Operational excellence continuous improvement

We will continue to see a continuation of the constant quests to protect crew, passengers, maintenance persoimel, third parties and the environment from the ever-present risks associated with operating and maintaining complex (and especially high kinetic energy) machinery such as aircraft. Although an accident-free society is an unrealistic dream, it can be tempered by technical excellence in design, maintenance and operation to continually improve on the safety record. 

Nuclear power has achieved an excellent safety record. Exceptions are the accidents at Three Mile Island in 1979 and at Chernobyl in 1986. In the United States, safety can be attributed in part to the strict regulation provided by the Nuclear Regulatory Commission, which reviews proposed reactor designs, processes appHcations forUcenses to constmct and operate plants, and provides surveillance of all safety-related activities of a utiUty. The utiUties seek continued improvement in capabiUty, use procedures extensively, and analy2e any plant incidents for their root causes. Similar programs intended to ensure reactor safety are in place in other countries. 

To achieve the sustainable continuous improvements of truly lean operations, companies need to execute holistic programs. They have to give their organizations clear visions for operational excellence and the ability to identify and execute on situation-specific targets, but also individual approaches to address the soft side of change - capability building and changes in mindsets and behaviors. The journey is difficult, but the rewards are still fast and very considerable. 

High aspirations and step changes in performance are both critical elements for operational excellence in production. Nevertheless, long term success eventually depends on an ongoing drive towards performance leadership. It is therefore crucial for chemical companies to institutionahze a process of continuous improvement in their production functions. 

Operational excellence and continuous improvement. Alignment of GSK s operational excellence (OE) program, which combines Lean Manufacturing and Six Sigma, with EHS activities goals and targets. 

Robert B. Hafey has worked in manufacturing operations and maintenance for 40 years. He began his career with U.S. Steel Corporation, followed by over 20 years at Flexco. For the past 18 years, he has been directly involved in the definition and implementation of continual Improvement at Flexco. He has been an AME (Association for Manufacturing Excellence) volunteer for the past 14 years and acquired Jm life much of his lean knowledge through this... 

Talvivaara has continued to develop its operations in line with its sustainable development policy which emphasizes continuous improvement and operational excellence. With respect to safety issues Talvivaara s goal is a safe and healthy working environment. The company has continued to develop its safety culture based on zero accident philosophy. The company is also committed to continuous improvement in environmental efficiency, operational risk management and reduction of environmental impact. 

The value of this Leadership drive goes beyond the substantial monetary value. The investment in the capabilities of staff at all levels has formed an investment in the Production Leadership, but has also formed the basis for the Pride in Production that has manifested itself amongst all frontline staff across the organization, for operators, technicians, contractor partners, and functional staff alike. The positive energy that has been derived from this pride has resulted in a remarkable passion, resilience, performance and team work across the organization that will form the basis for a continuous improvement journey towards operations excellence that is based on a culture of learning and investment in people. 

Systems Thinking. Our economic responsibility includes competitiveness, performance excellence and market-driven production, which create long-term value and enable profitable growth. Sustainable and environmental incidents and indicators measuring the reliability of power distribution are reported monthly. Sustainability targets are based on the continuous improvement of operations ... 

Kirchmer, Mathias. High Performance Through Process Excellence. Berlin Springer, 2009. Examines the processes of business management as related to automation and continuous improvement in all areas of business operations. 

The Center for Offshore Safety (COS) is an industry-sponsored organization focused exclusively on offshore safety in the deepwater (water depths >1000ft) Gulf of Mexico. The Center serves the U.S. offshore oil gas industry with the purpose of adopting standards of excellence to ensure continuous improvement in safety and offshore operational integrity. 

Lyocell is an excellent example of a sustainable fibre today. Building on this, lyocell manufacturers operate a policy of continuous improvement in partnership with key raw material suppliers, customers and retailers. Future developments are likely to further minimise the environmental impact of lyocell fibres in areas such as ... 

Operational Excellence (OE) Operational Excellence (OE) is an element of organizational leadership that stresses the apphcation of a variety of principles, systems, and tools toward the sustainable improvement of key performance indexes. The process involves focusing on customer needs, keeping employees positive and empowered, and continuous improvement of activities in the workplace... 

Deming and his colleague, Shewhart, promoted the PDCA cycle—Plan, Do, Check and Act. World class oil, gas and petro-chemical companies approach operational excellence similarly by applying the continuous improvement concept to the ongoing efforts of improving quality of management and achieving superior operational results. 

Excellent process safety performance is being realized and is supported by advanced, rigorous, robust integrated and sustainable systems. Mi t be considered World Class performance operation. Systems Healthy to Healthy and Sushunable (Sushunable s tems must be able to demonstrate a continuous improvement element or elements - the act/adjust portion of the Plan, Do, Check, Act/At ust cycle (i.e., audits, metrics for performMice/effectiveness verification, gap identification, etc.)). 

The main conclusions to be drawn from this study are that the reactor design works well, and that steady state continuous flow operation requires excellent mixing of the gases and two liquid phases and high conversions. Improvements in the catalyst (ligand) are required to reduce leaching still further, but commercialisation will also require a different reactor design or more than one CSTR in series. 

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