1. Four U.S. organizations honored with 2015 Baldrige National Quality Award

    December 25, 2015 by ahmed

    Baldrige 2015

    Originally posted on Department of Commerce website

    U.S. Commerce Secretary Penny Pritzker today named four U.S. organizations as the 2015 recipients of the Malcolm Baldrige National Quality Award, the nation’s highest Presidential honor for performance excellence. The honorees are recognized for their outstanding commitment to sustainable excellence through innovation, improvement and visionary leadership. This year’s recipients represent four different sectors and include a two-time winner for the seventh time in Baldrige history.
     
    The 2015 Baldrige Award recipients – listed with their category – are:

    • MidwayUSA, Columbia, Mo. (small business; won in the same category in 2009)
    • Charter School of San Diego, San Diego, Calif. (education)
    • Charleston Area Medical Center Health System, Charleston, W.V. (health care)
    • Mid-America Transplant Services, St. Louis, Mo. (nonprofit)

    “This year’s Baldrige Award honorees have demonstrated an unwavering commitment to improving their performance in all facets of their organizations, and they have served as role models for others to follow,” said Secretary Pritzker. “As America’s Innovation Agency, the Commerce Department is honored to support innovators and job creators who power our economy and help keep America open for business.”
     
    The Commerce Department’s National Institute of Standards and Technology (NIST) manages the Baldrige Award in cooperation with the private sector. An independent board of examiners recommended this year’s Baldrige Award recipients from a field of 26 applicants after evaluating them in seven areas defined by the Baldrige Criteria: leadership; strategy; customers; measurement, analysis and knowledge management; workforce; operations; and results. An organization may compete for the award in one of six categories: manufacturing, service, small business, health care, education and nonprofit (including government agencies).
     
    “Achieving sustainable excellence through the Baldrige Excellence Framework [which includes the Baldrige Criteria for Performance Excellence] takes time and commitment, but it is an effort that thousands of organizations worldwide have made the cornerstone of their leadership, management and improvement programs,” said Robert Fangmeyer, director of the Baldrige Performance Excellence Program. “Time and time again, organizations using the framework demonstrate positive transformation and growth, impressive metrics and outcomes, and lasting benefits for management, employees, customers and stakeholders.”
     
    To date, more than 1,600 U.S. organizations have applied for the Baldrige Award, and there are more than 30 independent Baldrige-based state and regional award programs covering nearly all 50 states. Internationally, the program has served as a model for nearly 100 excellence programs. In addition, many organizations use the Baldrige framework for its improvement and innovation strategies without applying for any of these awards.
    During the period 2010-2014, more than 4 million copies of the Baldrige Criteria for Performance Excellence were distributed. Their widespread acceptance and use both nationally and globally has dramatically impacted all types of organizations. Take for example, these achievements by the 2015 Baldrige Award winners:

    • Over the past 11 years, MidwayUSA has been one of the fastest-growing firms in the outdoor and recreational sport equipment industry, sustaining a 43.8 percent average annual growth rate in net income and a 21.3 percent average annual growth rate in gross sales.
    • At The Charter School of San Diego, where students enter academically behind and at risk of never receiving a high school diploma, 94-98 percent of those enrolled have graduated from the charter school or have successfully transitioned back to a traditional high school.
    • For the past two years, the Charleston Area Medical Center Health System has ranked in the top 5 percent for quality inpatient service by Healthgrades, a national service that rates the performance of physicians, hospitals and health care providers, and received the group’s Distinguished Hospital Award.
    • In 2001, Mid-America Transplant Services built the nation’s first stand-alone organ recovery facility, a system that has significantly reduced the expense of procuring organs compared to the cost of in-hospital organ procurement. Since 2012, the cost-per-donor for in-house cases has decreased from approximately $7,000 to under $4,000, compared to approximately $20,000 when completed in the hospital.

     
    The Baldrige judges also may recognize best practices in one or more of the Baldrige Criteria categories by organizations that are candidates for the award but are not selected as a recipient. This year, the judges have chosen to honor Memorial Hermann Sugar Land Hospital (Sugar Land, Texas) for its best practices in the strategy criterion.
     
    The 2015 Baldrige Award will be presented at an April 2016 ceremony during the Quest for Excellence conference in Baltimore, Md.
     
    The Baldrige Program raises awareness about the importance of performance excellence in driving the U.S. and global economy; provides organizational assessments, training, tools and criteria; educates leaders in businesses, schools, health care organizations, and government and nonprofit organizations; shares the best practices of national role models; and recognizes those role models with the Baldrige Award.
     
