1. Benchmark Memo: November 2016

    November 17, 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
    • Best Practice Video: UOB mobile cash
    • Best Practice Video: Rebranding and Repositioning Vocational and Technical Education
    • 5th International Best Practice Competition – Call for entries
    • 5th Global Benchmarking Award – Last call for entries
    • BPIR Tip of the Month: Business Journals and Periodicals Library
    • Featured Article: Tell me, show me & involve me
    • Product Lifecycle Management system leads to improved ROI

    Best Regards,

    Neil Crawford BPIR.com


  2. Another Baldrige ambassador takes the message overseas

    November 16, 2016 by ahmed
    2014-2015 Baldrige Criteria diagram translated into Arabic

    2014-2015 Baldrige Criteria diagram translated into Arabic

     

    Originally posted on blogrige by Dawn Marie Bailey

    The Baldrige Program has always been fortunate to have engaged ambassadors—many of whom are current or former examiners, judges, or overseers—who carry the Baldrige message of continuous improvement, core values, and a systems perspective, as well as the Baldrige framework itself, with them when they speak in the Unites States and abroad. In Blogrige, we’ve written about such ambassadors traveling to India, China, Southeast Asia, South Africa, and elsewhere. [Please accept this note as a sincere thank you to those folks and others who support Baldrige.]

    Below is another story of a Baldrige community member’s travels; this time the story takes place in the Middle East. William Pawlucy served on the Board of Examiners in 2012 and now does work for the Center for International Enterprise (CIPE), whose mission is to “strengthen democracy around the globe through private enterprise and market-oriented reform.” Pawlucy and his colleagues have raised awareness of Baldrige resources in Jordan, Israel, and elsewhere.

    William Pawlucy, CAE

    William Pawlucy, CAE

    What has been your experience talking about Baldrige in the Middle East?

    Talking about Baldrige in the Middle East has found a very receptive audience. All of our work has been (1) central to protecting and continuing democracy in the countries in which we work and (2) focused on capacity building and self-sustainability. We have nongovernment organizations (NGOs) that are doing great work but need to be able to think about their processes in establishing a strategic plan, getting strong leadership in place, and using data correctly to increase revenues and relevance while measuring the results.

    We are gaining traction and a great interest in the Baldrige approach-deployment-learning-integration (ADLI)/levels-trends-comparisons-integration (LeTCI) approach, which I believe is most beneficial. Many organizations have some sort of defined processes but sometimes miss the LI and never get to LeTCI. That is critical in developing organizations as we work to build their capacity. Our CIPE capacity-building presentations have reached about 40 Middle East NGOs, and each of them now knows about the U.S. Baldrige Program and the benefits of the King Abdullah II Center for Excellence (KACE) in Jordan.

    I can’t say enough how much CIPE and USAID are helping these organizations to move to the next level. I am proud to be there and to utilize my training/experience as a Baldrige examiner. It is all about sharing, and if we can impart the importance of Baldrige not only to the NGOs but to CIPE and USAID, the elements of performance excellence can touch and affect many organizations.

    What’s the climate for quality overseas?

    I believe that the climate for quality is quite good. In the Middle East, specifically in Jordan, KACE was established to inject performance excellence into Jordanian NGOs. We had the pleasure of having the director of the KACE program, which is very much in line with the Baldrige Program and has about 20–30 employees dedicated to performance excellence, present during one of our capacity-building workshops in Amman. In our capacity-building workshops, we concentrate on providing the tools for NGOs to be self-sustaining by giving them information around growing revenue, members, and their sphere of influence. We cover topics from performance measurement to strategic planning, advocacy, communications, and many other areas. We spend two days with the NGOs in about 8–10 areas to help them grow their organizations. This in turn will also help grow the employment in the country, as strong NGOs then help strengthen small to medium enterprises in Jordan. It is a cascading effect where strong NGOs bring strong growth, and strong growth for Jordan means it can continue to be a stronghold in democracy in that part of the world.

    The thirst for the Baldrige Program and its resources is there. The biggest issue is that in Jordan, NGOs are looking for monetary grants or something that goes along with the “prize” for winning the King Abdullah II Award for Excellence, the highest honor. In the United States, if an organization “wins” the Baldrige Award, it is not only a prestigious honor, but the honor provides a great deal of credibility to the organization, in addition to much higher levels of performance. In Jordan, there is a need to go further into the value of the Baldrige Program and how to leverage it for credibility, understanding that the “prize” is the higher standard of excellence that the organization has achieved.

