Relevant bibliographies by topics / Operational excellence

Academic literature on the topic 'Operational excellence'

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Published: 4 June 2021
Last updated: 7 July 2024

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Journal articles on the topic "Operational excellence"

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May, Constantin. "Operational Excellence." ZWF Zeitschrift für wirtschaftlichen Fabrikbetrieb 102, no. 7-8 (August 18, 2007): 479–83. http://dx.doi.org/10.3139/104.101170.

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Gólcher-Barguil, Luis Alejandro, Simon Peter Nadeem, and Jose Arturo Garza-Reyes. "Measuring operational excellence: an operational excellence profitability (OEP) approach." Production Planning & Control 30, no. 8 (March 8, 2019): 682–98. http://dx.doi.org/10.1080/09537287.2019.1580784.

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Welch, Christine, Tammi Sinha, and Nigel Ward. "Pursuit of Operational Excellence." International Journal of Systems and Society 3, no. 2 (July 2016): 21–34. http://dx.doi.org/10.4018/ijss.2016070102.

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Operational Excellence (OE) is achieved when high performance teams are seeking for continuous improvement in well-designed processes, using appropriate tools and technologies. Excellence is underpinned by a philosophy in which problem-solving, team-working and effective leadership combine to focus upon customer needs, and all employees are empowered to act to maintain optimal flows of value. OE is clearly a desirable quality of organizations seeking both effectiveness and efficiency in their production of goods and services for customers. OE is underpinned by concepts such as team-working, effective leadership and change management, and depends upon effective flows of value. Systems Thinking (ST) is consequently at the heart of genuine excellence. This paper was conceived in the context of a Community of Practice of business improvement professionals, who took Operational Excellence as their agenda for inquiry during sessions in 2015. Reflection upon practice discussed at these meetings, together with the literature of change management and continuous improvement, have led to development of a systemic ‘landscape' model for pursuit of Operational Excellence. The elements of this model are set out, showing how they can contribute to OE.
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Janowsky, R., and M. Primke. "Operational Excellence und Energieeffizienz." Chemie Ingenieur Technik 81, no. 8 (August 2009): 1039–40. http://dx.doi.org/10.1002/cite.200950672.

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Hoefsmit, Paulien C., Jaap van den Heuvel, Reinier Zandbergen, and Ronald Does. "Operational excellence in hospitals." International Journal of Lean Six Sigma 15, no. 4 (June 28, 2024): 957–64. http://dx.doi.org/10.1108/ijlss-07-2024-257.

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Bartolowits, Kim. "Operational Excellence in the CTSICU." Critical Care Nursing Quarterly 41, no. 4 (2018): 407–12. http://dx.doi.org/10.1097/cnq.0000000000000228.

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Johnson, Cindy. "Leveraging Knowledge for Operational Excellence." Journal of Knowledge Management 1, no. 1 (March 1997): 50–55. http://dx.doi.org/10.1108/eum0000000004579.

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Lutz, M. J. "Building Operational Excellence [Book Review]." Computer 35, no. 10 (October 2002): 72. http://dx.doi.org/10.1109/mc.2002.1039522.

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Cunningham, Mark R. "Driving operational excellence across research." Drug Discovery Today 16, no. 13-14 (July 2011): 541–42. http://dx.doi.org/10.1016/j.drudis.2011.04.009.

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Wilk, M. A. "Operational Excellence in einer Spezialchemieproduktion." Chemie Ingenieur Technik 82, no. 9 (August 27, 2010): 1405–6. http://dx.doi.org/10.1002/cite.201050261.

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Dissertations / Theses on the topic "Operational excellence"

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Coffey, Shonna (Shonna Marie). "Achieving business and operational excellence in the pharmaceutical industry." Thesis, Massachusetts Institute of Technology, 2008. http://hdl.handle.net/1721.1/43838.

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Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Chemical Engineering; in conjunction with the Leaders for Manufacturing Program at MIT, 2008.
Includes bibliographical references (p. 111-114).
Historically the pharmaceutical industry has been highly profitable. However, the increasing regulatory requirements, bargaining power of buyers, and drug failures together with the threat of biosimilars and decreasing R&D productivity are creating challenges for research driven pharmaceutical companies. With future revenue growth uncertain, pharmaceutical companies must focus on cost reduction to sustain the profit margins needed to support research and development of new medicines. The lean methodology first developed by Toyota is recommended as a way to achieve operational success. A deep analysis of the current state of the pharmaceutical industry and the operational inefficiencies inherent in regulated drug production is provided. The renewed importance of operations within the pharmaceutical business model is explored through a case study of the biotechnology segment's leader, Amgen. Specifically, the design and initial rollout of the Amgen Process Excellence (APEX) initiative is studied. The APEX methodology is a six step process based on lean and six-sigma principles to guide operational improvement activities at Amgen. During the author's internship at the Rhode Island site the rollout of the APEX movement included a current state analysis of the site's financial and operational performance. As a result of this analysis, a prioritized list of improvement ideas was generated and incorporated into a future state vision for the site. Implementation of these improvement ideas is estimated to result in a reduction in cycle time by 55%, lower inventory levels, and the elimination of millions of dollars in waste. The following major conclusions were developed as a result of this work.
(cont.) First, substantial improvement opportunities exist within current pharmaceutical manufacturing. Second, pharmaceutical companies must build operational efficiencies into manufacturing process design. Lastly, operational excellence cannot simply be attained through the implementation of an improvement toolkit.
by Shonna Coffey.
S.M.
M.B.A.
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Sahney, Mira K. (Mira Kirti). "Building operational excellence in a multi-node supply chain." Thesis, Massachusetts Institute of Technology, 2005. http://hdl.handle.net/1721.1/34862.

