Operational Excellence & Learning Organization
Continuous improvement depends on the knowledge and involvement of people in addressing problems, regardless of how to address the problems of each company. I have often noticed in companies a retention of the level of people’s knowledge and attitudes towards the concrete development of flows and processes.
In this context, a question arises: does the development plan of all people truly relate to the current and future needs of the company?
In order to sustain a solid culture of continuous improvement, it is obvious that some companies often have visible deficiencies in:
- identifying and accurately assessing the sources of the development of people’s knowledge, skills and attitudes (in continuous connection with each significant deviation from the KPIs targets for each area);
- the accuracy of the definition of the need for the development of the people by the responsible managers/supervisors;
- the effectiveness and efficiency of the chosen learning method;
- the objective evaluation of the learning method – in Gemba;
- the real leadership – especially at shop floor level.
So, operational excellence is based only on highly qualified people in an organization focused on lifelong learning. I invite you to see details 👉 here.
(Source: Alin Posteucă Post on LinkedIn)