1. Park Place Lexus-How Workforce Plays a Role in the Evolution of Excellence

    October 28, 2015 by ahmed

     

    Originally posted on Blogrige by Dawn Marie Bailey

    In 2005, when Park Place Lexus (PPL) became the first automotive dealership to be named a Malcolm Baldrige National Quality Award recipient, it ranked among the country’s top Lexus dealers. And in the four years of applying the Baldrige Criteria, of receiving feedback reports, and leading up to the award, the company’s gross profit had increased by 51.3 percent.

    At its two locations in Plano and Grapevine, TX, PPL continues to sell and service new and pre-owned Lexus vehicles, as well as sell Lexus parts to the wholesale and retail markets. But the highly competitive automotive market has seen some direct market hits since 2005, so how does PPL ensure its continued performance excellence? According to Jamie Capehart, Performance Improvement Specialist at Park Place Lexus, success, in part, comes from a focus on the workforce.

    At both upcoming regional Baldrige conferences in Nashville, TN, and Denver, CO, Capehart will be sharing the importance of a workforce focus, especially in a competitive industry. In a virtual interview, Capehart previewed her upcoming presentation:

    Why has a focus on the workforce been important to your success?
    Our employees (which we call “Members”) are central to our success. We attribute our growth and ability to retain our Members in a highly competitive market to our hiring philosophy–putting the right people in the right jobs–and our commitment to the development of our Members.

    What are your top tips (e.g., three to five suggested practices) for using Baldrige to support a workforce focus across an organization?

    1. Hire for your culture
    2. Apply a systematic, meaningful approach for onboarding and training new Members
    3. Utilize a learning management system to manage and track learning
    4. Plan for growth through a systematic succession planning process

    What are a few key reasons that organizations in your sector can benefit from using the Baldrige Excellence Framework?

    • To maintain a balanced focus on all contributing success factors
    • To remain innovative and stay ahead of the competition
    • To ensure that you have the most skilled workforce in the industry

    What else might participants learn about at your conference session?

    • Our team structure
    • Performance improvement methodology
    • Member engagement methodologies
    • Development methodologies
    • Strategic planning process
    • Growth since 2005
    • How our workforce supports innovation

  2. South African Quality Institutes latest news

    October 25, 2015 by ahmed

    South African Quality Institute (SAQI) http://www.saqi.co.za is the national body that co-ordinates the Quality effort in South Africa. Their monthly newsletter is an excellent source of information to keep up with the latest quality issues in South Africa.

    SAQI052015

    • Business Process Principles, by Peter K Fraser
    • Benchmarking Past, Present and Future, by Dr. Robin Mann
    • ISO9001:2015 Revision Frequently Asked Questions (FAQs)
    • Positive Coping Behaviour Reinforces Employee Productivity, by Dr. Dicky Els and Terrance M. Booysen
    • Quality in Schools, by Dr. Richard Hayward

    Click here to download download this newsletter.

     

     

     

     

     

     

     


  3. Zappos Says Goodbye to Bosses

    October 23, 2015 by ahmed

    Originally posted on The Washington Post by Jena McGregor

    Online retailer Zappos has long been known to do things its own way. The customer-service obsessed company calls its executives “monkeys,” has staffers ring cowbells to greet guests, and offers new employees cash to quit as a way to test their loyalty.

    The Las Vegas-based retailer is now going even more radical, introducing a new approach to organizing the company. It will eliminate traditional managers, do away with the typical corporate hierarchy and get rid of job titles, at least internally. The company told employees of the change at a year-end meeting, Quartz first reported.

    The unusual approach is called a “holacracy.” Developed by a former software entrepreneur, the idea is to replace the traditional corporate chain of command with a series of overlapping, self-governing “circles.” In theory, this gives employees more of a voice in the way the company is run.

    According to Zappos executives, the move is an effort to keep the 1,500-person company from becoming too rigid, too unwieldy and too bureaucratic as it grows.

    “As we scaled, we noticed that the bureaucracy we were all used to was getting in the way of adaptability,” says Zappos’s John Bunch, who is helping lead the transition to the new structure. The company has become a force in online shopping as it expanded beyond shoes into apparel, housewares and cosmetics. Amazon, which acquired it in 2009 for $1.2 billion but allows it to be run as a mostly independent unit, does not break out sales for Zappos.

    The holacracy concept is the brainchild of management consultant Brian Robertson, a serial software entrepreneur who says he launched the idea after realizing he was “more interested in how we worked together” than in his own job. The concept has a couple of high-profile devotees — Twitter cofounder Evan Williams uses it at his new company, Medium, and time management guru David Allen uses it run his firm — but Zappos is by far the largest company to adopt the idea.

    At its core, a holacracy aims to organize a company around the work that needs to be done instead of around the people who do it. As a result, employees do not have job titles. They are typically assigned to several roles that have explicit expectations. Rather than working on a single team, employees are usually part of multiple circles that each perform certain functions.

    In addition, there are no managers in the classically defined sense. Instead, there are people known as “lead links” who have the ability to assign employees to roles or remove them from them, but who are not in a position to actually tell people what to do. Decisions about what each role entails and how various teams should function are instead made by a governing process of people from each circle. Bunch does note, however, that at Zappos the broadest circles can to some extent tell sub-groups what they’re accountable for doing.

