Operational Excellence

Operational Excellence helps to achieve more predictable results and higher productivity. By designing processes more intelligently and continuously improving them, organisations manage based on KPIs such as lead time and OEE, resulting in more stable processes, lower costs and consistent output.

Symbol achieves Operational Excellence and Lean transformations by combining quality management, continuous improvement and data-driven management into measurable and scalable productivity improvements.

Support for implementing Operational Excellence

Operational Excellence

When organisations do not have their operations in order, this leads to long lead times and poor performance. This results in dissatisfied customers and high workloads for employees.

Long lead times

Production processes take too long due to waiting times, inefficiency and a lack of flow in operations. Excessive work-in-progress leads to longer lead times, inefficiencies and a loss of overview in processes.

No insight or overview

A lack of transparency and clear KPIs makes it difficult to monitor progress and identify bottlenecks.

High absenteeism and turnover

High workloads and inefficient processes lead to stress, absence and increasing staff turnover.

Lean transformation

Shorter lead times

Apply Value Stream Mapping and flow principles to eliminate waiting times and waste. Result: 20–50% shorter lead time and faster delivery.

Grip on process performance

Introduce KPI management (OEE, OTIF) and visual management for real-time insight. Implement pull systems (Kanban/CONWIP) to balance workflows.

Insight and overview

Use 5S, visual management and standard work to make processes transparent. Result: faster decision-making and immediate visibility of deviations.

“Lean is not about tools, but about results: shorter lead times, higher productivity and structurally better performance.”

The application of Lean helps in achieving Operational Excellence

The application of Lean helps organisations to achieve Operational Excellence by optimising processes, eliminating waste and continuously improving performance. By managing based on KPIs such as lead time and productivity, a stable, efficient and predictable operation is created with lower costs, higher quality and structurally better results.

Process Design

Process design focuses on optimising work processes within Operational Excellence and Lean transformation. Clear standards, efficient process flows and visual management create structure and predictability. This leads to less waste, higher productivity and a stable, efficient operation with consistent performance.

Process Design

Process Control

Process control is about measuring and managing performance using KPIs such as OEE, lead time and productivity. Data-driven management, dashboards and fixed consultation structures provide real-time insight into processes. This enables rapid adjustments and ensures better performance, ownership and continuous improvement.

Process Control

Change Management

Change Management is essential for the successful achievement of Operational Excellence and Lean implementations. By actively involving employees and stimulating behavioural change, new ways of working are sustainably embedded. This leads to higher engagement, faster adoption and structural improvement of performance and processes.

Change Management

How Operational Excellence works in practice

Tata Steel: toepassing Six Sigma bespaarde meer dan 50M€

Tata Steel werkt systematisch aan operational excellence via data-gedreven Six Sigma-projecten. Symbol verzorgt de Green en Black Belt-opleidingen en begeleidt projecten waar capaciteit ontbreekt. Resultaat: één project rondom ijzermengers levert meer dan €200.000 per jaar op. Vijf seconden tijdwinst per staalrol betekent tienduizenden euro's aan besparing.

Goudsmit: scrap rate van 40% naar 5% met DMAIC

Bij Goudsmit Magnetics liep het afkeurpercentage bij een kritische productgroep op tot 40%. Intern lukte het niet om de oorzaak te vinden. De Symbol-consultant analyseerde het productieproces via DMAIC en databouw. Resultaat: scrap rate gedaald naar 5 tot 10% en kennis geborgd in de organisatie.

MOSO: 30% kortere doorlooptijd door procesverbetering

De R&D-afdeling van MOSO was overbelast en een rem op groei. Niet door gebrek aan talent, maar door ontbrekende structuur en onduidelijk eigenaarschap. Symbol bracht de diagnose en een gerichte aanpak. Resultaat: 30% kortere doorlooptijd en voor het eerst in jaren ruimte voor nieuwe productontwikkeling.

Thales: Lean transformatie radarproductie

Lean-transformatie binnen 22 afdelingen resulteerde in 30% kortere doorlooptijd en minder onderhandenwerk. Symbol implementeerde Lean-fundamentals bestaande uit 6S, OHW-beheersing en Visual management binnen 22 afdelingen.

Lean transformation roadmap

Start with a CIMM assessment

Determine the current maturity level of processes and organisation (Process & People). Analyse the behaviour of management and employees.

Create alignment and determine True North

Discuss the results: is there a shared view of the current situation and the desired direction (True North)?

Define the strategy (Policy Development)

Formulate the vision, objectives and the desired situation. Develop a concrete plan to move from the current to the desired state.

Translate strategy into execution (Policy Deployment)

Select breakthrough projects based on strategic goals. Determine the required Lean building blocks per CIMM level.

Assemble teams

Assign Green Belts and Black Belts as project leaders and assemble multidisciplinary teams.

Develop competencies

Implement a training programme (Lean methodologies) combined with practical experience through projects, coaching and peer review.

Execute the transformation

Work on improvement projects in phases. Ensure a balance between strategy, execution and skills, and safeguard results.

Results and impact of Operational Excellence

Operational Excellence leads to directly measurable and sustainable performance improvement. By optimising processes, reducing variation and continuously managing based on KPIs such as OEE, OTIF and lead time, organisations achieve structural growth and higher efficiency.

Higher productivity (+20% to +40%)

Standardised processes and improved flow increase output and capacity utilisation.

Shorter lead times (–20% to –50%)

Optimisation of process steps and reduction of waiting times accelerate the end-to-end flow.

Better delivery reliability (OTIF +10% to +25%)

Tighter process control and planning ensure consistent and reliable deliveries.

Lower failure costs (–15% to –30%)

Due to less variation and structural process improvement, errors, rework and waste decrease.

Executing a Lean transformation successfully

A Lean transformation focuses on improving processes, increasing productivity and achieving Operational Excellence. By managing based on KPIs such as lead time and OEE, stable, efficient and predictable performance is created.

Symbol achieves Lean transformations by combining process optimisation, data-driven management and practical implementation into measurable and sustainable results.

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: Operational Excellence is an integrated approach to continuously improve processes and optimise performance. By managing based on KPIs such as OEE, OTIF and lead time, organisations achieve higher productivity, lower costs and a predictable, efficient operation.
: An effective Lean transformation leads to:

20–40% higher productivity

shorter lead times (–20% to –50%)

higher delivery reliability (OTIF)

lower failure costs and less waste

This results in structural performance improvement and a stronger competitive position.
: Many Lean initiatives fail due to a lack of integration between strategy and operations. Improvement projects remain local, KPIs are not leading and results are insufficiently safeguarded, meaning performance does not improve sustainably.
: Digitisation strengthens Operational Excellence through the use of dashboards, data analysis and automation. This ensures better insight, faster decision-making and scalable improvements in complex production environments.
: Sustainable impact is created by standardising processes, anchoring ownership and making continuous improvement part of the culture. This ensures results are maintained and improvements can be scaled across the organisation.