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Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering; in conjunction with the Leaders for Manufacturing Program at MIT, 2005.
Includes bibliographical references (p. 92-93).
This thesis shows how a combination of macro-economic, business, and organizational factors can lead a well-run company to adopt a "launch-and-expedite" behavior with detrimental effects on operational efficiency. It also demonstrates how it is possible, for an organization that finds itself in such a state, to apply basic operations principles and a data driven approach to systematically get out of the "launch-and-expedite" mode. The thesis presents a method to characterize a real, functioning supply chain in the context of changing conditions and in the absence of perfect data. It shows the analysis, recommendations, and results from a particular supply chain case study at Agilent Technologies, Inc. The project first analyzes and maps the current supply chain to characterize demand and supply variability. A selected menu of operational building blocks is then recommended to improve overall supply chain performance by reducing the internal bullwhip effect and improving on-time delivery. The recommendations are implemented in a successful pilot study and key operational metrics are recorded such as supply chain inventory, on-time delivery, variability of lead-time, and number of expedite/schedule change requests.
(cont.) The particular organizational context of the project and its affect is also considered. Although this thesis provides a case study of the Colorado Springs Technical Center operations and supply chain, results and lessons learned are applicable to other component suppliers or component buyers within multi-node supply chains, particularly those in the capital equipment business.
by Mark K. Sahney.
S.M.
M.B.A.
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Basu, Ron. "Project quality and project excellence : A practical operational perspective." Thesis, University of Reading, 2010. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.529984.

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Thiman, Filip, and Björkman Jonathan. "Operational excellence through partnering with subcontractors in ground engineering industry." Thesis, KTH, Skolan för industriell teknik och management (ITM), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-264412.

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Construction in Sweden has got a low productivity compared to other manufacturing industries. The construction industry is deeply fragmented and consists of many small companies. The large construction companies are largely dependent on subcontractors. This paper aims to provide answers to how a larger construction company can handle subcontractors in order to achieve higher productivity. The study is carried out in collaboration with JM Entreprenad AB who are involved in ground engineering and foundation work. The study is divided into two questions are to be answered. 1. What effect can be accomplished trough longer supplier relations with subcontractors? 2. Is there any correlation between the number of suppliers and a projects outcome? The choice of method to answer the first question is a extensive literature study, questionnaire survey, interviews and site visits. The second question is answered though an empirical study based on book documentation of inputs and expenses from projects carried out. Collaborating more closely with selected subcontractors receives support in literature and is in line with accepted production principles and is beneficial for increasing productivity. Areas that would primarily benefit from closer work with subcontractors: • Standardization work. • Eliminate waste and avoid sub-optimization. • Quality control and repeatability. • Counteract ’hostile contracting’ and opportunistic thinking. • Improve experience feedback. It is not possible, in this study, to give a clear answer based on literature findings that the construction industry would benefit from closer cooperation and a defined number of subcontractors. One reason may be the lack of data from projects defined by far-reaching collaborations. There is in this setup no correlation between the number of subcontractors and a project’s wine margin. However, this may depend on how the empirical study was conducted och analyzed.
Byggföretag i Sverige har en låg produktivitet jämfört med andra tillverkande industrier. Byggbranschen är djupt fragmenterad och består av många små företag. De stora byggföretagen är till stor del beroende av underleverantörer. Denna artikel syftar till att ge svar på hur ett större byggföretag kan hantera underleverantörer för att uppnå högre produktivitet. Studien genomförs i samarbete med JM Entreprenad AB som är ett stort svenskt anläggningsföretag. Studien är indelad i två frågor som ska besvaras. 1. Vilken effekt kan uppnås genom längre leverantörsrelationer med underleverantörer? 2. Finns det något samband mellan antalet leverantörer och ett projektresultat? Valet av metod för att besvara den första frågan är en omfattande litteraturstudie, enkätundersökning, intervjuer och platsbesök. Den andra frågan besvaras genom en empirisk studie baserad på dokumentation av inkomster och utgifter från genomförda projekt. Att samarbeta närmare med utvalda underleverantörer får stöd i litteraturen och är i linje med accepterade produktionsprinciper. Områden som främst skulle gynnas av närmare samarbeten med underentreprenörer är: • Standardiseringsarbete. • Undvika slöseri och sub-optimering. • Kvalitetskontroll och repiterbarhet. • Minskat opportunistiskt betende. • Erfarenhetsåterföring. Det är i denna studie inte möjligt att ge ett tydligt svar baserat på litteratur om byggföretag skulle uppnå en högre produktivitet av närmare samarbete med ett definierat antal underleverantörer. En anledning kan vara avsaknad av projektspecifik data från projekt som definerats av långtgående samarbeten. Det finns i detta sätt att mäta ingen korrelation mellan antalet underleverantörer och ett projekts vinmarginal. Detta kan dock bero på hur den empiriska studien genomfördes och analyserades.
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Bryans, Robert. "Linking operational excellence to shareholder value : McDonald's as a case study." Thesis, Stellenbosch : Stellenbosch University, 2004. http://hdl.handle.net/10019.1/21214.

