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Journal articles on the topic 'Operational excellence'

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Published: 4 June 2021
Last updated: 7 July 2024

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1

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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2

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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3

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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4

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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5

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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6

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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7

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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8

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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9

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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10

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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11

Ms. L Revathi, Dr. T. Vara Lakshmi, and Sonali jaiswal. "Enhancing Operational Excellence Through Quality Management." International Research Journal on Advanced Engineering and Management (IRJAEM) 2, no. 05 (May 31, 2024): 1816–18. http://dx.doi.org/10.47392/irjaem.2024.0268.

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Quality management system enhancing Operational Excellence in a Company nowadays, Quality assessment involves a systematic evaluation of products, services, or processes against predetermined standards. This evaluation encompasses various factors such as efficiency, effectiveness, reliability, safety, and customer satisfaction. The primary goal is to identify areas for improvement, address issues, and ensure that the product, service, or process meets or exceeds stakeholders' expectations. Quality assessment is relevant across multiple industries, including manufacturing, healthcare, education, and software development. Operational excellence is crucial for competitive advantage in service and manufacturing sectors. Consequently, companies must carefully analyze their operational strategies; as these decisions significantly impact operational excellence. This study aims to review existing literature on operations and excellence within service firms and explore the factors influencing operational excellence in this sector. While operational excellence in the service sector may lack clarity in current literature, this research seeks to build upon advancements in the industrial domain and integrate various factors traditionally studied independently. The proposed theoretical framework examines multiple factors influencing operational excellence, intending to apply this model within the service sector and other industries. Additionally, the research suggests investigating obstacles that hinder firms from achieving operational excellence. By synthesizing existing knowledge and proposing a comprehensive theoretical framework.
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12

Nair, Sindhu Shantha, and Smritika S P. "Operational Excellence: The Healthcare Management Imperative." Shanlax International Journal of Management 9, no. 2 (October 1, 2021): 19–30. http://dx.doi.org/10.34293/management.v9i2.4137.

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Purpose: Operational excellence as a response to quality crises emerged in the 1980s with growing recognition. The concept that predominantly existed in manufacturing industries slowly shifted to other industries. This review addresses the concept of operational excellence for quality beyond industry specificity.Recent findings: The strive for operational excellence is on but lags in metrics and indicators. Innovative approaches are still underway. The positive development is that operational excellence is gaining more leadership attention for quality gaps.Summary: Operational excellence is not a destination but a culture of an organisation for continuous improvement, lean management, leadership support, exponential technology advancement, training and developing employees, teamwork, and collaboration with patientcenteredness as the main focus
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13

Rawin Vongurai, Rawin Vongurai. "Investigating Industry 4.0, Blockchain Adoption, and Sustainability on Thai Finance's Operational Excellence." GLOBAL BUSINESS FINANCE REVIEW 29, no. 5 (June 30, 2024): 88–102. http://dx.doi.org/10.17549/gbfr.2024.29.5.88.

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Purpose: This study examines the impact of Industry 4.0, blockchain adoption, and sustainability on operational excellence within the Thai finance sector. Key variables include relative advantage, top management support, openness to use innovation, blockchain technology adoption, industry 4.0 practice, sustainable operation, and operational excellence. Design/methodology/approach: Data was gathered through a survey administered to 278 participants comprising managers, IT experts, and banking and financial professionals, utilizing a quantitative methodology. Prior to data collection, the reliability of the questionnaire was evaluated via a pilot test involving 30 participants, assessing Item-Objective Congruence (IOC) index and reliability using Cronbach's Alpha. Sampling methods encompassed judgmental, convenience, and snowball techniques. Confirmatory Factor Analysis (CFA) and Structural Equation Modeling (SEM) were utilized to validate model fit and test hypotheses. Findings: The study found that relative advantage, top management support, and openness to use innovation sig-nificantly influence blockchain technology adoption. Additionally, blockchain technology adoption and sustainable operation significantly impact operational excellence. However, industry 4.0 practice showed no significant influence on operational excellence. Research limitations/implications: This study sheds light on blockchain adoption and operational excellence but faces limitations. Its context-specific nature may hinder generalization to other sectors or regions, compounded by a limited sample size. Moreover, reliance on self-reported survey data introduces potential response and social desirability biases. Originality/value: The study's insights on Industry 4.0, blockchain adoption, sustainability, and operational ex-cellence in Thai finance benefit practitioners, policymakers, and academics. By intertwining these concepts, it deep-ens understanding of their impact on operational performance. The confirmation of Blockchain Technology Adoption and Sustainable Operation highlights the necessity of strategic investments in these areas.
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14

