1. Singapore Quality Award Winners 2017

    November 6, 2017 by ahmed

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    Three organisations – two local food companies and a provider of utility services – win this year’s Business Excellence Awards for the first time. The other three winners are two government agencies and a local eco-friendly industrial packaging solutions provider.

    Singapore Quality Award (SQA)
    Defence Science and Technology Agency – introduction video clip
    Ministry of Manpower – introduction video clip
    Neo Group Limited (Catering) – introduction video clip
    Select Group Pte Ltd – introduction video clip
    SP Services Ltd – introduction video clip

    Innovation Excellence Award (IEA)
    Greenpac (S) Pte Ltd – introduction video clip

    First-time winners, Neo Group (Catering), Select Group and SP Services join the ranks of DSTA, MOM and Greenpac who are past recipients of various BE Awards. To date, there are 112 BE Award winners, who have attained superior performance and demonstrated commitment in harnessing innovation, developing people and delivering excellent service, since the inception of the BE initiative in 1994. The BE Awards are conferred by the Singapore Quality Award (SQA) Governing Council and administered by SPRING Singapore.

    A critical enabler to build capabilities and capture new market opportunities
    The BE framework was streamlined last year to keep pace with evolving management and technological trends. Organisations have to pursue the Singapore Quality Class (SQC) as a foundation before deepening niche capabilities in Innovation, People and Service. The refreshed framework serves to maintain its relevance and value as a holistic tool for organisations of different growth stages to establish strong business fundamentals and capitalise on new opportunities.

    The SQC certification is an endorsement of a company’s robust management capabilities and commitment to delivering value to its stakeholders. The unified branding under SQC serves as a trust mark of quality and excellence for Singapore-based organisations, boosting their competitiveness in domestic and global markets. To date, more than 1,800 organisations are on the BE journey.

    “In the face of a fast-changing global economic landscape, business excellence has become more crucial for organisations now than before. To help them navigate through these changes, the independent validation process that organisations go through using the BE framework provides them with an external perspective – enabling them to assess where they stand in relation to their local and overseas counterparts, and identify the gaps that need to be filled in order to achieve sustainable growth,” said Professor Cham Tao Soon, Chairman, SQA Governing Council.

    “The assurance of quality that BE provides of a business’ products and services, as well as soundness of its management practices are important for Singapore companies looking to seize growth opportunities locally and overseas. Organisations should leverage the BE initiative to fine-tune their management systems and develop capabilities to be better positioned to scale, grow and compete,” said Mr Poon Hong Yuen, Chief Executive, SPRING Singapore.


  2. EFQM Excellence Award winners 2017 and 14 new success stories

    November 4, 2017 by ahmed

    EFQM_logo

    EFQM Award winners 2017

    In the pursuit for excellence 2017 was a very challenging year for many organisations around the world. Business excellence awards are the most prestigious awards any organisation can achieve, it recognises organisations which have demonstrated excellence in all areas of operation. Below are the EFQM business excellence award winners of 2017.

    • EFQM Excellence Award Winner
      • Dubai Electricity and Water Authority (DEWA)
      • Glasgow Housing Association
      • Robert Bosch GMBH
    • EFQM Global Excellence Prize Winner in Harnessing Creativity & Innovation
      • Bosch Car Multimedia Portugal
    • EFQM Global Excellence Prize Winner in Adding Value for Customers, Developing Organisational Capabilities & Leading with Vision, Inspiration & Integrity
      • Bosch Rodes Plant
    • EFQM Global Excellence Prize Winner in Leading With Vision, Inspiration & Integrity & Succeeding Through the Talent Of People
      • Geriatric Health Centres of the City of Graz (GGZ)
    • EFQM Global Excellence Prize Winner in Adding Value for Customers
      • Hospital Universitario Infanta Elena (HUIE)
      • Sanitas Hospitals
      • Tarsus Belediyes
    • EFQM Global Excellence Award Highly Commended
      • Mando Corporation Poland
      • West Lothian Council

    Download the full recognition book in PDF

    14 Success story of EFQM award winners
    Discover the success stories that made those organisations recognised at various EFQM levels of Excellence.


