Defining for Operational Excellence
This article covers the essential concept of Operational Definitions and how they are an important key to operational excellence. We'll explore what these definitions mean, how they differ from standards, and why they are crucial for aligning expectations and procedures. Through real-world examples and straightforward explanations, this piece offers a practical guide for anyone looking to create clear and effective definitions in their field. For an average reader who reads at about 200–250 words per minute, it should take roughly 3.5 to 4.5 minutes to read the entire piece. Intermediate Level of Expertise Needed.
"Operational Definitions" Means:
A procedure is defined in such a way that it's possible to follow it. The question is not whether an operational definition is right or wrong. Instead, the question is, "Does it do what you want it to do?" as David Kerridge aptly put it.
An operational definition must detail what you want to do, how you plan to do it, and how you will know if you have accomplished it (by what measure?). It should be in straightforward language and mean the same thing to everyone involved, from the vendor to the worker. Operational excellence will follow.
Discussion: Operational Excellence comes from Operational Definitions
To weigh something, we put it on a scale. Should the scale be calibrated? How often? What about the weight of the paper on the scale? A recipe is a good example of an operational definition. Ever faced the confusion of “a pinch of salt?” Instructions written without first agreeing on the meaning may only make sense to the writer. As Taichi Ohno warned,
"No matter how great the principles behind a manual are, they have no value if they cannot be applied in practice. We’re not living in an ivory tower. Work can never be standardized based only upon your ideas and demands without validating facts on the shop floor.” “Procedures written without the direct involvement of those who will do the work don’t work.”
Operational Definition Requirements:
They must be:
- In writing.
- Answer at least "what," "how," and "how to know" if what you get is what was intended.
- Written WITH those who will use them.
- Agreed upon in advance.
- Cover only what matters, balancing precision with flexibility.
- Reworked as necessary to suit their purpose in context.
What They Are Not: Standards
Standards require compliance. HACCP, SQF ANSI and GAAP are some examples. Standards are facts of life in many industries, but complying with them, ironically, is no guarantee of quality. It is a way of ensuring that those you do business with know how you did what you did. Nor does it relieve an organization of the responsibility of creating their own operational definitions.
Standards are sometimes used as attempts at control. They must be implemented and followed, or you fail an audit, which is essential in some industries. The auditor checks to make sure you are doing exactly what you say you are doing, How else could a company in Helsinki, when you are based in Des Moines, buy your product and know what they are getting. Standards are essential. Take batteries! Anywhere in the world, you can buy AAA batteries, and they will fit. But, some batteries are better made than others.
Take this example. The company is ISO audited and certified, but might consider using a little better quality cardboard in their boxes.
Contrary to popular belief, even the US Armed Forces, thought to use strict procedures
use Flexible Standing Operating Procedures, specific to each unit. Why?
“War is a process of continuous adaptation, of give and take, move and countermove … Because we can never eliminate uncertainty, we must learn to fight effectively despite it. We can do this by developing simple, flexible plans, planning for likely contingencies, developing standing operating procedures, and fostering initiative among subordinates.” The War fighting Manual of the US Marine Corps
Examples where Operational Definitions might be helpful:
- Cleaning a table: Clean enough to eat on or operate on? We need to specify.
- Satisfactory? For what? To whom?
- What is a defect? What is a surface with no cracks? What about blemishes?
- Lower Costs! How do you define cost? Do you include lost opportunities due to poor design?
Careful, correct, attached, tested, level, secure, complete, and uniform—all need operational definitions. Do you have words like these in your procedures? Put them in writing, make them adaptable, and applicable to the real world. In business, vague definitions lead to unreliable results. Or, as Henny Youngman joked, “I know a great doctor; if you can't afford the operation, he'll change the X-ray!”
More Reliable Results:
Results are the result of causes. Procedures must be operationally defined. What serves the purpose better? “All models are wrong, but some are useful,” as George Box said. Does the procedure do what everyone involved needs it to do?
Conclusion
Operational definitions are the bedrock of clear communication within any process, be it in manufacturing, business, or daily life. By agreeing on precisely what terms mean and how procedures are to be performed, we ensure that everyone involved is on the same page. For a complete discussion from the Navy, with some examples.
This is not merely a matter of semantics or bureaucracy but a vital tool in achieving operational excellence through quality, efficiency, and satisfaction in our work. In a world where the meaning of words can change under pressure, having operationally defined terms ensures that our goals remain clear and our results reliable. As George Box rightly said, some models might be wrong, but the useful ones are those that serve their intended purpose. Do your definitions serve you?