Hassan, Marwa, David Rossi, and Galina Ivanova. "From digital oilfeld to operational excellence." Journal of the Japanese Association for Petroleum Technology 84, no. 6 (December 6, 2019): 394–402. http://dx.doi.org/10.3720/japt.84.394.

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15

Feurer, Rainer, Kazem Chaharbaghi, and John Wargin. "Developing creative teams for operational excellence." International Journal of Operations & Production Management 16, no. 1 (January 1996): 5–18. http://dx.doi.org/10.1108/01443579610106328.

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16

Hyveled, Liselotte, Pramod Karpur, and Henrik Nakskov. "Knowledge Innovation and Clinical Operational Excellence." Drug Information Journal 43, no. 2 (March 2009): 159–70. http://dx.doi.org/10.1177/009286150904300207.

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17

Movahedi, Bahar, Kayvan Miri-Lavassani, and Uma Kumar. "Operational excellence through business process orientation." TQM Journal 28, no. 3 (April 11, 2016): 467–95. http://dx.doi.org/10.1108/tqm-12-2013-0147.

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18

Found, Pauline, Andrew Lahy, Sharon Williams, Qing Hu, and Robert Mason. "Towards a theory of operational excellence." Total Quality Management & Business Excellence 29, no. 9-10 (June 21, 2018): 1012–24. http://dx.doi.org/10.1080/14783363.2018.1486544.

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19

Limoncelli, Thomas A. "Operational excellence in April Fools' pranks." Communications of the ACM 61, no. 3 (February 21, 2018): 54–57. http://dx.doi.org/10.1145/3152489.

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20

Limoncelli, Thomas A. "Operational Excellence in April Fools’ Pranks." Queue 15, no. 5 (October 2017): 12–23. http://dx.doi.org/10.1145/3155112.3171529.

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21

Jagschies, Günter. "Operational Excellence in der biopharmazeutischen Produktion." Nachrichten aus der Chemie 57, no. 10 (October 2009): 1008–11. http://dx.doi.org/10.1002/nadc.200966864.

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22

Matsudaira, Kate. "Software Managers' Guide to Operational Excellence." Queue 21, no. 5 (October 31, 2023): 5–12. http://dx.doi.org/10.1145/3631176.

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Software engineering managers (or any senior technical leaders) have many responsibilities: the care and feeding of the team, delivering on business outcomes, and keeping the product/system/application up and running and in good order. Each of these areas can benefit from a systematic approach. The one I present here is setting up checks and balances for the team's operational excellence.
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23

Matsudaira, Kate. "Software Managers' Guide to Operational Excellence." Communications of the ACM 67, no. 3 (February 22, 2024): 49–51. http://dx.doi.org/10.1145/3633289.

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24

Baset, S. A., L. Wang, B. C. Tak, C. Pham, and C. Tang. "Toward achieving operational excellence in a cloud." IBM Journal of Research and Development 58, no. 2/3 (March 2014): 4:1–4:11. http://dx.doi.org/10.1147/jrd.2014.2298927.

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25

Ojha, Sateesh Kumar. "Operational Excellence for Sustainability of Nepalese Industries." Procedia - Social and Behavioral Sciences 189 (May 2015): 458–64. http://dx.doi.org/10.1016/j.sbspro.2015.03.196.

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26

Rusev, Stanley Jay, and Konstantinos Salonitis. "Operational Excellence Assessment Framework for Manufacturing Companies." Procedia CIRP 55 (2016): 272–77. http://dx.doi.org/10.1016/j.procir.2016.08.026.

