1. Winners of the 4th International Best Practice Competition

    December 1, 2015 by ahmed


    The 4th International Best Practice Competition was held at the Novotel Manila Araneta Center, Philippines on 26th/27th November. The Best Practice Competition encourages organizations to share their best operational and managerial practices, processes, systems, and initiatives and learn from the experience of others. It provides an opportunity to celebrate the achievements of individuals and teams that have been responsible for creating and/or managing the introduction and deployment of best practices. The Best Practice Competition has been designed by the Centre for Organisational Excellence Research (COER), the developers of the Business Performance Improvement Resource. Presentation videos will be on the BPIR early next year.

    bpc2015cAl Jazeera International Catering Company (JIC) and Dubai Corporation For Ambulance Services (DCAS) teams with final session judges

    Two winners:

    • Our Planet – Our Responsibility – CSR Engagement Strategy for Sustainability Excellence, Robby Thommy, Managing Director, and Loganathan Murthy, HEAD – HSE and Training, Al Jazeera International Catering LLC, UAE.

    • Cultural Sensitivity Gives Birth to a Maternity Care, Dr. Omer Ahmed Zain Al Sakaf, Director of Medical & Technical Affairs and Dr. Tanveer Ahmed Mohamed Ishaque Yadgir, Acting Head of Research & Studies Unit, Dubai Corporation for Ambulance Services (DCAS), UAE.

    Three runners up:

    • Single Window Transaction (SWiT) Modified Business One-Stop Shop (MBOSS), Glenda Zamora-Aninon, City Government Department Head III, City Government of Muntinlupa, Philippines.

    • ONE SHARE (Share History and Reduce Excursion) – Best Practice Sharing Tool, Penelope Jas Dizon, Manager/ One SHARE Champion, Texas Instruments Philippines, Philippines.

    • Strategic Focused Budgeting, Nancy Bartlett, Chief Performance Officer, City of El Paso, United States.

    For event photos click here

  2. Singapore Business Excellence Award Winners 2015

    October 20, 2015 by ahmed


    Originally posted on SPRING Singapore

    1- Four organisations have clinched top honours for their commitment towards the business excellence journey, achieving outstanding business performance. The winners are two local home-grown brands and two public sector agencies. They will receive their trophies from Mr S Iswaran, Minister for Trade and Industry (Industry) at the Business Excellence Awards Ceremony on 14 October.

    2- The Immigration & Checkpoints Authority of Singapore (ICA) and Singapore Civil Defence Force (SCDF) have been conferred the Singapore Quality Award with Special Commendation (SQA SC). It is the highest accolade recognising organisations that have achieved the pinnacle of business excellence. Jumbo Group of Restaurants Pte Ltd has been awarded the People Excellence Award (PEA), while Sheng Siong Group Ltd was conferred the Innovation Excellence Award (IEA), in recognition of their exceptional performance in the respective categories.

    3- All four winners share a visionary leadership committed to innovation, people development and customer-centric excellence, which has resulted in greater productivity and business growth. They will join the ranks of 100 past Business Excellence Award winners that have distinguished themselves in the various aspects of excellence.

    4- “As we celebrate the achievements of the winning organisations, we are encouraged to see over 1,500 organisations embarking on this Business Excellence journey. Amidst the uncertain global economic environment, it becomes even more crucial for organisations to strengthen their business fundamentals and be future-ready to take on any challenges that come their way. Organisations must strive towards excellence to be globally competitive. This can be achieved through continuous learning, innovation, investing in people, and sound management practices,” said Professor Cham Tao Soon, Chairman, SQA Governing Council.

    2015 Business Excellence Award Winners

    5- The first SQA SC winner, the Immigration & Checkpoints Authority (ICA), has been continuously innovating, leveraging technology to develop and deploy robust border security and identification processes and systems. With an emphasis on creating win-win partnerships for better Customer Experience, ICA involves both internal stakeholders (officers and work units) and external partners (suppliers, academia and customers) to co-create high performance innovation projects. These include the Application for Passports on-line (APPLES), Enhanced Immigration Automated Clearance System (eIACS), iCollect and Biometric Identification of Motorbikers 2 (BIKES 2). As the world’s firsts, these innovation projects testify to the strong innovation culture in the organisation. ICA has also set a global benchmark for border management excellence, and was awarded the inaugural “Excellence in Border Management Award” by BORDERPOL last year.

