1. Benchmarking presentations on You Tube

    January 28, 2010 by

    Over the last year, I have been busy running benchmarking workshops in Bahrain, Kuwait, UAE, Singapore and the United Kingdom. The training addresses the misconceptions surrounding benchmarking and aims to increase the professionalism of benchmarking through a certification scheme.

    Through my research and experience it is evident that many organisations have misunderstood benchmarking or applied it incorrectly with poor results. In one of COER’s recent studies on behalf of the Global Benchmarking Network we identified that:
    • 25% of respondents that used benchmarking had not been trained in benchmarking and another 30% of respondents indicated that “only a few of the employees had received training or that training was rarely given”.
    • 30% of respondents that used benchmarking do not follow a particular benchmarking methodology when conducting benchmarking projects.
    • 25% of respondents do not follow (or rarely follow) a benchmarking code of conduct when undertaking a benchmarking project.
    • 30% of respondents “do not, rarely, or sometimes” develop a project brief for their benchmarking project specifying the aim, scope, sponsor, and members of the benchmarking team – thus indicating poor project planning.
    • 35% of respondents do not (or rarely) undertake a cost and benefits analysis of the project once it is completed.
    The methodology that I promote is the TRADE best practice benchmarking methodology. TRADE focuses on the exchange (or” trade”) of information and best practices to improve the performance of processes, goods and services. Use of this methodology, and its prescriptive approach, ensures that benchmarking projects:

    a) are focused on key areas of importance

    b) have the buy-in of key stakeholders at each and every step of the project

    c) are conducted professionally using a sound research approach
    d) deliver results. After each stage of TRADE, the project is reviewed to ensure it is on-track. If it is not on-track, the project can be stopped or the direction of the project changed.

    TRADE significantly increases the likelihood that best practices will be found, often resulting in breakthrough improvements. On average, as identified in COER’s study, successful benchmarking projects produce a return of more than US$250,000 – therefore it is well worth investing the time in learning and adopting a proven methodology.

    To help organisations learn more about benchmarking, COER has just launched a series of You Tube videos on benchmarking showing snippets from a presentation I gave at the Business Excellence Global Conference in Singapore:

    1. A benchmarking example from the health sector

    2. What is benchmarking?

    3. TRADE best practice benchmarking and certification Part 1
     
    4. TRADE best practice benchmarking and certification Part 2

    5. Popularity of benchmarking

    6. Benchmarking is becoming easier due to advances in social media

    7. What is the BPIR.com? – and how it supports benchmarking

    I hope that you find them useful. Good luck with your benchmarking efforts!

    Best regards

    Robin

    Dr Robin Mann, Commercial Director and Part-Owner, BPIR.com Limited, r.s.mann@massey.ac.nz

     


  2. It’s all about commitment

    December 10, 2009 by admin
    In their pursuit to be the best small nation navy in the world, the Royal New Zealand Navy has won the gold award of the New Zealand Business Excellence Award (NZBEA) for 2009.As a result of their commitment to excellence and achieving their vision the navy productivity doubled in ten years through organisational learning and teamwork.

    Well done to the Royal New Zealand Navy!

    Media press release:

    Navy Wins Gold, Productivity Doubles in Ten Years

    The Royal New Zealand Navy has become the first public sector organisation in New Zealand, and only the third New Zealand business in 10 years, to win an internationally recognised Baldridge Gold Award from the New Zealand Business Excellence Foundation.

    The award will be presented by His Excellency the Governor General, Sir Anand Satyanand this Friday at a ceremony in Auckland.

    Chief of Navy, Rear Admiral Tony Parr is delighted at the Navy’s success.
    “This award is both national and international recognition of the Royal New Zealand Navy as a world class organisation,” said Rear Admiral Parr. “It’s a significant milestone on our journey to achieving operational excellence and our vision of being the best small nation Navy in the world.”

    The Baldridge Gold Award has only been won by two other New Zealand companies in the last decade; Vero Insurance and NZ Aluminium Smelters.

    “The award recognises that the support organisation we have for our ships and people is as good as that of any business or enterprise. That organisation is essential for delivering the Navy’s operational capability by way of ships at sea,” said Admiral Parr.

    “We are now twice as productive for every person at sea as we were ten years ago. We’ve taken delivery of new ships since 2007 and will soon be operating a fleet of 12 ships that deliver the full range of maritime military capability from combat and security missions to peacekeeping, border patrol and humanitarian and disaster relief.”

    “To support a high operational tempo in a financial environment that is always constrained we had to focus on continuous improvement in technology, business processes and the training and employment of our people. As a result of this work we have achieved a significant increase in the number of days ships are spending at sea.”

    Rear Admiral Parr praised the work of Navy people over the period of involvement with the New Zealand Business Excellence Foundation.

    “This award demonstrates that the Royal New Zealand Navy is receptive to change and new ways of doing business, and that our people are high achievers.

    “It has been a journey of 10 years duration – a testament to the shared vision of successive Chiefs of Navy over that time, and indicative of an organisation that is responsive to change and achieving value for money for the Government and people of New Zealand.