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27

Mukherjee, Sanjay, Abhishek Asthana, Martin Howarth, Ryan Mcneill, and Ben Frisby. "Achieving Operational Excellence for Industrial Baking Ovens." Energy Procedia 161 (March 2019): 395–402. http://dx.doi.org/10.1016/j.egypro.2019.02.100.

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28

Berdish, David. "Learning for Operational Excellence: A Manager's Story." Reflections: The SoL Journal 1, no. 1 (August 1, 1999): 37–58. http://dx.doi.org/10.1162/152417399570278.

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29

Kowal, J. "Operational excellence in consumer packaged goods maufacturing." Computing and Control Engineering 14, no. 6 (December 1, 2003): 30. http://dx.doi.org/10.1049/cce:20030606.

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30

Vrellas, Charisis G., and George D. Tsiotras. "Operational Excellence in the Greek Brewing Industry." Global Business and Organizational Excellence 33, no. 2 (December 18, 2013): 31–38. http://dx.doi.org/10.1002/joe.21531.

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31

Botha, Barend W. "INTEGRATING KEY ENGINEERING PROCESSES TOWARDS OPERATIONAL EXCELLENCE." INSIGHT 19, no. 4 (December 2016): 70–75. http://dx.doi.org/10.1002/inst.12133.

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32

Schiraldi, Massimiliano Maria, Marco Marino, and Sebastiano Di Luozzo. "Human Excellence Maturity Model: leveraging Human Resource Management to achieve operational excellence." International Journal of Business Excellence 1, no. 1 (2021): 1. http://dx.doi.org/10.1504/ijbex.2021.10043827.

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33

Kumar, Navneet, and Dr Sachin Saini. "Some Recent Stories of Operational Excellence in SMES." International Journal for Research in Applied Science and Engineering Technology 11, no. 12 (December 31, 2023): 1538–51. http://dx.doi.org/10.22214/ijraset.2023.57666.

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Abstract: Operational Excellence is a term associated with excellence in all stages of business for any business organization which may be manufacturing or a trading. Operational excellence deals with the achievement of improved productivity, profitability and reduced wastage. The present paper is an analysis of the relevant papers and the practices which may be considered for adoption by the small scale and medium scale organizations for the achievement of excellence in their operations. In less advanced countries like India the SME’s play a major role in uplifting the economy. The SME’s are facing tough competition and survival is a very big challenge in the current scenario around the globe. So, In this study an attempt was made to review some recent stories ranging from 2011 to 2023 for Lean practices and environment friendly practices leading to Green implementation, collectively achieving operational excellence. The research gaps have been studied and the focus is on identification of the best Operational practices coupled with suitable environment friendly practices for the productivity improvement, quality management and improved financial structure. The present paper is a novel approach for the evaluation of the green and lean management principles combined with Industry 4.0 for the operational excellence of the manufacturing sector.
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34

Henríquez-Machado, Rafael, Andrés Muñoz-Villamizar, and Javier Santos. "Sustainability through Operational Excellence: An Emerging Country Perspective." Sustainability 13, no. 6 (March 13, 2021): 3165. http://dx.doi.org/10.3390/su13063165.

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Operational excellence is directly related to improving performance and efficiency in every dimension of sustainability (i.e., economic, environmental and social). Consequently, companies are implementing this initiative to remain competitive in their industries. Previous works measured operational excellence in first-world companies. However, it is expected that the productivity level in many companies from developing or emerging countries is far below the average level of developed companies. In this context, the research objectives of this study are to (1) evaluate the level of implementation of operational excellence, impacting the three dimensions of sustainability simultaneously in some companies from the central-savanna region of Colombia; (2) compare their implementation status with similar studies carried out in companies of developed countries. In order to solve it, we first present an empirical assessment of operational excellence in that region using semistructured interviews in 79 different companies. Then, we compare the obtained results with the assessments available in the literature. Our results show that operational excellence performance in Colombian companies is lower than in developed companies in terms of economic performance by operations standards and continuous improvement schemes, environmental sustainability and social sustainability.
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35

Jaeger, A., K. Matyas, and W. Sihn. "Development of an Assessment Framework for Operations Excellence (OsE), based on the Paradigm Change in Operational Excellence (OE)." Procedia CIRP 17 (2014): 487–92. http://dx.doi.org/10.1016/j.procir.2014.01.062.

