1. Celebrating 25 years of excellence in Scotland

    November 19, 2016 by ahmed

    25_years_of_excellecne

    Originally posted on Quality Scotland by Ann Pike

     

    To celebrate Quality Scotland’s 25th Anniversary, our ‘Celebrating 25 Years of Excellence‘ case study booklet was launched. It shows how our members achieved “Committed to Excellence and Recognised for Excellence” awards and the routes they used. Download a PDF version here.

    Quality Scotland is a National Partner of EFQM (European Foundation for Quality Management) and the official home of the EFQM Excellence Model in Scotland. We are dedicated to helping all organisations in Scotland, whether in the public, private or third sectors in their pursuit of excellence. We work with members to achieve, recognise and sustain business excellence. We offer a range of performance improvement tools, recognition schemes and accredited training and development programmes as well as other online resources, all supported by dedicated Account Management.


  2. They know how to do it in Singapore

    by ahmed
    Singapore Business Excellence Awards 2016 Winners

    Singapore Business Excellence Awards 2016 Winners

    This article has been provided by Michael Voss, Owner of PYXIS & Associate Consultant of COER

    Every other time I have visited Singapore I have been impressed with what this small island nation manages to achieve. And this time was no exception. During my first visit I taught TRADE Best Practice Benchmarking to Singapore government agencies as part of a pilot programme. Not only did the 7 different agencies successfully complete all their benchmarking projects but they have since rolled out the methodology across the whole of government. And their efforts in continuous improvement and commitment to excellence shows. The customs and immigration processes I experienced at the border were impressive. Usually when travelling I find many things that could be improved, but there were very few this time.

    Last time in Singapore, I asked the taxi driver, while going to my favourite spot on Sentosa Island, “what is the big hole in the ground for? I recall that this was a natural area of mangroves less than 6 months ago. He replied “oh that is going to be a casino, six hotels, four attractions and a convention centre’. ‘What, in that tiny space’ I expressed with some surprise. ‘Yes we need it to avoid everyone going to China to have fun.’ he replied.

    And it was to the convention centre that I was heading to. This was the venue for the 22nd Business Excellence Awards Ceremony and Gala Dinner where I attended as one of the 430 guests. It was a nice way to finish off four days of training economic development representatives across 14 countries in how to engage small to medium enterprises (SMEs) in business excellence, run by the Asian Productivity Organisation and hosted by SPRING Singapore.

    In his address at the 2016 Business Excellence Awards Ceremony, the Singapore Minister for Trade and Industry, Mr. S Iswaran, said “Our economic environment is being reshaped by industry and technological trends, which are disrupting business models and fundamentally changing jobs. Future growth and competitiveness will be anchored in productivity, innovation and the skills of our workforce.”
    Over the past 22 years, Singapore has celebrated 106 past Business Excellence Awards winners that have distinguished themselves in the various aspects of business excellence.

    There were two winners of the Singapore Quality Award. DBS Bank have embraced the digital revolution to enhance its customers’ experience, while the Maritime and Port Authority of Singapore has used technology to increase the productivity and have demonstrated clean and green practices that exceed International Maritime Organization conventions winning awards for its sustainability practices both locally and internationally.

    Independent school for students aged 13 – 18 years, Hwa Chong Institution (HCI) won a Singapore Quality Award with Special Commendation. This award recognises ‘past Singapore Quality Award winners that have sustained their business excellence journey and attained greater heights of excellence’. The school has moved its students beyond laboratory experiments to collaborate globally in conducting advanced scientific research to solve practical and complex real-world problems.
    In addition to the premier Singapore Quality Award, awards are also recognised in three niches using the same awards framework. These niche awards are in line with the government’s future growth strategy and recognise innovation excellence, people excellence and service excellence.

    There were two recipients of the Innovation Excellence Award. The first of these was the National Library Board for its innovative approaches in its operations, and engagement with the community. The Singapore Civil Defence Force also won an Innovation Excellence Award for demonstrating a strong innovation culture amongst its people, and leveraging technology and state-of-the-art equipment to strengthen its emergency response capabilities.

