Seven Reasons Why
Operational Excellence is
So Hard to Achieve
Achieving Operational Excellence the Right Way
Seven Reasons Why Operational Excellence is So Hard to Achieve
Operational Excellence is about doing the right things and achieving goals in the most effective way
possible. Unfortunately, achieving operational excellence is quite difficult for a number of reasons.
First, it is difficult to find the time required to properly evaluate if you are doing the right things, assess
how well you are doing them, and implement changes in a way that makes people and processes more
productive. Second, even if you or your organization has the time, you may not have the appropriate
skill set and experience to influence and change the organization in a positive manner. Third, a fresh
perspective on which major strategic changes should be made is critical. Knowing too much about your
organization is both a blessing and a curse because obvious changes may not be apparent. Some
considerations for implementing an operational excellence program are listed below in Figure 1,
PHARMICA’s three phased approach.
Figure 1: PHARMICA’s Three Phased Approach to Operational Excellence
The fourth reason why operational excellence is difficult to achieve is that the intent of the program is
often not grounded enough in the connection between strategy and execution. All too often companies
make the fatal mistake of jumping right into improving their operations without consideration given to
changing their overall strategy. Implementing operational excellence requires a tremendous amount of
effort and alignment, and it’s imperative to get the strategy part right from day one. Fifth, every
company requires a solution that is specific to their needs. The Operational Excellence program needs
to speak the company’s language, to resonate with people, in order to be truly helpful for people
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7 Reasons Why Operational Excellence is So Hard to Achieve
1Avoiding the CAPA Trap: Process Optimization and GCP
conducting their day-to-day work. Sixth, there is often too much emphasis on Six Sigma. Six Sigma is
extremely valuable when used correctly but is not operational excellence unto itself. While Six Sigma
improves processes, it does not take a holistic look at the organization. Seventh, achieving Operational
Excellence requires people who can excel in many areas. Consider the skills and experiences needed:
1. strategic leaders
2. project managers
3. facilitators
4. change experts
5. highly analytical people who are also effective communicators
6. technical experts who have an appreciation for business and who understand many
different tools
7. people who have a burning desire to change and increase productivity
8. people who can see the big picture but also get things done
AND…
9. even if your people have these skills, the question is whether they are available and can
be fully committed for long periods of time!
There is no question that achieving Operational Excellence is hard. It is a journey, not an overnight
solution. But while you are on your journey, always remember that your people - and their ability to
achieve excellence - are without a doubt the most important part of achieving your success. Celebrate
success, and let people know they are doing a great job because without a positive work environment
during change, a hard time becomes even harder.
Pharmica Consulting, Inc.
5744 Berskhire Valley Road
Suite 266
Oak Ridge, NJ 07438
Tel: 973-945-4482
Fax: 484-970-4482
Eric.Lake@pharmicaconsulting.com
www.pharmicaconsulting.com
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7 Reasons Why Operational Excellence is So Hard to Achieve
2Avoiding the CAPA Trap: Process Optimization and GCP