    6- The second SQA SC winner, the Singapore Civil Defence Force (SCDF) is one of the leanest emergency organisations internationally. Despite this, it has demonstrated a strong innovation culture, leveraging technology and state-of-the-art equipment to strengthen its emergency response capabilities. This includes developing solutions internally, such as the Light Fire Attack Vehicle, 4th Generation Red Rhino (LF4G) and the Responders’ Performance Module. The SCDF also believes in equipping its officers with diverse skills to respond to emergencies. For example, SCDF’s 995 Operations Centre Specialists are trained to coach callers in administering CPR for cardiac arrest before SCDF arrives. Beyond national shores, SCDF has also participated in numerous overseas rescue missions. SCDF’s Operation Lionheart Contingent has obtained the International Search and Rescue Advisory Group (INSARAG) External Classification as a Heavy Urban Search Rescue (USAR) Team, being the first in Asia to attain this classification in 2008, and later recertified in 2013.

    7- Winner of the People Excellence Award, JUMBO Group of Restaurants, puts people at the heart of its business. Adopting a people-centric philosophy, it believes that by focusing on its employees’ well-being first, they in turn will take good care of their customers. The company places strong emphasis on delivering superior customer experience and service excellence. This is validated by the increase in number of compliments received from 79% in 2012 to 84% in 2014. Given the manpower challenges in the food services sector, the company has introduced a wide-range of innovative, progressive people practices to enhance its hiring and retention practices. JUMBO distinguishes itself from its competitors by providing bonus payouts and CPF contributions to attract casual workers. This group of workers forms a significant 22% of JUMBO’s existing workforce. The leadership’s ability and commitment to identify talented employees and internally groom them for higher positions through its in-house FAST Track Programme has also helped JUMBO stay ahead of the curve.

    8- Since its inception, the Innovation Excellence Award winner, Sheng Siong Group, has placed creation of value for customers at the heart of its innovation endeavours. Noting the difficulties faced by customers using conventional self-checkout machines at other retailers, Sheng Siong became the first supermarket to develop a hybrid self-checkout system. This allowed scanning of products to be done by the cashiers, while customers use the self-service kiosk to make payment by cash or electronic means. This has resulted in 33 man-hour savings per day, while replacing five traditionally-manned counters with three hybrid counters. The impetus to drive productivity has also seen Sheng Siong introducing several back-end process innovations such as the Individually Quick Frozen (IQF) technology. Adapted from the fishing industry, this technology keeps fish fresh for a longer time, from 2 to 7 days, and also improves productivity in the processing of fish, resulting in the reduction of manpower required by 50%.

    Building Operational Excellence Capabilities within Manufacturing Industry

    9- Recognising challenges faced by industries in this time of economic restructuring, coupled with intensifying regional competition, enterprise development agency SPRING Singapore has partnered industry players within the manufacturing and construction industries to raise their levels of efficiency and quality.

    10- Within the manufacturing industry, SPRING has developed a diagnostic toolkit based on the Operational Excellence model. Endorsed by key industry partner, the Singapore Precision Engineering and Technology Association (SPETA), the diagnostic toolkit provides a developmental roadmap for SMEs to enhance their competencies and capabilities, and deliver consistent, sustainable performance. The toolkit embeds the fundamentals of business excellence and the stringent requirements MNCs and large organisations impose on their suppliers.

    11- This came after a series of consultations with SMEs and MNCs to understand the key challenges and attributes larger organisations looked out for in their suppliers. Operational Excellence was identified as a key driver for overall business growth within the manufacturing industry, as it focused on managing the entire supply chain – from procurement, production, materials management to delivery. SMEs that adopt the Operational Excellence model would be in a more favourable position to be the supplier of choice for large organisations and MNCs.

