A Model for Sustainable Operational Excellence

Integrating Knowledge Management maturity with associated Continuous Improvement efforts in order to remain competitive, is absent in most Operational Excellence initiatives. Furthermore, the intertwined relationship of Continuous Improvement and work development becomes a crucial focus area for organisations that wish to establish a continuously evolving management system consisting of core values, methodologies and tools with the aim of creating more satisfied customers with less resource. The old industrial paradigm that focused on labour, capital, materials, and energy viewed technology and knowledge as external influences on production. This framework is now being challenged and a new trend is emerging. This trend seeks to transform the old industrial system to that of a knowledge-based which one can lead to innovation and hence economic advantage. Continuous Improvement as a concept has roots in many other fields, including social-technical system design, human relations progress and the discussion surrounding 'lean manufacturing'. The study will focus on Continuous Improvement as a noun, referring to on the outcome of the process of a stream of emergent innovations.

Autorentext

Dr Wimpie F.H. Beeken has studied Business Management at Nelson Mandela Metropolitan University (NMMU). He earned his Doctor Business Administration degree from NMMU in year 2008. He is currently a manager at University of Pretoria. His interests are next generation business management philosophy and operational excellence.