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Thesis (MBA)--Stellenbosch University, 2004.
ENGLISH ABSTRACT: McDonald's is world renowned for the benchmark standards it sets in operations management. This is evidenced by the numerous references in operations management textbooks over the last 10-15 years. However, since 1999, McDonald's has not been able to link this operations excellence to creating shareholder value. In fact, the McDonald's share price has declined by 64 % over the last 4 years. In comparison, Wendy's (McDonald's biggest competition in the US fast food market) share price has increased by 2 % over the same period. Understanding why McDonald's has not been able to link operational excellence and the creation of shareholder value is the reasoning behind this mini-thesis. The hypothesis is that there are a number of factors. which influence shareholder value, and operational excellence is but one of these factors. A literature survey was conducted in order lO understand the underlying theories which link operational excellence and shareholder value creation. Evidence supporting this hypothesis is then presented and discussed. In Chapter 3, McDonald's ability to deliver operational excellence is evaluated against the evidence presented in operations management textbooks and other sources. The success of McDonald's in delivering perfonnance in the other factors affecting shareholder value is then discussed in Chapter 4 and compared to its biggest competition. Firstly, the share price of McDonald's is compared to its biggest competition (Wendy's), then the strategy of McDonald's and its impact on shareholder value creation is discussed, along with McDonald's ability to implement the other important factors and drivers, namely customer value creation, efficiency of value delivery and direct financial impact on shareholders. As a result of the above evidence. it was found that there are two basic reasons why McDonald's has not been able to link operational excellence and shareholder value creation: 1. Relative to its competition, McDonald's has not demonstrated sufficient competence in the other factors, which influence shareholder value creation. These factors are: customer value creation and the efficiency of customer value delivery. This is further evidenced by the financial output measures of McDonald's relative to its competition. 2. McDonald's ability in delivering operational excellence has diminished recently. This is evidenced by falling ratings in customer satisfaction surveys. The above reasons are evidenced by customer satisfaction survey results, comparative financial results and a number of non-direct driver results. In order to increase shareholder value creation, it is recommended that McDonald's change the focus of its strategy from operations to the creation of customer value. In order to support this change, the organisational structure and business processes will have to be changed by top management, who must be the crusaders of this change.
AFRIKAANSE OPSOMMING: McDonald's is bekend vir die maatskappy se wereldklas bedryfs bestuur standaardc. Die standaarde word tel kens na verwys in menige bedryfs bestuur handboeke oor die afgelope 10 tot 15 jaar. McDonald's kon egtcr nie daarin slaag om die hoe bedryfsbetuur standaarde in aandeelhouer waarde te omskep nic. Die waarde van die McDonald's aandele het met 64% gedaaJ oor die afgelope 4 jaar. In kontras het Wendy's (McDonald's se grootste mededinger in die Amerikaanse kitskos mark) se aandeel pryse met meer as 2% gestyg oor dieselfde peri ode. Die redc vir hierdie studie is dan juis om te bepaal waarom McDonald's nie hul voortrcflike bestuurs standaarde kon koppel aan stygende aandeelhouer waarde nic. Die hipotese is dat daar 'n aantal faktore is wat die aandeelhouer waarde van 'n maatskappy bepaal en dat bedryfs bestuur standaarde maar net een van hierdie faktore is. 'n Literatuur studie is gedoen om te bepaal wat die verwantskap is tussen puik bedryfsbetuur standaarde en die skepping van aandeelhouer waarde. Die bewyse vanuit die literatuurstudie is dan gebruik om die hipotese mee te toets. In Hoofstuk 3 is die vennoe van McDonald' s om hoe bedryfsbestuur standaarde te handhaaf evalueer aan die hand van die literatuur studie. McDonald's se sukses in die implementering van die ander faktore wat lei tot verhoogde aandeelhouer waarde is in Hoofstuk 4 bespreek en terselfde tyd vergelyk met die verrnoens van sy grootste mededingers. Eerstens is die aandeelprys van McDonald's met die van sy grootste mededinger (Wendy's) vergelyk en tweedens is die strategie van McDonald's en die impak daarvan op aandeelhouer waarde bespreek. Ander belangrike faktore soos kliente waarde skepping. effektiwiteit van waarde toevoeging en direkte finansiele impak op aandeelhouers is ingesluit in die bespreking. Daar is gevind dat daar twee hoofredes is waarom McDonald's nie daarin geslaag het om bedryfs bestuur uitmuntenheid te omskep in aandeelhouer waarde nie: 1. McDonald's het in vergelyking met sy mededingers nie goed genoeg gedoen m.b.t. die ander faktore wat aandeelhouer waarde bernvloed nie. Hierdie faktore is kliente waarde skepping en effektiwiteit van waarde toevoeging. 2. McDonald's se bedryfs bestuur standaarde het begin afneem. Dit word gestaaf deur laer waarderings in klante tevredenheids bepalings. Die onvermoe van McDonald' s om die bogenoemde faktore te implementeer word deur die klante tevredenheids bepalings, vergelykende finansiele resultate en 'n aantaJ indirekte maatstawwe gestaaf. Daar word dus voorgestel dat McDonald's sy stralegiese fokus moet verskuif vanaf bedryfs bestuur optimisering na kliente waarde skepping. Die organisasie struktuur en besigheids prosesse van McDonald's sal dus deur bestuur herorganiseer moet word om die verandering in strategie te kan ondersteun.
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Wand, Daniel, and Tienbao Ho. "Hur företag och organisationer kan attrahera innovationsmöjligheter : Ett uppdrag från Munktell Science Park." Thesis, Mälardalens högskola, Akademin för innovation, design och teknik, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-11867.

