1. 1st ASQ Canada Conference – 25/26th September 2017

    May 26, 2017 by ahmed

    ASQ_logo

    The first ASQ (American Society for Quality) Canada Conference will take place on September 25 & 26, 2017 in Ottawa at the Canada War Museum.The theme will be “A Confederation of Quality Professionals Working toward an Inclusive and Sustainable Canada”. It will focus on how we can work together to make a stronger and more resilient Canada by harnessing the knowledge, capability and talent of working Canadians.

    Some of the world’s leading experts and nations best professionals will share how organizations can use best management practices to create a culture committed to excellence and work collaboratively with others to create a high performing Canada.

    Keynote Speakers at the Conference

    DAWN RINGROSE
    Dawn Ringrose is Author of the Organizational Excellence Framework, a unique publication that integrates excellence models and provides implementation guidelines for the user. Her presentation will share the aggregate results of a current research project, the ‘First Global Assessment on the Current State of Organizational Excellence’, that was launched by the Organizational Excellence Technical Committee and endorsed by the Global Benchmarking Network and ISO TC 176.

    DAN CORBETT
    Dan Corbett is the former CEO of the National Quality Institute. His presentation will challenge that we are “back to the future” in Canada as other countries have developed and improved their national excellence models and expanded the elements to include services, the non-profit sectors and public sectors. He will speak about how these countries are moving ahead of Canada and leaving us once again in catch up mode.

    DR. TED MARRA
    Dr. Ted Marra is author of ‘The Wisdom Chronicles: Competing to Win’. He will speak about ‘Laying the Foundation for the Global Competitiveness of a Nation – A Visionary Perspective’. After 40 years of dealing with ‘leadership’ across 38 countries plus reviewing what ‘better practice’ have been able to accomplish, Ted will share his vision of what is required to truly be the best – the most globally competitive nation.

    ART DANIELS
    Art Daniels has 40 years’ experience in managing and developing institutions and human resources in the Canadian public service. As the Founder of the Institute for Citizen-Centered Service and advisor to national and international governments committed to reform, Art will share his experience with respect to ‘Putting Citizens First: Achieving Customer Focus and Lean Government’.

    JP GLADU
    JP Gladu is CEO of the Canadian Council for Aboriginal Business. He will speak about moving non-Aboriginal and Aboriginal business toward sustainable partnerships and shared economic prosperity. He will share how growing a strong and diverse Aboriginal economy is essential to the Canadian economy and how this can be achieved.

    DR. ROBIN MANN
    Dr. Robin Mann is Director of the Centre for Organizational Excellence Research and Chair of the Global Benchmarking Network. His presentation will share how benchmarking is a powerful method for breakthrough thinking, innovation and improvement and for delivering exceptional bottom-line results.

    DR. CRAIG DOWDEN
    Craig Dowden is Author of ‘The Science of Positive Leadership’ and will be speaking on ‘Civility Matters’. A respected thought leader, he has been popular across media outlets – Huffington Post (U.S.), Financial Post, Psychology Today, HR Professional, Canadian HR Reporter, Canadian Manager, Your Workplace, Canadian Government Executive, Institute of Professional Management, radio and television appearances.

    To register, please visit the website http://conference2017.asqottawa.ca


     

    ‘First Global Assessment on the Current State of Organizational Excellence’

    Interim results will be shared at the conference along with a special snapshot of Canada
    Leaders from organizations around the world are invited to participate in the 1st Global Assessment on the Current State of Organizational Excellence that was launched by the Organizational Excellence Technical Committee QMD ASQ (OETC) in 2015 and endorsed by the Global Benchmarking Network and ISO Technical Committee 176.

    The assessment tool is based on the Organizational Excellence Framework (OEF) that integrates leading excellence models and provides implementation guidelines for the practitioner (downloadable at no charge http://organizationalexcellencespecialists.ca)

    To participate in the global assessment, you have two choices:

    1. Teaser Assessment – takes 5 minutes, assesses culture of excellence and delivers a free feedback report to your inbox http://www.qlbs.com/QimonoVBA/assessment/OrgExFrameworkTeaser
    2. Full Assessment – takes 15 to 30 minutes depending on organization size, assesses culture of excellence and deployment of best management practices http://www.qlbs.com/QimonoVBA/Assessment/OrgExFramework

    Individual responses for both assessments will be strictly confidential. Only the aggregate data will be reported on the open OETC LinkedIn site https://www.linkedin.com/groups/4369749 so that respondents can benchmark their performance with others.
    This research is intended to provide benefit for all stakeholders:

    • Contribute to the OETC mandate “to support and promote the use of international excellence models and to help all organizations attain higher levels of performance”
    • Create awareness with leaders and managers about the principles and best management practices that are common to high performing organizations
    • Enable organizations to build on strengths and address opportunities for improvement
    • Provide a snapshot about the extent to which best management practices are deployed by organization size, industry sector and country

