By Bill Remy
One thing is for sure. They don’t just happen by chance. We’ve all had an encounter, at work or in our personal lives, when an experience exceeded our expectations. In some cases it’s because of one interaction with one highly competent employee. In the case of high performance organizations, such an experience arises from multiple interactions with multiple employees reflecting a pervasive culture of excellence. In the manufacturing world, just to make sure we’re on the same page, here’s what a high performance organization looks like:
Beyond first impressions, some of the other attributes of a high performance organization include:
But if you’re reading this, that’s not where you are. So where do you start? Whether it’s at the site level or company-wide, all high performance organizations start with leadership. Business leaders have to more than want it though. They have to work hard every day at creating and maintaining the key elements of a high performance organization. As we outline in this TBM management briefing, “Five Attributes of Large Companies with Superlative Value Creation”, this daily leadership commitment starts with:
Sounds straightforward, I know, but if it were easy every company would be a high performance organization. Now you know where to start. The rest is up to you. For additional advice and case studies on how to build a high performance organization, check out The Management System section.
Operational Excellence
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