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Expert Q&A: Making Operational Excellence a Core Business Strategy

4 minute read

Operational Excellence (OpEx) isn’t only about improving processes, it’s about embedding continuous improvement into a company’s vision. For CPG and food and beverage companies, aligning teams and processes with this philosophy drives efficiency, cost savings, and customer satisfaction.

But how can businesses make it a core part of their strategy? To get those answers, we met with Operational Excellence leader Robert Prystash for a Q&A on integrating OpEx into a company’s DNA.

What are the benefits of integrating OpEx into a company’s vision?

Integrating OpEx into the company vision signals its importance and aligns the entire organization toward continuous improvement. It reduces conflicting priorities, ensuring that decisions and actions support both short- and long-term goals.

OpEx also provides a competitive advantage by eliminating waste and improving efficiency. Companies that embed OpEx see measurable improvements in safety, quality, cost, productivity, service, and employee engagement, all of which contribute to stronger market positioning.

Can you share a successful example of integrating OpEX into a company’s vision?

One of the most impactful OpEx integrations I led was at a company where both the CEO and Chief Supply Chain Officer were fully committed. Their leadership set the tone for the rest of the organization, ensuring OpEx was embedded into both short- and long-term strategies.

The key to success was using effective change management to create alignment at every level, from senior leadership down to the shop floor. Employees understood that OpEx wasn’t just another initiative, it was critical to achieving the company’s goals. The results spoke for themselves: a 20% reduction in costs and a 30% increase in revenue, demonstrating that OpEx is a true driver of business performance.

How can companies ensure OpEx is more than just a program and is truly embedded in their vision?

OpEx isn’t a program with a start and end date, it’s an ongoing journey of continuous improvement. To embed it into a company’s DNA, organizations need to integrate OpEx into their strategy development, decision-making, and daily operations. A strong vision is essential, but so is a well-structured roadmap that connects OpEx initiatives to tangible business goals. Companies that succeed in this effort also prioritize a culture of continuous improvement, ensuring that employees at all levels see the value of OpEx and actively contribute to it. Without this mindset, organizations risk stagnation and miss opportunities for growth.

What role does leadership play in fostering a culture of OpEx, and what are the biggest barriers?

Leadership is the single most important factor in making OpEx a reality. When leaders are engaged, they set the expectation that OpEx is not optional, it’s how the company operates. This means clearly communicating the vision, reinforcing it through daily actions, and ensuring employees have the support they need to implement improvements. Leaders who are visible, hands-on, and willing to remove obstacles create an environment where OpEx thrives.

One of the biggest barriers is resistance to change. Many employees see OpEx as an extra task rather than an improvement to how they work. Others don’t fully understand why it’s being implemented or how it benefits them. A lack of managerial support can further hinder progress, especially if middle management doesn’t prioritize OpEx or fails to provide the necessary resources. The key to overcoming these challenges is consistent engagement, accountability, and recognizing the contributions of employees at all levels.

How can organizations balance long-term OpEx goals with immediate production and cost pressures?

Balancing long-term OpEx with immediate business pressures requires a dual focus. Companies must address urgent production challenges while also building a foundation for sustainable improvement. This starts with a clear understanding of current pain points and integrating them into the OpEx strategy rather than treating them as separate priorities.

A well-structured strategy includes both short-term wins and long-term transformation. It also depends on strong governance and employee engagement. When frontline employees are involved in developing and implementing OpEx initiatives, they’re more likely to support the changes and offer valuable insights that leadership might overlook. Organizations that reinforce OpEx through recognition and rewards also see better adoption. By making OpEx part of the way work gets done—rather than a separate initiative—companies can manage immediate demands while continuously improving operations.

What key metrics should companies track to measure OpEx success?

A structured OpEx journey map, typically spanning 1-5 years, is essential for measuring progress. Companies should track KPIs in areas such as:

– Quality (defect rates, customer complaints)
– Safety (incident rates, near misses)
– Cost (operational costs, cost savings from waste reduction)
– Productivity (output per labor hour, machine efficiency)
– Service (on-time delivery, order fulfillment rates)
– Employee engagement (participation in OpEx initiatives, retention rates)

Many organizations also conduct OpEx maturity assessments to identify gaps, measure progress, and refine their approach over time.

What unique challenges do food and beverage/CPG companies face in implementing OpEx?

Despite differences in industry dynamics, I’ve found that the core challenges of implementing OpEx are consistent across sectors. In food and beverage, like other industries, the biggest obstacles often stem from a lack of clear vision and strategy, insufficient change management, leadership gaps, and resource constraints.

One unique challenge in food and beverage is the highly regulated nature of the industry, which adds complexity to process changes. Additionally, the fast pace and margin pressures make it tempting to focus on short-term efficiencies rather than long-term improvements. Successful OpEx integration in this space requires strong leadership commitment, the right organizational structure, and a cultural shift toward continuous improvement, ensuring that efficiency gains don’t come at the expense of quality or compliance.

How will OpEx evolve in the next 5-10 years with automation and digital transformation?

Technology is rapidly reshaping how companies approach OpEx. Digital tools and automation are streamlining processes, eliminating waste, and making operations more efficient. In the coming years, we’ll see even greater connectivity between equipment, devices, and real-time data, allowing companies to identify and resolve inefficiencies faster than ever before.

One major shift is the rise of AI-powered predictive maintenance, which helps companies anticipate equipment failures and quality issues before they occur. This not only improves reliability but also reduces downtime and costs. Another trend is the “connected worker” concept, where frontline employees have access to real-time information and AI-driven insights to improve decision-making. As labor challenges persist, AI will also play a crucial role in upskilling employees, helping them troubleshoot equipment issues and automate repetitive tasks.

Ultimately, digital transformation is not replacing OpEx, it’s enhancing it. Companies that integrate these advancements into their OpEx strategy will gain a significant competitive edge, improving efficiency, reducing costs, and making smarter decisions in real time.

Ready to integrate Operational Excellence into your company’s vision?

Integrating Operational Excellence is an ongoing commitment to efficiency, innovation, and adaptability. By aligning leadership, engaging employees, and using data-driven decisions, organizations can build a culture that drives long-term success. Ready to get started? Contact us to learn how we can help.

About Robert Prystash: Robert is a Senior Operations Executive with 20+ years of experience driving Operational Excellence in CPG companies. He specializes in strategic planning, change management, KPI standardization, and implementing Lean, Six Sigma, and TPM to improve company performance and profitability. A hands-on leader, he builds high-performing teams to execute strategic initiatives, drive turnarounds, and achieve multimillion-dollar cost savings.