Operational excellence
Your entire operational excellence system. One connected platform.
OpenAcura connects the systems and routines that make operational excellence work every day.
See what is really happening. Resolve problems at the source. Connect strategy to daily management. Standardise the work that matters. Develop and lead people. And see which part of the business needs attention next.
One system, from the performance signal to the result that holds.
Operational excellence is a system, not a collection of tools.
Dashboards, problem solving, huddles, Gemba walks, standard work, competency and improvement each produce something on their own. They hold only when they work together, on the same work, the same actions, the same people and the same evidence.
See → Resolve → Manage → Execute → Lead
See · reality and performance
See reality. Measure what matters.
Bring operational performance, KPIs, observations and exceptions into one view.
Make the condition of the operation visible to the people who have to act on it, so trends, variation and emerging problems are seen while they are still small.
When performance moves outside the standard, the platform raises a response and assigns it to the person accountable, rather than leaving another red number on a dashboard for someone to notice.
- Executive summary
- Movement against prior period · OTIF against contracted target
- Warehouse
- Throughput, pick accuracy, occupancy, inventory, labour
- Transport
- Fuel, utilisation, route performance, compliance, cold chain
- Quality
- Deviations, CAPA, training, documents, complaints
- Requires a decision
- Customer OTIF below contracted target, third consecutive month
The monthly pack, assembled from the platform. Every figure follows the period and site selected.
Resolve · problems and improvement
Improve the process, not just the symptom.
Turn every abnormality into a response with an owner, a method and a verified result.
Establish the cause and use the method that fits the problem: an action, a root cause analysis, a CAPA, or a DMAIC project where the problem is worth that work.
Guided workflows take people through each method step by step, so the quality of problem solving does not depend on who is on shift. Actions are checked for completion, results are checked for effectiveness, and recurrence is visible.
A CAPA with its method, its owner and its effectiveness check on one record.
Manage · alignment and daily management
Connect strategy to the work of the day.
Turn priorities into objectives, measures, routines and actions that teams can see.
Daily huddles open already populated from live operational data, so the meeting is about decisions rather than about collecting numbers.
Abnormalities escalate to the level that can resolve them, actions stay visible until they are closed, and critical communication reaches every shift. What leaders are trying to achieve and what teams manage each day sit on the same platform.
The board a team works from, opened with its data already in place.
Execute · process control and standard work
Build control into the work.
Turn critical procedures into clear, digitally guided workflows.
Standardise the process so each step prevents the error rather than catching it later. Responsibilities and handovers are explicit, evidence is captured as the work happens, and a problem cannot be passed quietly to the next stage.
When the standard is not met, the abnormality is visible immediately and the response starts from the same record. Quality becomes part of execution rather than something inspected in afterwards.
A failed check becomes a controlled sequence: contain, fix, verify, sign.
Lead · people, leadership and culture
Develop people. Make improvement everyone's work.
Give leaders a standard for going to see, listening, coaching and following through.
Keep skills and competency visible per person and per task, so the work goes to someone qualified to do it and gaps appear on a plan rather than in a finding.
Give people a way to improve the processes they work in, capture what they suggest, recognise the contribution, and keep the knowledge when individuals move on. Leadership becomes part of the operating system rather than an occasional activity.
Competency per person, per task, dated and signed.
How the stages hold together
The connections are the system.
Each stage writes to the same record. A KPI that moves creates a response; the response changes a standard; the standard changes what people are trained and signed off to do; and the next period shows whether it held. Nothing is re-entered, and nothing is reconstructed from memory.
Operational excellence maturity assessment
How mature is your operational excellence system?
Thirty statements about how your organisation sees problems, resolves them, runs the day, executes its standards and leads improvement. About ten minutes. It tells you which of the five stages to start with, and how connected they are today.
Defined practices and routines, with a lot still moving between them by hand
A sample result. The connected index is scored separately from the five stages, because the practices are often stronger than the links between them.