I recommend this book to managers in companies of all sizes, but I believe it will be particularly useful for organizations and companies doing lots of things with relatively few staff.
I bought the book because of my current work in community banking - defined as banks with $1 billion in assets and less. These banks typically need to manage a myriad of tasks related to operations and compliance, and many of their processes often get created on the fly and then become de facto standard work. Silos develop as they grow in size and processes and communications really suffer.
I like this book because it echoes what we always strove to do during my career in the Army: define what needs to be done (the mission), how well it needs to be done (the performance standard), and then create as simple a process as possible to accomplish the mission, making certain the unit can get the job done if leadership is eliminated.
In my view, the key point in this book is that organizations can - and should - first define their desired future operational and then design and implement the necessary processes, without spending unnecessary time on the staircase of incremental improvement.
For service companies, such as financial institutions, I recommend they also read Duggan's "The Office that Grows Your Business." This book will be useful for people who don't want to read through an entire book about Operational Excellence.
I wrote a more detailed review about "Design for Operational Excellence's" relevance for community banks that is posted on the ABAJournal website.
Well done Kevin!
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