This page provides more information about the final pillar of our 100-criteria Operational Excellence model: Employee Engagement; with 17 criteria. Each item on this list is covered in more detail, but the goal of this document was never to provide you with a 100% overview of each one. Instead, we hope to provide a much-needed context - giving you enough details so that you can then use those criteria to evaluate your own organisation's Operational Excellence level in the future.
This page provides you with more information on all the 12 Organisation Design Excellence pillar criteria of our 100-criteria Operational Excellence model. Please note that the goal here was never to cover each item on this list in comprehensive detail. Instead, we simply want to give you more information about what each one means and what it represents. That way, you can use them to better evaluate your own company's Operational Excellence level in the future.
This page goes into greater detail of our practical 100 criteria Operational Excellence model, on the Improvement Excellence pillar, with 17 criteria numbered from 55 to 71. This page is not designed to explain at great length all the criteria described here. Instead, we simply want to give you enough details to understand them, allowing you to use them to evaluate your own organisation's Operational Excellence level moving forward.
This page provides more information on all the Process Management Excellence pillar criteria that make up our larger practical 100-criteria Operational Excellence model. The goal is not to go into an extreme amount of detail about all the criteria described here, but to give a more comprehensive overview, we hope to give each manager the details necessary to use those criteria to better evaluate his own organisation's Operational Excellence level in the future.
This page goes into greater detail of our practical 100 criteria Operational Excellence model, on the Performance Management pillar criteria, numbered from 19 to 54 after the criteria belonging to the Process management Excellence pillar (9 to 18). The goal is not to explain the entirety of all the criteria described here but to provide enough details so that one can use these criteria to evaluate his own Operational Excellence level using them.
This page details the Strategy Pillar criteria of our Operational Excellence model. The goal is not to explain in great length all of the criteria described here, but to give you enough details to enable you to better evaluate your own organisation Operational Excellence level.
Operational Excellence is described on countless websites, but it often remains at the level of general principles. Wevalgo has defined a model that details concrete practices to achieve Operational Excellence.
In the modern business world, the importance of performing the right operational excellence assessment at exactly the right time in an organisation's life cannot be overstated enough. Oftentimes, these assessments come out of a need to obtain an in-depth, unbiased overview of a business' current capabilities. This usually comes about after managers identify certain operational issues that need to be addressed. Only by gaining the clearest possible picture of where you stand will you have a chance to identify what isn't working and, hopefully, what steps need to be taken to adequately correct those issues.
This page is a practical guide to perform a DILO. It is a follow up of the DILO methodology and tools page describing what is a DILO, its objectives and the general methodology. The templates are in the DILO templates page.
Every manager's dream is to have effective meetings. That they are short, mobilising few people and enabling to take the right decisions or actions that will sustainably improve the performance of his organisation.
So, the manager works on the agenda, insists on good meeting rules (start and finish on time, cut off your phone ...), takes a coach to better manage conflicts, individuals, speaking time ...