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
The Chester team will implement a Broad Cost Leader and Broad Differentiation strategy, maintaining a presence in every segment of the market place. We hope to gain a competitive advantage by getting R&D costs, production costs, and raw material costs as low as possible. Our Cost Leader position will help us with a competitive advantage based on price, we will price our products fairly average. Not too low but not too high either. Our products will keep up with the changes in the market, also offering improved size and performance and if needed improved reliability. We will moderately increase automation levels to improve our contribution margins
...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.
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.
The B&M has been able to demonstrate quality control, reliability, adaptability, timeliness and organization, all of which are critical factor of successful operations management
Life-Cycle Costing Manual for the Federal Energy Management Program by Sieglinde Fuller and S.R. Petersen. NIST Handbook 135. National Institute of Standards and Technology, 1995.
...ns our understanding of accepted definitions of quality that fir a purpose and meets the requirements of our customers. These may include our environmental responsibility, social responsibility, and sustainable responsibility that measures the continuous improvement process of the chosen transportation model, while reducing the carbon footprint and return on investments for renewable energy sources.
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.
Slack, N., Johnston, R. and Brandon-Jones, A. (2011).Essentials of operations management. 1st ed. Harlow, England: Financial Times Prentice Hall.
"If managed correctly, high quality, high speed, high dependability and high flexibility can not only bring their own external rewards, they can also save the operation cost." Therefore the internal and external factors also same with other four performance objective.
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. "
The implementation of objectives is validated through proper supply chain management. There is also inspection, prioritization of service delivery, emergency preparedness and safety systems to ensure product improvement, excellence, and reliability. Lastly, organizations focus on the positive results of services provided to determine if the operations of the facility are a success. A positive community response to the service delivery is the key measure of performance. The financial profitability is weighed on the impact of the services delivered against the
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
OPERATION AND OPERATIONS MANAGEMENT All organizations have operations.” A manufacturing company may conduct operations in a foundry, mill, or factory. Our interest is in the management of operations, or operations management (OM), including the usual management cycle of planning, implementing, and monitoring/controlling. The driving force for OM must be an overriding goal of continually improving service to customers, where customer means the next process as well as the final, external user. § Since there is an operation element in every function of the enterprise, all people in all jobs in every department of the organization should team up for improvement of there own operations management elements. Teaming Up with Customers What happens when suppliers and customer are disconnected? Consider design work, for example. Whether we speak of goods or services, time- and distance separation in the supplier-customer connection invites trouble. Question: “What’s your Job?” Question: “But isn’t your job to serve the customer?” In grocery stores, where the supplier-relationship is immediate, the operations manager system is hard pressed to maintain a customer focus. The customer is the next process, or where the work goes next. A buyer’s customer is the associate in the department to whom the purchased item goes; a cost accountant’s customer is the manager who uses the accounting operations-where the design will be produced or the service provided. It is also clear that throughout the organization, people not only have customers, they are customers. Let’s turn our attention to what customers want. A Short List of Basic Customer Wants The requirement is a recipient’s or customer’s view of a good or service. A close partnership with the customer’s actual requirements. A close partnership with the customer helps create good specifications, increasing the supplier’s ability to fulfill the customer’s needs. What else do customers want? Customers have six requirements of their providers: High levels of quality. High levels of service. Low costs. OPERATIONS STRATEGY An organizational commitment with wide ranging effects, such as continuing improvement in meeting customer needs, is called a strategy. Strategy itself is necessary because of competition, and successful strategy ensures that company strengths match customer requirements. Integrated Business Strategy To accomplish its aims, the business team must plan strategy in all four-line functions. A comprehensive strategic business plan deals with issues affecting the whole organization: employees, markets, location, line of products and services, customers, capital and financing, profitability, competition, public image and so forth.