    How are Baldrige resources helpful in conducting strategic planning?

    The “Baldrige Hamburger,” as I call it, and probably others do as well, shows the seven Criteria areas and how they contribute to processes and results. I always say that you can have good processes, but if you don’t measure and compare the results, then you are only halfway there.

    In strategic planning, I ask every organization to define performance measures and targets for each strategy that corresponds to a goal that they have set. This enables the organization to ensure that every strategy is measurable and has accountability to the organization. I know we always talk about SMART goals [S=specific, significant, or stretching. M=measurable, meaningful, or motivational. A=agreed upon, attainable, achievable, acceptable, or action-oriented. R=realistic. T=time-based], but I believe it needs to be deeper, and you need SMART strategies in order to have GENIUS goals.

    How has your learning benefited other organizations?

    I have one example of this that sticks in my mind. I worked with a state dental society that was failing and almost closing its doors. We embarked on a total organizational improvement plan in many areas of Baldrige. We improved the leadership structure; we put in place a strategic plan; we used data more effectively; and most importantly, we defined performance measures to be achieved over a three-year period. I am so proud of this organization that is one of the few state associations that had an INCREASE in market share. It is a true story of success that is achievable for any organization, as this society had a small budget and limited resources. It came together, both volunteers and staff, to take responsibility for the direction of the organization and did so in a very dramatic fashion. I had an opportunity to refresh their plan last year, and I have to say that they were not aware of the progress they made as they lived it every day, but I was just blown away by what they had accomplished.

    The biggest success factor was setting performance measures and targets, and getting commitment from leadership and staff to make it happen. I can’t say it was easy, but they had a focus on their strategic plan through a strategic agenda, which only focused on items that contributed to the goals set by the organization. If there was an item that wasn’t contributing to a goal, it was not a priority and not discussed. Going from a tactically focused organization to one focused on strategies and performance excellence was critical to their success.

    What do you feel is the value and personal benefit of being a Baldrige ambassador?

    For me, it is giving back. I know I made a considerable investment during my time as an examiner, but Baldrige made an investment in me in providing me with training that was unmatched. I strongly believe that Baldrige can change an organization.

    As an ambassador, I want to spread the word that Baldrige is not only an award, it is a way of doing business that will improve your organization if you take the time to make the commitment. It is not about winning an award, it is the journey to performance excellence. If we can touch organizations as ambassadors through the work that we do, we are not only influencing this generation of institutions but future generations that take continuous improvement and make it a habit. Giving back is the ultimate reward, and as ambassadors, I believe we have the responsibility to give back and improve the world in which we live. It is that powerful!


  3. BPIR Newsletter: November 2016

    November 15, 2016 by ahmed
     


    Hi,

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

    Best Practice Events

    BPIR News

    • Lunchtime talk: Introducing the Dubai Government Excellence Programme….read more
    • Is innovation more about people or process?….read more
    • Is it time to give your company a performance management makeover….read more
    • Business Excellence models and awards for the public sector: A guidebook for national productivity organisations….read more
    • When kindness and compassion are part of a disruption….read more
    • 2016 Canada Awards for Excellence Recipients….read more
    • International inspiration from Baldrige….read more
    • A “Best Place to Work” with a culture of caring….read more
    • EFQM and UK Excellence Awards 2016….read more

    5th International Best Practice Competition – Call for entries

    The 5th International Best Practice Competition. will be held in Mumbai, India, 25/26th April 2017 courtesy of BestPrax Club.

    To submit your Best Practice please visit http://www.bestpracticecompetition.com/entry-form where you can download an entry form. The First Call for entries closes on 23 January. Last year there were 38 entries with 28 qualifying to the Competition Event.

    The winners of the International Best Practice Competition in 2015 were Al Jazeera International Catering LLC, UAE with a best practice titled ‘Our Planet – Our Responsibility‘. and Dubai Corporation for Ambulance Services (DCAS), UAE, with a best practice titled ‘Cultural Sensitivity Gives Birth to a Maternity Care

    5th Global Benchmarking Award – Last 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 14th November 2016, for more information about the award visit the official award website.

    BPIR Tip of the Month – Business Journals and Periodicals Library

    Search for valuable expert opinion / benchmarking information / case studies, or just read your favourite business journals. Full on-line access to over 170 business periodicals from all over the world. Includes some of the most popular in the West and the East! To help you find what you want there are powerful keyword/phrase search engine and options to find and browse specific publications and save selected publication titles on a personal bookshelf.