    12- A network of industry experts, honing years of manufacturing experience, has also been established to guide SMEs in diagnosing and strengthening their capabilities in operational excellence. A pilot will be conducted within the Precision Engineering sector, across 10 companies.

    13- RUI, a precision engineering company, has benefitted from this pilot initiative, Mr Kelvin Lee, Director of RUI said, “The diagnostic exercise has helped us identify our operational gaps. We subsequently embarked on a 5S system and data analysis to improve our business processes and our productivity. This initiative has helped RUI reposition the company to retain its competitiveness and achieve greater business growth.”

    Boosting Competitiveness through Integrated BE-ISO9001 Assessment

    14- The construction industry, together with the rest of the Built Environment industry, is also undergoing rapid transformation. The Building and Construction Authority (BCA) and industry players have placed strong emphasis on quality management practices within the Built Environment industry to ensure productivity, sustainability and to achieve health, safety and environmental standards. The adoption of standards such as ISO 9001 for quality management systems is a requirement by BCA for companies to be registered in the higher-tiered Contractors Registration System, which serves the procurement needs of government agencies, statutory boards and other public sector organisations.

    15- In a boost to increase growth and competitiveness of the Built Environment enterprises, SPRING and BCA are embarking on an integrated assessment of both Business Excellence and ISO 9001 standards. The integrated assessment will provide companies a more comprehensive approach towards building their capabilities and developing sustainable long-term plans, ultimately working towards achieving a superior performance and surpassing industry benchmarks. This initiative will be piloted next year, after further consultations with the industry.

    16- Mr Stephen Wong, Managing Director, Davis Langdon KPK, welcomed this initiative. “We look forward to embarking on the integrated BE and ISO 9001 assessment as it provides Davis Langdon KPK the opportunity to internally align our processes with a strategic view on addressing future challenges. While ISO 9001 has become an industry requirement, the BE framework has transformed the thinking of the company into one that is excellence-oriented.”

    17- “We are encouraged to see more companies embarking on the business excellence journey and seeing the benefits translate down to their people and customers. SPRING Singapore will continue to work closely with the industry to understand their unique challenges and find solutions to increase the growth and competitiveness of enterprises. For the manufacturing industry, enterprises can now look forward to the new diagnostic toolkit to strengthen their capabilities and achieve operational excellence, “said Ms Choy Sauw Kook, SPRING’s Assistant Chief Executive (Quality & Excellence).

  3. What makes an effective CX management process?

    August 26, 2015 by ahmed

    This is the question that the Cranfield Management Forum (CCMF) set out to answer in its recent white paper: Stages of customer experience management: Case studies from the UK Customer Experience Awards.

    Researcher Dr Farah Arkadan studied the winning entries from the UK Customer Experience Awards 2015 in order to gain insights into how organisations manage and deliver a superior customer experience across seven stages of customer experience.

    To read the full article about the seven management stages of customer experience and download the free white paper

  4. 4th International Best Practice Competition & 4th Global Benchmarking Award – call for entries

    August 23, 2015 by ahmed
    4th International Best Practice Competition – 2nd Call for Entries

    The International Best Practice Competition, http://www.bestpracticecompetition.com, is now announcing a 2nd Call for entries.

    Have a think about what systems, processes and practices your organization does well and submit an entry form by 25 September 2015. If successful you will be asked to share your best practice in an 8 minute presentation on the 26/27th November 2015, Manila, Philippines, courtesy of the Development Academy of the Philippines and our sponsors the Abu Dhabi Chamber of Commerce (who were hosts in 2014).

    This competition serves as a unique opportunity to share and learn best practices from around the globe. From the 1st call we received over 20 entries from India, Philippines, Singapore, Sri-Lanka, United States, and United Arab Emirates. In total we are hoping to receive over 50 entries.

    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 an entry form or view a promotional flyer to share with your colleagues.


    4th Global Benchmarking Award – 1st 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 go to http://www.globalbenchmarkingaward.com/past-winners.

    The 4th Global Benchmarking Award will be held at the 9th International Benchmarking Conference, 6/7th December 2015, Dubai, United Arab Emirates.

