Operations leadership

The strategic alignment of related business units and the requirements of operational leadership made it necessary to combine the 23 (later 21) business units in six (later five) divisions. However, previous experience had shown that direct responsibility of management board members for operational branches resulted in two problems ... 

New assumption 3 The individual may stiU be the ultimate—or really the only—actor, but the actions often stem from the context in which the individual operates. Leadership therefore consists increasingly of the design of settings that provide tools for and stimulate constructive, productive individual actions. 

Another central element in phase 2 was the establishing of an operation leadership team that was intended to create an arena for management level employees of the operation department to discuss and decide on strategic issues. These monthly meetings were facilitated by the action research team and held mostly off-site. 

Developing capability (e.g. leadership and operating styles) at an increased pace in comparison to others. 

Per-Olov Lowdin established both the Quantum Chemistry Group at Uppsala and the Quantum Theory Project at Gainesville through his personal and scientific stature and he was unquestionably the Director of both operations. Several prominent scientists were invited during the first years to be Associate Directors and to maintain the spirit when "the Force" was absent. Yngve Ohrn was invited to join the faculty at Florida as Associate Professor in 1966 and he chose to become a member of the Quantum Theory Project. He assumed the Associate Directorship of the Quantum Theory Project in 1967 and proved quickly to have the qualities that allowed him to deal effectively with the university administration at all levels as well as with issues within the rather diverse and extensive body of scientists and students of the Project. Fairness, compassion, and persistence are words that come to my mind when I characterize Yngve s leadership. 

Industrial scientists, therefore, hold a very high public trust. There is a need to go beyond the requirements of scientific canons and demonstrate to the lay public that its trust has been upheld. A number of industrial firms have recognized and responded to this need. Wilder, of Eastman Chemical, for example, describes a proactive pollution prevention policy developed in partnership with the Environmental Protection Agency.112 This work describes the key role of analytics in helping chemical manufacturers take leadership roles in redesigning processes for waste prevention. Since the analytical laboratory is a principal referee in the production process, there is always a risk that time pressures will tempt some members of the production team to "work the referee". An important function of the chain of command of the analytical laboratory, therefore, is establishing a clear operational policy to ensure that any such pressure does not reach the bench level ... 

The development of new insecticides means even more. It requires appraisal of the effect of the material on the operator in all stages of use. It involves knowledge of the amount of residue that may remain on, or in, the part of the product that is used as food for man or beast and the effect of such residue on their health. Leadership in such studies belongs to the toxicologist. The chemist, however, has a very important relation to these problems. He must supply the method for analysis and for removal of insecticidal residues. For some of the new insecticidal chemicals the entomologist has accurate information on their effect on insects. Suitable, satisfactory methods of analyses of the chemical and its residues await determination. 

It helps us with public perception, it helps us in the political arena, and it helps us operate our plants better. And to their great credit, the NRC commissioners have shown the necessary leadership to reform the regulatory process. 

Countries around the world are developing interest in the high-efficiency hybrid cycles. A 320 kW hybrid (SOFC and gas turbine) plant will entered service in Germany in 2001, operated by a consortium under the leadership of RWE Ener-gie AG. This will be followed in 2002 by the first 1 MW plant, which will be operated by Energie Baden-Wurttemberg AG (EnBW), Electricite de France (EDF), Gaz de France, and Austria s TIWAG. 

Safety achievement is a team approach. All parties to the operation must participate and contribute. Without team cohesiveness, commitment and accountability objectives will not be met. Specifically important is the leadership of a team, which in business operations is the senior management. 

The keystone of managing chemical reactivity hazards is line responsibility. The "line" referred to here is the chain of command and authority that extends from the operator to the chief executive officer of the company. When all the advice and consultation is gathered relative to an issue, such as from relevant area experts and safety personnel, it is the business responsibility to provide leadership. It does so by communicating values, setting policy, making appropriate decisions, allocating the necessary resources, and following up to ensure implementation. 

To understand how UPS has maintained its vigilance and continued to grow its business over a ninety-eight-year period while avoiding the death spiral of corporate arrogance, hubris, and insularity, one has to understand the UPS culture and the UPS operations research mentality. The two are so integrated and intertwined that they are seamless and both are perpetuated today at UPS through stories, processes, measurement systems, human resource policies, and leadership acts. 

Proper housekeeping does not just happen. It requires the leadership and wholehearted support of facility management, staff, and operating and maintenance supervision and the cooperation of all employees. 

The Tosco incident illustrates the importance of safe work practices and, in particular, the need to provide strong principled leadership in the field. Over the past few years, the quality of raw feedstock had varied and problems had heen reflected in the operation of the chemical desalter. Consequently, a marked deterioration in quality was noted in the crude unit operation. Before 1999, a number of serious incidents had occurred at the rehnery, some of which involved fatalities. The refinery had also undergone several recent personnel changes. 

Reactive managers, however, can also lead. As originators (bottom right-hand cell) they are the people who keep in touch with the environment, stay close to the customers, watch the quality, monitor the efficiency of operations. They exercise leadership by sensing priorities. They are defenders and leaders of counter-attacks. 

For all operations, activities or tasks, written procedures usually termed Safe Operating Procedures (SOPs) should be made, vetted by a Committee of Experts (COE) and approved by the Central Authority. Subsequently, no deviation/s should be made without the approval of the Central Authority. All operations or activities should be supervised by the next level of leadership, that is, supervisor or senior scientist. Thus, careful planning and strict supervision must be followed to eliminate accidents or fires. 

Leadership expects cost-efficient reliable results from their manufacturing operations. Management requires a capable workforce, equipment, facilities, and materials to manufacture the product. Employees require robust processes that are easy to... 

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