    “Operational excellence in the delivery of maritime military capability is our ultimate goal but we know that we can only achieve this if we have excellent business processes to keep our ships at sea and our people trained, competent and motivated. The award, and the rigorous evaluation process it involves, demonstrates that the Navy understands its business, understands how its resources are allocated and is disciplined about its strategic direction.”


  3. And the winner is…

    by
    The winners of New Zealand Business Excellence Award were announced on Friday 20th November,  the winners were:
    Royal New Zealand Navy – Gold award
    New Zealand Fire Service – Silver award
    Western Bay of Plenty District Council – Silver award

    The New Zealand Business Excellence Award is based on the US Baldrige which gives the winners a global recognition.

    Congratulations for the winners

    Media press release:

    Navy sails to victory in NZ’s toughest and most prestigious performance excellence awards

    The Royal New Zealand Navy have achieved the highest accolade in the 2009 New Zealand Business Excellence Awards, to be presented at a gala luncheon today (Friday 20th Nov).
    Another state service, The New Zealand Fire Service is to receive a silver award, as will the Western Bay of Plenty District Council.

    The awards are administered by the New Zealand Business Excellence Foundation. Foundation CEO, Mike Watson, says “Being awarded a Gold gives the winner official World Class status. These awards are unique in that they are based on an international criteria and scoring system and a rigorous 4 stage assessment process. They are the only awards in New Zealand which are fully aligned to the internationally respected US Baldrige criteria. Only 2 other Gold level Awards have been presented in New Zealand in the past 13 years.”

    The presentation of the Gold Award marks the culmination of more than a decade of hard work by the Navy having already achieved 2 NZBEA bronze and a silver award. In their assessment the judges recognised: “The Royal New Zealand Navy have demonstrated a long term commitment to excellence and achieving their vision (to be the best small nation navy in the world). Organisational learning and a strong commitment to teamwork is well embedded in the Navy coupled with a passion for efficiency and innovation. The Navy have a number of world class systems and are recognised as a role model for many other organizations.”

    Chief of Navy, Rear Admiral Tony Parr said “This award is both national and international endorsement of the Royal New Zealand Navy as a world class organization. Operational excellence in the delivery of maritime military capability is our ultimate goal but we know that we can only achieve this if we have excellent business processes to keep our ships at sea and our people trained, competent and motivated.  The NZBEA Gold Award, and the rigorous evaluation process it involves, demonstrates that the Navy understands its business, understands how its resources are allocated and is disciplined about its strategic direction.”

    The New Zealand Fire Service embarked on the NZBEA journey in 2002, winning a bronze award in 2005.  NZFS Chief Executive and National Commander Mike Hall says "Achieving a Silver Business Excellence award is the culmination of a great deal of hard work and commitment from across the organisation.  This award recognises that effort and encourages us to maintain our performance improvement focus for the Fire Service."

    The other organization to be awarded an NZBEA silver award is Western Bay of Plenty District Council. CEO, Glenn Snelgrove said the silver award validated his organisation's approach that integrated planning, service delivery and monitoring in local government was fundamental to delivering effective results.
     "Council's are inherently complex organisations that often have to meet the competing demands of providing an array of services within the bounds of a tight legislative, budgetary and reporting framework.  The NZBEF model has been fundamental to ensuring every member of the council team is focused on meeting these demands through well planned, cost effective service delivery to Western Bay residents and ratepayers."

    Presented alongside the Business Excellence Awards will be the distinct second tier of awards, the NZ Business Achievement Awards. These are an abridged but still tough version of the Business Excellence Awards. Honoured in this category will be Saint Clair Family Estate and Recreational Services.

    Managing Director of Saint Clair Family Estate Neal Ibbotson said that achieving the highest level in the 2009 NZ Business Achievement Awards is due to the commitment of all of the quality Saint Clair team.  “We commit to quality across all aspects of our business – quality people, quality vineyard management, quality wine making, quality marketing and quality distribution.  We continually ask the question ‘How Do We Do It Better'?  This award signifies the success of our philosophy while at the same time empowers us to continue to grow, develop, and improve.
    It is the team approach of our excellent people who are able to make a difference and ensure the highest possible standard within the business with the ultimate goal of producing world class wines of excellence”.

    Brett Turner, Managing Director, Recreational Services says “This is a great reward for all involved – more than ticking the boxes of a submission process we really took on board all the learnings, and have made significant changes throughout the company. It is great to have this formal recognition, but even better to know that we are now a more focused and dynamic organisation as a result of the process we went through to achieve it.”

    The 2009 New Zealand Business Excellence Awards Gala Luncheon takes place at the National Maritime Museum in Auckland, 11.45 – 3.30 today (Friday 20th November).

    www.nzbef.org.nz

     


  4. Keyword Searches

    November 23, 2009 by
    The strength of the BPIR.com is found in its vast amount of content in the form of research and case studies, and the fact that it is all accessible by keyword searches. To do a keyword search simply type your keyword into the "search site" box at the top right of the BPIR.com Home Page. Note if you perform this search from the non-members area you will only find information in the non-members area – to see the power of this search it needs to be done in the member's area.