  3. Baldrige Principles Bring Organizational Change, Learning to National Guard

    August 31, 2017 by ahmed

    Idaho_Army_National_Guard

    Originally posted on Blogrige by Dawn Marie Bailey

    What are the benefits and challenges of starting a Baldrige-based program from scratch in your organization?Lt. Col. Rory Thompson started such a program at the Idaho Army National Guard. In this blog, he shares his experiences on how he has been working from within to encourage a defense organization to implement Baldrige’s learning principles to achieve organizational performance excellence.

    “If defense organizations in the United States are to navigate the complexity of today’s unpredictable security environment and attain competence in organizational adaptability, innovation, integration, and process improvement, what new ways of thinking and acting are available to achieve these objectives?” asked Thompson, PMP, G3, Idaho Army National Guard Strategic Planning Manager, in his paper (submitted at Cranfield University in the United Kingdom) “How Can Defense Organizations Sustain a Competitive Advantage in the Security Marketplace? An Analysis of the Idaho Army National Guard’s Implementation of the Baldrige Performance Excellence Program.”

    He found these news ways of thinking and acting through applying principles of the Baldrige Framework and the Army Communities of Excellence (ACOE) Program, which is based on Baldrige.

    According to Thompson, he volunteered to attend training and develop the organization’s Baldrige program because in his previous positions, he kept experiencing the same general problems. “We lacked defined systematic processes to manage operational work effectively to meet our customers’ or stakeholders’ requirements, or we had a defined process but no means to evaluate it to determine ways to improve,” he said.

    “In these instances,” Thompson added, “the organization was inadvertently accepting higher amounts of unnecessary risk or contributing to rework and waste. I found myself questioning processes and wondering how or why we seemed to jump from crisis to crisis. Based on the Baldrige-based training from the Army National Guard ACOE program, I began to frame problems from a systems perspective. In other words, I relied less on individual process management and began working on organizational process management. The point is that organizational behavior and reinforcing systems play a critical part, and until we can address system issues, the processes people manage will continue to return the same result.”

    The Idaho Army National Guard began its journey to become a learning organization in 2014 with its first application to the Army ACOE program. It used the Baldrige Framework as an organizational management and maturity model to achieve the following:

    • Provide high-quality services to customers, partners, and stakeholders
    • Guide and facilitate organizational learning as a method to increase efficiency and organizational effectiveness
    • Empower the workforce to contribute to quality
    • Manage complexity and risk

    In his paper, Rory writes that the Idaho Army National Guard’s initial priority was “to influence organizational culture and human behavior through an organizational design modification that adjusted the common military functional management model to a matrix management model. The objective for the design modification was to break down barriers of communication and enable departmental cross-talk and sharing of information.”

    The next priority was to set the conditions for a learning organization. According to his paper, “The primary objective of the organizational learning model was to provide a reference point for the workforce to view learning from feedback as it occurs at tactical, operational and strategic levels of work. The secondary objective was to reinforce how the Idaho Army National Guard supports a climate for learning and information sharing. The tertiary objective was to ensure that paths of learning were available at the operational, tactical, and strategic levels of operation.”

    “As we became more familiar with the concepts of the Baldrige Framework and overcame some initial hurdles, we have had great successes, and we will continue, as is the beauty of the Baldrige Criteria [with the Baldrige Framework],” said Thompson.

    One of his favorite recent examples of successes in using Baldrige and other continuous improvement training programs are employees calling him or contacting him directly wanting to get involved, get trained, and start effecting positive change, he said. In addition, new methods to communicate externally and internally to the workforce, customers, partners, and stakeholders have emerged; these include an external website, internal podcasts, external and internal social media platforms, a new brand and logo, and new organizational strategy layered with Baldrige concepts. There’s even been more “workforce engagement and willingness to explore better ways of doing things,” Thompson added.