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Syftet med detta examensarbete var att ta fram en modell för att attrahera innovationsmöjligheter till Munktell Science Park i Eskilstuna. Detta gjorde författarna genom att från befintliga teorier deducera fram en hypotetisk modell. Modellen används inte för att skapa innovationer utan för att hitta komplexa problem. Det är lösningarna på de komplexa problemen som i sin tur kan vara innovationerna. Därför har vi kallat de komplexa problemen för innovationsmöjligheter.
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Bergeson, Tara M. "Building operational excellence utilizing a code of ethics a qualitative case study /." Online version, 2008. http://www.uwstout.edu/lib/thesis/2008/2008bergesont.pdf.

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Beeken, Wilhelm Frederik Hartmann. "A model for sustainable operational excellence through knowledge management practices and continuous improvement principles." Thesis, Nelson Mandela Metropolitan University, 2008. http://hdl.handle.net/10948/1061.

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Integrating Knowledge Management maturity with associated Continuous Improvement efforts in order to remain competitive, is absent in most Operational Excellence initiatives. Furthermore, the intertwined relationship of Continuous Improvement and work development becomes a crucial focus area for organisations that wish to establish a continuously evolving management system consisting of core values, methodologies and tools with the aim of creating more satisfied customers with less resources. The old industrial paradigm that focused on labour, capital, materials, and energy viewed technology and knowledge as external influences on production. This framework is now being challenged and a new trend is emerging. This trend seeks to transform the old industrial system to that of a knowledge-based which one can lead to innovation and hence economic advantage. Continuous Improvement as a concept has roots in many other fields, including social-technical system design, human relations progress and the discussion surrounding ‘lean manufacturing’. This study will focus on Continuous Improvement as a noun, referring to on the outcome of the process of a stream of emergent innovations. The primary objective of the study is to create a model that will present an organisation with a three-layer knowledge reference process grid, which will align and depict the surrounding business knowledge functions, knowledge-enabling processes and knowledge-manipulating processes aiming for enabling Operational Excellence. This study promotes the theory that the cognitive domain layer, functional domain layer and resources layer of an organisation can be increasingly stimulated by focusing effort through Continuous Improvement routines towards the associated inter-organisational knowledge processes sustaining Operational Excellence. The proposed model is structured to review, compare, evaluate and integrate existing Knowledge Management practices of ii an organisation within the context of clear definitions for important concepts of Knowledge Management. Additionally the model provides an assessment instrument for evaluating the organisation’s Knowledge Management maturity level. The study concerns itself with two concepts towards business value creation which will lead to increased Operational Excellence. Firstly, the maturity of Knowledge Management processes, and secondly the level of the organisation wide process of focused and continuous incremental improvement namely, Continuous Improvement. A case study with PriceWaterhouseCoopers was concluded and an on-line Internet survey was used with a stratified sample from knowledge workers to test the factors from both a Knowledge Management and Continuous Improvement perspective. These factors were verified by means of a hypotheses network, describing in a structured and descriptive way, the importance of Knowledge Management and Continuous Improvement collectively on sustainable Operational Excellence as an integral development of Operational Excellence. With respect to Knowledge Management practices, the hypothesis network proposed at least three domains, which of knowledge generation, knowledge mobilisation and knowledge application as important input to the proposed process grid of knowledge development and associated layer elements. From a Continuous Improvement principles perspective it is apparent that elements from Continuous Improvement routines and Continuous Improvement characteristics are associated with the organisation Continuous Improvement ability. These findings are also a result of the deliberate design of processes, tools, structures and environments with the intent to increase, renew, share or improve the use of knowledge represented in any of the three elements for structural, human and social of intellectual capital. The proposed model combines the framework of the Boyd cycle as it is conceptualized as self-assessment activities, for it becomes possible to use them as basis of a self-assessment with sense making navigational properties across iii the proposed knowledge process grid for the model. The model will facilitate the concept of a three-layer knowledge reference process grid, which represents the main components of the knowledge processes within the cognitive domain layer, functional layer and resources layer of an organisation. The proposed model will deliver a single value that co-exists with the Knowledge Management maturity level and Continuous Improvement readiness index rating attained. Logical relationships to dynamic, evolving and flexible enabling Knowledge Management practices for each layer of the proposed three-layer knowledge reference process grid will be integrated as output of the proposed model. The research has limitations as Knowledge Management practices were measured using a subjective norm scale. It is suggested that a more comprehensive measure of Knowledge Management maturity processes may be needed to represent this construct. The complexity of the proposed model and the number of associated variables included in the results need further confirmation using possible multiple samples and additional measures of Knowledge Management maturity and Continuous Improvement readiness elements. The benefit of the proposed model as a practical Operational Excellence tool is to overcome the perceived gap of implementing Knowledge Management practices and Continuous Improvement principles collectively to deliver and sustain Operational Excellence.
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Rassey, Louis W. (Louis William) 1973. "Enterprise strategy : leveraging the dynamics and behaviors in a supply chain for operational excellence." Thesis, Massachusetts Institute of Technology, 2003. http://hdl.handle.net/1721.1/34731.

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Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering; in conjunction with the Leaders for Manufacturing Program at MIT, 2003.
Includes bibliographical references (p. 84-86).
by Louis W. Rassey.
S.M.
M.B.A.
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Jaffré, Maéva. "Réconcilier Lean Product Development et Innovation : Une étude de cas dans l’industrie des semi-conducteurs." Electronic Thesis or Diss., Université Grenoble Alpes, 2024. http://www.theses.fr/2024GRALI022.