    The closing date for entries is the 25th of September 2015, for more information about the award visit the official award website.



  5. Insights from Leaders of 2014 Baldrige Award Recipients (Part 2)

    April 26, 2015 by ahmed
    Leaders of 2014 Baldrige Award recipient

    Leaders of 2014 Baldrige Award recipient organizations and Commerce Department Deputy Secretary Bruce Andrews watch the procession of the United States Joint Service Color Guard during the Baldrige Award Ceremony on Sunday, April 12, 2015.

    Originally posted on Blogrige by Dawn Marie Bailey

    Read the first part of this series that features 2014 Baldrige Award recipients PricewaterhouseCoopers Public Sector Practice and St. David’s HealthCare.

    Award recipients during the leadership plenary of the Baldrige Program’s Quest for Excellence® Conference this week. Following are detailed highlights from those leadership presentations.

    Jayne Pope, CEO, Hill Country Memorial Hospital

    There is a tourist attraction just north of town—a large granite formation called Enchanted Rock. According to Jayne Pope, CEO of 2014 Baldrige Award winner Hill Country Memorial, that rock represents the history of the nonprofit, rural hospital in the hill country of Texas and its climb to serve its community, getting better and better year after year.

    “Any one of you who has made a climb knows that some of the most beautiful vistas are along the way,” she said. “We at Hill County Memorial have been able to turn, and we have seen some beautiful sights, some wonderful accomplishments. Yet, we can’t linger, because we know as leaders, the real work is what lies ahead. . . . Once you have committed to a climb . . . you are obligated to find the best, safest, most efficient road to the top. . . . We have integrated the Baldrige Criteria to help us get through our climb.”

    Pope said the independent, non-tax-supported hospital is the economic and civic backbone of its communities. Opened in 1971, community members literally collected coins in mason jars to start the hospital, with over 90 percent participating in the fund drive.

    Hill Country continues today as a center for caring and compassion, with every workforce member appreciating its “legacy of trust” with the community and demonstrating very impressive results:

    • distinction as a 100-top U.S. hospital four years in a row, five times in its history
    • number one in the nation for patient satisfaction
    • physician and employee satisfaction in the top decile

    Said Pope, “The Baldrige Criteria are what has propelled these results.”

    The hospital answered its community obligation not by thinking small but with “a powerful promise,” she said. Adopting the “proactive, innovative attitude of [its] founders,” the hospital redefined its mission in two words: “Remarkable Always,” with “remarkable” defined as performing in the top decile in America—and that’s across all hospitals, large and small, urban and rural, every hospital industry standard.

    Hill Country also lives by a motto, “keep it simple and remember what we are here for”: an aspirational and brief vision (“Empower others. Create healthy.”) and a measurable and clear mission.

    “Before we engaged with the Baldrige Criteria, we thought that we wanted to be the best community hospital anywhere,” Pope said. “And then we started to use the Baldrige Criteria, and we started to dream bigger. We thought about being the best hospital in the nation.”

    Pope shared leadership lessons that Hill Country has learned:

    • Developing services tailored for its “independent-natured” community in and outside the hospital, with services such as hospice, home health, a farmer’s market for healthy choices, community industries for free health screenings, and a wellness center.
    • Creating core competencies that differentiate the hospital in its industry and market and really living those competencies.
    • Building relationships with patients and staff. Pope said the role of a leader is to remove obstacles for team members so that they can go above and beyond to serve patients; “It’s my job as a leader to serve the people who serve the people.”
    • Integrating the values into everything that we do. Pope said patients know when staff are living the values, as evidenced through strong customer engagement results. As CEO, Pope personally screens physicians to ensure that their personal values align with the hospital’s values, and all team members are coached to ensure their work aligns with the values. “Not a day goes by at Hill Country Memorial when you will not hear, ‘How does that fit with our values?’” she said.
    • Being accountable to the mission. Pope defined the core competency of “execution” as really living the mission; setting a big picture goal, determining how to measure it, and monitoring it along the way. “As leaders, we believe we have the accountability to build a culture that we’re all on the same page, . . . so that’s we’re able to be working in sync.”
    • Being transparent. Pope said leaders share the desire to always get better for the sake of others. In a changing market, this is done by holding leaders accountable and ensuring transparency with the board, community, physicians, and workforce. “The leadership system is about doing right,” she said.

