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Operational Excellence: Journey to Creating Sustainable Value

Book Description

Provides the foundation and tools that are essential for an enterprise to bring Operational Excellence into their organizational culture; gain maximum results, benefits and value

  • Strategies for and implementing details for enterprises at all levels of maturity from those with programs in place to those looking to improve safety, health, environment performance as well as the efficiency and effectiveness of their operations

  • Includes topics from concept to sustainability satisfying knowledge requirements of all levels in the organization

  • Defines program objectives; develops improvement strategies; identifies and prioritizes improvement opportunities; implements improvement plans; monitors, continuously improves and sustains results

  • Applicable to a broad variety of operating enterprises, academic institutions and third party implementing organizations

  • Table of Contents

    1. Cover
    2. Title Page
    3. Copyright
    4. BIOGRAPHY OF JOHN S. MITCHELL
    5. PREFACE JOURNEY TO OPERATIONAL EXCELLENCE
      1. EVOLUTION OF OPERATIONAL EXCELLENCE
      2. GROWING AWARENESS OF OPERATIONAL EXCELLENCE
    6. ACKNOWLEDGMENTS
    7. INTRODUCTION
    8. CHAPTER 1: OPERATIONAL EXCELLENCE—THE IMPERATIVE
      1. DEFINITION OF OPERATIONAL EXCELLENCE
      2. OPERATIONAL EXCELLENCE EMBRACES EVERYONE IN AN ENTERPRISE
      3. OPERATIONAL EXCELLENCE IMPROVES EFFICIENCY
      4. EFFICIENCY AND EFFECTIVENESS
      5. A FAMILIAR PROGRAM
      6. DESCRIPTION
      7. THE JOURNEY
      8. RELIABILITY
      9. RISK
      10. CHANGES IN THE BUSINESS/MISSION ENVIRONMENT
      11. CONVENTIONAL OPERATIONS MANAGEMENT
      12. MAINTENANCE WITHIN AN OPERATING ENTERPRISE
      13. MANAGING IMPROVEMENT INITIATIVES
      14. THE SOLUTION
      15. EFFECTIVENESS AND VALUE THROUGHOUT THE ENTERPRISE
      16. THE OPERATIONAL EXCELLENCE INITIATIVE
      17. SUCCESS—GREATER THAN THE SUM OF THE PARTS
      18. APPLICATION
      19. WHAT YOU SHOULD TAKE AWAY
    9. CHAPTER 2: APPLICATION OF OPERATIONAL EXCELLENCE
      1. PROCESS CHARACTERISTICS
      2. OPERATING/MARKET ENVIRONMENT
      3. ENTERPRISE STRATEGY
      4. CHANGES IN THE OPERATING ENVIRONMENT
      5. VALUE
      6. JOURNEY INTO THE FUTURE
      7. WHAT YOU SHOULD TAKE AWAY
    10. CHAPTER 3: FOUNDATION PRINCIPLES
      1. OPERATIONAL EXCELLENCE—A PROGRAM EQUIVALENT TO SAFETY
      2. SCOPE OF OPERATIONAL EXCELLENCE
      3. FINANCIAL CONSIDERATIONS
      4. DRIVEN BY BUSINESS/MISSION RESULTS
      5. FOUNDATION PRINCIPLES
      6. EIGHT ELEMENTS OF THE OPERATIONAL EXCELLENCE PROGRAM
      7. IMPLEMENTING THE OPERATIONAL EXCELLENCE PROGRAM
      8. BENEFITS OF OPERATIONAL EXCELLENCE
      9. WHAT YOU SHOULD TAKE AWAY
    11. CHAPTER 4: THE OPERATIONAL EXCELLENCE PROGRAM—OVERVIEW
      1. INITIATION
      2. THE VALUE PRINCIPLE
      3. USE OF PROVEN PRACTICES, PROCESSES, AND TECHNOLOGY
      4. OPERATIONAL EXCELLENCE PROGRAM
      5. IMPROVEMENT PROCESSES
      6. THE OPERATIONAL EXCELLENCE DIPICI PROCESS
      7. PROGRAM ELEMENTS
      8. ESSENTIALS FOR SUCCESS