    The Defence Science and Technology Agency won a People Excellence Award for putting people at the heart of its organisation to maximise employee potential and permeate a culture of innovation across their whole organisation.

    One of the challenges facing excellence awards programmes globally is ensuring that these programmes add value and remain just as relevant to SMEs as to large organisations including multinationals and government agencies. A significant effort has been expended in engaging SMEs in the Singapore Quality Award programme and this seems to be paying off. SPRING has introduced Business Excellence Standards for organisations that score around 400 points (Singapore Quality Award winners achieve 700 points or more), or approximately twice what a company just complying with ISO 9001 certification would score. These organisations scoring 400 points are recognised as Singapore Quality Class at the holistic level, and also at niche levels for People Developer, Innovation Class, and Service Class. As Minister Iswaran reports, “In the past three years, the number of SMEs benefitting from the business excellence initiative has increased by more than 60%, with the number of private organisations certified for Business Excellence increasing from 85 organisations in 2013 to 140 in 2015.”

    Chairman of the Singapore Quality Award Governing Council, Professor Cham Tao Soon said “As Singapore progresses into the next phase of economic development, business excellence plays a greater role in helping organisations strengthen business fundamentals so that they can remain agile and seize growth opportunities. This can be achieved through organisational innovation and learning, people development strategies, and sound management practices. We are encouraged to see over 1,700 organisations achieving this through the Business Excellence journey”.

    It seemed to me that Singapore’s 22-year history working with business excellence had made a significant contribution to its growth over the period and this looks like continuing well into the future. The Minister summed it up beautifully when he said “The pursuit of, and commitment to, business excellence takes on added importance as Singapore gears up for the next phase of economic development.”

    Many thanks go to SPRING Singapore for inviting me to join them in their awards ceremony. It was a great celebration for the many representatives from the award winners, sharing in their success over a beautiful meal. My congratulations go to all those involved.

    Here in New Zealand we celebrate the achievements of both private and public sector organisations that have attained outstanding levels of excellence in the New Zealand Business Excellence Awards. This awards programme, similar to the Singapore Excellence framework, is calibrated to the US Baldrige awards and administered by the NZ Business Excellence Foundation and New Zealand Organisation for Quality.

    Michael Voss is a business excellence veteran and the recognised ‘go to guy’ for unlocking the barriers to growth in companies of all sizes and across all industries. He is a frequent commentator on organisational excellence and blogs at MICHAELVOSSNZ.COM and an Associate Consultant for the Centre for Organisational Excellence Research (COER).


  3. Four U.S. organizations receive nation’s highest honor for performance excellence

    November 17, 2016 by ahmed

    baldrige_medallion

    Originally posted on NIST

    U.S. Commerce Secretary Penny Pritzker today named four organizations as the 2016 recipients of the Malcolm Baldrige National Quality Award, the nation’s highest Presidential honor for sustainable excellence through visionary leadership, organizational alignment, systemic improvement and innovation. This year’s recipients—two small businesses and two health care providers—represent four states, including the first awardee from Idaho; and feature four distinctly different operations, including the first winner ever from the long-term care and rehabilitation field and the first awardee from the textile industry since 1989.
    The 2016 Baldrige Award recipients-listed with their category-are:

    “This year’s honorees are trailblazers in innovation, small business, health care and sustainable textiles. Their visionary leadership is helping to power the economy and increase our ability to compete globally,” said Secretary Pritzker. “The Commerce Department proudly supports these four outstanding organizations for their unwavering commitment to performance excellence and their dedication to always reaching higher.”

    The Commerce Department’s National Institute of Standards and Technology (NIST) manages the Baldrige Award in cooperation with the private sector. An independent board of examiners recommended this year’s Baldrige Award recipients from a field of 34 applicants after evaluating them in seven areas defined by the Baldrige Excellence Framework: leadership; strategy; customers; measurement, analysis and knowledge management; workforce; operations; and results. An organization may compete for the award in one of six categories: manufacturing, service, small business, health care, education and nonprofit (including government agencies).