    This article has been provided by Dawn Ringrose, Organizational Excellence Specialists, OETC and GBN, Canada


  2. Launch of the 2nd cycle of Dubai We Learn government projects

    May 25, 2017 by ahmed

    2017 projects

    The Dubai Government Excellence Programme (DGEP), part of the General Secretariat of the Executive Council of Dubai, launched the initiative in October 2015. This initiative is in cooperation with the Centre of Organisational Excellence Research (COER), New Zealand. The initiative aims to empower a culture of institutional learning and the transfer and exchange of knowledge within the government sector. Due to the tremendous success of the 1st year of this initiative a 2nd cycle of benchmarking projects was started in April 2017. The 2nd cycle consists of the mentoring of 11 benchmarking projects, training in organisational learning and benchmarking, and the provision of a best practice resource, www.BPIR.com, for all 37 government entities.

    The projects selected are shown below:

    Government Eentity Project Name
    Dubai Civil Aviation Authority Remotely Piloted Aircraft System services
    Dubai Corporation for Ambulance Services Treat the patient not the clock
    Dubai Customs Dubai accredited clients
    Dubai Electricity and Water Authority AFKARI ideas management system
    Dubai Health Authority Prevention better than cure (innovative prevention program to combat Diabetes)
    Dubai Human Resources Department Dubai Launching a Human Resources Research and Studies Centre
    Municipality Dubai Innovation driven knowledge hub
    Police Dubai Governance of work hours of Dubai Police vehicles maintenance and repair tasks
    Public Prosecution Increasing the use of electronic and smart applications
    General Directorate of Residency and Foreigners Affairs Renovate your thinking
    Knowledge and Human Development Authority Holacracy safari

    Projects were selected based on their potential benefits to Dubai as a whole (and the government entity) and the commitment of each government entity to complete the project. Meetings were held with each government entity to discuss their proposed projects and set expectations for the year. The photographs below show the teams of Dubai Human Resources Department Dubai, Dubai Electricity and Water Authority and Dubai Police after meetings with Dr Robin Mann and Ahmed Abbas of COER. 20170409_133520_1

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    The official start of the 2nd cycle began with 3-days of intensive training on the TRADE Benchmarking methodology for each team. At the training the projects were further refined and the teams learnt how to manage their projects and utilise benchmarking to find and implement best practices.

    The photographs below are for Dr. Ahmad Al Nusairat delivering the opening speech for the training that were undertaken. In the first batch 5 teams were trained and the second batch 6 teams were trained.

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    Following on from the training three progress sharing days will be held throughout the year and a final closing sharing in April 2018 to evaluate the results of the projects. The 1st progress sharing day will be held on 11 June 2017 with each team giving a 10-minute presentation describing the progress of their projects. These progress sharing days provide an excellent platform for the teams to learn from each other. As all project teams are using the TRADE benchmarking methodology it is easy to compare progress and share experiences.

    To receive up to date information about this initiative subscribe to our free newsletter from here, you can also search #Dubai_We_Learn in the social media websites to see content uploaded by the teams.


  3. Which is most popular – Benchmarking, Best Practices, Business Excellence, Innovation, Lean, Six Sigma, Balanced Scorecard, Knowledge Management, ISO 9001 or IS0 14001?

    March 7, 2017 by ahmed
    My friend from the Australian Organisation for Quality – Michael W McLean, Managing Director, McLean Management Consultants Pty Limited brought to my attention the usefulness and fun of using Google Trends. Michael had compared the popularity of business excellence with a number of other improvement methodologies and techniques. His point was the relative lack of awareness or popularity of business excellence in comparison to other improvement approaches, in particular in comparison to ISO 9001. This was disappointing but no great surprise as it supported the findings of a study that COER undertook for SAI Global on the Australian Business Excellence Framework (ABEF) in 2007 (study shown here) – this revealed that only 9.5% of senior managers/directors in Australia had heard of the ABEF and only 1.3% had used the ABEF to improve their performance over the last 5 years.
    The graphs below are from my own comparisons using Google Trends. The first graph shows the popularity according to the number of searches for Benchmarking, Best Practices, Business Excellence and Innovation. These topics are the areas of expertise for my organisation, the Centre for Organisational Excellence Research (COER). The graph shows the popularity of these approaches over 5 years from a worldwide perspective and only including results of searches of a “business and industrial” nature rather than on “games” or “sport” for example.most_popular1The graph shows clearly that innovation is the most popular search item, approximately four times as popular as searches for best practices and benchmarking. Business excellence is a 1/100th as popular as innovation. (Note the numbers on the left hand axis represent search interest relative to the highest point on the chart for the given region and time. A value of 100 is the peak popularity for the term. A value of 50 means that the term is half as popular. Likewise a score of 0 means the term was less than 1% as popular as the peak).