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Cette thèse explore l'intégration du Lean Product Development (LPD) au sein du département de recherche et développement (R&D) de STMicroelectronics, un géant mondial des semi-conducteurs. Ancrée dans une approche de recherche-action, elle explore la manière dont le LPD peut être adapté pour stimuler l'innovation en R&D, en révélant les nuances nécessaires pour harmoniser les spécificités de ce département avec les principes du Lean.STMicroelectronics, acteur clé dans le secteur des semi-conducteurs, a été choisi comme terrain d'étude. Son dynamisme et l'impératif constant d'innovation pour rester compétitif dans un marché exigeant en ont fait un cadre propice à l'expérimentation du LPD en R&D.L'approche méthodologique a été résolument immersive, adoptant la posture de chercheur-acteur au sein du programme d’amélioration continue de la R&D technologique de STMicroelectronics. Cette immersion a permis une observation participante authentique, offrant une perspective unique pour collecter des données et expérimenter les principes du LPD directement sur le terrain.Les résultats ont offert des indices cruciaux sur les liens entre le LPD et l’innovation en R&D. La question centrale posée par cette thèse était de savoir si le LPD, en tant que démarche, favorise l'innovation au sein des R&D notamment dans le domaine des semi-conducteurs.La réponse qui a émergé est affirmative, mais conditionnelle. L'adaptabilité du LPD à chaque contexte spécifique est apparue comme une condition sine qua non. L'absence d'un cadre universel a été reconnue non seulement comme une réalité incontestable, mais également comme une force, laissant place à la notion de configuration, mieux apte à appréhender la complexité et la variabilité inhérentes à chaque environnement organisationnel.Le LPD, en plaçant l'humain au cœur de sa démarche, a été identifié comme un catalyseur potentiel pour l'innovation. L'analyse a souligné le rôle critique des comportements humains, tels que la créativité et l’energie/motivation, dans ce processus. Cependant, ces comportements ne peuvent être compris de manière isolée de l’operating system (OS) des entreprises.L'étude a révélé que l'OS, comprenant l’ensemble des outils, des processus, des mécanismes et des activités cadencées d’une organisation, joue un rôle déterminant dans la création d'un environnement propice aux comportements innovants. Plus encore, cet écosystème organisationnel peut agir en tant que levier ou frein, influençant la manifestation de comportements humains favorables à l'innovation.La réussite de l'intégration du LPD pour stimuler l'innovation dépend donc de la synergie entre la configuration spécifique du LPD adoptée, la reconnaissance du rôle central de l'humain, et la conception réfléchie de l'OS de l'entreprise. Ces éléments interconnectés créent un écosystème favorable, où le LPD et les comportements humains collaborent harmonieusement pour promouvoir l'innovation
This thesis explores the integration of Lean Product Development (LPD) within the research and development (R&D) department of STMicroelectronics, a global semiconductor giant. Rooted in an action-research approach, it explores how LPD can be adapted to stimulate innovation in R&D, revealing the nuances needed to harmonize the specificities of this department with Lean principles.STMicroelectronics, a key player in the semiconductor sector, was chosen as the study site. Its dynamism and the constant need to innovate in order to remain competitive in a demanding market made it an ideal setting for experimenting with LPD in R&D.The methodological approach was resolutely immersive, adopting the posture of researcher-actor within STMicroelectronics' continuous technological R&D improvement program. This immersion enabled authentic participant observation, offering a unique perspective for collecting data and experimenting with LPD principles directly in the field.The results offered crucial clues about the links between LPD and R&D innovation. The central question posed by this thesis was whether LPD, as an approach, fosters innovation within R&D, particularly in the semiconductor field.The answer that emerged was affirmative, but conditional. The adaptability of the LPD to each specific context appeared to be a sine qua non condition. The absence of a universal framework was recognized not only as an indisputable reality, but also as a strength, giving way to the notion of configuration, better able to apprehend the complexity and variability inherent in each organizational environment.By placing people at the heart of its approach, the LPD was identified as a potential catalyst for innovation. The analysis highlighted the critical role of human behaviors, such as creativity and energy/motivation, in this process. However, these behaviors cannot be understood in isolation from a company's operating system (OS).The study revealed that the OS, comprising all the tools, processes, mechanisms and cadenced activities of an organization, plays a decisive role in creating an environment conducive to innovative behavior. What's more, this organizational ecosystem can act as a lever or a brake, influencing the manifestation of human behaviors conducive to innovation.The successful integration of LPD to stimulate innovation therefore depends on the synergy between the specific LPD configuration adopted, the recognition of the central role of people, and the thoughtful design of the company's OS. These interconnected elements create a favorable ecosystem, where LPD and human behaviors collaborate harmoniously to promote innovation
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Books on the topic "Operational excellence"

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Mitchell, John S. Operational Excellence. Hoboken, NJ, USA: John Wiley & Sons, Inc, 2015. http://dx.doi.org/10.1002/9781118990162.

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Issar, Gilad, and Liat Ramati Navon. Operational Excellence. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-20699-8.

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Friedli, Thomas, Prabir Basu, Daniel Bellm, and Jürgen Werani, eds. Leading Pharmaceutical Operational Excellence. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-35161-7.

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Tripathi, Atul, Jaymalya Deb, and Vikas Kumar. Managerial Perspective to Operational Excellence. First edition. | Boca Raton, FL : CRC Press, 2021.: CRC Press, 2021. http://dx.doi.org/10.1201/9781003139294.

