etc.).

Synchronizing Streams, Push, and Pull Systems

Reducing waste is often a result of carefully synchronizing streams. The MUMC+ identifies the following types of streams of patients, patient materials, personnel, medication, materials, visitors, and information. The end goal is to have all departments synchronize their streams to each other, creating one tempo that the whole organization works by. Specific capacity is then adjusted to match the desired overall tempo. Any process should not work any slower than this tempo but also not faster.

The information stream is of special importance in a hospital, because so many operational aspects depend on it. Two complementary strategies may be combined to improve information processing: the level of required information processing may be reduced and the organizational capacity to process information may be increased. Once the required balance has been achieved, the hospital can start organizing activities as “pull” systems instead of the traditional “push” systems. 

Examples of push are admission planning, OR capacity planning, the fixed allocation of beds, an inventory of drugs or other materials, and staff bound to specific departments. Examples of pull are patient scheduling instead of capacity allocation, flexible OR planning, and hospitals with minimal inventories.

Leadership

From the beginning, it was understood that its success largely depended on the way the leadership would be able to combine a top-down introduction with an open field for bottom-up filling in and execution. The realization of Operational Excellence is, therefore, directly controlled by the board of directors, led by the chairman of the board, who is ultimately responsible.

Ideas propagate down by way of the heads of the “Result Responsible Units” (RRU; broad organizational units in the hospital, such as Surgical Medicine, Imaging and Laboratory, and so on), staff directorates, and staff services. The line managers are responsible for taking the initiative for improvement and executing their plans. Support is provided through the central and decentral program organizations.

The central organization is led by the board of directors and the Operational Excellence program directors. The central organization can be seen as a platform which further includes all first and second echelon management and representatives of the Employees Council (representing all employees), the Staff Assembly (representing the medical staff), and the Nurses Advisory Board (representing all nurses). Also included is the program office, consisting of five (master) black belts. These are generally tasked with supporting complex and/or RRU broad projects; coaching and mentoring current Lean practitioners and green belts; training new Lean practitioners/green belts and Lean managers; and coordinating and running the program office. It is important not to waste talent by making inefficient or ineffective use of the black belts.

The decentral organization consists of the Lean practitioners/green belts initiating and executing the decentralized projects.

MUMC+ leaders are expected to be culture bearers of Operational Excellence. They must be completely committed to the underlying philosophy. The hospital provides them with the necessary training in applying Lean management, but after that they must drive themselves to become experts in change and become active in executing projects. They are expected to “walk the gemba,” i.e., visit the work floor and observe the work methods and processes there for themselves. There is no substitute for direct supervision. They should coach their teams in finding improvements each and every day, without determining the solution themselves. Any change should be tested as experiment first and frequent experimentation is encouraged. Focus should be on the improvement of the total process.

Focusing on patient value, continuous improvement and the reduction of waste have proven to be very fitting principles for healthcare in general and specifically for application in a university hospital. Approaching improvement at a systems level while directly involving the people on the work floor in observing opportunities for improvement and realizing these has shown itself to be essential.

(The above content needs to be rewritten.)

Books on Operational Excellence

Discover Excellence: An Overview of the Shingo Model and Its Guiding Principles

Gerhard J. Plenert
Taylor & Francis, 03-Nov-2017 - Business & Economics - 198 pages


A facility-wide improvement initiative is expensive in terms of both time and money. Perhaps the most disappointing thing about them is that they often end up as temporary measures that may produce early results but are unsustainable in the long run. The unseen cost is that after they see such initiatives come and go, employees begin to see them as futile, temporary annoyances rather than the permanent improvements they are meant to be.

The Shingo ModelTM begins with culture informed by operational excellence principles that lead to an understanding of what aligns systems and tools and can set any organization on a path toward enterprise excellence with sustainable continuous improvement.

The Shingo Model is not an additional program or another initiative to implement. Instead, it introduces Shingo Guiding Principles on which to anchor current initiatives. Ultimately, the Shingo Model informs a new way of thinking that creates the capability to consistently deliver ideal results to all stakeholders. This is enterprise excellence – the level of excellence achieved by Shingo Prize recipients.

In Discover Excellence: An Overview of the Shingo Model and Its Guiding Principles, readers will learn the basics of the Shingo Model, discover the Three Insights of Enterprise ExcellenceTM, and explore how the Shingo Guiding Principles inform the kind of ideal behaviors that lead to sustainable results. This book is the introduction to the Shingo Model and prepares the reader for a deeper dive into the Shingo Guiding Principles.


https://books.google.co.in/books?id=ULw8DwAAQBAJ

State of Readiness: Operational Excellence as Precursor to Becoming a High-Performance Organization

Joseph F. Paris Jr.
Greenleaf Book Group, 16-May-2017 - Business & Economics - 400 pages

“Operational Excellence is a state of readiness attained as the efforts throughout the enterprise reach a state of alignment for pursuing its strategies; where the corporate culture is committed to the continuous and deliberate improvement of company performance AND the circumstances of those who work there - – and is a precursor to becoming a high-performance organization.” – Joseph F Paris Jr.