    “We are particularly excited about the diversity of the organizations being recognized this year,” said Robert Fangmeyer, director of the Baldrige Performance Excellence Program. “Like those before them, the 2016 honorees have created robust processes and cultures that focus on benefitting their customers, workforce and communities, and in doing so, have achieved outstanding operational and business results.”
    To date, more than 1,600 U.S. organizations have applied for the Baldrige Award, and there are more than 30 independent Baldrige-based state and regional award programs covering nearly all 50 states. Internationally, the program has served as a model for nearly 100 excellence programs. In addition, many organizations use the Baldrige framework for its improvement and innovation strategies without applying for any of these awards.

    During the period 2010-2014, more than 4 million copies of the Baldrige Criteria for Performance Excellence, the core of the Baldrige Framework, were distributed. Their widespread acceptance and use both nationally and globally has dramatically impacted all types of organizations.
    Take for example, these achievements by the 2016 Baldrige Award winners:

    • New employees at Don Chalmers Ford (DCF) are mentored by senior leaders and work with the general manager using the firm’s “How I Connect” guide that aligns each individual’s role to the company’s core values and to delivering the “DCF Experience.” This has helped increase the retention rate of sales consultants from 56.3 percent in 2011 to 71.4 percent in 2015, and increase gross profit by 13 percent for 2012-2015. Both marks are significantly higher than the national averages of 26 percent and 8.4 percent, respectively.
    • In support of its core value of “bettering the world around us,” Momentum Group was the first in its industry to offer a full textile product line of reduced environmental impact fabrics. In just over two decades, Momentum Group’s sales have grown more than 400 percent and have outperformed the industry for 19 years out of the 22 that the firm has been in business.
    • For seven consecutive years, Kindred Nursing and Rehabilitation Center—Mountain Valley has achieved a five-star quality rating—the highest possible—from the Centers for Medicare and Medicaid, a ranking designed to help potential residents, families and caregivers compare nursing homes. Less than one percent of 15,600 skilled nursing facilities nationwide received the five-star rating over that period of time.
    • Memorial Hermann Sugar Land Hospital ranks among the top 10 percent nationally for a number of performance metrics, including emergency center arrival-to-discharge time, compliance with regulations to reduce medication errors, bed turnaround times, radiology and laboratory result turnaround times, and the use of computerized physician order entry.

    The Baldrige judges also may recognize best practices in one or more of the Baldrige Criteria categories by organizations that are candidates for the award but are not selected as a recipient. This year, the judges have chosen six organizations for this honor (listed with the categories for which they are acknowledged):

    • City of Fort Collins, Fort Collins, Colorado—leadership
    • Kaiser Permanente San Diego, San Diego, California—leadership
    • Maury Regional Medical Center, Columbia, Tennessee—leadership
    • Duke University Hospital, Durham, North Carolina—leadership and strategy
    • Park Place Lexus of Texas, Plano, Texas—customers
    • Southern Management Corporation, Vienna, Virginia—workforce

    The 2016 Baldrige Award will be presented at an April 2017 ceremony during the Quest for Excellence conference in Baltimore, Md.
    The Baldrige Program raises awareness about the importance of performance excellence in driving the U.S. and global economy; provides organizational assessments, training, tools and criteria; educates leaders in businesses, schools, health care organizations, and government and nonprofit organizations; shares the best practices of national role models; and recognizes those role models with the Baldrige Award. The Baldrige Program is a public-private partnership managed by NIST and funded through user fees and the financial support of the Baldrige Foundation (link is external).

    The Baldrige Award was established by Congress in 1987 and is not given for specific products or services. Since the first group was recognized in 1988, 113 awards have been presented to 106 organizations (including seven repeat recipients).


  4. 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!


  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.