      9. IMPLEMENTATION
      10. WHERE AND HOW TO BEGIN?
      11. WHAT YOU SHOULD TAKE AWAY
    12. CHAPTER 5: BUSINESS AND FINANCIAL ELEMENTS
      1. CONNECTION TO BUSINESS RESULTS
      2. THE OPPORTUNITY
      3. PROFIT CENTER MENTALITY
      4. VALUE IMPERATIVE FOR OPERATIONAL EXCELLENCE
      5. THE FINANCIAL STATEMENT
      6. SELECTING FINANCIAL MEASURES OF PERFORMANCE
      7. ACCURATE LIFETIME COST TRACKING
      8. THE BUSINESS VALUE MODEL
      9. OPERATING EFFECTIVENESS
      10. LEVERAGING MISSION/CONVERSION EFFECTIVENESS
      11. WHAT YOU SHOULD TAKE AWAY
    13. CHAPTER 6: THE ESSENTIAL EVOLUTION TO REAL-TIME BUSINESS OPERATIONAL EXCELLENCE
      1. BACKGROUND
      2. NECESSITY FOR REAL-TIME OPERATIONAL EXCELLENCE
      3. INTEGRATED BUSINESS AND OPERATIONS SYSTEM
      4. DEVELOPING REAL-TIME BUSINESS-DRIVEN OPERATIONAL EXCELLENCE
      5. WHAT YOU SHOULD TAKE AWAY
    14. CHAPTER 7: LEADERSHIP, VISION, STRATEGY
      1. EXECUTIVE CHAMPION
      2. STEERING TEAM
      3. LEADERSHIP SUCCESSION
      4. PROGRAM LEADER/CHAMPION
      5. PROGRAM LEADERSHIP TEAM
      6. WHAT YOU SHOULD TAKE AWAY
    15. CHAPTER 8: SAFETY AND HUMAN PERFORMANCE EXCELLENCE
      1. SAFETY PERFORMANCE EXCELLENCE
      2. HUMAN PERFORMANCE EXCELLENCE
      3. WHAT YOU SHOULD TAKE AWAY
    16. CHAPTER 9: <i xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" xmlns:m="http://www.w3.org/1998/Math/MathML" xmlns:svg="http://www.w3.org/2000/svg" xmlns:ibooks="http://vocabulary.itunes.apple.com/rdf/ibooks/vocabulary-extensions-1.0">DEFINE</i> THE PROGRAM AND PROGRAM OBJECTIVES THE PROGRAM AND PROGRAM OBJECTIVES
      1. EXECUTIVE LEADERSHIP
      2. OPERATING ORGANIZATION
      3. PROGRAM PLAN
      4. FORMULATE PROGRAM OPERATING PLAN
      5. APPOINT WORKING-LEVEL LEADERS—CHAMPIONS
      6. ADD/OPTIMIZE SUPPORTING PROCESSES
      7. ROLL OUT OPERATIONAL EXCELLENCE PROGRAM
      8. MAINTAIN MOTIVATION AND ENTHUSIASM
      9. WHAT YOU SHOULD TAKE AWAY
    17. CHAPTER 10: OPTIMIZE THE ORGANIZATION
      1. ORGANIZATIONAL REQUIREMENTS FOR SUCCESSFUL OPERATIONAL EXCELLENCE
      2. INITIATING ORGANIZATIONAL IMPROVEMENT
      3. SKILLS MANAGEMENT AND TRAINING
      4. PERSONNEL REDUCTIONS
      5. NECESSITY FOR EFFECTIVE COMMUNICATIONS
      6. WHAT YOU SHOULD TAKE AWAY
    18. CHAPTER 11: CONDUCT INITIAL TRAINING WORKSHOPS
      1. ESTABLISH TEAM TRAINING, FACILITATION, AND REVIEW PROCESS
      2. TECHNICAL TRAINING
      3. WORKSHOP DESCRIPTION
      4. REVIEW AND REFINE PROGRAM BASIS
      5. WHAT YOU SHOULD TAKE AWAY
    19. CHAPTER 12: IDENTIFY AND VALUE PRIORITIZE OPPORTUNITIES FOR IMPROVEMENT
      1. VALIDATE SCOPE OF IMPROVEMENTS
      2. OPPORTUNITY IDENTIFICATION PROCESS
      3. IMPROVEMENT METHODS
      4. IDENTIFYING SPECIFIC POTENTIAL IMPROVEMENTS
      5. QUANTIFY AND PRIORITIZE OPPORTUNITIES—IN BUSINESS TERMS
      6. CATEGORIES OF PERFORMANCE
      7. METHODS FOR IDENTIFYING OPPORTUNITIES
      8. RISK
      9. FINANCIAL NORMALIZATION
      10. ANALYZE TO DETERMINE HIGHEST POTENTIAL VALUE OPPORTUNITIES
      11. FINAL STAGE
      12. EXPAND LEADERSHIP TEAM
      13. WHAT YOU SHOULD TAKE AWAY
    20. CHAPTER 13: PROCESS RELIABILITY TECHNIQUES HELP MAKE MORE MONEY
