1. Dubai Municipality Leading the Way in Government Initiatives

    January 23, 2016 by ahmed

    Dubai We Learn Logos

    The Dubai Government Excellence Programme’s (DGEP) Dubai We Learn” initiative consists of a range of organisational learning and benchmarking activities as described in a previous blog “Identifying and Applying Best Practices for Government”

    At the 2nd Progress Sharing Day held on 18 January 2016, 13 project teams from 13 government departments shared the progress of their benchmarking projects. To maximise the engagement and learning of the government entities the audience were invited to vote on which teams had made most progress.

    The team judged to have made most progress were from the Dubai Municipality with its project to “Improve Purchase Procedures and Channels”. Other government entities recognised for their progress were the Dubai Corporation for Ambulance Service for its project on “Development of Emirati Paramedic Leaders” and Mohamed Bin Rashid Enterprise for Housing for its project on “Improving Customer Experience” particularly through using SMART applications. Regardless of the voting, all teams demonstrated an exceptional dedication to their projects.

    Dubai_Municipality_Team

    All projects are using the TRADE Best Practice Benchmarking methodology with an expectation that most projects will be completed within a year (the projects began in October 2015). Currently most projects are in the “Research” stage of TRADE and making sure that they have a deep understanding of their processes, systems and performance before moving to the “Acquire” stage. The Acquire stage is where the teams will be identifying benchmarking partners and learning best practices.

    Dubai Municipality have made substantial strides in its procurement process in recent years including becoming the first government department in the Emirate to introduce web-based automation across its entire procurement cycle and achieving recognition at a number of international awards (CIPS Middle East Awards 2015 – Most Improved Procurement Operation ). The procurement department’s project for Dubai We Learn aims to reduce the average cycle time of processing purchase requisitions from 16 to 12 days or less. The team have studied in depth their current procurement system and performance using process analysis tools such as: workload analysis, value stream analysis, influence – interest matrix, customers segmentation, fishbone diagram, process flowchart analysis and waste analysis. As a result of this analysis a number of areas for improvement were identified such as ensuring that technical specifications are correctly detailed and how to quickly evaluate potential suppliers for technical purchases, and how to automate these processes. The next stage of their project will be to identify relevant organisations to learn from.

    At the Progress Sharing Day the performance of all the teams was commended by the Executive Council of Dubai and Dubai Government Excellence Programme (DGEP). His Excellency Abdulla Al Shaibani – Secretary General of the Executive Council of Dubai and Dr. Ahmed Al Nuseirat – General Coordinator of Dubai Government Excellence Programme, both delivered speeches and encouraged the teams to maintain their momentum.

    Are you implementing a best practice in any area related to the 13 projects below? If so, we would like to hear from you. Please email ahmed@bpir.com for more details.

    Government Entity Project title
    Dubai Cooperation for Ambulance Services Development of Emirati Paramedic’s Leaders
    Dubai Courts Personal Status Smart Certifications Services
    Dubai Culture Developing National Human Resources for Museums
    Dubai Electricity & Water Authority Shams Dubai Initiative
    Dubai Land Department Towards Happy Employees
    Dubai Municipality Improving Purchase Procedures and Channels
    Dubai Police Head Quarter Smart Police Officer
    Dubai Statistics Center Innovative Statistics
    General Directorate of Residency & Foreigners Affairs Dubai Developing a World-Class Customer Service Design Process
    Knowledge & Human Development Authority People Happiness
    Mohamed Bin Rashid Enterprise for Housing Improving Customer Experience
    Public Prosecution Judicial Knowledge Management
    Road and Transport Authority RTA’s Knowledge Repository Gateway

    For more information about this initiative download the attached article and sign-up up to COER’s newsletter to receive the latest updates.

     


  2. Life-Changing Benchmarking: How Does Your Organization Compare?

    January 16, 2016 by ahmed

    benchmarking

    Originally posted on Blogrige by Dawn Marie Bailey

    Executives who have applied the Baldrige Criteria to their own work and used Baldrige feedback reports for assessment and planning have often spoken about how new insights led them to continuous improvement and the very beneficial results achieved both for their organizations and the people they serve. The manufacturing sector is no exception.

    In a recent Industry Week article, “How Do You Know You Are Winning?”, author Bill Baker writes that his life changed after his company Texas Instruments (TI) received its first Baldrige feedback report. The CEO had asked, “What did we learn and what were the opportunities/shortcomings that we need to fix.” With leaders assigned to each opportunity, the course of Baker’s career quickly went in a new direction.

    I recently had the pleasure of interviewing Baker, now president/owner of Speed To Excellence and co-author of Lean for the Long Term, about his Baldrige experience and being a manufacturing executive.

    Baker began his career in the “wild and crazy world” of mechanical/manufacturing engineering in the Vietnam era, when missile programs, laser-guided bombs, satellites, night-vision equipment, and drones were just being built and perfected, some right at Baldrige Award winner TI under Baker’s direction.

