Process Improvementoffice (816) 500-8203

Process Improvement, LLC

Operational Excellence & Effectiveness

“There is nothing so useless as doing efficiently that which should not be done at all.” “Efficiency is doing things right; effectiveness is doing the right things.“ -Peter Drucker

Effectiveness is more important than efficiency.  Once people are engaging in the right activities they can work on becoming more efficient.  

The single most important thing any business can do to be more effective is align all employees and their activities with the strategic direction of the business. When employees clearly know what is expected of them, why it is important, and what constitutes success, they will work toward that end. Employees at every level must know if they are succeeding or failing each and every day.

Process for Achieving World-Class Effectiveness

Process for Effectiveness

Vision & Mission

  • In order to unite employees a company must have a compelling vision of the future that captures the hearts and minds of its people.
  • A good company vision is something the company hopes to become. It inspires and gives people a sense of belonging to something more important than themselves.
  • A company vision should make employees want to help the company get there. A great vision will also make customers and competitors take notice.


  • Leaders must determine the long-term goals of the company. These are commonly three- to five-year aspirations the company seeks. However, goals can be much farther into the future than five years. Though goals are revisited annually, they often change slowly. Sometimes goals do not change for years.
  • At the corporate level, there are typically secret strategies designed to create competitive advantage that are not communicated and not part of the general strategy deployment process.  


  • Objectives are WHAT define success at the divisional and functional levels.
  • Company divisions determine the near-term objectives that support goal attainment.
  • Objectives are typically fiscal-year metrics that directly contribute to the long-term direction the company is headed.
  • Objectives typically relate to delighting customers, shareholders, employees, and the community.  


"Tactics without strategy is the noise before defeat. “ -Sun Tzu

  • Strategies define HOW an organization or function achieves success.
  • Determining business strategies that directly support objective attainment is often the most difficult part of strategy deployment.  


“Bad tactics will destroy even the best strategy. “ -General George S. Patton

  • Tactics are the detailed action plans describing what is done to support the strategies.
  • There are usually many tactical contributions to reinforce any given strategy.