1. International inspiration from Baldrige

    October 23, 2016 by ahmed


    Originally posted on Blogrige by Dawn Marie Bailey

    Stories around the world support the assertion that the Baldrige Excellence Framework and its Criteria are the world standard for performance excellence*. The framework, as well as the Malcolm Baldrige National Quality Award that uses the Criteria as its application, is described time and again in the international press as the inspiration for continuous excellence. These international organizations, which are not eligible to apply for the Baldrige Award unless they have U.S. subunits, simply use the Baldrige framework or apply to a quality award that bases itself on Baldrige to obtain or aspire to operational excellence.Here are examples of some of this recent press from all different types of industries:

    • In Austria, scientists at the University of Natural Resources and Life Sciences write in “Rural Tourism Opportunities: Strategies and Requirements for Destination Leadership in Peripheral Areas” that rural tourism could be “a remedy that should enhance the local economy, create new jobs, strengthen the regional identity and finance the infrastructure.” The Baldrige framework is noted as a source to help leaders in this field recognize the importance of having and communicating a vision, as well as an awareness of quality values.
    • In India, two professors answer the question “What Will It Take to Create a World-class [Business] School in India?” by writing that business schools should consider adopting the Baldrige Criteria for Education. “We are aware of many businesses that have achieved significant success by using models like the Baldrige criteria; it is time that B-schools also tie their leadership, strategy, customer focus, information and knowledge focus, workforce focus and process focus with business results across multiple dimensions to evaluate effectiveness of their initiatives,” write Sunil Mithas and Henry Lucas.
    • In Bosnia, Herzegovina, and Albania, a recent paper “Strategic Planning and Benchmarking Organizational Routines of Universities in the Western Balkans” suggests that universities in the region need more strategic planning and benchmarking after years of civil war and instability. “To be able to build a potential baseline for further research, including the possibility for more comparative research both within and beyond the region, the selection of routines was taken from the U.S. Malcolm Baldrige National Quality Award for Performance Excellence in Education,” which is “highly respected,” writes author Antigoni Papadimitriou of the University of Oslo, Norway.
    • In Sri Lanka, AB Securitas, a loss prevention and secure transport service provider in the country, achieved the National Quality Award for business excellence. “The National Quality Award recognizes quality excellence based on the world-renowned Malcolm Baldrige model,” according to the Sri Lankan press.
    • Also in Sri Lanka, Maliban Biscuit Manufactories Limited received the Sri Lanka National Quality Award (NQA) in the large scale manufacturing category. “Award winners are selected on the criteria used in the Malcolm Baldrige National Quality Awards of the USA,” according to The Daily News. “The recognition will also help the company to respond more effectively to customer requirements and in the strategic planning process. The national award has reinforced the company’s continued commitment to quality, and as the recipient of the NQA, Maliban will be eligible to use this recognition in its advertising campaigns and publicity programmes, which in turn would enhance its standing in the public domain.” In addition, the manufacturing arm of Exide Lead Acid batteries, Associated Battery Manufacturers (Ceylon) Ltd. (ABM), was awarded the Merit Certification for the NQA; “the selection and quality excellence is determined according to the world renowned Malcolm Baldrige model,” according to The Daily Financial Times.
    • In China, the joint venture Dongfeng Peugeot Citroën Automobile (DPCA) was recently presented with “China’s highest quality accolade,” the prestigious National Quality Award, called “China’s equivalent of the Malcolm Baldrige National Quality Award in the United States.” The Chinese prize recognizes DPCA for its track record of progress and performance management, said Jean Mouro, DPCA director general. “Our development objectives in China and South east Asia are set with a continuous focus on excellence.”

  2. A “Best Place to Work” with a culture of caring

    October 19, 2016 by ahmed

    best place to work

    Originally posted on Blogrige by Christine Schaefer

    It may not surprise anyone that Baldrige Award-winning Sutter Davis Hospital is on the 2016 list of “Best Places to Work in Health Care” recognized by Modern Healthcare. The 2013 Baldrige Award recipient has made its “Culture of Caring” the foundation for excellent results in all key areas. In fact, the high-achieving hospital considers its Culture of Caring to be its core competency.

    Following are highlights from the profile of Sutter Davis Hospital on the Baldrige Performance Excellence Program’s website:

    • The Culture of Caring is reinforced through senior leaders’ dedication to safe patient care, an engaged workforce and the community. Annual goals and action plans create accountability for the delivery of a consistently positive patient experience. This accounts for the hospital’s solid clinical quality ratings and outcomes and its strong position as a preferred place to work and practice medicine.
    • Sutter Davis Hospital demonstrates high standards for work and process efficiency. For example, the average door-to-doctor time in emergency has decreased from 45 minutes in 2008 to 22 minutes in 2012, well below the California benchmark of 58 minutes.
    • An organizational focus on people is reflected in Sutter Davis Hospital’s employee satisfaction and engagement scores, which exceed the top 10 percent of marks in a national survey database. Physician satisfaction shows sustained improvement over the past three years, increasing from 80 percent to 90 percent, and attaining Press Ganey top 10 percent performance in 2011 and 2012.
    • Measures of workforce climate at Sutter Davis Hospital exceed targeted goals of Sutter Health (the parent organization). Employees have rated workforce health, safety and security at 100 percent from 2008 to 2012. Employee perceptions of safety exceed national top 10 percent benchmarks as measured in the hospital’s annual Culture of Safety survey.

