The topic of visionary leadership has received much attention in the last few decades. So, on this page, we will regurgitate what is already known, but instead, highlight a few key elements to ensure your business wins at establishing process excellence.
When embarking on the process excellence route, leadership has a responsibility to ensure the way thereto fits the culture of the organization. In addition, the approach adopted should meet the objective of the organization. The luxury of implementing a one solution fits all, is no longer available!
BTW – Visionary Leadership in our context here spans all possible levels. From the manager of a department through to the CEO of an organization.
Selected Process Excellence Visionary Leadership Essentials
In order to lead with vision, the leadership should have basic knowledge, and access to expertise in the field, of process excellence. Without this, it would be difficult to apply the appropriate methods appropriately. With it, leaders can more confidently walk their talk.
A strategic intent for adopting process excellence should be underlined with clear bottom line goals to either/or – generate more cash, increase efficiency/productivity, enhance growth, etc.
The adoption of process excellence should be supported with unwavering commitment. While quick wins will result, the larger sweet fruit comes after being at it for a while.
Process excellence should be clearly aligned to the organization’s strategy with clear key performance indicators (KPI) cascading down to the process level.
Process excellence requires an investment in an organizational structure to support it, containing the “rights” human resources, typically high performers.
Key to a process excellence structure are Process Owners, at the highest (global) and plant (local) levels, that define process best practices, performance measures, implementation of improvement initiatives, etc.
A Project Management Office should manage the portfolio of improvement opportunities while coordinating the use of available resources to execute projects. In addition program and project, reports are compiled to track the health of process excellence.
A governance structure assists with retaining the priority on the correct focus areas. In addition, it defines and monitors the maturation process towards excellence.
Process excellence is for everyone in the organization. All employees should be touched, and take responsibility for process excellence. This implies the need for, and management of, a communication program, reward and recognition mechanism, etc.
All stakeholders, from suppliers to customers, should form part of process excellence. After all, too are part of the overarching processes.
Leaders need to ensure that process capability and capacity are developed through employee training and coaching programs and the selection of correct resources.
Ensure the correct infrastructure is put in place to support process excellence. For example, portfolio management, project tracking, knowledge management, etc.
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