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Editor’s note: The focus of the January issue of Update magazine is on our operational excellence strategy. Several articles in this issue highlight examples of how we’ve delivered results and value to customers throughout 2007. The 2007 annual Customer Satisfaction Survey and National Energy Board survey reflect the feedback we’ve received.
At TransCanada, we devote a lot of time and energy to operational excellence, a key strategy for the way we run our business.
“Operational excellence has been an area of focus for the sales and service teams since 1999,” says Steve Emond, vice-president, System Design and Commercial Operations. “The operational excellence model drives us to provide the lowest total costs for customers by focusing on transportation and transactional reliability, hassle-free service and timeliness.“ The challenge is to maintain this focus and deliver a low-cost, simple service that also meets customers increasing need for service flexibility to address market volatility, manage risks and capture market opportunities.
A key to delivering continuous improvement is to measure our performance. “We get feedback formally through our annual Customer Satisfaction Survey, the National Energy Board survey, as well as informal feedback from such things as our Call Centre and our front-line Customer Service meetings. For 2008, our focus is on sustaining high levels of performance in our core processes and being more proactive in understanding customer needs in a changing marketplace,” says Steve. ”Operational excellence has no end date. It’s how we do business every day.”
For more information, contact Steve directly at 403.920.5979.
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