1,721,890 research outputs found
Committee on Performance Excellence
No full textThis archived document is maintained by the Oregon State Library as part of the Oregon Documents Depository Program. It is for informational purposes and may not be suitable for legal purposes.Began with January 2010Mode of access: Internet from the Oregon Government Publications Collection
Driving Strategies in Performance Excellence
Get PDFOnly a small number of U.S. businesses have implemented the Baldrige Criteria for Performance Excellence to improve their performance. The purpose of this multiple case study was to explore strategies that executive business leaders use to implement the Baldrige Criteria for Performance Excellence. The study population consisted of 6 business executives and 2 organizations in the U.S. state of Texas, all with experience in implementing the Baldrige Criteria for Performance Excellence. The theory of high performance work systems provided the conceptual framework for the study. Data were gathered from interviews and record reviews that were conducted within the organizations. Inductive analysis was used to identify words, phrases, ideas, and actions that were consistent among participants and organizations as well as to identify patterns and themes. Triangulation of sources between the interview and record review data was used for consistency. Three main themes emerged from data analysis: organizational leaders embedded the Baldrige Criteria for Performance Excellence into native work models; they also used robust strategy deployment systems with accountability for action plans to spread the Baldrige Criteria for Performance Excellence; and, rather than specifically create goals to align with the Baldrige Criteria for Performance Excellence, they identified actions to reach organizational strategic goals that were created using the Criteria as a business model. Implications for positive social change arising from this study include the potential to increase the number of available jobs by improving overall organizational performance through the increased implementation and use of the Baldrige Criteria for Performance Excellence among U.S. organizations
Role of leadership in performance excellence
No full textROLE OF LEADERSHIP IN PERFORMANCE EXCELLENCE
Role of leadership in performance excellence (-
Lean Operations for Performance Excellence
No full textOriginated from the shop floors of the Japanese automobile industry, in particular, Toyota Motor Corporation (TMC), in the late 1950s to early 1960s (Monden, 1983; Ohno, 1988), lean manufacturing has received much attention all over the world. The success of the TMC in implementing lean manufacturing attracted other Japanese manufacturers since 1973, as Toyota gained huge profits, while others suffered several losses. This encouraged other manufacturers to implement the same principles to leverage their organizational performance.
Remarkably, sparked by the superiority of lean manufacturers in Japan; starting from the early 1980s, the principles of lean manufacturing were actively imported by the US and European manufacturers, in attempting to replicate the success of Japanese automobile industries. Surprisingly, lean manufacturing has meaningfully influenced the achievement of the US and European manufacturers. Even Krafcik (1989) acknowledged that high organizational performance depends largely on generating a lean manufacturing system. It has become a gold standard of modern operations management. Moreover, it has been widely claimed as a powerful approach to enhance companies’ performance.
Nowadays, the success of lean manufacturers in Japan, the US, and Europe inspired manufacturers all over the world to adapt and emulate lean manufacturing principles. In the past three decades, experiences on lean manufacturing mainly came from developed countries, such as Japan, the US, and UK (Chang & Lee, 1995; Flynn, Sakakibara, & Schroeder, 1995; Huson & Nanda, 1995; Nakamura, Sakakibara, & Schroeder, 1998; Sakakibara, Flynn, Schroeder, & Morris, 1997). Recently, there was a significantly increasing number of industries employing these principles in the developing countries, such as China (Chen & Tan, 2011; Taj & Morosan, 2011), India (Singh & Ahuja, 2014; Thanki & Thakkar, 2014), Malaysia (Agus & Hajinoor, 2012; Nordin, Deros, & Wahab, 2010), and Indonesia (Nawanir, Lim, Othman, & Adeleke, 2018; Susilawati, Tan, Bell, & Sarwar, 2011). Lean manufacturing has proven its value far beyond its original industry; it is now applied in a wide variety of industries, not only manufacturing industries but also service industries; not only in large companies but also in small and medium enterprises (SMEs).
This book provides an understanding of the potential effects of lean manufacturing on operations performance and business performance. It is indicated that to achieve the potential benefits of lean manufacturing, it must be implemented holistically, not piecemeal. Applying lean manufacturing practices in isolation or a limited subset could be unsuccessful in achieving the desired performance, it can even cause failures. The holistic implementation of lean manufacturing positively affects operations performance and business performance. Besides, operations performance positively contributes to the enhancement of the business performance of the companies. More importantly, operations performance complementary mediates the effects of lean manufacturing on business performance, in which both direct and indirect effects do exist and point in the same direction (i.e., positive effects). Hence, the higher the level of lean manufacturing implementation, the higher the operations performance and business performance.