Accelerated Strategy Development and Execution

The company of today has its supply chains and finances stretched further around the globe than ever before while simultaneously having increasing pressures to drive value across a complicated and fluid set of metrics and deliver innovations, products, and services more quickly and reliably. The competitive advantage belongs to the companies that can quicken their vision-building and strategy-execution efforts—the ones that can identify challenges more swiftly and accelerate their decision making so they are better able to formulate and deploy responses decisively yet with greater agility. To successfully accomplish this, companies will have to prioritize creating a culture of leadership that strengthens communication skills and emphasizes systems thinking by building capacity and capability that  permeates the entire organization.

In State of Readiness, Joseph F. Paris Jr. shares over thirty years of international business and operations experience and guides C-suite executives and business-operations and -improvement specialists on a path toward operational excellence, the organizational capability and situational awareness that is attained as the enterprise reaches a state of alignment for pursuing its strategies. In doing so, create a corporate culture that is committed to the continuous and deliberate improvement of company performance and the circumstances of those who work there—a precursor to becoming a high-performance organization.

https://books.google.co.in/books?id=hx6QDgAAQBAJ

https://state-of-readiness.com/

https://opexsociety.org/about/

Operational Excellence Maturity Model

In examining the level of support given (actual, not stated) by the company to the Operational Excellence efforts and the net-benefit of impact those involved in the Operational Excellence initiatives drive to their company,  there  are three levels of maturity; Logistical (lowest), Tactical (middle), and Strategic (highest). Of course, the Operational Excellence efforts at any given time, and within 

any given company, will possess characteristics of all three – it is the level of organization, structure, consistency, and orientation to the company vision which determines what level of maturity actually exists. 

First, you need to know what is Company Vision. The vision statement with specific objectives to describe the uture state of the company or business unit. It might have to do with products, or market-share (even specific markets), or how the company might bring products to market, or even with regards to mergers and acquisitions (and the realization of the synergies expected). The objective here is to 

align the efforts towards the realization of this vision. 

The executive leadership has to  see their efforts as facilitators of the company vision – and best if seen as accelerators of their realization. Here, it is important to 

understand that the single most critical responsibility of executive leadership is to 

achieve the vision for the company and anything that does not help in that effort is of 

secondary importance (at best) to them. Take the time, and make the effort, to 

understand what is of value to the executive leadership and align your efforts 

accordingly – then you will gain the support (and respect) you need. 

Detailed of the three maturity levels of Operational Excellence (or Continuous Improvement) efforts below and some of their characteristics. 

• Logistical; This is the lowest level of Continuous Improvement maturity. It is most 

likely found in organizations that are in the early and unproven stages of their journey.

• Organized Around Projects; A characteristic at this level of maturity will be that the efforts are organized around individual projects that are not related. The efforts are largely reactive in that resources are deployed when and where problems manifest themselves. If there is any capturing and replication of improvement efforts and lessons learned, they are minimal. 

• Emphasis on Optimizing Processes; As one might expect with an emphasis on projects, 

the field of view for the efforts is usually linear and the efforts are largely dedicated to 

eliminating variants and increasing the velocity of the throughput. 

• Little Alignment to the Vision of the Company; It is highly likely that the deployment 

resources have little real knowledge of what the vision (future state) of the company 

might be and the efforts are not deliberately designed around the pursuit of the 

vision. )  

• Incremental Performance Impact; The benefits realized by the company for the efforts 

made certainly exist, but they are made step-by-step. After all, I have never seen or 

heard of a Continuous Improvement effort that resulted in things worse-off than when 

they started – normally, the disappointment occurs because the benefits realized are 

not what was expected or promised. 

• Role Viewed as Cost-Cutting; The opinion held by those in the company of those in the 

effort is that of cost-cutting – the reduction of inventory, waste, even personnel. As a 

result, those involved in the effort are not embraced by the rank-and-file and, in fact, 

will most likely result in a stiffening of the resistance against improvements. Spies and 

assassins are never trusted or loved – by anyone. 

• Tactical 

• Organized Around Business Departments or Functions; As the Continuous Improvement efforts become more  mature, the efforts will begin to become more structured and organized, becoming 

initiatives. These efforts will look  within business departments within the organization such as; production, logistics, sales, etc.… The  efforts are more proactive. 

