摘要
Malcolm Baldrige National Quality Award-BNQA-SA was introduced in 1987 in US companies to create overall excellence in all parts of an organisation, leading to “integrated companies” as the ultimate goal for sustained performance by using the Baldrige Excellence Framework (BEF). The “Balanced Score Cards” (BSC) methodology, as an instrument of designing, cascading and communicating strategy, was introduced in 1992. Operations excellence is an outcome of a well-designed, monitored and implemented operations strategy (OS). This paper traces the evolution of an “OS Wheel” model of operations strategy, for continuous manufacturing industries (CMI), deployed using the BEF, using BSC’s, to achieve performance excellence and sustained competitive advantage. The model was applied in a large scale, CMI company in India, over a period of fifteen years (a longitudinal study), the description of which will demonstrate its utility.
Malcolm Baldrige National Quality Award-BNQA-SA was introduced in 1987 in US companies to create overall excellence in all parts of an organisation, leading to “integrated companies” as the ultimate goal for sustained performance by using the Baldrige Excellence Framework (BEF). The “Balanced Score Cards” (BSC) methodology, as an instrument of designing, cascading and communicating strategy, was introduced in 1992. Operations excellence is an outcome of a well-designed, monitored and implemented operations strategy (OS). This paper traces the evolution of an “OS Wheel” model of operations strategy, for continuous manufacturing industries (CMI), deployed using the BEF, using BSC’s, to achieve performance excellence and sustained competitive advantage. The model was applied in a large scale, CMI company in India, over a period of fifteen years (a longitudinal study), the description of which will demonstrate its utility.
作者
Rajagopalan Jayarama
Rajagopalan Jayarama(Operations & Supply Chain Management, SPJIMR, Mumbai, India)