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36

Gupta, Sumit, Basai Prathipati, Govind Sharan Dangayach, Posinasetti Nageswara Rao, and Sandeep Jagtap. "Development of a Structural Model for the Adoption of Industry 4.0 Enabled Sustainable Operations for Operational Excellence." Sustainability 14, no. 17 (September 5, 2022): 11103. http://dx.doi.org/10.3390/su141711103.

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In the current competitive scenario, SMEs need to adopt advanced technology in order to comprehend the dynamics of Industry 4.0 and the sustainable operations for operational excellence. The present study discusses the relationship between Industry 4.0 with sustainable operations and operational excellence. A research model is proposed and assessed through structural equation modelling (SEM). The current research shows that if SMEs adopt Industry 4.0 practices and the use of advanced robotics in order to minimize human intervention, as well as smart logistics that react to changes in production capacity, virtual reality and dynamic simulation techniques, then SMEs can significantly achieve sustainability in manufacturing operations. Furthermore, this study will help companies to attain an operational excellence with greater efficiency and productivity. Therefore, SMEs need to focus on sustainable manufacturing practices.
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37

Kokolo, Joseph, and Benoit Eynard. "OPERATIONAL EXCELLENCE FOR SYSTEMS ENGINEERING (OESE): STATE OF ART." Proceedings of the Design Society 1 (July 27, 2021): 2327–38. http://dx.doi.org/10.1017/pds.2021.494.

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AbstractOperational Excellence (EO) is increasingly present in scientific and managerial news. Increasing competition, increasingly uncertain events, demands customers and society increasingly pressing, the evolution of systems towards cyber physics systems, push organizations to adapt their engineering methodologies. Excellence operational (EO) is one of the answers proposed by the scientific literature to make engineering organizations more flexible, more responsive, more efficient and therefore more competitive. In this article, we share a state of the art of operational excellence (EO) in system engineering (IS) through its most modern methodologies: the Lean Six Sigma (LSS), Theory of Constraints (TOC) and Agility (A) with an operational approach including social and societal responsibility via the Quality-Cost-Delay-Security-Environment (QCDSE). We finish by sharing four assumptions that will serve as a basis, in our future contribution, to propose a synergy solution to implement an Operational Excellence approach in systems engineering organizations.
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38

Dhamija, Pavitra. "Intellectual Capital and Operational Excellence: An Influential Assessment." International Journal of Mathematical, Engineering and Management Sciences 5, no. 6 (December 1, 2020): 1062–76. http://dx.doi.org/10.33889/ijmems.2020.5.6.081.

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Competent intellectual capital is one of the most essential wealth that an organization requires in the present era of cutthroat competition. Operations management is nothing but management of operational processes in every big and small organization, and such activities constitute a major chunk of all organizational activities. Therefore, the present work targets to explore the association between intellectual capital and operational excellence, review of already conducted studies in the said area, and future directions through systematic literature review process. A total number of 165 articles provided by Scopus database (2010 to 2019) is used for analysis and interpretation. Bibliometric analysis and network analysis deliver significant clusters (operations management and optimization; intellectual capital and intellectual investment; knowledge management and decision support system; strategic planning and resource allocation; sustainable operations management and performance standards; behavioural research and change management), which is in turn a novel contribution of this article. The study concludes with a proposed conceptual model and key take away for researchers, academicians, and managers.
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39

Bogodistov, Yevgen, and Jürgen Moormann. "Theorizing on Operational Excellence: A Capability-Based Approach." Academy of Management Proceedings 2019, no. 1 (August 1, 2019): 12174. http://dx.doi.org/10.5465/ambpp.2019.12174abstract.

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40

DERVITSIOTIS, KOSTAS N. "Cultivating total innovation for operational and adaptation excellence." Sinergie Italian Journal of Management, no. 93 (2018): 19–31. http://dx.doi.org/10.7433/s93.2014.03.