This book could be a stepping stone in dealing with manufacturing issues, especially in developing countries. It is also expected; the book can contribute to the manufacturers throughout the world with the significant and necessary advantages to compete globally
One Jefferson News October 2017
Get PDFOver the past month, we have continued our One Jefferson journey and achieved a number of integration successes for the organization as well as our patient and student communities. In this issue of One Jefferson News, we invite you to join us in celebrating the recent addition of Kennedy to Jefferson Health and a new college structure for Jefferson (Philadelphia University + Thomas Jefferson University) set to launch in 2018.
During this time of continued organizational evolution, we recognize the importance of frequent communications and celebrating the many accomplishments of our talented team. If you have questions or ideas, we welcome you to email [email protected]. Thanks to all who have reached out to us with great input in support of the One Jefferson journey. We look forward to providing continued feedback and engaging in active dialogue.
This issue includes: Jefferson and Kennedy Become One New College Structure at TJU Launches in 2018https://jdc.jefferson.edu/onejeffnews/1001/thumbnail.jp
One Jefferson News September 2017
Get PDFOver the past three years, we have embarked on an exciting journey of reimagining a new model for health and education to create One Jefferson. Our first step was to bring together Thomas Jefferson University and Thomas Jefferson University Hospital. We continued along this journey by welcoming Abington Health and Aria Health, and combining Philadelphia University and Thomas Jefferson University. Recently, we also welcomed Kennedy Health to the Jefferson Health family.
As the process of coming together – becoming one – continues to produce a growing number of integration successes for the organization, we are expanding communication efforts with this “One Jefferson” electronic newsletter. Emailed to all staff, the One Jefferson News update – through stories and images - will share how we are working together to fulfill our mission of improving lives in the communities we serve across the region.
During this exciting time of rapid organizational evolution, we recognize the importance of frequent communications and celebrating the great things being accomplished by our talented team. If you have questions or ideas, we welcome you to email [email protected]. The account is actively monitored and we look forward to responding to you.
Thank you for your interest and all you do each day to support the One Jefferson journey.
This issue includes: Supply Chain/Purchased Services-Operational Initiative Update GE Healthcare Welcomes Jefferson Biomedical and Imaging Service Staffhttps://jdc.jefferson.edu/onejeffnews/1000/thumbnail.jp
One Jefferson News February 2018
Get PDFOver the past year, we have continued our One Jefferson journey and achieved a number of integration successes for the organization. In the attached, new issue of One Jefferson News, we celebrate strides being made by collaborative teams working on evolving the Physician Enterprise, Access, Supply Chain, and System Integration initiatives.
This issue includes: Changing the Way We Drive Enhanced Performance Collaborative Teams Accelerating Outcomeshttps://jdc.jefferson.edu/onejeffnews/1002/thumbnail.jp
Strategy execution for performance excellence
No full textStrategy Execution for Performance Excellence is a strategic book that is meant for two target groups.The first is for students studying management and business administration; both at undergraduate and postgraduate levels, where it is meant to be used as a capstone course after the students have been exposed to the various functioning areas of management.The second is for readers and practitioners who seek essential knowledge on strategic management.The book can help to understand the right strategy execution and confront the indeed main challenges you face in implementing strategies.This book focuses on execution – the business and functional level strategies needed to make strategy work and achieve performance excellence.If you are striving you can use the great strategic message in this book to achieve excellent performance and shape your organization’s future.Covering eight chapters, the book covers topic such as an introduction to strategy execution, theory based understanding, performance excellence, competitive strategy, strategic flexibility, sourcing strategy, effective strategy execution model and winning business success formula.We are explaining winning business success formula for the managers that we believe they can apply in their companies that aims to achieve performance excellence and competitive advantage in the current hyper-competitive business environment.The book presents contents in an accessible style, accompanied by local and global examples and situations. Each chapter starts and ends with knowledge objective, strategic quotes, summary and some review questions
Educational Criteria for Performance Excellence (EdPEx Workshop)
No full textTo continually strengthen the university quality assurance systems spearheaded towards much higher standards of academic performance, the Education Criteria for Performance Excellence (EdPEx Workshop) was organized by Office of the Vice President for Policy, Planning and Quality Assurance. Conducted on September 28, 2018 at Hua Mak Campus, the educational workshop was attended by representatives from different faculties and departments. Presiding over the occasion, Rev. Bro. Dr. Bancha Saenghiran, President-Rector Magnificus, encouraged all concerned to strive towards the performance excellence in accordance with the EdPEx framework and structure
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