    The second graph shows the popularity according to the number of searches for Benchmarking, Lean manufacturing, ISO 9001, Innovation and ISO 14001. This graph reveals that Innovation is the most popular topic with ISO 9001 second (at 50% popularity), Benchmarking third, ISO 14001 fourth, and Lean manufacturing last.

    most_popular2

    The third and final graph shows the popularity according to the number of searches for Benchmarking, Six Sigma, Balanced Scorecard, Innovation and Knowledge Management. This graph reveals that Innovation is again the most popular topic with Six Sigma second (at 50% popularity), Benchmarking third, Knowledge Management fourth and Balanced Scorecard last.

    most_popular3

    These searches reflect the interests of business people around the world and therefore should be taken seriously. Innovation can be seen as the hot topic over the last 5 years and yet systems/approaches/methodologies to help organisations become more innovative are still in their infancy. Those of us that understand business excellence will recognise that business excellence models have innovation integrated into the model criteria and yet the models are relatively unknown and unused. This presents an opportunity for the administrators and promoters of business excellence to leverage off the interest in innovation to offer their holistic business excellence model as a guide to building innovative organisations.

    This article was written by Dr Robin Mann, Head of the Centre for Organisational Excellence Research, NZ.


  4. Podcast: Benchmarking – An interview with Dr Robin Mann

    February 12, 2017 by ahmed

     

    Listen to Dr Robin Mann, Head of the Centre of Organisational Excellence Research at Massey University, discussing one of the most powerful, yet greatly underused organisational improvement methods – best practice benchmarking. This was an interview by Michael Voss (CEO of Pyxis and MichaelVossNZ.com).

    Use Up/Down Arrow keys to increase or decrease volume.

    Topics covered were:

    • Tell us about what benchmarking is and why a business leader should pay attention to it?
    • Our listeners will know about benchmarks – and I am sure that many are comparing their performance measures with others in their industry, but will probably not have heard about best practice benchmarking. Can you briefly explain how these two are different?
    • I have noticed the term ‘best practice’ seems to have lost favour with many lately – everything today seems to be put forward as best practice. Do you think the term has lost its meaning?
    • There are many benchmarking processes on offer, what made you decide to develop the TRADE methodology?
    • I know that you have taken TRADE further than just Singapore where we used it to pilot the Jumpstart Benchmarking programme for the Civil Service College back in 2006. What impact has it made in Singapore and elsewhere?
    • What are the key things that a leader needs to know to run a successful benchmarking project in their organisation?
    • Tell us what made you set up the BPIR.com?
    • You have also set up the International Best Practice Competition. How does this work? And what types of organisations is it for?
    • There does not seem to be much appetite recently here in NZ for excellence or benchmarking other than in the local and central government sectors. Why do you think this is?

    For more information about TRADE and Best Practice Benchmarking go to COER.


  5. A successful first year for Dubai We Learn

    December 14, 2016 by ahmed

    This first year of “Dubai We Learn – Knowledge Sharing and Innovation Initiative” came to an end in October 2016. This initiative, for government entities in Dubai, has seen the Dubai Government Excellence Program (DGEP) and COER working closely together to deliver a range of knowledge sharing and organisational learning activities designed to fast-track organisational improvement and stimulate innovation.

    On 5 October 2016, the first wave of 13 benchmarking projects were concluded. Each project team gave a presentation and submitted a benchmarking report which was assessed by an expert panel. Three of the teams achieved a 7 Star recognition according to the new assessment system with all teams achieving certification at the Benchmarking Proficiency Level (an admirable achievement within one year). Initial results from the 7 Star projects are highlighted in the table below.

    dwl 7 stars

    COER’s TRADE Best Practice Benchmarking Methodology and BPIR.com were the key tools supporting the projects.

    TRADE

    dwl02dwl01The photo to the left shows Dr Ahmad Al Nuseirat, Coordinator-General, DGEP (2nd to the left), Dr Zeyad Mohammad El Kahlout, Quality and Excellence Advisor, DGEP (far left), Dr Robin Mann, Director, COER (centre) with His Excellency Abdulla Abdul Rahman Al Shaibani – Secretary General of the Executive Council of Dubai (far right). All of these people, along with Ahmed Abbas, Senior Benchmarking Researcher, COER, (photo above with Dr. Omer Al Sakaf who was the Team Leader for the Dubai Corporation for Ambulance Service’s project) played a vital role in the success of the program.

     

    dwl03The expert panel consisted of Arndt Husar, Deputy Director, United Nations Development Programme (UNDP), Global Centre for Public Service Excellence, Singapore (left side of photo), Professor Dotun Adebanjo, University of Greenwich, London (right side of photo), and Dr Robin Mann.

    An overview of the 7 Stars stars Dubai We Learn projects

    The 7 Stars projects are described below. Information on the other projects is shown here.