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41

Mangla, Sachin Kumar, Simonov Kusi-Sarpong, Sunil Luthra, Chunguang Bai, Suresh Kumar Jakhar, and Sharfuddin Ahmed Khan. "Operational excellence for improving sustainable supply chain performance." Resources, Conservation and Recycling 162 (November 2020): 105025. http://dx.doi.org/10.1016/j.resconrec.2020.105025.

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42

Mattei, Michela. "OPTIT - From Analytics and Optimisation to Operational Excellence." Impact 2022, no. 2 (July 3, 2022): 25–28. http://dx.doi.org/10.1080/2058802x.2022.2127581.

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43

Wheeler, Derek S., Barb Tofani, and Barry Morris. "Transformational Change in Health Care Through Operational Excellence." Current Treatment Options in Pediatrics 2, no. 4 (October 5, 2016): 332–38. http://dx.doi.org/10.1007/s40746-016-0065-5.

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44

Abedelgadir, Mohamed Ibrahim Osman, and Roslina Mohammad. "Identification and Ranking of the Critical Success Factors for the Achievement of Operational Excellence in the Sudanese Aviation Industry." Journal of Operations and Strategic Planning 5, no. 2 (December 2022): 144–72. http://dx.doi.org/10.1177/2516600x221143846.

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The purpose of this study is to explore the critical success factors (CSFs) for operational excellence by organizations in the Sudanese aviation industry and to determine if it will result in improved organizational performance and competitive advantage. In this study, a comprehensive literature review is done to determine the CSFs and develop an initial CSFs hierarchy model to achieve operational excellence in the Sudanese aviation industry. Analytic hierarchy process (AHP) is used for evaluating and ranking the determined CSFs. The study’s findings propose a conceptual model, using the AHP approach for operational excellence implementation in Sudanese aviation industry. As a result, the CSFs of operational excellence were provided and dissected to reveal its integrated components and the levels of their importance, without any of which the achievement of operational excellence would be impossible. These include leadership, people management, continuous improvement, operational strategy, and asset optimization.
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45

Irawan, Andri, and Eka Ludiya. "PENGARUH STRATEGI OPERASI TERHADAP KEUNGGULAN OPERASIONAL UMKM KABUPATEN BANDUNG (STUDI KASUS PADA UMKM MAKANAN DAN MINUMAN DI KABUPATEN BANDUNG)." Ultima Management : Jurnal Ilmu Manajemen 11, no. 1 (January 15, 2020): 16–26. http://dx.doi.org/10.31937/manajemen.v11i1.792.

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Nowadays the business world should be able to operate effectively and efficiently to create corporate excellence including operational excellence. The object of this research is the operating strategy and operational excellence. The purpose of this research is to measure and determine how much influence the operation strategy for operational excellence in SME Food and Beverages in Bandung regency. The sample in this study was 100 respondents. The sampling method is nonprobability sampling with accidental sampling. Based on the discussion of the data concluded that the effect of operating strategies provide 58.6% of the operational excellence of the SME Food and Beverages in Bandung regency.
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46

Abdullah, Firdaus, Nini Hartini Asnawi, and Abg Hamizam Abg Mohara. "Service Operations Mastery: A Holistic Toolset for Achieving Operational Excellence and Service Superiority." Information Management and Business Review 15, no. 4(SI)I (November 16, 2023): 554–63. http://dx.doi.org/10.22610/imbr.v15i4(si)i.3637.

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Effective operations management is central to achieving superior operational performance, whether in the manufacturing or service sector. While many studies have examined the importance of operations in manufacturing, less attention has been given to service operations management, particularly from the perspective of service operations managers. This study aims to bridge this gap by developing a comprehensive instrument for service operations management. By combining qualitative and quantitative approaches, we identified six key elements that underpin service operations management: Equipment Management, Human Initiatives, Service Delivery Control (SDC), Certifications, Technology Usage, and Service Delivery Design (SDD). Confirmatory factor analysis (CFA) confirmed the one-dimensionality of these factors, demonstrating their close interconnection. The instrument exhibited strong reliability and validity, enabling it to provide a structured framework for the empirical understanding of operations management in the service sector.
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47

Wojtkowiak, Daniel, and Piotr Cyplik. "Operational Excellence within Sustainable Development Concept-Systematic Literature Review." Sustainability 12, no. 19 (September 25, 2020): 7933. http://dx.doi.org/10.3390/su12197933.