    The Baldrige Award was established by Congress in 1987 and is not given for specific products or services. Since the first group was recognized in 1988, 109 awards have been presented to 102 organizations (including seven repeat recipients).


  2. How has Executive responsibility changed according to ISO 9001:2015?

    by ahmed

    Originally posted on LinkedIn by Paul Harding

    In the previous 2008 edition of the ISO 9001 Quality management systems requirements standard there was a mandatory requirement for top management of an organization to appoint a management representative to perform certain tasks in establishing and maintaining the Quality Management System. In practice this position varied, depending on the understanding of the requirement by senior executives, from that of an administrative position to one of complete control of the QMS. In other words the Management Representative was either a

    Scribe or a Champion.

    In my experience of interacting with “ISO 9001” certified organizations I have come across many scribes but rarely have I seen a true champion. The revised 2015 standard now calls for more leadership and commitment from top management who must also take accountability for the effectiveness of the QMS. A champion or a number of champions may still be appointed but if the auditors and Certification Bodies are true to the revised requirements in the standard, scribes will no longer be acceptable as a substitute for leadership.

    The new standard also requires that top management ensure that the quality policy and objectives for the QMS are compatible with the context and strategic direction of the organization and are integrated into the organization’s business processes. Furthermore the new standard also requires that top management engage, direct and support persons in order to contribute to the effectiveness of the QMS. In essence this now means top management need to link strategy and operations in their organizations.

    In one of my previous posts on this Pulse site I spoke about “Should executives be auditors?” and the article focused on how executives can effectively address this issue of taking accountability for the performance of the organization. The methodology described was based on the Focus, Alignment, Integration and Review (FAIR) approach. Focused activities in the form of new strategic goals and objectives need to be aligned across various business processes. Once this has taken place the new activities need to be integrated into the existing operations. Finally executive involvement is recommended in order to review the outcomes of the integration process at the various levels and stages of application. This is now what the 2015 new standard requires but will anything change or will it be “ISO 9001” business as usual?

    Change from management responsibility to leadership

    There have now been significant changes in the new ISO 9001:2015 Quality management systems – Requirements standard where the requirement for management responsibility has been replaced for a requirement for leadership. How is this change going to affect the application of the requirements to satisfy conformance to the new ISO 9001:2015 standard?

    If we follow the definition of leadership found in ISO 9000:2015 Quality management systems – Fundamentals and vocabulary, we see that; “Leaders at all levels establish unity of purpose and direction and create conditions in which people are engaged in achieving the organization’s quality objectives.” ISO 9000:2015 goes on to give a rationale for this statement. “Creation of unity of purpose and direction and engagement of people enable an organization to align its strategies, policies, processes and resources to achieve its objectives.” So what are the possible actions that top management of an organization could take to comply with the leadership requirement found in ISO 9001:2015?

    According to ISO 9000:2015 these actions could include:

    • Communicate the organization’s mission, vision, strategy, policies and processes throughout the organization;
    • Create and sustain shared values, fairness and ethical models for behavior at all levels in the organization;
    • Establish a culture of trust and integrity;
    • Encourage an organization-wide commitment to quality;
    • Ensure that leaders at all levels are positive examples to people in the organization;
    • Provide people with the required resources, training and authority to act with accountability;
    • Inspire, encourage and recognize the contribution of people.

     

    The new standard also requires the integration of the quality management system requirements into the organization’s business processes. The ISO 9000:2015 Quality management systems – fundamentals and vocabulary standard does not give a definition of a “business process” only that of a “process”. However, there is a note under leadership in ISO 9001:2015 that says “business” can be interpreted broadly to mean those activities that are core to the purpose of the organization’s existence. So we must now ask the question: Is ISO 9001:2015 talking about the Management of a Quality System or are we now finally talking about the Quality of a Management System?


  3. How Bad Design Wrecked Steve Harvey’s “Universe”

    by ahmed

    Originally posted on LinkedIn by Eric Thomas

    Whether or not you believe the Miss Universe flub by Steve Harvey was hilarious or tragic (twitter certainly believes the former), one thing is for sure, a much better design could’ve saved a lot of heartache.

    View the Card below:

    miss_universe01

    Welcome to the silliest and most sloppily arranged piece of design to hit a multi-million dollar, overproduced, international beauty pageant to date. This is like showing up in flip-flops to the Oscars. And with months in the making, and thousands of hours worth of prep time, how did this part get overlooked?

    Let’s break it down.

    There isn’t any logical order to this. Sizing, placement, and organizing is all over the place. Why is “Miss Universe” all the way to the right, but “Philippines” is centered below it? The actual winner, compositionally speaking, was essentially just cast off to the side. It looks like a footnote. And even though this document was created so that the names could be added later, they could have at least made the letters bigger. Microsoft Word can certainly adjust font sizes.

