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I see that operational excellence is a management job rather than a leaders job. Managers maintian operational excellence through implementing the Lean concepts (specify value, identify the value stream, define the flow which is the value creating steps, pull rather than push, & seek perfection through continuous improvement).
From an organizational perspective Management has to ensure that resources (employees, plan, tools, information, processes and so on) are at the right time at the right place, enabled and motivated to execute services to their best capability. This requires a round interlinking of workflow across functions as well as a performance stage and atmosphere (share corporate values)where stars love to perform. Operational excellence reflects smooth delivery, compliance to regulatory requirements and loyal customers. Whatever service organizations sell at the front end, the level of value for customers and the supplier depends a lot on operational excellence (delivery).
Yes, effective management, proper control, continuous monitoring of control and timely change in case of deviaiton are useful to the organizational leadership to achieve desired operational efficiency and excellence.
EFFECTIVE INTERNAL CONTROL ON OUR PLAINING, ORGANIZING , LEADING,CONTROLIING
“Operational Excellence” is that the organization as a whole lacks a precise definition and a roadmap to follow for achieving it.
To properly define Operational Excellence, we first need to ask some tough, fundamental questions about the nature of continuous improvement, the most important of which centers around a misconception regarding the purpose of continuous improvement itself.
With this definition of Operational Excellence, we can begin to teach the true power of lean value streams by taking them a step further. We can now create value streams that not only flow at the rate of customer demand, but are made visual in such a way and to such a degree that every employee in the organization can physically see that flow.