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Dahm, Markus H., and Aaron D. Brückner. Operational Excellence mittels Transformation Management. Wiesbaden: Springer Fachmedien Wiesbaden, 2014. http://dx.doi.org/10.1007/978-3-658-05092-4.

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Wilkinson, Fraser, and Herve Duval. Operational Excellence in Your Organization. New York: Productivity Press, 2024. http://dx.doi.org/10.4324/9781003486022.

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Oakland, John S., Robert J. Oakland, and Michael A. Turner. Total Quality Management and Operational Excellence. Fifth edition. | Milton Park, Abingdon, Oxon; New York, NY: Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781315561974.

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Friedli, Thomas. Operational excellence in the pharmaceutical industry. Aulendorf: Editio Cantor Verlag, 2006.

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Mitchell, John S. Operational excellence: Journey to creating sustainable value. Hoboken, New Jersey: Wiley, 2015.

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Wallace, Thomas F. Customer-driven strategy: Winning through operational excellence. Essex Junction, Vt: Oliver Wight Publications, 1992.

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Book chapters on the topic "Operational excellence"

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Chun, Julia, Tyler Tingley, and William Lidwell. "Operational Excellence." In The Elements of Education for School Leaders, 70–71. New York: Routledge, 2022. http://dx.doi.org/10.4324/9780429321641-35.

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Martin, Peter G. "Introduction." In Operational Excellence, 1–5. Hoboken, NJ, USA: John Wiley & Sons, Inc, 2015. http://dx.doi.org/10.1002/9781118990162.ch0.

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Barringer, Paul. "Process Reliability Techniques Help Make More Money." In Operational Excellence, 213–27. Hoboken, NJ, USA: John Wiley & Sons, Inc, 2015. http://dx.doi.org/10.1002/9781118990162.ch13.

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Martin, Peter G. "The Essential Evolution To Real-Time Business Operational Excellence." In Operational Excellence, 99–112. Hoboken, NJ, USA: John Wiley & Sons, Inc, 2015. http://dx.doi.org/10.1002/9781118990162.ch6.

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Martin, Peter G. "Safety and Human Performance Excellence." In Operational Excellence, 127–33. Hoboken, NJ, USA: John Wiley & Sons, Inc, 2015. http://dx.doi.org/10.1002/9781118990162.ch8.

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Schank, Michael. "Driving Operational Excellence." In Digital Transformation Success, 65–83. Berkeley, CA: Apress, 2023. http://dx.doi.org/10.1007/978-1-4842-9816-9_4.

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Carneiro, Cloves, and Tim Schmelmer. "Operational Excellence with Microservices." In Microservices From Day One, 221–42. Berkeley, CA: Apress, 2016. http://dx.doi.org/10.1007/978-1-4842-1937-9_14.

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Dahm, Markus H., and Aaron D. Brückner. "Praxiserfahrung mit Operational Excellence." In Operational Excellence mittels Transformation Management, 91–144. Wiesbaden: Springer Fachmedien Wiesbaden, 2014. http://dx.doi.org/10.1007/978-3-658-05092-4_3.

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Basu, Ron. "Quality and Operational Excellence." In The Green Six Sigma Handbook, 3–23. New York: Productivity Press, 2022. http://dx.doi.org/10.4324/9781003268239-2.

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Amah, Okechukwu E., and Marvel Ogah. "Post-COVID Operational Excellence: Behavioural Operations Management." In Leadership and Organisational Effectiveness Post-COVID-19, 171–91. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-32763-6_10.

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Conference papers on the topic "Operational excellence"

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Das, Prashun Kumar. "Operational Excellence in Qatar." In International Petroleum Technology Conference. International Petroleum Technology Conference, 2014. http://dx.doi.org/10.2523/iptc-17520-ms.

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da Costa Fraga, Carlos Tadeu, and Carlos Ferraz Mastrangelo. "Petrobras Operational Excellence Programme." In ASME 2002 21st International Conference on Offshore Mechanics and Arctic Engineering. ASMEDC, 2002. http://dx.doi.org/10.1115/omae2002-28605.

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This paper addresses actions implemented by Petrobras after the P-36 accident. The purpose of investigations following major accidents is to understand what exactly happened to avoid repetition. It is everyone’s responsibility to adopt practices that mitigate the risks even more in any activities. The P-36 accident was therefore analysed and discussed as transparently and deeply as possible in order that the lessons learned may be translated into safer operations. This is how it is done throughout the oil industry: the lessons learned from major accidents usually cause radical changes to the industry’s practices with regard to change in equipment, design, procedures, behaviours and attitudes. The P-36 Investigation Commission, with technical experts from Petrobras, universities and worker union representatives, audited by a company of international repute, produced several recommendations and identified areas for improvement. This paper discusses how Petrobras considered the commission report and how the areas for improvement are to be addressed. Many recommendations were immediately applicable but others, including some areas for improvement, requiring more detailed planning, were included in an Operational Excellence Programme (PEO – Programa de Exceleˆncia Operacional). This Programme shall be applied to every offshore unit of the company, while taking into account the peculiarities of each Business Unit. This Programme covers actions involving Petrobras design practices, operation, ballast and stability, maintenance, safety and human resources for offshore units and all those actions shall be concluded by December 2002. A detailed description of the actions which go beyond those required by current legislation will also be given, permitting Petrobras to achieve operational excellence in all its offshore units. Furthermore, Petrobras intends to contribute to the ongoing improvement of offshore oil industry practices through widespread dissemination of this Programme, which has already begun.
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Dehmer, Steve G. "Operational Excellence Roadmap for Projects." In SPE International Health, Safety & Environment Conference. Society of Petroleum Engineers, 2006. http://dx.doi.org/10.2118/98506-ms.

