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17 results for “operational excellence”
Topic2 mentions across episodes
Operational Excellence
Concept2 mentions across episodes
excellence
...it is operational excellence. It's kind of the cornerstone of the business. And what does that mean? It means they are constantly trying to figure out how to pull costs out of the business and do things more efficiently. This is not about constant he
29:17 / 30:23
from transcript29:17 – 30:23
...use their operational excellence and develop new products and expand into new markets with that acquired company and therefore drive margins, which drives higher free cash flow, which enables you to kinda do this all over again. So it's this virtuous
33:44 / 34:52
from transcript33:44 – 34:52
...operational excellence. So we lean really heavy in operations. We have a 150 full time people approximately a short capital over which half of them are operations leaders.
17:12 / 18:24
from transcript17:12 – 18:24
...operational excellence. So we lean really heavy in operations. We have a 150 full time people approximately a short capital over which half of them are operations leaders. When you're buying a relatively small business from an honest, good founder wh
17:54 / 19:03
from transcript17:54 – 19:03
that aspect of operational improvements along the way? Certainly, we would spend a lot of time with the managers, try to understand what it is they were doing with their companies once they had bought them, meeting the operating talent and trying to
9:59 / 11:35
from transcript9:59 – 11:35
...We expect excellence, but you treat everyone with respect. The other thing is we wanna hear everybody's voice.
14:15 / 15:20
from transcript14:15 – 15:20
we need to have the ability to scale our product with fewer deficiencies and, frankly, at the end of the day, fewer bugs so that it has higher reliability, which you can then drive across an enterprise. So I wouldn't say there's just one instance, bu
11:57 / 13:04
from transcript11:57 – 13:04
...We expect excellence, but you treat everyone with respect. The other thing is we wanna hear everybody's voice. You think we're doing something we could be doing better? We wanna hear it. If we're making an investment, we don't care if you're just out
15:04 / 16:14
from transcript15:04 – 16:14
They're assigned to a specific product or customer segment within the different business units, and their dual mandate is take share and expand margins, and they are held accountable and compensated on it. Again, it's all about value stream mapping,
10:26 / 11:37
from transcript10:26 – 11:37
incentivizing them, properly describing their roles so that expectations are aligned and and performance is is rightly assessed? So, we work on that throughout the entire investment period. We also focus a lot on growth and on operations optimization
14:10 / 15:17
from transcript14:10 – 15:17
...excellence, we recognize that every year that goes by, we have to get better, and we're competing against these really smart players out there. It's making sure the management layer of the firm is thinking through all the ways we need to be able to a
47:39 / 49:00
from transcript47:39 – 49:00
And in some cases, that person wasn't necessarily professionally trained to be a product development manager, but actually was a good product developer. And so one of the things we do was actually bring some system and structure associated with it. A
11:16 / 12:22
from transcript11:16 – 12:22
“Why most startups fail at operations and how to avoid the trap”
...the operational architecture of your business, thinking of how to design processes as early as possible without slowing you down is absolutely imperative because otherwise you can get caught up very,
19:15 / 20:14
tactical advice19:15 – 20:14
He really worked to instill not TPS itself, but their version of it within train. The first three years or so was focused on getting the data, value stream mapping, just the blocking and tackling of quality and on time delivery and the like. Mean, cu
9:45 / 10:53
from transcript9:45 – 10:53
So to take some ex CEO of General Motors or General Electric and expect him to be on the board of a $100,000,000 company and add some value was not a great strategy. Finding people with the right background skill sets, wanting to be mentors and resou
11:08 / 12:15
from transcript11:08 – 12:15
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