    Zappos and Robertson are careful to note that while a holacracy may get rid of traditional managers (those who both manage others’ work and hold the keys to their career success), there is still structure and employees’ work is still watched. Poor performers, Robertson says, stand out when they don’t have enough “roles” to fill their time, or when a group of employees charged with monitoring the company’s culture decide they’re not a good fit.

    Bunch, meanwhile, says that while people have latched on to the idea that Zappos is getting rid of managers, what the company is actually doing is “decoupling the professional development side of the business from the technical getting-the-work-done side.”

    Both also say that while the system lacks traditional managers, it does not mean that leaders won’t emerge. If anything, the goal is to get more people to take charge.

    Still, truly stamping out the corporate hierarchy may be much more difficult than it seems. Bob Sutton, a professor at Stanford’s Graduate School of Business and author of the forthcoming book “Scaling Up Excellence“, says “show me any group of five human beings or five apes or five dogs, and I want to see the one where a status difference does not emerge. It’s who we are as creatures.”

    While Sutton says that the instinct to remove as much friction and internal competition is the right idea, “creating situations where you’re clear who has decision authority is important.” Without that, he says, “you get more politics.”

    Since April, Zappos has moved 10 percent of its employees to the new system. Now that it’s official, Bunch expects that the rest of the company’s employees will transition by the end of 2014. He acknowledges that it could take up to six additional months, though, for people to fully understand its complexity. “There’s no two ways around it — this is a difficult system to grasp. We’re so ingrained in the traditional work paradigm.”


  4. BPIR Newsletter: October 2015

    by ahmed
    BPIR Newsletter: October 2015

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

    Best Practice Events

    BPIR News

    • Paper on Baldrige Framework as World’s Standard for Organizational Excellence Honored….read more
    • Benchmarking For Education Systems: A Global Study….read more
    • Quality-Cost Connect….read more
    • 10 Tips on Getting the Most out of Business Meetings….read more
    • Inspiration in India Through a Focus on Performance Excellence….read more
    • COER News – Benchmarking and Business Excellence, September-2015….read more
    • Quality Equals Trust….read more
    • Why People Management Is Replacing Talent Management: Part-1 ….read more
    • Why People Management Is Replacing Talent Management: Part-2 ….read more
    • Journal of Inspiration Economy (JIE): Volume Two….read more

    4th International Best Practice Competition – Last Call for Entries

    This International Best Practice Competition serves as a unique opportunity to share and learn best practices from around the globe.  To date we have received over 40 entries from India, Iran, France, Malaysia, Philippines, Singapore, Sri-Lanka, United States, and United Arab Emirates..

    Have a think about what systems, processes and practices your organization does well and submit an entry by 26 October 2015 to participate in the 3rd and last call for entries. If successful you will be asked to share your best practice in an 8 minute presentation on the 26/27th November 2015, Tagatay, Philippines.

    In addition, to the competition the International Conference on Productivity and Innovation will be held, the APO’s Centre of Excellence for Public Sector Productivity will be announced, and the first participants in the Philippine Government’s Excellence Class Programme will be recognized. The number of delegates is expected to be between 300 to 500.

    If you have not been to the Philippines before this is your chance for a once in a life-time experience to enjoy the warmth of Filipino hospitality. Watch It’s More Fun in the Philippines video to get an insight into this wonderful country. Download a promotional flyer.

    4th Global Benchmarking Award – 2nd 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 and OCBC Bank (Singapore) in 2014. For videos on these award winning organisations click here..

    The 4th Global Benchmarking Award will be held at the 9th International Benchmarking Conference, 17th December 2015, Dubai, United Arab Emirates.

    The closing date for entries is the 26th of October 2015, 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):
    – Tax Executive
    – The Tax Adviser
    – The CPA Journal
    – Strategic Finance
    – Accountancy SA
    – CPA Client Bulletin

    Lean Thinking Exported to Other Organisations

    Six years after implementing lean thinking St Andrews culture had changed and people were using lean tools automatically. The following significant gains were reported:
    – Estate personnel could check work requests from any University computer rather than travelling back to base.
    – Student status letters that used to take up to ten days to be issued were provided immediately.
    – University library books were re-shelved within four hours of being returned instead of up to 210 hours
    – Job vacancies were advertised within two weeks of notification saving of £150,000 annually.
    – Research leave applications were refined removing the need for a senior committee to meet three times a year and produce over 6,000 sheets of paper.

    The St Andrews lean team was so successful that it began to export its expertise to other organisations.

    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.

    Regards,
    Neil Crawford
    ——————
    General Manager
    BPIR.com Ltd Business Performance Improvement Resource (BPIR)
    Centre for Organisational Excellence Research (COER)
    neil@bpir.com
    ———————————————————————————-
    “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. Benchmark Memo: Oct-2015

    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:

    1. Best Practice Events
    2. BPIR News
    3. Featured Events: 4th International Best Practice Competition – Enter by 25 October and 4th Global Benchmarking Award – 1st call for entries
    4. BPIR Tip of the Month – Expert Opinion
    5. Featured Publication: The Tax Adviser
    6. Featured Case Study: Lean Thinking Exported to Other Organisations

    Best Regards,

    Neil
    Crawford
    BPIR.com