OPEX for Shared Mobility

Optimized processes in 5 steps

December 7, 2021 | Reading time: 4 minutes

5 steps manual for Operational Excellence

It's easy to say that you want to optimize your own processes - but it's more difficult to get started. No matter how much you have studied the theory of operational excellence, lean management and the like, there is ultimately no way around putting what you have learned into practice. So that you don't stare at a blank sheet of paper forever, but have a concrete roadmap that can be implemented, we present 5 possible first steps on your OPEX journey here.

Compact Knowledge for Take Away

This guide offers an easy introduction, extensive knowledge, best practices, tips & tricks. In 43 pages, you'll learn how to perform better with your team and add value to your offerings.

Preview Guide on Operational Excellence
1. have a weekly schedule blocked

1. Block out a weekly date in your calendar to regularly address the analysis and design of your work processes at this time.

In day-to-day business, tasks with a long-term orientation, such as process optimization, are quickly lost. After all, no quick results are demanded here and the fruits of the efforts only ripen at a later point in time.

But that's no reason to keep putting off analyzing and refining workflows. The sooner you start, the sooner you'll work more efficiently and effortlessly - and benefit from higher customer satisfaction.

A simple but significant first step is therefore to reserve a weekly appointment. During this time, you dedicate yourself exclusively to the work processes and procedures that need to be optimized. Be disciplined!

2. check bottlenecks

Check whether there is a need for optimization in any of the three possible bottleneck factors of your sharing operation. Use these findings to derive the goals of your OPEX strategy.

A useful step is to first get an overview of potential bottlenecks. The three most important bottleneck factors of a sharing operation are the following:

  • Vehicles: Are your vehicles working to capacity and unable to adequately meet existing demand? Or is a large part of your fleet parked around most of the time?
  • User group: Is your actual target group being served exhaustively or is there still open potential there?
  • Employees: Are your employees working overtime or not being challenged enough? 

Scale of bottlenecks

Insights into so-called "bottle necks", but also unused potential, help you define the goals of your process optimization.

Do you want to optimize processes such as re-positioning, maintenance and cleaning in order to increase vehicle utilization? Do you want to target additional user groups or make your offering more attractive to existing user groups? Can improved workflows relieve your employees and better distribute effort?

Set goals serve to guide what you want to achieve through Operational Excellence.

3. gather relevant key numbers

Collect and analyze relevant key figures that provide information on the efficiency of your operational processes, e.g. average maintenance time, time spent on repositioning, etc.

Now analyze your status quo: How long are vehicles in maintenance mode? How much time is required to optimize the parking position of a free-floating vehicle? How long do customers wait on average for a response to an inquiry? Does your team work a lot of overtime?

Collect relevant key figures and find a suitable frequency (e.g. daily/weekly/monthly) in which you can monitor the key figures and see how they develop over time. Also define an optimum for each key figure, from which it should not deviate too frequently.

If key values remain below the selected optimum for a longer period of time and you cannot find any other reasons for the negative performance (e.g. prolonged illness of a team member), the cause may lie in the process itself. By looking at the key performance indicators, you can determine which processes should be given priority as part of your operational excellence strategy.

4. discussions with lead employees

4. Conduct regular discussions with responsible employees to determine measures and tools for optimizing individual processes.

Even if you are ultimately responsible for optimizing your processes, you cannot identify the problems on your own and certainly cannot solve them on your own.

For each process under consideration, seek out the responsible employees and schedule regular meetings. Together, discuss possible and necessary measures and revise the processes step by step.

Fixed dates ensure a certain commitment on the part of all those involved and prevent the topic from slipping off the table in day-to-day work.

Info to point 4 in OPEX start in 5 steps


Start with one (sub-)process first and not with several processes at the same time - especially if you are still at the beginning of process optimization. In this way, you can focus entirely on this process and apply potential learnings directly to the next process.

5. Promote your knowledge in team

5. Use initial successes through process optimization to promote Operational Excellence throughout the rest of the company and make the entire team aware of the opportunities and potential.

Operational excellence is like a rowing boat in which everyone has to row at the same pace to reach the target. In other words, you need a mindset throughout the team that is geared toward problem solving and process optimization.

Anchoring this mindset in all employees and ensuring acceptance of the associated restructuring and change is not easy in every organization.

Successes that have already been achieved are a convincing argument. As soon as you have successfully optimized a process and can see the effects in the form of improved key figures or positive customer feedback, tell your colleagues about it!

Act as an OPEX representative, be proud of the improvements you have achieved, and don't stop telling the rest of the team about them. In this way, you demonstrate how worthwhile it is to carefully revise individual work processes and increase the general motivation to follow suit.

Will and continuity are what counts

Operational excellence is not a foregone conclusion, that much is certain. Nor is it more a marathon than a sprint. Nevertheless, excellence is not as unattainable and abstract as you may have feared. Take small steps, rely on current company data, seek exchange with your team, and keep your users:inside in focus. Then they will soon be (even) more satisfied than they are today.

Learn more about OPEX and why it's so important for shared mobility providers