Operational Excellence Survey 2019 Data Tables

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Executive Summary

These data tables accompany the Verdantix Operational Excellence Survey 2019: Budgets, Priorities & Tech Preferences which provides a benchmark of high quality information about operational excellence programmes, Verdantix conducted 284 interviews with managers in operations, asset integrity and maintenance roles. In 2020, operational excellence budgets will increase on average by 6% compared to 2019. The survey reveals a high level of buy-in to the digitization of operational excellence strategies. Ninety-six per cent of the interviewees stated that the availability of new technology is a significant driver of spending. Fifteen per cent of respondents think that digital technology is ’essential’ to their success and a further 60% consider it is ’valuable’. APM software tops the list of the most relevant enterprise software applications with EHS software in second place. Thirty-five per cent of respondents believe that digital twins will transform their approach to operational excellence in the next five years.

Table of contents

Q1. Which of the following elements are included in your firm's operational excellence framework
Q2. Which of the following decision-makers are responsible for defining your firm’s operational excellence framework?
Q3. Which of the following decision-makers are responsible for implementing your firm’s operational excellence initiatives?
Q4. What responsibilities do the following decision-makers have with regards to hiring consultants for your firm’s operational excellence initiatives?
Q5. Which of the following decision-makers are responsible for your firm’s operational excellence digital strategy?
Q6. Which of the following decision-makers are responsible for reviewing the performance of your firm’s operational excellence initiatives?
Q7. To what extent do the following decision-makers provide funding for your firm's operational excellence initiatives?
Q8. How will your firm's spend on operational excellence initiatives change in 2020 compared to 2019?
Q9. How significant have the following factors been in causing your firm to invest in operational excellence initiatives?
Q10. To what extent are the following operational excellence initiatives a priority for your firm to improve in the next 2 years?
Q11. Which statement most accurately describes the role of digital technology in your firm's operational excellence initiatives?
Q12. In the next 2 years, how significant will the following digital innovations be for your firm's operational excellence initiatives?
Q13. How significant are the following software applications for your firm's operational excellence initiatives?
Q14. Which statement best describes how your firm currently uses or doesn't use software to support the following processes?
Q15. What are your plans to invest in the following software applications in the next two years?
Q16. Do you agree that your firm could improve operational excellence performance by implementing a single platform for risk, safety and asset integrity from a single vendor?
Q17. Do you agree that the fragmentation of IT systems at your firm means that implementing a single platform for asset performance management is not achievable?
Q18. Do you agree that by 2021, access to 3D visualizations of asset health information will be a requirement for best in class operational excellence?
Q19. Do you agree that digital twin simulations will transform your firm’s approach to operational excellence in the next five years?
Q20. Do you agree that industrial wearables and connected worker platforms should be a core part of your firm's operational excellence plans for 2020?
Q21. How important are the following criteria when you evaluate software providers with applications relevant to operational excellence?
Q22. What is your perspective on the following deployment options for software used to support your operational excellence initiatives?
Q23. How important are the following factors in terms of prioritizing spend on digital technologies for asset performance management?
Q24. How important are the following factors in terms of holding back your efforts to digitize asset performance management?

About the authors

Sebastian Winter

Industry Analyst

Sebastian is a Technology Analyst in the Verdantix Operational Excellence practice. His research agenda focuses on covering industrial risk technologies, best practices and growth strategies. Prior to joining Verdantix, Sebastian worked for Trucost, a division of S&P Dow Jones Indices, and held positions in China, Brunei and Kenya. Sebastian holds an MSc in Environmental Technology from Imperial College London.

David Metcalfe

CEO

David co-founded Verdantix in 2008 and leads the firm’s research and advisory work on the digitization of Operational Excellence which covers software, systems integration, wearables and drones. Prior to founding Verdantix, David was a Senior Vice President at Forrester Research and Head of Analysis and Forecasting for BT. He holds a PhD from Cambridge University in Game Theory and Decision Analysis and worked as a Research Associate at the Harvard Business School.

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