    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):
    – BusinessWest
    – Capital & Class
    – American Economist
    – Baylor Business Review
    – Journal of Managerial Issues
    – Journal of Global Business Issues
    – Journal of Competitiveness Studies
    – Journal of International Business Research

    Product Lifecycle Management system leads to improved ROI

    Because of intense global competition Nissan needed to get new vehicles to the market faster and to increase product quality. Proprietary product lifecycle management (PLM) technology enabled Nissan to enjoy improved innovation, organisation wide collaboration, and digital product development. PLM technologies enabled previously validated design data and concepts to be reused by younger engineers. Virtual validation of new designs replaced all but one physical prototype, and there was a single source of vehicle data that was available to all personnel. This resulted in:
    – Development cycles being reduced from 20 to 10.5 months
    – 80 percent fewer problems after vehicle release
    – Design changes were reduced by 60 to 90 percent
    – The achievement of a better than expected return on investment (ROI).

    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.

     



  4. Management systems interview with Ian Hendra

    November 8, 2016 by ahmed

    IanHendra

    Originally posted on Michael Voss Blog

    Listen to a conversation I had with expert management systems auditor, Ian Hendra on a range of topics including:

    • ISO 9001 and internal audit
    • ISO management system standards – 2015 changes
    • Food safety – ISO 22000, FSSC 22000
    • Hazards, HACCP and risks
    • Medical devices – ISO 13485
    • The ISO 9001 certification process
    • The process of gaining certification
    • How to choose and change certification bodies

    Many thanks to Ian for kindly sharing his knowledge and experience with us.
    For more information go to www.clearlineservices.co.nz


  5. Lunchtime talk: Introducing the Dubai Government Excellence Programme

    November 3, 2016 by ahmed

    dgep 01

    You are cordially invited to a lunchtime talk at the UNDP Global Centre for Public Service Excellence (GCPSE) on 14 November 2016.

    We will feature the Dubai Government Excellence Program (DGEP) which has achieved considerable success over recent years. This includes a quantum leap in performance, concepts, practices and techniques applied in the public sector, with the participation of various government entities (agencies, departments, institutions, etc.). It is applying organizational and professional excellence standards, as well as service optimization processes.

    The presentation will describe how and why DGEP was established in 1997 by HH Shaikh Mohamed Bin Rashid Al Maktoum, UAE Vice president, prime minister, and ruler of Dubai with a vision to achieve global leading performance of the government sector in Dubai. Our speakers will also present the tools used and the impact achieved by DGEP in local regional and at international level.


    Speakers:

    Dr. Ahmad Al-Nuseirat
    dr_ahmedis the General Coordinator of the DGEP. He has effectively participated in the establishment, leading and managing the operations and activities of DGEP, launched by His Highness Sheikh Mohammed Bin Rashid Al Maktoum in 1997.

    Dr. Al-Nuseirat led the development of excellence in the government sector in Dubai reaching world class levels in the areas of customer satisfaction, government efficiency, global competitiveness indices and other areas of excellence and human resources investment.

    Dr. Al-Nuseirat supervises the customer satisfaction and mystery shopper studies for Dubai Government and has established the first central customer e-complaint system in Dubai Government. Dr. Al-Nuseirat holds A PhD in Training and organizational performance management from Cardiff University in UK.

    Dr Zeyad El-Kahlout
    dr_zeyadis a Quality and Excellence Advisor for the DGEP. He holds a PhD in Quality Management (Quality in the design of services) from the University of the West of England, Bristol, UK. His Experience and research interests relate to Business Excellence, Quality Management, Knowledge Management, Institutional Integrity, and Productivity. He is an EFQM approved assessor a certified Knowledge Manager, and senior member in the American Society for Quality.

    Before joining the Executive Council he was an Assistant Professor and Assistant Dean in the Productivity & Quality Institute, Arab Academy for Science & Technology, Alexandria, Egypt. He contributed to and led hundreds of consultancy projects in the field of Quality, Excellence, Quality Management and Performance Management.

    Venue:
    UNDP Global Centre for Public Service Excellence
    #08-01, Block A
    29 Heng Mui Keng Terrace
    Singapore 119620

    Registration
    Please send an email by 9 November to registry.sg@undp.org.