Factors that contribute to the culture of operational excellence
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Wahab et al. (2016) define operational excellence as the management and design to maximize the operating profits via constant operation of exceptional delivery and production systems that offers services and products to the consumers at the correct value. Several factors contribute to the culture of operational excellence. These factors include Leadership style and organizational culture.
Leadership Style
Leadership is a significant component in accomplishing excellence, thus a factor contributing to the culture of operational excellence (Shehadeh et al., 2016). This is on account that it fosters change and guarantees stability within operational excellence along with the necessities that leaders need to develop structure, organize activities, plan for the improvements, organize events, care about individuals, coach, communicate, motivate and support employees.
Organizational culture
Operational excellence, in general, is a corporate leadership element that uses a considerable lot of tools and methodologies, aiming at a sustainable improvement of the outstanding performance metrics (Ojha, 2015). Aside from this, organizational culture refers to the collection of visions, missions, values, and everyday aspects of operational and communication goals, which create an atmosphere that determines and permeated how workers work in a company.
Vibrant cultures tend to have high-performance levels on account that they establish internal cohesion, allure talented persons, and inspire workers to go extra miles (Wahab et al., 2016). With the absence of a corporate culture, which promotes the actions and behaviors of continuous improvement along with operational excellence, the Operational Excellence Program is not capable of embedding itself in the long-term throughout any company.
Alternatively stated, organizational culture is a significant factor in a company, which impacts positively on the organization’s performance (Shehadeh et al., 2016). Organizational culture controls and impacts how the interaction between individuals, groups of individuals, along with the interaction with the company’s stakeholders outside an organization.
References
Ojha, S. K. (2015). Operational Excellence for Sustainability of Nepalese Industries. Procedia – Social and Behavioral Sciences, 189, 458–464. http://doi.org/10.1016/j.sbspro.2015.03.196
Shehadeh, R. M., Maqableh, M., Al-zoubi, M. O., Akhorshaideh, A. O., & Al-sham, M. K. (2016). Review the Operational Excellence Factors of Service Firms: A Literature Review. European Journal of Business and Management, 8(3), 1–11. Retrieved from https://www.researchgate.net/publication/301215194
Wahab, M. H. A. A. A., Ismail, M., & Muhayiddin, M. N. (2016). Factors Influencing the Operational Excellence of Small and Medium Enterprise in Malaysia. International Journal of Academic Research in Business and Social Sciences, 6(12), 2222-6990.