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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

MOSO: 30% shorter lead time through process improvement

MOSO: 30% shorter lead time through process improvement

MOSO's R&D department was overloaded and a barrier to growth. Not due to a lack of talent, but because of a lack of structure and unclear ownership. Symbol provided the diagnosis and a targeted approach. Result: 30% shorter lead time and, for the first time in years, room for new product development.

Goudsmit: reducing scrap rate from 40% to 5% with DMAIC

Goudsmit: reducing scrap rate from 40% to 5% with DMAIC

At Goudsmit Magnetics, the rejection rate for a critical product group rose to 40%. Internally, they were unable to find the cause. The Symbol consultant analysed the production process via DMAIC and database construction. Result: scrap rate decreased to 5–10% and knowledge secured within the organisation.

Tata Steel: Six Sigma Implementation Saved Over €50M

Tata Steel: Six Sigma Implementation Saved Over €50M

Tata Steel systematically pursues operational excellence through data-driven Six Sigma projects. Symbol provides Green and Black Belt training and coaches projects where capacity is lacking. Result: one project involving iron mixers yields over €200,000 per year. Five seconds of time saving per steel coil means tens of thousands of euros in savings.

Thales: Lean transformation of radar production

Thales: Lean transformation of radar production

Lean transformation within 22 departments resulted in a 30% shorter lead time and less work in progress. Symbol implemented Lean fundamentals consisting of 6S, WIP control and visual management across 22 departments.

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.

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