Operational Efficiency. The Parties agree that in the event three (3) successive production runs from a single grade averages 1000 basis points (i.e., 10%) less than the operating machine efficiency (“OME”) standard for the grade, the Parties shall use commercially reasonable efforts to return the grade OME to the standard. If after such production runs, the OME for such grade has not improved to be less than 1000 basis points (i.e., 10%) below from the standard by the later to occur of (x) three (3) months elapsing since the original deficient production runs and (y) three (3) subsequent production runs of that grade, the Parties agree to update the grade standard cost to reflect the decline in OME.
Operational Efficiency. The parties shall endeavour to provide operational flexibility in relation to the working of hours. Any changes shall occur after consultation and agreement between the Manager and the employees affected. Such operational flexibility shall enable the efficient performance of work within the company, provided that neither party shall unreasonably withhold consent to a proposal that seeks to provide operational flexibility in the working of hours.
Operational Efficiency. The parties shall endeavour to provide operational flexibility in relation to the working of hours.
Operational Efficiency. 2.1 The Supplier to deliver against the Supplier Action Plan to derive operational efficiencies over the Framework Period via continuous improvement and innovation Confirmation by the Authority of the value for money achieved by the dates identified in the Supplier Action Plan
Operational Efficiency. Projects: - Size of circle indicates impact in terms of population positively affected, cost savings in program operation and other relevant factors - Color and placement of circle indicates recommended funding (green), not funding (blue), or additional dialogue required (grey). - Dashed lines indicate initial cutoff for recommended projects (above the green line) and not recommended (below the blue line) with additional dialogue required for the “grey area” projects between the two cutoff lines. In addition, the Impact of the project is considered, in terms of population affected (ex. number of children, public assistance recipients, regulated professionals/businesses), cost savings/ avoidance in program operation, and other relevant measures of impact. The Constraints of funding availability, as well as the guidance and requirements to qualify for specific funding sources (ex. federal match, grants, trust fund, general revenue) will also be taken into considerations with the intent of optimizing the value from the investment. As projects are identified, iterative prioritization can be conducted on the entire portfolio of proposed projects, plotting the analysis to identify the initial cutoff points for those projects where approval is initially recommended vs. those where approval is not recommended. This process will allow for dialogue on both the preliminary recommendation and on the “grey area” of projects that neither clearly fall into the recommended nor the not- recommended categories. An initial “draft prioritization” can be conducted early, identifying the “preliminary recommended” projects for additional analysis. As additional projects are identified or as further analysis is conducted to provide additional detail, the prioritization process can be repeated. Before a Process and Productivity Improvement initiative is launched, we will work with the agency to formally define the Project Charter for the initiative which typically includes: Problem Statement; Proposed Solution; Value Metrics: Outcomes, Program Efficiency, Operational Efficiency; Estimated Investment Required; Barriers and Risks; Timeline for Implementation; Constraints. This becomes an important input to Project Management activities to realize the expected benefits. ProCom has extensive experience providing assistance with process and productivity improvement to government entities, including Alaska Department of Health and Social Services, Florida Department of Children and Fami...
Operational Efficiency. In the interest of operational efficiency, the Transportation Supervisor reserves the right to add or combine additional route/work assignments within any existing home to school route. If this combination exceeds the existing home to school hour(s) guarantee, clock time compensation would then commence. Home To School Routes are Morning and Afternoon Contractual Routes, Noon Kindergarten, Noon BOCES, Work Study Assignments, and Late Runs (3:45 p.m. – 4:45 p.m.)
Operational Efficiency. By setting forth procedures for payment, token delivery, and other transactional aspects, the TPA streamlines the purchase process, ensuring efficiency and minimizing the potential for disputes.
Operational Efficiency. To ensure the efficiency of operations, JV Representatives may be required to carry out frequent reviews of the JV operations. In particular, he / she will review how manpower is employed and try to devise means to optimise resources. This implies receiving information on the services being provided at any given time in a day by the JV. This information does not need to identify the JV participants / throughputters involved or the identity of the airlines in question6. For instance, a JV Representative will need to know that at 8 am the JV has 4 planes to refuel, belonging to two different airlines, of which two are short haul and two are long haul flights; however, he / she will not need to know which participants or throughputters are the suppliers or the identity of the airlines in question.
Operational Efficiency. CONTRACTOR shall seek out and implement methods of 24 improving system operations, service and cost-effectiveness along with improvements to 25 correct deficiencies and substandard performance. After approval by ICTC, results will 26 be reported to ICTC via the monthly management summary (“MSS”) report, activity 27 report or direct memorandum, along with a summary of any corrective actions that have 28 1 been taken. CONTRACTOR shall review and comment on plans, equipment purchases, 2 operative changes and related proposals of ICTC.
Operational Efficiency. The Company reserves the right to introduce new technology, systems, processes and programs including but not limited to robotics/automation, new machinery, new equipment, warehousing software or computer systems which can contribute to increasing the operational productivity, efficiency and/or effectiveness of the business. Where required both operationally and commercially, any function within the warehouse may be outsourced. Upon the introduction of such changes, the Company will provide appropriate training for the Team Members affected. All Team Members will participate in training programs as directed by the Company.
