In April 2023, Santee Cooper created an Operational Excellence business unit, focused on a revised strategic approach to performance that is intended to optimize the workflows and processes by which we operate.
Tasked with developing and implementing this new approach are Director of Operational Excellence Julie Jordan and Senior Operational Excellence Specialist Debra Guerry. Jordan and Guerry have over 55 years of combined, diverse experience at Santee Cooper, providing them with extensive knowledge about our business and operational processes. They fall under the leadership of Monique Washington, Chief Audit and Risk Officer.
“I am extremely proud of the work that Julie, Debbie and the participating teams have accomplished in the last 10 months,” said Washington. “In particular, I am looking forward to rolling out a new Corporate Scorecard that will be used to focus on strategy and improve performance, as well as provide feedback to the organization.”
Operational Excellence had three main objectives in 2023. First was to develop a Corporate Balanced Scorecard (BSC) to act as a roadmap to help achieve our company’s strategic goals. The components of the scorecard follow four key objectives: People (Learning and Growth), Perception (Customers and Stakeholders), Performance (Internal Processes) and Profitability (Financial). The BSC helps both management and employees understand how our work fits into the bigger picture, using Key Process Indicators (KPIs) to set personal and departmental goals that align with company objectives.
The second objective was to develop an enterprise map of Santee Cooper’s core value streams, which are representations of the end-to-end process through which a product or service is created and delivered to the customer. It focuses on the steps and activities that directly contribute to adding value from the customer’s perspective. An enterprise map provides a broader view of the entire organization, including its various functions and processes, and how they interact. It goes beyond a single value stream to encompass all value streams within the organization.
The third objective was to launch the first operational excellence (OPX) project on a value stream that would improve processes for all employees and management. The hire-to-separation value stream is housed primarily within the Human Resources department and begins with workforce planning, following the employee’s journey with the company and ends when the employee separates from the company. A cross-functional project team was assembled with the HR lead team and employees to map, measure, improve and sustain recommended process changes for over 50 sub-processes within the hire-to-separation value stream.