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The following paper was developed with a view to identifying the relationship between Sustainable Development and Operational Excellence concepts and to assess the state-of-the-art in Operational Excellence within Sustainable Development concept. Highly unstable business environments and opportunities occurring in the market require a specific approach and knowledge to achieve success. It is the authors’ view that improvements in the delivery of sustainable results through social, environmental, and economic responsibility is possible thanks to modern management concepts, strategies, and tools. These activities and approaches, when properly incorporated, significantly support the functioning of businesses in a responsible and profitable way. This paper outlines a systematic literature review of the subject described above. The literature review has been conducted with the use of two databases: Web of Science and Scopus. The results of the analysis show that there is a visible connection between Operational Excellence and Sustainable Development concepts. On the basis of the review, one can notice a strong relationship between Operational Excellence and management concepts, e.g., Lean Management. Nevertheless, the input of the selected articles based on abstract analysis compared to the whole compilation concerning Sustainable Development shows that there is a gap. The authors believe that this topic is interesting and worth further analysis.
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48

López-Fresno, Palmira. "Contribution of Lean Management to Excellence." Nang Yan Business Journal 1, no. 1 (November 20, 2014): 90–98. http://dx.doi.org/10.2478/nybj-2014-0013.

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Abstract To continuously and systematically improve efficiency and efficacy of processes, organizations need the implication of all employees in continuous improvement and innovation through suitable Quality Management Programs (QMPs). Effectiveness of these programs is directly linked to the requirement employees understand the methodologies and tools used for QM and the benefits that will derivate from their implementation, individually and collectively, so they can commit and implicate. Lean Management is a friendly methodology to continuously and systematically achieve process improvement, so helping the organization seeking operational excellence that contributes to overall excellence. This paper identifies Critical Success Factors (CSFs) for an effective implementation of QMPs, suggests Lean Management as an easy-to-understand, powerful and friendly methodology for operational excellence and overall excellence, and presents a case experience of implementation of Lean Management in a health care organization that applies the EFQM model, and the lessons learnt.
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49

Edgeman, Rick. "Excellence models as complex management systems." Business Process Management Journal 24, no. 6 (November 5, 2018): 1321–38. http://dx.doi.org/10.1108/bpmj-02-2018-0049.

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Purpose When appropriately implemented, excellence models such as the Shingo operational excellence model (SOEM), Baldrige performance excellence model and EFQM business excellence model aid enterprise quests for sustained superior results across varied dimensions. Evidence supporting this statement abounds in the literature and in practice. The models, however, tend to be driven by experience, rather than grounded in theory. The purpose of this paper is to explore theoretical underpinnings for such models, with the SOEM used for illustrative purposes. Design/methodology/approach Management theory, systems theory and excellence modeling are integrated to yield a complex management systems based operational excellence model. Correspondence of this model with the SOEM is explored. Key elements considered include contextual factors external to the enterprise, diverse stakeholders, mediating forces, enterprise culture and representative enterprise processes. Findings Understanding the theoretical underpinnings of excellence models—their elements and the interactions and synergies of these elements—enables more sure adaptation of such models to specific enterprise contexts, and more sure course corrections whenever corrections are needed. Originality/value Many excellence models exist, their usefulness largely validated by anecdotal or empirical evidence. Such validation is important, but falls short of theoretically grounding these models. The approach taken herein serves to unify theory, empirical evidence and anecdotes, thus placing excellence models on more solid ground.
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Ab Wahid, Roslina. "Operational Excellence through Process Improvement at a Public University." International Review of Business Research Papers 14, no. 2 (September 30, 2018): 45–55. http://dx.doi.org/10.21102/irbrp.2018.09.142.03.

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