    Dubai Municipality

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    The project aim was to increase the percentage of processed purchase requisitions from 74% to 85% within a target of 20 days, thereby improving the overall throughput of the purchasing channels.

    The team conducted an in-depth study of their current procurement system and performance using process analysis tools such as workload analysis, value stream analysis, an influence-interest matrix, customer segmentation, fishbone diagram, process flowchart analysis and waste analysis. As a result of this analysis, a number of areas for improvement were identified. These included the ensuring of correctly detailed technical specifications, how to quickly evaluate potential suppliers for technical purchases, and how to automate these processes.

    During the Acquire stage, the team collected more than 55 improvement ideas gained from the learning from benchmarking partners and the team’s own ideas. The team integrated these ideas and practices into a total of 5 main best practices for implementation. One of the best practices relating to contracts was parked under a new benchmarking project so that its feasibility could be further investigated.

    The actual outcome of the project exceeded expectations; from 85% of purchase requisitions to be completed within 20 days as the original aim, to an actual performance of 97% of purchase requisitions completed within 12.2 days. Finally, at the Evaluate stage of the project, Dubai Municipality calculated their savings to be in excess of US$600,000 per year.

    Knowledge and Human Development Authority (KHDA)

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    The aim of the KHDA project was to identify and implement best practices to increase people happiness. Prior to this project, KHDA was in the top 15% of organisations for employee happiness, based on an independent international measure. It was therefore a challenging task to improve its already very strong position.

    During the Research stage of TRADE, the team reviewed its current performance and challenges associated with people happiness. Specific areas to focus on during the benchmarking exercise were determined by the lowest scoring attributes in a Happiness @ Work Survey. This resulted in focusing on more specific areas such as employee well-being and work-life balance.

    One of the unique features of how KHDA utilises its resources is the way it leverages off planned business trips to obtain benchmarking information. For example, when some of the senior management team travelled to the United States to attend a conference the benchmarking team took advantage of this opportunity. They scheduled a number of benchmarking visits for their senior managers to acquire best practices on people happiness. As a result, the benchmarking team acquired many best practices through site visits both internationally and locally, in addition to obtaining best practices through internet research.

    Some of the practices targeted the improvement of the work environment such as the renovation of the 5th floor of their building. The photos show the new design with the work desks/areas intermingled with the sports apparatus and the presentation/meeting room designed to encourage openness and harmony. Renovation of the 5th floor was already planned before the benchmarking study began but the study enabled enhancements to be made.

    khda

    Other practices targeted improving employees’ well-being, such as encouraging employees to participate in fitness classes and external sports activates such as the “Walk for Education 2016”, “Race for Good”, “Good Move Dubai”, “Spartan”, and the “Vertical Marathon”. There were also practices targeting transparency such as “Open board meetings” where the monthly board meetings become open to all employees with the meeting agenda shared in advance. Another practice being piloted is a move from a traditional management hierarchy to “holocracy”, a new peer-to-peer “operating system” that increases transparency, accountability, and organisational agility. The benchmarking team also, within the one year time frame, introduced the “School of Hearts” to measure student happiness at schools in Dubai. The survey reached out to more than 40 schools and 9,000 students.

    Dubai Statistics Center (DSC)

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    The aim of DSC’s project was to identify best practices in Innovation to enable DSC to develop and implement a strategy for innovation to improve its processes and services.

    DSC started its project by undertaking a number of innovation self-assessments (three of the four were from the www.BPIR.com). DSC found the self-assessment titled “Innovation Maturity (organisation-wide)” the most comprehensive and useful. The self-assessments enabled DSC to identify both its current level of innovation maturity and specific improvement needs. The specific improvement needs were innovation strategies, innovation measurement, innovation labs, suggestion schemes and innovative statistical information delivery.

    During the search for potential benchmarking partners, DSC used the identified areas of improvement as the criteria for selecting benchmarking partners. For example, DSC searched for organisations with an innovation strategy that resulted in an innovative culture.

    DSC conducted benchmarking visits to four organisations locally and obtained many best practices through internet research. They were able to identify nearly 60 improvement ideas. In the Deploy stage they were able to implement a number of best practices in readiness for certification to the innovation management standard TS 16555-1. The suggestion scheme was improved and awareness initiatives enhanced. DSC gained international recognition for its improvement in its innovation capabilities by winning the Most Innovative Company of the Year in the Middle East and Africa at the International Business Awards.

    Future activity

    Due to the success of Dubai We Learn, a 2nd wave of benchmarking projects will start in early 2017. Dubai government entities may join the 2nd wave of projects through contacting Dr. Zeyad Mohammad El Kahlout, Quality and Excellence Advisor, Dubai Government Excellence Program, The General Secretariat of the Executive Council of Dubai, Zeyad.ElKahlout@tec.gov.ae.