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Poopaiboon, Tanthai. "Operational Excellence Digital Assessment Platform." In ADIPEC. SPE, 2023. http://dx.doi.org/10.2118/216894-ms.

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Abstract To achieve top-quartile and sustainable performance for oil and gas operations, the company (PTTEP) established a comprehensive operating management system in 2010: Operational Excellence Management System (OEMS). The OEMS integrates, standardizes, and improves existing management systems to all operating assets. It is structured around 11 elements covering most functions for operating oil and gas production, and it provides the framework to achieve safe, reliable, sustainable, and cost-effective operations (figure 1). The OEMS is designed to elevate PTTEP Group's operations to a world-class standard. OEMS standardizes processes and drives high performance. It is an integrated asset and resource management system with principles to Protect, Engage, Operate, Partner, Lead, and Evolve (PEOPLE principles). The PEOPLE principles build a common platform that captures more synergies, unlocks significant value, and inspires sharing among PTTEP operating assets regarding skills, innovation, and best practices through an assessment process to reinforce the Continuous Performance Improvement culture. As a result, resources continue to produce satisfactory returns regarding maximum profits, safe operations, and sustainable performance.
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Shetty, Ram, Jiyuan Fan, and John D. McDonald. "Improving utility operational excellence through non-operational data management." In 2012 IEEE PES Innovative Smart Grid Technologies (ISGT). IEEE, 2012. http://dx.doi.org/10.1109/isgt.2012.6175623.

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Norrie, Harold Graham, and Robert Hunt. "Project Atlas: Operational Excellence Process Standardization." In SPE International Health, Safety & Environment Conference. Society of Petroleum Engineers, 2006. http://dx.doi.org/10.2118/98571-ms.

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Badithela, Srinivas, and Mohamed Ali Al-Haddadi. "Operational Excellence Review through Self-Assessment." In Abu Dhabi International Petroleum Exhibition & Conference. Society of Petroleum Engineers, 2019. http://dx.doi.org/10.2118/197313-ms.

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Güemes-Castorena, David, Carlos Chee-González, Heriberto García-Reyes, Daniel Zavala-Río, Imelda De Jesús Loera-Hernández, and Juan José Hinojosa-Cavazos. "Manufacturing Maturity Level Diagnosis for Operational Excellence." In 2023 Portland International Conference on Management of Engineering and Technology (PICMET). IEEE, 2023. http://dx.doi.org/10.23919/picmet59654.2023.10216861.

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Hegazy, Mahmoud Ibrahim, Kamel Abdelhamid Alsawi, Mohamed Said Atwa, Mahmoud Sayed Sayed, Mohebat Mady Bakeer, Ramy Sayed Rezk, and Ahmed Mohamed Fouda. "How to Achieve Operational Excellence through Digital Transformation." In Gas & Oil Technology Showcase and Conference. SPE, 2023. http://dx.doi.org/10.2118/214140-ms.

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Abstract Achieving operational excellence in oil and gas industry has a great importance due to their high impact on operational efficiency and effectiveness by proper use of human resources, process, innovation and technology which will positively support the quick decision making, eliminate wastes, maximize the system capacities, optimizing the expenditures and resources. Methods, Procedures, Process Operation Management System is an inhouse customized cost-effective software to collect, organize, calculate, allocate and analyze big data from different disciplines which helps oil and gas company operations in many ways to overcome business challenges, data management, enhance workflow efficiency, integrate between different disciplines, save time and cost. Each discipline in each company uses its own workflow and data processing technique which may leave gaps in the interconnections between them. These gaps require work duplication to cover overlap areas. Results, Observations, Conclusions Using Operations Management system achieves Generate Global database for all company assets production for better management for asset, well performance, target achievements and automatic notifications for targets over dues DFL, well tests, etc. also, allocate all wells in GIS Map for easy and quick access to well data. It provides cost control tool over the contract by real-time allocation for actual costs and invoices. Digitalizing all the contracts data and track contract administrative. It provides a smart notifications tool for contracts list that will be expired after 6 months. Real-time allocation for expenditures over the budget accounts directly from invoices and warehouse modules. it shows budget inception to date, Variance and forecast with option to display cost breakdown just by one click. Smart Tool for Tracking Invoices process as per Company Cycle to make use of early payment discounts. Automatic review for invoices as per cost reference (Contract or purchase orders) and allocate actual cost directly to both budget accounts and contract. Manages the process of administering receiving, issuing and approving the tenders of the business. It also provides access to all the tender archived data. Novel/Additive Information It helps to detect problems sooner, boost collaboration and improve responses, for safer, more reliable, and more efficient operations.
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Daoud, Mohamed, Bakheeta Al Mansouri, Alaa Mohamed Abdullah, Amar Osman, Haytham Hegazy, Hala Omran Disi, and Nooran Al Bannay. "ADCO Deploys the EFQM Excellence Model as a Management Framework for Sustaining Operational Excellence." In Abu Dhabi International Petroleum Exhibition and Conference. Society of Petroleum Engineers, 2014. http://dx.doi.org/10.2118/171863-ms.