    Redesigned Card

    I took 20 minutes of my time to try and get this right. First, I’ve updated the brand to match. Just because this is simple and utilitarian doesn’t mean it can’t match the rest of the show. After that, I tackled the hierarchy. Now our “2015 Miss Universe” is now way more obvious. I’ve even managed to leave places to add the winner labels. Also, everything is easier to read and follow. Our elimination card is legible, clean, and focused. By using size and color, we’ve made this document a lot more easy to understand.Maybe every elimination card couldn’t be this neat and pretty. But this is the main one. The Finale. This mistake isn’t Steve Harvey’s fault. The culprit here is, once again, bad design. Hey Steve, I got your back buddy.


  4. The Medical City (TMC) Wins the 4th International Benchmarking Award

    December 20, 2015 by ahmed

    BPC02

    Winner 01

    A Philippine world-class healthcare network headquartered in Metro Manila which had set up its first Gulf facility in the UAE last September, bagged the top prize at the “4th Global Benchmarking Award” in Dubai on Thursday.

    The Medical City (TMC) won over the Al Jazeera Catering International (UAE), Global Indian International School (Singapore) and Yes Bank (India) for the “Best in Global Benchmarking Award”.

    The competition is a component of the “International Benchmarking Conference”, the two-day ninth edition which concluded at the Le Meridien Hotel on Thursday.

    According to the Global Benchmarking Network (GBN) website, the award “encourages organisations to share how benchmarking (comparing and learning from others) is an integral part of their improvement and innovation drive.”

    TMC-Network Quality Management Head Teresa Bagaman defended before a jury from Germany, UK and Bahrain “The Medical City Story: Touching & Saving a Million Lives Through Best Practices Benchmarking”.

    The MBA holder from the Ateneo de Manila University (AdMU)-Graduate School of Business and Management described the experience as akin to a thesis or dissertation defence.

    In a telephone interview immediately after the announcement, she said: “We were able to prove to them that TMC has reached organisational excellence and global standards when it comes to leadership and commitment, among others, by adapting and applying the best in class processes from top corporations.”

    The top corporations from which TMC has patterned its award-winning system are Mayo Clinic, John Hopkins Hospital, Cleveland Clinic and the Yale Centre for Emotional Intelligence.

    The Industrial Engineering degree holder from the University of the Philippines-Diliman Campus said the TMC paper won at the “Best Practices and Benchmarking Competition” organised by Manila’s Department of Trade and Industry, the Philippine Society for Quality and the Development Academy of the Philippines last October.

    Competition focus areas are leadership strategies, corporate social responsibility, human resources, customer service, innovation, knowledge management, manufacturing and services.

    It was the second consecutive win on the national level for the healthcare facility.

    The award-winning paper was submitted to the GBN and to the Dubai Quality Group which eventually short-listed four finalists.

    TMC has been operational for 50 years in the Philippines with its main healthcare complex in Pasig City, Metro Manila and composed of 71 provincial hospitals and ambulatory clinic sites.

    Its first international foray was through the Guam Regional Medical City, the first non-American private hospital in the US a few years back.

    TMC-Dubai in Satwa is in partnership with the Sama Medical Services based in Kuwait.

    In an e-mail to The Gulf Today last September, hospital president and Chief Executive Officer Dr Alfredo Rafael Antonio Bengzon wrote: “The Medical City’s aggressive national and global expansion strategy demonstrates a commitment to bringing its unique, world-class brand of healthcare straight to the communities of its patients.”

    The health secretary during the tenure of the late President Corazon Aquino and AdMU-School of Medicine & Public Health Dean also said: “We have always believed that health is a basic human right that substantially defines the quality of the life of individuals and society.

    “In order to make this a reality, we took the next step towards growth and leadership—developing a network that brings us to new markets in terms of geographies and demographies that were not previously accessed by or accessible to us,” added the 1991 Ramon Magsaysay awardee.

    The first Global Benchmarking award went to Watson Real Estate (New Zealand) in 2012 to be followed by the Knowledge and Human Development Authority (UAE) in 2013 and the OCBC Bank (Singapore) in 2014.


  5. Winner of the 4th Global Benchmarking Award

    December 19, 2015 by ahmed

    BPC02

    Winner 02

    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 was held at the 9th International Benchmarking Conference, 17th December 2015, Dubai, United Arab Emirates.

    The winner is:
    – The Medical City, Philippines

    Runner-ups:
    – Al Jazeera Catering International, UAE
    – Global Indian International School, Singapore
    – YES Bank, India

    Event photos will be uploaded to Award website soon.