Design for Operational Excellence: A Breakthrough Strategy for Business Growth

  • 4h 40m
  • Kevin J. Duggan
  • McGraw-Hill
  • 2012

The ability to implement and maintain improvement initiatives like Lean and Six Sigma is essential for improving quality, eliminating waste, reducing costs, and increasing output—but it’s only the first step. Eventually, the improve-sustain-improve-sustain pattern itself becomes the end product. But it doesn’t have to be this way.

Why make operational improvement a perpetual process when you can make business growth a perpetual process?

In this trailblazing book, Kevin Duggan—author of Creating Mixed Model Value Streams and founder of the Institute for Operational Excellence and Duggan Associates—takes you beyond Lean and Six Sigma to achieve true Operational Excellence. By developing a “design for operational excellence” you can leverage the operations side of the business to enable continuous growth.

Design for Operational Excellence provides the design criteria and guidelines that enable you to grow your business organically by refocusing management’s attention from running the business to growing the business. Duggan takes you step by step through the new principles of Operational Excellence:

  1. Design Lean Value Streams
  2. Make Lean Value Streams Flow
  3. Make Flow Visual
  4. Create Standard Work for Flow
  5. Make Abnormal Flow Visual
  6. Create Standard Work for Abnormal Flow
  7. Have Employees in the Flow Improve the Flow
  8. Perform Offense Activities

Case studies illustrate how companies that applied Duggan’s methods grew consistently over time by designing and implementing a lean flow of product to the customer. The result was a flow that “self healed” when interruptions occurred, which removed the need to manage flow. These methods work in any business environment, not just manufacturing. Everything from insurance, financial, and banking organizations to hospitals, mining companies, universities, and even government can benefit from the bottom-line and topline business results Duggan’s methodology offers.

Design for Operational Excellence is the next great leap in the evolution of sustained business growth. Begin designing for growth now and stop reacting to customer needs. Instead, position your operation to provide customer solutions in changing markets, which will lead to profit and growth in even the most severe economic and market downturns.

About the Author

Kevin J. Duggan is the author of Creating Mixed Model Value Streams and the lead author of The Office That Grows Your Business: Achieving Operational Excellence in Your Business Processes. A sought after international speaker on Operational Excellence, Duggan has appeared on CNN Headline News and Fox Business Network as the expert in Lean Manufacturing. He lives in North Kingstown, RI.

In this Book

  • The Engine of the Business
  • The Myth of Improvement
  • The Leapfrog
  • Defining Operational Excellence
  • Creating the Road Map to Operational Excellence
  • Preparing People to Jump
  • The First Question: Why Do We Do Continuous Improvement?
  • The Second Question: What Is the Best Way to Improve?
  • The Third Question: How Do We Know Where to Improve?
  • The Fourth Question: Why Do We Strive to Create Flow?
  • The Fifth Question: What Causes the Death of Flow?
  • The Sixth Question: What Would the Shop Floor Look Like if We Did Everything Right?
  • The Seventh Question: What Would the Office Look Like if We Did Everything Right?
  • The Eighth Question: What Would the Supply Chain Look Like if We Did Everything Right?
  • The Final Question: Where Will Our Continuous Improvement Journey Take Us?
  • The New Operations “Engine Design” for Operational Excellence
  • The First Principle: Design Lean Value Streams
  • The Second Principle: Make Lean Value Streams Flow
  • The Third Principle: Make Flow Visual
  • The Fourth Principle: Create Standard Work for Flow
  • The Fifth Principle: Make Abnormal Flow Visual
  • The Sixth Principle: Create Standard Work for Abnormal Flow
  • The Seventh Principle: Have Employees in the Flow Improve the Flow
  • The Eighth Principle: Perform Offense Activities
  • Parker Hannifin Corporation
  • IDEX Corporation
  • Hypertherm


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