Eskom Operational Management Optimization

Article

Richert, Wolfgang A.   (1990, ASQC)   Eskom, Johannesburg, Rep. of South Africa

Annual Quality Congress, San Francisco, CA    Vol. 44    No. 0
QICID: 9456    May 1990    pp. 236-241
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Article Abstract

The challenges of our economic future combined with Eskom's commitment to keep its electricity price increases well below South Africa's inflation rate made it necessary to review and revise the operational management practises which are in place in the power stations. As a consequence, in March 1987 the General Manager (Generation) issued the "Operational Management Optimisation" guide which authorised the basic requirements document for the development, implementation and monitoring of a systematic approach for optimisation of power plant operation.

The paper will, in three sections, share Eskom's experience during development and implementation of the operational management optimisation project including:

  • Power Station Management's Commitment to the Project
  • Line driven development and implementation
  • Reinforcement of Top Management's commitment by a regular monitoring programme with follow-up activities and feedback to Top Management in Generation
  • The role of the Corporate Quality Management Division to support development, implementation and monitoring of the project
  • Expected and visual results of operational management optimisation and apparent reasons for the success of the project
An interesting feature which is brought out in the paper is that during the initial years of this project the power stations did not include a quality assurance function in their organisation structures which means that the development and implementation was carried out by line staff. This fact alone contributed largely to the success of the project. The regular monitoring programme, already started early in the development stage, was able to optimise improvement within existing documentation and systems, supported the power station management in the identification of their specific requirements and provided opportunities for new development. It also demonstrated that managements commitment, visibility and involvement is a major success-factor for development and implementation of the quality managements system.

Keywords

International


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