That is not my “real” job…or is it?

One critical element in the successful deployment of any operational excellence program is senior leadership knowledge of and commitment to the methodology deployed. It goes beyond just acknowledged buy-in. For an operational excellence program to truly thrive, all senior leaders throughout the organization must have a working knowledge of any operational excellence methodology the organization implements. They should actively participate in the operational excellence strategy development process and be accountable for enforcing the program requirements.

?

Many operational excellence programs fail due to associates viewing operational excellence activities as secondary or not part of their "real" jobs. This perception can hinder the effectiveness of the program and undermine its goals. However, senior leaders have the authority and influence to change this mindset. They can build the required operational excellence activities into the job descriptions, objectives and key responsibilities of their direct reports and hold them accountable to implement them.?

?

The role of senior leadership in driving a successful operational excellence program is crucial. Senior leadership knowledge and commitment set the tone for the entire organization. When senior leaders actively participate in the operational excellence strategy development process, they demonstrate their understanding and support for the program. This, in turn, encourages employees at all levels to embrace the operational excellence methodology and incorporate it into their daily work.

?

Senior leaders must also be accountable for enforcing the operational excellence program requirements. By consistently reinforcing the importance of operation excellence activities and holding their direct reports accountable for their implementation, senior leaders create a culture of continuous improvement. This culture becomes ingrained in the organization's DNA, leading to sustained success and growth.

?

Furthermore, senior leaders have the unique ability to align the operational excellence program with the organization's overall goals and objectives. They can ensure that the organization does not view operational excellence activities as separate from employees' "real" jobs but rather as an integral part of everyone’s role. By integrating operational excellence activities into job descriptions and performance evaluations, senior leaders can foster a sense of ownership, accountability and responsibility among employees.

?

In conclusion, senior leadership knowledge of and commitment to the operational excellence methodology are fundamental to the success of any operational excellence program. It is not enough for senior leaders to simply acknowledge the importance of a program; they must actively engage in the operational excellence strategy development process and hold themselves and their direct reports accountable for its implementation. By doing so, they create a culture of continuous improvement and ensure the long-term success of the program.

?

Rich St. Rose is the President and CEO of Amelioration Incorporated (ameliorationinc.com ), a company that provides operational excellence consulting and training services. If you have enjoyed reading this article and would like to keep similar articles coming, please remember to click the “Like” button and follow Rich St. Rose on LinkedIn. Also consider leaving a comment and/or sharing the article so we can keep the discussion going.