Operational excellence quality management

A common concern expressed by managers is that PSM and ESH are costs to their operations that adds little or nothing to customer satisfaction. The use of quality management approaches should ensure that the new systems will be more efficient and so costs will actually fall. It may also be possible to demonstrate that facilities with excellent PSM and ESH records have good performance in other areas. You should look for such examples within your own organization. 

It is well known in the world of independent ventures that there often comes a point at which the founding team needs to be replaced by managers with different qualities. Indeed, one of the ways in which venture capitalists claim they add value is in provoking these transitions and helping locate relevant managerial talent. The same applies to many key people working within a corporate venture those with the right skills to function well when the task is discovery and creation are not necessarily able to make the transition to the tasks of enhancement and operational excellence. Moore (1991) terms this transition the transition from pioneers to settlers. As he describes (1991, p. 199) ... 

See the reference in operations and production tools and techniques (chapter 6) and the reference below to the EFQM (European Foundation for Quality Management) Excellence Model. 

Tervonen P (2010) Integrated ESSQ management As a part of excellent opraational and business management a framework, integration and maturity. Uruvtaxity of Oulu, Oulu Turunen H (2014) Analysis of health, safety, environmental and quality management in a network of port operators. University of Oulu, Oulu... 

Operational excellence. Here, the strategy centres on superb operations and execution, often by providing a reasonable quality at low price. The focus is on efficiency, streamlining operations, supply chain management, everyday low price. Most large international corporations use this discipline. 

Many books have been written describing the philosophy and methods used in the quality movement. The following is a brief overview and relates the basic approach in the common quality management and operational excellence principles by reviewing the work of three leaders who inspired and led the quality movement. These three pioneers all stressed the importance of management awareness and leadership in promoting quality—a concept that is just as critical in the broader pnrsnit of operational excellence. 

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. 

The ISO 9000 series was developed in 1987, finalized in 1990, and reissued in 1994 as a comprehensive set of standards governing the management of quality for all industries. It has rapidly become very popular with many types of industrial operations since the certification according to ISO 9000 was a seal of excellence proudly displayed by those who had obtained it. 

All enterprises should pay more attention to cultivate an excellent management team for safety education and training, and take great effort to train technicians and managers. The operator who have special work must be special trained before going to work, mine workers must have junior or higher educational level. Workers must be certificated strictly. We should improve the overall quality of coal miners, and meanwhile, we also must train safety inspectors regularly to improve the quality of coal mine safety inspectors. 

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