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Reports on the topic "Operational excellence"

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Spanyi, Andrew. Customer Experience and Operational Excellence Success in B2B. Boston, MA: Patricia Seybold Group, January 2018. http://dx.doi.org/10.1571/bp01-26-18cc.

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Flory, John Andrew, Denise D. Padilla, John H. Gauthier, April Marie Zwerneman, and Steven P. Miller. Operational Excellence through Schedule Optimization and Production Simulation of Application Specific Integrated Circuits. Office of Scientific and Technical Information (OSTI), May 2016. http://dx.doi.org/10.2172/1259554.

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Loye, III, John F., John William Hobbs, and Edward A. Weinbrecht. Achieving High-Quality Results Through Operational Excellence Performing Work at Sandia Addendum One. Office of Scientific and Technical Information (OSTI), August 2016. http://dx.doi.org/10.2172/1561818.

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McDermott, Olivia, and Antony Jiju. Lean Six Sigma as an enabler for Healthcare Operational Excellence in COVID-19. Purdue University, 2021. http://dx.doi.org/10.5703/1288284317340.

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McTague, Mark S. Operational Art and Logistics: Achieving Excellence in the Design and Conduct of Military Campaigns. Fort Belvoir, VA: Defense Technical Information Center, June 1994. http://dx.doi.org/10.21236/ada283556.

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Lameijer, Bart, Wilmer Pereira, and Jiju Antony. The implementation of Lean Six Sigma for operational excellence in digital emerging technology companies. Purdue University, 2021. http://dx.doi.org/10.5703/1288284317330.

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Corral, Leonardo, Giulia Lotti, José Martínez Carrasco, and Camilo Pecha. Operational excellence: understanding project financial cancellations and its impact on the delivery of results. Inter-American Development Bank, January 2022. http://dx.doi.org/10.18235/0003952.

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The objectives of this analysis are twofold: (i) First, it aims to enhance our understanding of the role design and execution characteristics of IDB financed projects play in project success and effectiveness in delivering results. (ii) Second, it empirically explores which project characteristics are more likely to explain partial financial cancellations, which plays a key role on the delivery of results. Based on the knowledge gained, we identify specific measures that can be taken to enhance the likelihood of project success.
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Frketic, John D. Operational Intelligence and the U.S. Army: Much ado About Nothing or Misunderstood Excellence? A Prescription for the 1990's and Beyond. Fort Belvoir, VA: Defense Technical Information Center, May 1989. http://dx.doi.org/10.21236/ada215794.

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Reilly-Collette, Marina, Brandon Booker, Kathryn Trubac, Tyler Elliott, Andrew Reichert, Charles Woodruff, and Lien Senchak. Testing of dry decontamination technologies for chemical, biological, radiological, and nuclear (CBRN) response. Engineer Research and Development Center (U.S.), May 2023. http://dx.doi.org/10.21079/11681/47032.

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This report provides a summary of the results obtained in laboratory-scale testing of dry-decontamination technologies. The purpose of the experiment is to assess nonaqueous technologies to determine the viability of a solution to mitigate chemical, biological, radiological, and nuclear (CBRN) defense, CBRN Response Enterprise, medical casualty care, and cold-weather operational gaps. The Cold Regions Research and Engineering Laboratory (CRREL) assessed the efficacy, via percentage reduction, of four nonaqueous technologies to decontaminate particulate contamination, at three operational temperatures, from three starting challenges. Testing was conducted by CRREL personnel according to protocols developed in conjunction with the Homeland Defense/Civil Support Office Maneuver Support Center of Excellence and the Armed Forces Radiobiology Research Institute (AFRRI) and approved by Joint Program Executive Office CBRN Protection. CRREL subsequently collected data and conducted statistical measures of significance and explored additional questions about the technology capabilities. CRREL personnel then deployed with AFRRI support to Arctic Eagle/Patriot 22 (AE/P-22) for field testing of the technologies and their evaluation from an operational perspective. AE/P-22 allowed for direct, full-scale testing of the technology in conditions approximating a use-case scenario. This report documents the culmination of analysis performed on CRREL- and AFRRI-collected test data results, operational factors, and user inputs.
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Jones, Nicole S., Jeri D. Ropero-Miller, Heather Waltke, Danielle McLeod-Henning, Danielle Weiss, and Hannah Barcus. Proceedings of the International Forensic Radiology Research Summit May 10–11, 2016, Amsterdam, The Netherlands. RTI Press, September 2017. http://dx.doi.org/10.3768/rtipress.2017.cp.0005.1709.

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On May 10–11, 2016, the US Department of Justice (DOJ) National Institute of Justice (NIJ), the Netherlands Forensic Institute (NFI; Dutch Ministry of Security and Justice of the Netherlands), the International Society for Forensic Radiology and Imaging (ISFRI), the International Association of Forensic Radiographers (IAFR), and NIJ’s Forensic Technology Center of Excellence (FTCoE) at RTI International organized and convened the International Forensic Radiology Research Summit (IFRRS) at the Academic Medical Center in Amsterdam. The summit assembled 40 international subject matter experts in forensic radiology, to include researchers, practitioners, government employees, and professional staff from 14 countries. The goal of this 2-day summit was to identify gaps, challenges, and research needs to produce a road map to success regarding the state of forensic radiology, including formulating a plan to address the obstacles to implementation of advanced imaging technologies in medicolegal investigations. These proceedings summarize the meeting’s important exchange of technical and operational information, ideas, and solutions for the community and other stakeholders of forensic radiology.
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