Operational excellence

<p>Operational Excellence (OE) is the <a href="/facts/Systematic_review/dGvq3BGx">systematic</a> implementation of <a href="/facts/Principle/qcshmdg3">principles</a> and tools designed to enhance <a href="/facts/Organizational_performance/BRIw8hWa">organizational performance</a>, and create a <a href="/facts/Culture/c5JgMqpX">culture</a> focused on <a href="/facts/Continuous_improvement/tcIYRuHK">continuous improvement</a>. It is intended to enable employees to identify, deliver, and enhance the flow of value to customers. Common frameworks associated with operational excellence include: <a href="/facts/Lean_Management/mr7DyYT9">lean management</a> and <a href="/facts/Six_Sigma/ctasMp3w">Six Sigma</a>, which emphasize efficiency, waste reduction, and quality improvement. Organizations that adopt these practices may report increased customer satisfaction and operational efficiency.
</p><p>Operational Excellence leverages earlier continuous improvement <a href="/facts/Methodology/dk5X9Hxx">methodologies</a> such as Lean Thinking, Six Sigma, OKAPI, and <a href="/facts/Scientific_management/rpYYnxuX">scientific management</a>. The concept was introduced in the 1970s by <a href="/facts/Joseph_M._Juran/GV4m408P">Dr. Joseph M. Juran</a>, who taught Japanese business leaders quality improvement methods. It gained prominence in the United States during the 1980s as a response to the competitive pressure from Japanese imports, leading to what some termed a "quality crisis".
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Operational excellence open-in-new

Operational excellence