    The value of doing a keyword search is evidenced by a recent request from a member who needed assistance in finding information on "Best Practices in ATTENDANCE MANAGEMENT." We had a look using the keyword search feature. We searched "Absence", "Absenteeism", "Attendance", and "Employee Absence" and were able to respond with:

    Keyword: Attendance
    Measures (2)
    Tools & Techniques (5)
    Case Studies (12)
    Research Studies (7)
    See screenshot of search results

    Keyword: Absence
    Measures (6)
    Tools & Techniques (10)
    Case Studies (16)
    Research Studies (13)
    See screenshot of search results

    Keyword: Absenteeism
    Measures (8)
    Tools & Techniques (10)
    Case Studies (9)
    Research Studies (26)
    See screenshot of search results

    Keywords: Employee Absence
    Measures (6)
    Tools & Techniques (7)
    Case Studies (11)
    Research Studies (10)
    See screenshot of search results

    Some of these may be duplicates. None specifically address "Best Practices in Attendance Management", but best practices can be drawn from the Case Studies and Research Studies. For example things like Employee Engagement, Work/Life Balance, Wellness Programmes, Reward and Recognition programmes, Job Sharing are all reported as being useful in reducing absenteeism (improving attendance)

    Here are a couple of the 10 Research Studies that came up in a keyword search "employee absence".

    Absence control and unscheduled absences

    This snippet and its associated article provide evidence of the use of absence control programmes. In a 2004 CCH absence survey employers reported that 60% of unscheduled absences were for reasons other than physical illness. Reasons given for absences included: family issues (21%), personal needs (20%), employees` entitlement mentality (14%), stress (5%).

    Respondents ranked absence control programmes on a 1-5 scale in order of effectiveness as:
    1) Paid leave banks (also known as paid time-off programmes) 3.9 (used by
    21%). These programmes provide employees with a bank of hours to be used for various purposes instead of traditional separate accounts for sick, vacation, and personal time;
    2) No-fault systems 3.7 (used by 31%). This programme limits the number of unscheduled absences allowed, regardless of circumstances, and take specific
    disciplinary actions if that number is exceeded;
    3) Disciplinary action (most popular and used by 88%) 3.5;
    4) Buy-back programmes 3.4 (used by 17%). In these programmes employees are compensated for the allotted time off that they don`t use;
    5) Yearly review process 3.2 (used by 58%);
    6) Personal recognition programmes 3.10 (used by 33%);
    7) Bonus programmes 3.10.
    Article R6299

    Work / Life Balance Initiatives impact on absenteeism

    This snippet and its associated article discuss the impact of Work / Life Balance Initiatives on absenteeism. In a 2004 CCH absence survey employers reported they had an average of 3.4 work-life programmes in operation and those organisations reported as having better morale offered a greater number of initiatives than those with fair to poor morale. Respondents also ranked, on a 1-5 scale, the work-life balance initiatives used that best reduced unplanned absences. These were reported in order of effectiveness

    as:
    1) Flexible scheduling 3.8 (used by 66% of respondents);
    2) Compressed work week 3.8 (used by 28% of respondents);
    3) Leave for school functions 3.6 (used by 24% of respondents);
    4) On-site health services 3.6 (used by 23% of respondents);
    5) Job sharing 3.5 (used by 25% of respondents);
    6) Telecommuting 3.5 (used by 20% of respondents);
    7) employee assistance program 3.0 (used by 73% of respondents);
    8) Work-life seminars 3.0 (used by 15% of respondents);
    9) Wellness programs 3.9 (used by 41% of respondents);
    10) Child care referral programs 2.8 (used by 14% of respondents)
    Article R6299

    If you haven't already – why not join the BPIR right now?

    Our resources will not only help you to get through the recession they can also help to take your business to the next level.

    Kevin McKenna
    BPIR


  5. Knowledge Management Webinars

    November 9, 2009 by
    Knowledge Management is one of the hot and emerging subjects of the day  – it is  playing a crucial part in the competitiveness of organisations. To be competitive in the future it is important to understand what is knowledge management, why is it so important to each one of us, and how to implement an efficient and effective knowledge management process.

    To help companies on their knowledge management journey a series of Knowledge Management webinars will start on the 25th of November starting with the Schaeffler Group of Germany.

    Mr. Paul Seren Head of Knowledge Management at Schaeffler Group will present Schaeffler’s Knowledge Management journey since 2000 and main areas for Knowledge Work and Knowledge Management at the Group.

    By participating in the webinar you will have the opportunity to share best practices and discuss Knowledge Management issues and receive documentation of the presentation, discussion, and   case study.

    As a special offer BPIR members will receive a 15% discount when signing up for the webinar, please email webinar@bpir.com to obtain the discount code.

    To effectively deploy knowledge management and enable the successful leveraging of information and knowledge assets within your organisation by learning from leading companies sign up now at http://www.benchmarkingpartnerships.com.au/w_webinarSchaefflerGroup.htm

    Regards,

    Ahmed Abbas
    Benchmarking Researcher
    BPIR.com

     
     
     
     
    Paul Seren
    Mr. Paul Seren, Head of KM at Schaeffler Group