• Emphasis on Optimizing Systems; Instead of focusing the efforts on individual 

processes, those involved in the efforts will begin to consider the vast number of 

processes that constitute a system within the business silo and the efforts will begin to 

examine the impact of improvements throughout the entire value-stream. 

• Increasing Alignment to the Vision of the Company; Even if it is not completely 

conscious and deliberate, at the tactical level of maturity, there is growing awareness of 

the desired future state of the company by the Continuous Improvement deployment 

professionals and the efforts become increasingly aligned with this vision. 

• Growing Performance Impact; The magnitude of the benefits realized by the company 

when the improvement goals are placed on optimized and balanced systems (a 

collection of related and integrated processes) over individual processes are expected 

to significantly greater than optimizing processes alone. 

• Role Viewed as Efficiency Experts; The perception (and the reality) of those involved in 

a Continuous Improvement effort that has achieved a Tactical level of maturity become 

increasingly viewed as value-creators and not just cost-cutters (as is the case at the 

Logistical level). 

•  As the Continuous 

Improvement capacity and capability mature within an organization – and along with it, 

greater confidence – the emphasis will be on seeking opportunities to address more 

complex business systems. This will be the goal of those efforts maturing from the 

Tactical to the Logistical, and will also be used extensively in the support of those efforts 

which have matured to the Strategic level. 

• Strategic 

• Organized Around the Organization; When the efforts have evolved to the point where 

they are structured around the organization as a whole, the entire value-chain – from 

the vendor’s vendor to the customer’s customer ȋeven if not all involved are 

immediately involved or touched) – then the efforts can be properly reclassified and 

referred to as Operational Excellence rather than Continuous Improvement. The basis 

of this premise is that an organization (and its value-chain) operates through a variety 

of systems across business silos, and systems are comprised of processes. 

• Emphasis on Building Programs; The efforts of an Operational Excellence initiative that 

has matured to the Strategic level is dedicated to creating a culture of excellence in an 

engineered manner; that is to say deliberate and guided by planning. When they build 

capacity and capability by investing in their people, they are doing it in a manner that 

was designed to build an Operational Excellence program – letting the demand create 

the pull for talent-building and for what purpose (as opposed to just building talent 

inventory that will sit idly on the shelf waiting for a purpose). 

• Aligned to the Vision of the Company; The Operational Excellence program is first and 

foremost dedicated to the acceleration of the realization of the company’s vision – that 

is its primary mandate. Cutting costs and increasing efficiencies throughout the 

organization will be a by-product of the efforts, but they are not the principal 

motivation. 

• Maximum Performance Impact; By Dzorganizing the team around the missiondz and 

having those missions aligned with the company’s vision and dedicated to the 

accelerated achievement of that vision, benefit to the company (both top-line and 

bottom-line) will be as good as it can be. At this level of maturity, the emphasis is no 

longer confined to Cost of Goods Sold (COGS) and General and Administrative Expense 

(G&A), but also placed on Revenue and the effective use of assets (specifically; capital, 

plant, and equipment). At the highest level of Strategic Maturity (and in addition to 

accelerated vision realization), the company will also be able to more readily recognize 

and respond to opportunities or threats that might be presented in a rapid and decisive 

manner. 

• Role Viewed as Value Creators; When the Operational Excellence efforts have matured 

to a level where they become a primary driver of the company’s strategy, those involved 

in the Operational Excellence program will no longer have to seek recognition and 

support from the executive leadership – the executive leadership will seek them out. At 

this point, Operational Excellence has evolved to fulfilling a key role in Strategy 

Execution and become instrumental in the company becoming the Dz(igh Performance 

Organizationdz.

Priority Level Dzͳdz; The opportunities that exist to accelerate the realization of the 

company’s strategy ȋand also the threats that might be inhibitorsȌ are assigned a 

Priority Level of Dzͳdz – the highest priority. And the company and its resources should 

naturally behave as one would expect for Priority-1 situations and circumstances – do 

them first. 

Conclusion:

If you want the efforts to evolve from being Logistic or Tactic (Continuous 

Improvement), which is the present-state of most efforts, to becoming Strategic 

(Operational Excellence), you need to align the efforts to the Corporate Vision – become 

an accelerant of that Corporate Vision. Take the time to learn what that is and to build 

your allegiances (and alliances) towards that. 

Start looking at the big-picture. Don’t look at your shoes, look down the road. Evolve 

your perspective from processes, to systems, to organization. Consider the impact of 

your efforts on the entirety. Seek to create an organization that works at an optimal 

state where all the efforts are working in a balanced and harmonic manner. Cut across 

the business silos and create cross-functional integrations and the related 

communication and collaboration protocols. 