    In the late 1980s, Jerry Ray Junkins, who eventually served as president, chairman, and CEO of TI, came to TI Defense Systems and Electronics Group (DSEG) praising the newly written criteria for the Malcolm Baldrige National Quality Award, said Baker. The environment was such that defense budgets were decreasing and competition was increasing, and an outside excellence criteria that could be used for learning and improving was something he saw as very valuable.

    Although the defense manufacturer was very creative and innovative in terms of new products, Baker said, the organization’s first Baldrige Award application, which did not even lead to a site visit, yielded some disappointment—at first. “We are in the defense industry. They don’t understand us. We’re better than they think we are,” Baker said was the feeling of his colleagues, but “the CEO held the line [saying] we have to use this as a learning experience. Get ready. Apply again.”

    Baker, then a manufacturing engineer on missile programs, was assigned to learn about benchmarking, an insight from the Baldrige examiners that the company was very good but did not have the comparison measurements to prove it. “If you do not have continuous improvement goals based on benchmarking and benchmarks, you do not know how you compare,” writes Baker.

    Benchmarking was a new concept at the time, and Baker and a few colleagues were tasked to figure it out, starting with a visit to Xerox and Robert Camp, a well-known leader and author on the topic in 1990.

    The TI folks quickly learned what the Baldrige examiners were trying to tell them: “You have to know how you compare to know if you’re any good,” said Baker.

    For its second Baldrige Award application, TI received a site visit, with examiners visiting most of its plants and the TI staff on walkie-talkies sharing what the examiners were asking about during interviews. This time the feedback report had a focus on sustainability and more trend data.

    “The feedback was that we were doing lots of good things, but we did not have a long enough track record,” said Baker. The examiners’ message was “show us that you are really going to stick with this.”

    Its third application in 1992 resulted in TI DSEG being the first defense company to win the Baldrige Award. Said Baker, by that application, “We were rolling on benchmarking. Everybody was doing it. You couldn’t put up a chart without benchmarks and goals to exceed the benchmarks.”

    On winning the Baldrige Award, Baker said, “We were happy that all of our work had borne fruit, but the best thing, of course, was becoming more competitive in the defense business. That was the benefit. [The Baldrige Criteria provided an] outside criteria where you don’t just evaluate yourself on how well you’re doing. You’ve got comparisons. You’ve got world-class goals as opposed to just the industry goals of the business owner.”

    According to Baker, TI DSEG used the Baldrige Criteria every year as part of its annual planning to help it prioritize areas of focus until the company was eventually bought by another defense contractor that also had the foresight to value external benchmarking/learning and internal knowledge sharing.

    The value of benchmarking and continuous improvement, as well as an outside criteria to offer an objective evaluation, is still of paramount importance today to the success and sustainability of U.S. organizations, and especially manufacturers, said Baker, who now serves as chair of the Association for Manufacturing Excellence’s Target magazine editorial board.

    “You can always look at yourself and say I’m the smartest one in the room, right?” said Baker. “But guess what, there’s only one person in the world that can say that. You can learn from everybody. . . . When I was doing benchmarking, people would say ‘Why are we benchmarking them?’ And I would say, because they’re the leader in their industry. And our job is to find out from them what we can use to get better.” Plant managers want to know how to get to market quicker, design quicker, work with suppliers, said Baker; benchmarking other companies is key to fast learning.

    In addition, said Baker, “The best learning is from somebody outside your industry. Other people try to do things in order to survive. You may be doing things just to compete.”

    The Baldrige Program offers several tools to help organizations benchmark world-class organizations, including Baldrige Asks, “How Do You Know?”, the posting of Baldrige Award winners’ application summaries, and the Baldrige Award application process itself that provides organizations with feedback from a team of examiners who often represent every sector of the U.S. economy.

    Writes Baker, “What are you doing to improve, and how do you know if you’re winning?”

    My suggestion, apply for the Baldrige Award and find out.


  3. Identifying and Applying Best Practices for Government

    January 5, 2016 by ahmed

    Dubai We Learn Logos

    The Dubai Government Excellence Programme (DGEP), part of the General Secretariat of the Executive Council of Dubai, launched the Dubai We Learn 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.

    The initiative consists of the mentoring of 13 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 13 government projects are shown below:

    Government Entity Project title
    Dubai Cooperation for Ambulance Services Development of Emirati Paramedic’s Leaders
    Dubai Courts Personal Status Smart Certifications Services
    Dubai Culture Developing National Human Resources for Museums
    Dubai Electricity & Water Authority Shams Dubai Initiative
    Dubai Land Department Towards Happy Employees
    Dubai Municipality Improving Purchase Procedures and Channels
    Dubai Police Head Quarter Smart Police Officer
    Dubai Statistics Center Innovative Statistics
    General Directorate of Residency & Foreigners Affairs Dubai Developing a World-Class Customer Service Design Process
    Knowledge & Human Development Authority People Happiness
    Mohamed Bin Rashid Enterprise for Housing Improving Customer Experience
    Public Prosecution Judicial Knowledge Management
    Road and Transport Authority RTA’s Knowledge Repository Gateway

    For more information about this initiative download the attached article and sign-up up to COER’s newsletter to receive the latest updates.


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

    December 20, 2015 by ahmed

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    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.