Purpose The purpose of this document is to define the Duke Energy Operational Excellence Framework and to outline elements required for success. Overview of Operational Excellence The Duke Energy Operational Excellence Framework is a foundation of our commitment to manage safety and reliability risk while achieving sustained, efficient performance. It is one of the four priorities of 'The Road Ahead' to power the lives of our customers and the vitality of our communities. An overview of the Duke Energy Operational Excellence Model is provided in Attachment 1, Operational Excellence Model. • Achieving Operational Excellence is a combination of Operational Discipline and Results. • The Duke Energy Operational Excellence Model demonstrates
Vonderembse, M.A. & White, G. P. (2013). Operations Management. San Diego, Ca: Bridgepoint Education, Inc.
...esponsibly towards all its stakeholders. We believe that creating value for all our stakeholders is the only sustainable way for us to thrive as an independent, family-owned company. In our new framework and strategy for sustainability and responsibility we aim to integrate this mindset even further into the core operating model of the company (Welcome).”
Operations management is essential for the survival and success of any organization. According to Heizer & Render (2011), operations management (OM) is the set of activities that creates value in the form of goods and services by transforming inputs into outputs. Operations managers today contend with competition, globalization, inflation, consumer demand, and consistent change in technology. Managers must focus on the efficiency and effectiveness of processes such as cost, dependability, distribution, flexibility, and speed. The intent of this paper is to discuss the processes and operations management of the Kroger Company.
"Using Cost of Quality to Demonstrate the Economic Value of Improvement, Organizational Excellence and Quality." Quality Texas. N.p., n.d. Web. 12 May 2014.
Our commitment to steady, long-term improvement in our products and processes is the cornerstone of our business strategy. To achieve this objective, we must work to continuously improve the overall quality of our design, manufacturing, administrative, and support organizations.
The criteria are designed to work in an integrated way to achieve a system of performance excellence. Leadership, Strategic Planning, and Customer and Market Focus, link together to emphasize the importance of leadership focus on strategy and customer satisfaction (Shields, 2013). The criteria are written as a series of questions that can help an organization gain knowledge of itself. Critics of the Baldrige process say that criteria are too focused on business results and not focused enough on quality. As it stands, the customer and market focus category counts for 450 of the criteria’s possible 1,000 points.
For operations management to be successful, the function of the operation must be first be defined. The degree to which this is achieved is a measure of effectiveness, the key objective of operations management. Efficiency is less important since there is no point in which carrying out an irrelevant, or worse damaging, activity effectively. Effectiveness means achieving objectives, efficiency means consuming minimum resources. While both are desirable, the former is of overriding importance.
The creation of “Operation OneVoice” (2002) in order to align the company to customer focused metrics: loyalty measures, brand awareness and changes in market share.
Slack, N., Johnston, R. and Brandon-Jones, A. (2011).Essentials of operations management. 1st ed. Harlow, England: Financial Times Prentice Hall.
Slack, N., Chambers, S., Johnston, R., Betts, A.,(2009). Operations and process management: Second edition. Harlow: Pearson Education Limited
On the other hand, the company has developed an internationally recognized Quality Management System based on MS ISO 9001:2000. It specifies requirements for a quality management system where an organization needs to demonstrate its ability to consistently provide product that meets customer and applicable regulatory require...
Schonberger, R.J. and E.M. Knod Jr. Operations Management: Continuous Improvement. Richard D. Irwin, 1994, p. 44. 16. Selto, F.H. and D.W. Jasinski. "
University of Phoenix(Ed.).(2003) Operations management for competitive advantage[University of Phoenix custom edition e-text]. New York: McGraw-Hill. Retrieved February 01, 2005, from university of phoenix, Resource, MGT554- operations management website: https://mycampus.phoenix.edu/secure/resource/resource.asp
In order to achieve ISO 14001 certification, an effective EMS has to be established and operated, and meet the requirement of the ISO 1400 in accordance with the organisations objectives in a sustainable manner (Baumann and Kollmuss, 2011). The requirements of the ISO 14001 includes; commitments, goals and targets, an environmental policy, roles and responsibilities for environmental management, overall environmental training for all employees, identifying environmental risks compliance with legislation, showing that they have full control of the operating on all activities that can have an impact on the environment, methods for effective co...
2. Project committee prepares a briefing for top management describing ISO 14000, the EMS, registration, costs, and benefi...