Work to accelerating the decision-making process. Learn to see the opportunities and 

threats more quickly and to configure and deploy an effective and thorough response 

more rapidly and decisively. Here, openness and understanding the capabilities and 

capacity of the resources available (and also the weaknesses) are of critical importance. 

Work towards achieving all of this and you will gain a level of Operational Excellence 

and become the High-Performance Organization. 

By Joseph F Paris Jr

https://www.academia.edu/34031536/Operational_Excellence_Maturity_Model

The 12 Principles of Manufacturing Excellence: A Leader's Guide to Achieving and Sustaining Excellence

Larry E. Fast
CRC Press, Oct 11, 2011 - 266 pages

Explaining how to implement and sustain a top-down strategy for manufacturing excellence, The 12 Principles of Manufacturing Excellence: A Leader’s Guide to Achieving and Sustaining Excellence provides a comprehensive, proven approach for delivering world-class performance while also cultivating the right culture through leadership and mentoring.

Tapping into four decades of leadership experience, 35 years of it in the manufacturing industry, Larry Fast explains how to achieve vertical and horizontal alignment across your organization. He details a clear pathway to excellence via the 12 Principles of Manufacturing Excellence and provides a method for tracking progress—plant by plant and function by function. Emphasizing the importance of using Lean and Six Sigma tools to improve your business, the book:

Integrates strategy and leadership development

Paves a path for culture change–Operator-Led Process Control (OLPC)—that prepares hourly employees to take control of their processes and prepares management to enable them to do it.

Details an audit process for tracking progress and ensuring sustainability

Includes a CD with color versions of the images in the book as well as a sample Manufacturing Excellence Audit, a sample Communications Plan, and a sample Training Plan that can all be easily customized for the reader’s use

This resource-rich book will allow you to spell out leadership expectations and provide your employees and associates with a clear understanding of their individual roles. Helping you keep everyone in your organization focused during the quest towards sustainable manufacturing excellence, the accompanying CD supplies the tools you and your team will need to pursue it with passion, confidence, and urgency.

http://books.google.co.in/books/about/The_12_Principles_of_Manufacturing_Excel.html?id=AFJM5z3cu2cC

Fit Sigma: A Lean Approach to Building Sustainable Quality Beyond Six Sigma
Ron Basu
John Wiley & Sons, 05-Jul-2011 - Business & Economics - 256 pages

To some, the near perfection of the Six Sigma management system appears to be an impossible ideal, especially for small and medium enterprises. FIT SIGMATM, a flexible and more sustainable approach, was developed through the integration of the ‘hard' Six Sigma approach with Lean Enterprise philosophy. It consists of three elements; fitness for purpose, fitness for improvement and integration, and fitness for sustainability.

FIT SIGMA: A Lean Approach to Building Sustainable Quality Beyond Six Sigma shows how this tripartite approach can be used to add value to both large and small organisations through improved use of resources, and through the provision of improved customer satisfaction. It shows that a holistic approach to operational excellence underpinned by a data driven methodology can be applied equally to the manufacturing, service or public sectors.
https://books.google.co.in/books?id=tTgHIsoONFwC

Harvard Business Review on Manufacturing Excellence at Toyota

Harvard Business Press, 2008 - 246 pages
Few companies have so consistently inspired management best practices as Toyota. In everything from strategic operational design and quality improvement to integrated product development and management training, the company has achieved success through constant innovation. This collection shows just how Toyota does it and how you can apply these same lessons to fuel success in your company.
http://books.google.co.in/books/about/Harvard_Business_Review_on_Manufacturing.html?id=0VSNyIhTl-cC

Leading Manufacturing Excellence: A Guide to State of Art Manufacturing

Patricia E. Moody
1997
https://books.google.co.in/books?id=Uc__FJgGjIkC

Improving Operational Excellence in Industry 4.0 Manufacturing Environment

Continuous improvement isn’t enough: Industry 4.0 sets a new bar. Technology allows manufacturers to drastically improve  processes.
https://www.plant.ca/insights/continuous-improvement-isnt-enough-industry-4-0-sets-new-bar/

A Large Industrial is Reinventing Operational Excellence with Digital Technology

Posted by Matthew Littlefield on Mon, Jan 22, 2018
https://blog.lnsresearch.com/reinventing-operational-excellence-with-digital-technology

Analyzing Business Impact in Industry 4.0: Value Proposition of Cyber Physical Systems

https://books.google.co.in/books?id=pX5TDwAAQBAJ


Updated on 26.8.2022,  10.7.2022, 5.12.2021,  6.10.2021, 19 July 2021,  17 May 2021

17 April 2020,  26 October 2019,  13 July 2018,  12 July 2018
First published on 27 March 2015