    “The overall experience is and has been critical to my organizational management/leadership skills,” said Thompson. “This [Baldrige] framework has opened doors I had no idea existed. The moment I became involved in Baldrige, my eyes and mind opened to at first what was confusing and different, but as I learned the framework, I began to view organizational management from a much different perspective. As I learned more about the Baldrige framework, I began to see gaps in my own ability to manage organizations.”

    Inspired by his learning, Thompson became an examiner with Performance Excellence Northwest, a Baldrige-based program and member of the Alliance for Performance Excellence that covers the states of Alaska, Idaho, Oregon, and Washington. He also earned a Project Management Professional (PMP) certification and went to PROSCI Change Management training, Lean Six Sigma Green Belt training, and Lean Six Sigma Black Belt training.

    Thompson offers advice for others who may be trying to start an internal Baldrige program, but he warns that there is no cookie-cutter, one-size-fits-all approach because there are simply too many external and internal organizational variables.

    “There is no set timetable, and the organization will cue you in when it is ready to press harder. You should manage expectations early; however, you are not out to win an award. The award is a byproduct of a relatively mature system,” he said.

    Some general advice follows:

    • Start the program small, and be careful not to “upset” the traditional ways of doing things.
    • Try to select those for your implementation team who have some leverage and longevity in the organization, and who show a natural inclination towards continuous improvement and quality.
    • Get small wins with your team to help build momentum.
    • Find a balance between controlling implementation and stifling innovation.
    • Eventually work Baldrige concepts into the strategy without upending the overall structure.
    • Speak the language your organization understands. Do integrate Baldrige concepts but avoid using specific Baldrige terminology.

  4. COER News – Articles on Business Excellence, Benchmarking, Best Practices and Innovation

    August 13, 2017 by ahmed
    The Centre for Organisational Excellence Research (COER), BPIR.com’s sister organisation, recently published its latest newsletter for August 2017.
    Download a copy of COER’s August 2017 Newsletter here.
    qmf
    The contents of the newsletter are described below:

    • Learn from the Winners of the 5th International Best Practice Competition
    • Learn from the Winners of the 1st Organisation-Wide Innovation Award
    • Launch of the 2nd Cycle of “Dubai We Learn” Government Projects, April 2017
    • 1st Progress Sharing Day of “Dubai We Learn”, June 2017
    • Benchmarking Certification (7-Star Recognition System)
    • TRADE Benchmarking Training for Best Practices and Innovation
    • COER assists the APO with its Business Excellence Initiatives
    • Selection of Recent Academic Publications on Business Excellence
    • PhD Research to start on the use of Business Excellence Worldwide
    • PhD Research Opportunities
    • BPIR.com – Sharing Best Practices
    • ASQ’s Quality Management Forum Publication on Organisational Excellence
    • Book Review: Deep in Crisis, The Uncertain Future of the Quality Profession
    • COER’s Partner Activities/Articles of Interest

  5. The Quality Management Forum

    August 5, 2017 by ahmed
    The Quality Management Forum is the quarterly refereed publication of the Quality Management Division of the American Society for Quality (ASQ). The Forum includes articles on quality management as well as information on QMD activities such as the annual conference and the certified quality manager program.

    qmf

    In this issue:

    • A Special Edition on Organizational Excellence, By Prashant Hoskote
    • Chair’s Message, by Jan Tucker
    • Sustaining Business Excellence at Organizational and National Levels, by Dr Robin Mann
    • The Need for Self-Assessment in a Diverse Emerging Economy, by Paul Harding
    • The Value of Excellence Awards: An Australian Perspective, by Ravi Fernando
    • Organizational Excellence Frameworks – How to Fail, by Prashant Hoskote
    • News from the QMD/HCD Healthcare Technical Committee
    • Book Review: Quality-I is Safety-II: The Integration of Two Management Systems
    • Coach’s Corner, by J.R. McGee

    Click here to download the Quality Management Forum

    Join the Linkedin group of the Organizational Excellence Technical Committee (OETC) – ASQ Quality Management Division (QMD) and get the latest update on Business Excellence from around the world.