      1. INTRODUCTION
      2. PARETO DISTRIBUTION
      3. CAUSE OF DEFICIENCIES
      4. TRADITIONAL WEIBULL PLOTS
      5. PROCESS WEIBULL PLOT
      6. PRODUCTION WEIBULL ANALYSIS
      7. WHAT YOU SHOULD TAKE AWAY
      8. References
    21. CHAPTER 14: PLAN OPPORTUNITIES FOR IMPROVEMENT
      1. APPOINT IMPROVEMENT ACTION TEAMS
      2. REFINE PRELIMINARY IMPROVEMENT PLANS
      3. SELECT SET OF IMPROVEMENT OPPORTUNITIES FOR DETAILED PLAN DEVELOPMENT
      4. DEVELOP DETAILED IMPROVEMENT ACTION PLANS FOR HIGHEST VALUE IMPROVEMENTS
      5. CONSIDER PILOT IMPLEMENTATION
      6. FINALIZE AND SUBMIT IMPROVEMENT ACTION PLANS FOR APPROVAL
      7. FOLLOWING APPROVAL
      8. WHAT YOU SHOULD TAKE AWAY
    22. CHAPTER 15: MEASURES OF PERFORMANCE—METRICS AND KPI
      1. TYPES OF METRICS
      2. ESTABLISHING OBJECTIVES
      3. USE OF METRICS
      4. HIERARCHY OF OPERATIONAL EXCELLENCE METRICS
      5. SELECTION OF METRICS
      6. KEY PERFORMANCE INDICATORS
      7. GRAPHICAL DISPLAYS
      8. BENEFITS OF METRICS
      9. WHAT YOU SHOULD TAKE AWAY
    23. CHAPTER 16: IMPLEMENT—IMPROVEMENT ACTION PLANS
      1. REFINE THE ORGANIZATION
      2. DEPLOY RESOURCES
      3. DEPLOY PRACTICES AND TECHNOLOGY
      4. IMPLEMENT IMPROVEMENT ACTION PLANS
      5. ESTABLISH INTERNAL OVERSIGHT AND MONITORING
      6. DRIVE THE IMPROVEMENT PROCESS
      7. OVERCOME BARRIERS
      8. COMMUNICATE RESULTS AND SUCCESSES
      9. WHAT YOU SHOULD TAKE AWAY
    24. CHAPTER 17: PERFORMANCE ASSESSMENTS
      1. OVERALL DESCRIPTION
      2. ASSESSMENT METHODS
      3. ASSESSMENT PROCESS
      4. ASSESSMENT PREPARATION
      5. PERFORM THE ASSESSMENT
      6. ASSESSMENT TEMPLATE
      7. CONCLUSION, SUMMARY, RECOMMENDATIONS, AND SITE WRAP UP
      8. PREPARE FORMAL ASSESSMENT REPORT
      9. REPORT SUBMISSION
      10. ACTIONS REQUIRED FROM ASSESSED OPERATING UNIT
      11. FORMAL AND INFORMAL EMPLOYEE SATISFACTION SURVEYS
      12. WHAT YOU SHOULD TAKE AWAY
    25. CHAPTER 18: <i xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" xmlns:m="http://www.w3.org/1998/Math/MathML" xmlns:svg="http://www.w3.org/2000/svg" xmlns:ibooks="http://vocabulary.itunes.apple.com/rdf/ibooks/vocabulary-extensions-1.0">CHECK</i>&#8212;MEASURE AND MANAGE RESULTS—MEASURE AND MANAGE RESULTS
      1. BEGIN WITH METRICS
      2. CONDUCT ASSESSMENTS AND SURVEYS
      3. CONFIRM RESULTS AND CONTRIBUTION TO ENTERPRISE VALUE AND STRATEGY
      4. CONTINUE CHECKING UNTIL CONFIDENT THAT IMPROVEMENT IS FULLY SUSTAINED
      5. WHAT YOU SHOULD TAKE AWAY
    26. CHAPTER 19: <i xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" xmlns:m="http://www.w3.org/1998/Math/MathML" xmlns:svg="http://www.w3.org/2000/svg" xmlns:ibooks="http://vocabulary.itunes.apple.com/rdf/ibooks/vocabulary-extensions-1.0">IMPROVE</i>&#8212;INSTITUTIONALIZE AND SUSTAIN GAINS—INSTITUTIONALIZE AND SUSTAIN GAINS
      1. IMPROVE AND SUSTAIN
      2. CONTINUOUS IMPROVEMENT
      3. ACHIEVING SUSTAINABILITY
      4. SOME LESSONS LEARNED
      5. FINAL COMMENT
      6. WHAT YOU SHOULD TAKE AWAY
    27. CHAPTER 20: CONCLUSION—NOW IT IS UP TO YOU!
    28. INDEX
    29. End User License Agreement