ACHIEVING OPERATIONAL EXCELLENCE
Operational excellence is built upon proficiency and relentless discipline across 5 Principles; People Involvement, Standardization, Built-in Quality, Short Lead Time, and Continuous Improvement. A Plan, Do, Check, Act (PDCA) philosophy drives policy, process, and procedures to heightened levels. Lessons learned and best practices are cascaded across the global enterprise enabling consistent practices and behaviors to achieve ever-improving performance.
Welcome to DOS 2.0
Tyrone Michael Jordan (TJ)
President & COO
Successful application of these principles consistently drives measurable improvements in quality, on-time delivery, employee safety, financial returns, customer satisfaction and new market opportunities. Lessons learned and best practices are cascaded across the global enterprise, enabling consistent practices and behaviors to achieve ever-improving performance.
DURA Operating System 2.0
DOS 2.0 | Vision
DURA will attain its position as one of the worlds premier operating companies, distinctive and successful in everything we do.
DOS 2.0 | Mission
We will become a Total Quality Company by Achieving Operational Excellence and continuously improving all work processes to satisfy our internal and external customers.
DOS 2.0 | Commitment
We are committed to the DURA Core Four guiding principles and embrace DOS 2.0 as our strategic source of competitive advantage.
DOS 2.0 | Objective
Proactive engagement in DOS 2.0 data-driven targets will enable DURA to attain a level of quality and productivity that delights our customers, shareholders and employees.
DOS 2.0 | Culture
DOS 2.0 culture reflects our continuous improvement mindset (zeitgeist) to control and improve processes, achieve business goals and enhance value.
The 5 Principles
We will Achieve Operational Excellence built upon proficiency and relentless discipline across Five DURA Principles.
DOS 2.0 | Principle 1
People Involvement
The AOE People Involvement Principle is focused on defining standards for how we interact with each other. By setting high standards of employee safety, intercompany communication, retaining and empowering talent and developing value stream organizations, we will create a culture of resourceful and productive employees to lead Dura into the future.
1. Vision & Mission
2. Health & Safety
3. Qualified People
4. Team Concept
5. Engagement
6. Open Communication Process
7. Shop Floor Management
DOS 2.0 | Principle 3
Built-In Quality
Built in Quality will create a culture of knowledge and awareness in regards to the quality expectations of our products. Through strict adherence to high standards of quality from development and launch process to activity on the shop floor, we will build parts to the design and expectations required of both our internal and external customers.
11. Quality Standards
12. Process & Product Validation
13. In Process Control & Verification
14. Quality Feedback/Feed Forward
15. Quality Management System
DOS 2.0 | Principle 5
Continuous Improvement
Continuous Improvement implements the Plan-Do-Check-Act (PDCA) methodology across all of our processes. By following the PDCA cycle, our processes, products and designs will achieve the highest industry standards and ensure adherence to the Dura Vision and Mission.
24. Business Plan Deployment
25. Problem Solving
26. Lean Design
27. Andon Concept/Process
28. Total Productive Maintenance
29. Continuous Improvement Process
The Journey
Learning
The starting point of the journey often finds plants working harder instead of smarter. At this level, the desire to be efficient and productive may be in place, but the supportive processes and procedures have yet to be established.
Qualifying
To reach a Qualifying level, each plant must be committed to thepolicy and procedures of the AOE journey. The focus is on meeting operational customer expectations by implementing the audit procedures.
Bronze
The Bronze level is achieved when all requirements of the Qualifying level have been met and measurable improvement in business results and customer deliverables are identified.
Silver
The Silver level requires the plant to meet Bronze level expectations, attain business performance targets for 6 months and develop performance goals for achieving Gold level.
Gold
Gold level status will only be achieved when the plant has scored 100% to the plant audit while sustaining the processes and procedures through the Bronze and Silver levels. Best in class business performance must be achieved for 12 months, and two best practices must be benchmarked in the areas of Quality and Safety.
Plan. Do. Check. Act.
PDCA
PLAN
Build / Modify policy, process and procedure across the Five Principles
DO
Adhere to policy, process, and procedure
CHECK
Continuously audit and monitor with leading indicator metrics and balanced scorecard
ACT
Apply lessons learned / best practices across all businesses