    How Sutter Davis Hospital builds an effective and supportive workforce environment and engages its workforce to achieve a high-performance work environment (the basic requirements of category 5 of the Baldrige Health Care Criteria for Performance Excellence) are described in a summary of the organization’s 2013 application for the Baldrige Award, which is publicly available on the Baldrige Program website.

    As that document indicates, benefits for Sutter Davis Hospital employees have included discounted daycare, tuition reimbursement, employee discounts at health clubs and amusement parks—and health insurance that expanded to include pet insurance and identity theft coverage based on employee feedback

    In the following excerpt, Sutter Davis Hospital (SDH) describes five approaches supporting its winning culture:
    Organizational Culture. SDH fosters an organizational culture characterized by open communication, high performance, an engaged workforce and ensures our culture benefits from the diversity of our workforce via the following mechanisms:

    1. CULTURE OF CARING classes: Quarterly, all new workforce members at SDH attend the CULTURE OF CARING class. This four-hour class orients new employees to the Sutter Davis Difference, including the Mission, Vision, and Values (MVV), STANDARDS OF BEHAVIOR, professionalism, patient satisfaction, and key resources for the workforce.
    2. Just Culture: The Just Culture process was instituted after receiving the results from our Culture of Safety survey. The Just Culture Algorithm systematically allows us to identify needed process improvements, hold employees accountable for their choices while at the same time encouraging an open learning culture. It shifts the focus from errors and outcomes to system design and behavioral choices.
    3. Round the Clocks: In order to further deploy the Sutter Davis Difference and MVV to all workforce members and to ensure SDH is communicating at all levels; the ATeam schedules quarterly Round-the-Clocks to meet with the workforce. All shifts are visited in Round the Clock meetings, during which the A Team focuses on rewarding and recognizing success, engagement and communicating key messages. In addition, volunteers receive information at least semiannually through the Volunteer Update Meeting.
    4. Interdisciplinary Practice Councils (IPCs): The IPCs allow the workforce to contribute their diverse ideas, skills and abilities to improve the workforce and patient’s experience. Open communication in the IPCs creates a work environment that promotes respect, sharing common goals, and having a voice in patient care and work environment decisions.
    5. All Staff Assembly: As a cycle of improvement, SDH began inviting all workforce members, to an annual All Staff Assembly. In a three-hour session designed to be informative, engaging, inspiring and entertaining, A Team members deploy messages related to the Sutter Davis Difference, the MVV, the Strategic Planning Process, the DASHBOARD and PILLAR performance.

  3. Benchmark Memo: October 2016

    by ahmed
    Greetings to our members,

    Read our Standard Benchmark Memo (for all members) or our SPRING Singapore Benchmark Memo (for members from Singapore) This month’s content includes:

    • Best Practice Events
    • BPIR News
    • 13 successful best practice projects to boost government performance
    • Best Practice Video: MPA E-Finance: Connecting MPA with Our Customers
    • Best Practice Video: UOB Mobile Cash
    • 5th Global Benchmarking Award – Call for Entries
    • BPIR Tip of the Month: Best Practice Case Studies
    • Featured Article: rewarding employees
    • Knowledge life-cycle management using Web 2.0 tools

    Best Regards,

    Neil Crawford BPIR.com

  4. BPIR Newsletter: October 2016

    by ahmed


    Welcome to October’s edition of the BPIR Newsletter. sharing with you best practices, improvement tools, and events.

    Best Practice Events

    BPIR News

    • How to handle customer feedback on social media….read more
    • Baldrige Cyber – A new era in the Baldrige program begins!….read more
    • Companies with highly engaged workforce are 21% more profitable….read more
    • South African Quality Institutes latest news….read more
    • Bringing a systems approach to U.S. population health….read more
    • 7 mistakes good Managers NEVER make….read more
    • Eight powerful ways to generate great ideas….read more

    13 successful best practice projects to boost government performance

    It is one year since the Dubai Government Excellence Programme (DGEP) launched “Dubai We Learn” for government entities in Dubai. This ambitious programme consists of a range of knowledge sharing and organisational learning activities designed to fast-track organisational improvement and stimulate innovation. A key part of this initiative has been the mentoring of benchmarking projects by DGEP’s partner the Centre for Organisational Excellence Research, New Zealand.

    The first wave of benchmarking projects came to an end on the 5 October 2016 when 13 project teams give a presentation and submitted a benchmarking report to share their results.

    Watch now

    5th Global Benchmarking Award  – Call for Entries

    The Global Benchmarking Network (GBN) launched the Global Benchmarking Award in 2012 to recognise those organisations that had integrated benchmarking into their organisation’s strategy and processes in order to continuously learn and innovate.

    The winners have been Watson Real Estate (New Zealand) in 2012, Knowledge and Human Development Authority (United Arab Emirates) in 2013, OCBC Bank (Singapore) in 2014 and The Medical City, (Philippines) in 2015. For videos on these award winning organisations click here..

