Operational Excellence

Improvement on real process data

Lean and Six Sigma programmes often rely on manual mapping and estimated savings. Operational Excellence, planned for W5, uses the One3 event log so process maps, bottlenecks and savings are grounded in what actually happened.

Discover the process

Process discovery builds process maps and variants from the event log for chosen processes such as lead-to-cash, issue-to-resolution and procure-to-pay, with cycle times and rework loops. Bottleneck detection identifies constraints from queue and cycle-time data, and buffer penetration alerts arrive as signals in the cockpit. Value stream maps are built from discovered processes with waste tagging for the eight wastes and a lead-time ladder. Statistical process control adds control charts, rule violations, capability indices and drift alerts.

Run the improvement

The improvement register captures ideas with the problem, impact estimate, owner and status, and an improvement can be converted into an initiative in Goals so it is executed and measured. Kaizen events record scope, team, current state, countermeasures, standard work updates and follow-up checks. DMAIC projects move through Define, Measure, Analyse, Improve and Control with tollgate reviews, CTQs, baselines, root causes and a control plan. AI drafts A3 reports from project data with evidence labels for human editing. Gemba notes with photos can be captured on mobile and linked to process steps.

Prove the savings

Savings verification compares claimed savings with ledger actuals and baselines, labelling each as verified or estimated. An automation opportunity scan finds high-volume repetitive steps and proposes automations or Digital Employees with ROI estimate ranges. Standard work changes always need the process owner. Discrete-event simulation of queues, to test countermeasures before rollout, is planned for W5 to W6. Parts of this module are still partly specified in the plan.