    In 2007, Pope said the hospital looked at where it performed against other top hospitals. “We weren’t great,” she said. “We recognized that we needed a framework to help get us to the top, so we chose the Baldrige framework. . . . Year after year after year, we got better, until now we’re in the top 1 percent in the nation.”

    In regards to the climb to always get better, Pope said, “We’re not perfect. We’re not at the summit. We have opportunities to learn. . . . .We can’t linger, our real work is ahead.”

    Gerry Agnes, CEO, Elevations Credit Union

    In 1953, 12 individuals at the University of Colorado contributed about $50 to a cash box; individuals making deposits at 2014 Baldrige Award winner Elevations Credit Union now number about 108,000.

    Defining a credit union as a nonprofit, financial cooperative, CEO Gerry Agnes said the community-based organization may be small but competes with some of the largest financial organizations in the world. That was one thing he said he learned from Baldrige: identify who you benchmark/compete against. Credit unions have about 6% of the market, but that does not mean they can’t compete “mightily,” he said.

    Agnes shared lessons he’s learned from leading the credit union on its Baldrige quality journey, which started in 2008 with the question, “Just how good are we?”

    Of course, the year was 2008, the midst of the financial crisis. Although one in four residents in Elevation’s primary market was a member of the credit union, capital wasn’t growing nearly as quickly as it was for competitors, neither was there significant growth for the credit union in members or assets.

    “Many people were asking us why would you spend financial capital and human resources to undertake [the challenge of adopting the Baldrige framework] in the middle of a crisis. And we thought to ourselves, we’re really at a fork in the road,” Agnes said. “If we take the wrong fork, we might end up in mediocrity. . . . We wanted to make sure we understood who we are, where we’re going, and how we are going to get there.”

    Agnes shared some of his leadership lessons:

    • Build your foundation with the core values and vision; ask how are you going to get there?
    • Make adopting the Baldrige framework about a journey to excellence not winning the award.
    • Create a safe environment to be honest. Citing the line “you can’t handle the truth” from the movie A Few Good Men, Agnes said he was reminded that “in organizations, truth is often really hard to handle. . . . If I had one goal to measure my success, it would be, have I created an environment with my team that is safe, where we can have brutally honest conversations about salient matters that will benefit our members, our employees, our community.”
    • Get input and buy-in from all employees and the board of directors. “At the end of the day, employees want to be seen, heard, and valued,” he said. “People were starting to see that we valued their input and actually took action on it. They realized it was safe to ask [difficult] questions. That enabled us to persevere.”
    • Acknowledge the “pain curve.” Agnes said the credit union thought it was doing pretty well, but then employees really started looking at the data and realized they may not be doing as well as they thought. “It’s quite remarkable that over time our perceptions and reality got closer and closer,” he said.
    • Celebrate victories, large and small. “Relish every one of them,” Agnes said. “Because if you celebrate with your team, you rejuvenate their spirits and keep that momentum going.”
    • Actively plan. Agnes said Elevations is very proud of its “operational rhythm,” which includes actively managing its strategic plan: “Our plan is not something that sits back and collects dust.”

    With honest conversations and a culture permeated by continuous improvement, Agnes said Elevation’s quality journey got some momentum, and the results were clear. By 2014, Elevations had seen 2 to 1 growth in capital, 6 to 1 growth in membership, and 2 to 1 growth in assets. This “stark contrast of results stemmed from the Baldrige framework,” he said.

    Member-centricity was our winning strategy, with fully engaged employees and a very loyal member base, Agnes said; the “financial results are the byproduct of employees serving our members and doing a great job.” He added, “My job as CEO is to turn this organization over to the next CEO in better shape than it is today, and through the Baldrige framework, we [will be] able to do that.”