    The 5th Global Benchmarking Award will be held at the 10th International Benchmarking Conference, 8th December 2016, Nanjing, Jiangsu, China.

    The closing date for entries is the 30th October 2016, for more information about the award visit the official award website.

    BPIR Tip of the Month – Best Practice Case Studies

    Direct access to over 4700 case studies from high-performing organisations across the world – more than 30 different countries represented.

    Why risk precious time and resources when using a tool or technique for the first time? Leverage the experience of other organisations that have spent time and resources perfecting their practices and technique highly effective. Find out who should lead and manage a tool’s implementation, how to train others to use it, where to use it first, and how best to obtain buy-in. Experts agree that benchmarking other organisations’ successful practices is the fastest way to deliver significant performance improvements.

    Click here to see a video clip on how to do it.

    Featured Publications

    BPIR provides full access to over 170 excellent business publications providing, in total, over 1,000,000 articles and reports. The cost of subscribing to any of these would cover your BPIR membership while allowing you to read, search, and print from 790 top publications! Here are a few of the titles from the “Accounting” category (one of 23 categories):
    – The CPA Journal
    – Accountancy SA
    – CPA Client Bulletin
    – CPA Client Tax Letter
    – Financial Management
    – International Journal of Government Auditing

    Knowledge life-cycle management using Web 2.0 tools

    The study’s aircraft engine components manufacturer pioneered the implementation of Web 2.0 tools, also called Social Web tools, to facilitate internal and external collaboration throughout the development of aircraft engine components and services. The knowledge flows between the manufacturer, its suppliers, customers, and offshore units were analysed to understand how cross-organizational teams made use of various knowledge management systems. Web 2.0 technologies:
    – Helped practitioners locate specific expertise outside their usual networks creating more collaborative and iterative processes for knowledge validation.
    – Presented information in multiple formats, such as image, video, or audio, allowing capture of rich contextual information.
    – Enabled the sharing of content through an easily searchable knowledge base. Mechanisms such as tagging, comments, and ratings created search mechanisms that helped individuals rapidly locate and access needed information.

    Remember to
    Regularly check out the bpir.com for benchmarks, best practices and business excellence. We know you will find valuable knowledge and we always welcome your feedback, so if you have time, please email any comments about our services to feedback@bpir.com.
    If you are currently not a member of the BPIR, or wish to upgrade your membership then please review our membership offerings at JOIN NOW. you won’t be disappointed.

    Neil Crawford
    General Manager
    BPIR.com Ltd Business Performance Improvement Resource (BPIR)
    Centre for Organisational Excellence Research (COER)
    “To know the road ahead, ask those coming back” – Chinese Proverb Note: this newsletter has been sent to you because you have subscribed to it or to the BPIR.com or one of its partner resources or we believe you wish to be on the list for other reasons. Should you wish to unsubscribe please click here or email contacts@bpir.com.

  5. EFQM and UK Excellence Awards 2016

    October 17, 2016 by ahmed
    In the pursuit for excellence 2016 was a very challenging year for many organisations around the world. Business excellence awards are  the most prestigious awards any organisation can achieve, it recognises organisations which have demonstrated excellence in all areas of operation. Below are some of the business excellence award winners of 2016, for a list of other business award winners join BPIR today (we have a database of 13,000 award winners stretching back over 8 years) and learn how they achieved their success.

    EFQM Excellence Award 2016

    EFQM Excellence Award Winner

    • Ayuntamiento De Alcobendas – Spain

    EFQM Prize Winner in Managing with Agility

    • Aeroprts De Lyon – France

    EFQM Prize Winner in Adding Value for Customers & Creating A Sustainable Future

    • Bradstow School – United Kingdom

    EFQM Prize Winner in Sustaining Outstanding Results

    • City of Glasgow College – United Kingdom

    EFQM Prize Winner in Leading with Vision, Inspiration and Integrity

    • GC Europe N.V. – Belgium

    EFQM Prize Winner in Adding Value for Customers

    • General Directorate of Iett Enterprises – Turkey

    EFQM Prize Winner in Developing Organisational Capability

    • Glasgow Housing Association – United Kingdom

    EFQM Prize Winner in Creating a Sustainable Future & Sustaining Outstanding Results

    • Robert Bosch GMBH, Blaichach Plant – Germany

    EFQM Prize Winner in Developing Organisational Capability

    • Stavropol State Agrarian University – Russia

    EFQM Excellence Award Finalist

    • Ahold Czech Republic, A.S.
    • Bosch Security Systems, S.A. – Portugal
    • Coca-Cola Iceçek Supply Chain – Turkey
    • Hospital Universitario Infanta Elena – Spain
    • Recupel Vzw – Belgium
    • Tarsus Belediyesi – Turkey

    UK Excellence Award 2016

    Award Winners:

    • University of Winchester
    • CrossCountry Trains


    • ABM Finance
    • Arriva Trains Wales
    • Merseyrail Electrics (2002) Limited
    • Rejuvo JPCS
    • Safe Move – Yorkshire Water