It’s a bit like tempting fate to put the word perfection into the name of a corporate initiative. Southwire is far from perfect. Operational Perfection at Southwire is an ambitious name for an ambitious initiative. OPS, as we call it, is crucial to our sustainability commitment – a cultural transformation that is well-launched, but far from accomplished.


Safety is at the core of OPS, but it extends far beyond safety. It seeks to create a safe, enjoyable and engaging work environment intensely focused on solving problems. Every person at every level of the company has a role. On the production floor, for example, machine operators – those who work with equipment every day – are  ncouraged to share ideas for making processes run more efficiently. Management puts those ideas into practice.


The new culture has led to significant improvements in safety, morale, quality and delivery time. It also has led to savings in the millions of dollars through lower scrap rates, reduced cycle times and less wasted energy – human energy as well as electrical energy.


It has taken the involvement and commitment of every Southwire employee for OPS to succeed. Management has played a role by becoming more visible on the front lines, where safety and efficiency efforts actually happen. With everyone working toward a set of common goals, we have developed a singular focus for delivering results on safety, quality, service and cost.

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Operational Perfection at Southwire

It’s a bit like tempting fate to put the word perfection into the name of a corporate initiative. Southwire is far from perfect. Operational Perfection at Southwire is an ambitious name for an ambitious initiative. OPS, as we call it, is crucial to our sustainability commitment – a cultural transformation that is well-launched, but far from accomplished.


Safety is at the core of OPS, but it extends far beyond safety. It seeks to create a safe, enjoyable and engaging work environment intensely focused on solving problems. Every person at every level of the company has a role. On the production floor, for example, machine operators – those who work with equipment every day – are  ncouraged to share ideas for making processes run more efficiently. Management puts those ideas into practice.


The new culture has led to significant improvements in safety, morale, quality and delivery time. It also has led to savings in the millions of dollars through lower scrap rates, reduced cycle times and less wasted energy – human energy as well as electrical energy.


It has taken the involvement and commitment of every Southwire employee for OPS to succeed. Management has played a role by becoming more visible on the front lines, where safety and efficiency efforts actually happen. With everyone working toward a set of common goals, we have developed a singular focus for delivering results on safety, quality, service and cost.