Operational excellence teams

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) ... 

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. 

Kerridge has provided an excellent article on the interface betw een the operating company and the contractor to define all requirements in complete and standardized detail. This includes who is responsible for every deliverable. The operating company and contractor must work as a team. An example of one area that needs to be reviewed often with the contractor is the provision of secondary systems as packages, perhaps from a third party. Such systems can easily become orphans. This problem is discussed in the Process Definition section of Chapter 16. 

The Quattro Pro Solver. The same team that packaged and developed the Excel Solver also interfaced the same NLP engine (GRG2) to the Quattro Pro spreadsheet. Solver operation and problem specification mechanisms are similar to those for Excel. 

We thank aU the contributing authors for their excellent manuscripts. We thank K. Starke, who has initiated this volume and the Springer-Verlag team, especially S. Dathe, for the smooth co-operation. With this volume of the... 

The approach of forming a team of specialists to evaluate a proposal to chemically clean refinery equipment is a concept that will be discussed in Chapter 10. This approach is excellent for developing Mechanical Integrity procedures of critical operations. 

Participation in the development learning curve, reasonably close for the process design function and somewhat distant for the manufacturing function, can be very beneficial to the overall project, albeit at times the inevitable vicissitudes of process development cause distracting anxieties on the downstream side of the development team—an occasion for the appropriate managements to becalm the situation. Nevertheless, the opportunity for the operational side to prepare for the technology transfer and first manufacture is excellent, and an exemplary mechanism for such transfer will be presented in Section III below. 

Establish a maintenance excellence strategy team to guide and promote improved maintenance practices within the operation. 

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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