- Improvements areas
- Strategic Excellence
- Market Place Excellence
- Operational Excellence
- Accounting & Controlling
- Asset utilisation & technology
- Continuous improvement
- Knowledge management
- Lean Management
- Maintenance
- Management
- Manufacturing
- Marketing & Sales
- Organisation
- Performance management
- Planning
- Purchasing
- R&D & new technology
- Relation Management
- Shared Service Center
- Single Business Entity
- Supply Chain
- Turnover
- Corporate Governance & Compliance
- Improvements levers
- Improvements effects
- Client reference stories
Operational Excellence
Have you experienced any of the following...
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You get set targets but then have to figure out where to focus to be able to deliver.
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Your customers are complaining about your service, but your internal measures are telling you that your performance is acceptable.
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It is apparent that there are some failings somewhere in the process, but how do you tackle this in manageable chunks?
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The focus of cost reduction continues to be headcount rather than understanding the true cost of executing the process.
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Processes lack ownership and there are too many functional interfaces each with their own targets.
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There is no clear trail of metrics between the day-to-day operation targets and those reported on Senior Management scorecards.
Today's business organisations confront myriad opportunities and challenges. They must create and exploit new opportunities by taking new products to market quickly and profitably. At the same time, existing consumer strongholds must be protected from competitive threats. The overriding imperative: to maximize shareholder return through control and optimization of the bottom line. To succeed in this competitive landscape, executives must constantly match agility and speed with cost constraint and focus.
The new waves of Six-Sigma, Lean Processes and FIT SIGMA are often linked to the holistic programmes of Operational Excellence. Also the concepts of quality and quality management are linked. Quality has three dimensions; product-, process- and organisation quality. The cost of quality can be measured in terms of prevention-, appraisal-, internal failure- and external failure cost. Quality Management has evolved over the years from inspection to control to assurance to Total Quality Management (TQM).
We deliver operational excellence through the optimisation of value streams, organisation design and structured management of change.
Improvements within Operational Excellence
Within the improvement area Operational Excellence Voorne Partners is offering the following improvements:
As part of Cost & efficiency:
As part of Turnover Management:
As part of Customer satisfaction:
As part of Flexibility & responsiveness:
and as part of Solutions across improvement areas:
