1. Best Practice Report – Knowledge Management

    August 17, 2017 by ahmed

    Why should an organisation be interested in developing a culture of knowledge management within the workplace? The main objective of knowledge management is to capture information or knowledge and make it available so others within an organisation might use it. This knowledge may never have been set down explicitly before, and may exist only within people’s heads. Sharing knowledge leads to competitive advantage and adds real customer value. Knowledge management saves an organisation’s staff from having to constantly reinvent the wheel. According to Deloitte, it also provides a baseline for measuring progress, reduces the burden on expert attrition, makes visual thinking tangible, and helps employees serve their clients better and faster.

    This report outlines the best practices research undertaken by BPIR.com in the area of knowledge management. The best practices have been compiled under seven main headings. This new layout is designed to enable you to scan subjects that are of interest to you and your organisation, quickly assess their importance, and download relevant information for further study or to share with your colleagues.


    • What is “knowledge management”?
    • Which organisations have received recognition for excellence in knowledge management?
    • How have organisations reached high levels of success in knowledge management?
    • What research has been undertaken into knowledge management?
    • What tools and methods are used to achieve high levels of success in knowledge management?
    • How can knowledge management be measured?

    Access the report from here, if you are a member login first so you can download the entire report as a printable pdf file and have immediate access to all the content.

    Over 80 best practice reports are available to BPIR.com members so why not join? New best practice reports are added every one to two months.

  2. The 6th International ISO 31000 Risk Management Conference

    August 14, 2017 by ahmed

    The 6th International Conference on the ISO 31000 Risk Management Standard will be held in Dubai on 24-25 September 2017. One of the presenters will be BPIR.com’s long-time friend, Michael McLean from Australia.

    Michael’s paper abstract is shown in full below.


    Abstract: Update on the 2017 ISO “Integrated USE of Management System Standards” revised Handbook by
    Speaker: Michael W McLean, FAICD, FIMC CMC, FAOQ, Juran Medallist, Shilkin Prize, Australia.

    ISO TC 176/WG 26 Taskforce 5 Convener for Integrated Use of Management System Standards HB Revision
    ISO TC 176/SC2 Working Group 26 Member for ISO 10005 Quality Plans Guidelines Revision
    Ai Group Members’ Delegate to Standards Australia for:
    QR-008 Quality Committee ISO 9000/9001:2015, AS/NZS 9000/1:2016
    QR-008 Quality Committee WG Lead HB-139 ‘A process approach for integrating management systems’
    SAI Global Whitepaper Author for Embedding Risk-Based Thinking: ISO 9001 Set (Includes GB 200, GB 201, GB 202, and GB 203-17).

    The ISO The Integrated Use of Management System Standards (IUMSS) Handbook (HB) published in 2008, has undergone and extensive revision 2016 by an ISO Task Force with Michael McLean, Australia as the Convenor. The Draft HB is before international ISO JCTG and National Committee Members for Comment for the last meeting in London 11/2017.

    The revision was a Project proposed by Standards Australia to ISO Geneva, Switzerland.  It recognised that many things had changed for organizations and for ISO too, as all ISO Management System Standards have been revised and standardized. They all have discipline-specific introduction, general directions for use, terminologies, texts for clauses and requirements. These provide organizations the opportunity to build single and integrated management system documented information, that supports the Context of the Organization and more specifically, its Business Processes.

    The overarching problem faced by those seeking guidance from management system standards produced by ISO, was how to integrate such as ISO 9001, 14001, 22001, 27001, 50001, 55001, 45001.2:2017 MSS. It was also recognized ISO 10000 series guidelines, ISO 9004 and business excellence models, such as Dubai Quality Award, Baldrige USA, EFQM and Operational Excellence are in use along with non-ISO MSS.

    The 2017 IUMSS HB has taken the ISO Annex SL 9.1 as a construct and common requirement for all such based MSS Writers to enable organizations seeking certification to single or multiple standards to “integrate requirements within the organizations business processes”.

    The IUMSS 2017 HB has been developed with a Task Force meeting in six National Standard offices and Company Host cities in Argentina, Australia, Ireland, Switzerland, UK, USA. It included a baking and food ingredients factory tour, an ISO Communique of the revision progress and an international IUMSS Survey which has received over 100 responses and Conference Participants can still participate https://www.surveymonkey.com/r/2YPJHMD

    Over 15 international Case Studies from SMEs to larger multi-site businesses and uses a case study of “Jim the Baker” as the bakery grows and sustains the business with the benefits ISO and non-ISO MSS, provide guidance and if needed, requirements for conformance and certification.

    Organization management will see and hear of complementary approaches and ISO Handbook IUMSSS case studies that demonstrate how they can:

    • Plan, lead, and resource their Integrated Management System plan and transition for ISO and non-ISO MSS by the use of a multiple horizon implementation plan,
    • Support and evaluate their organization’s IMS performance across industry contexts,
    • Continually Improve their IMS and reduce MSS conformance costs by over 30%,
    • Build an integrated management system by the its business processes to suit the organizations context, their Lean/CI/Six Sigma process improvement programs and
    • Utilise ISO 31000 and ISO 31010 RM Guidelines and Techniques to build Risk Based Thinking in the organization as it meets it risks and opportunities.

  3. 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.
    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

  4. 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.


    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.


  5. Is the customer really always right? A hotel company invests in its employees first

    July 28, 2017 by ahmed


    Originally posted on Blogrige by Dawn Marie Bailey

    What if you turned the service philosophy “the customer is always right” on its head and considered your employees first? What would happen to your customer service?Employees first (or ladies and gentlemen first) is a consideration of two-time Baldrige Award recipient Ritz-Carlton Hotel Company, LLC, where inspired, engaged employees are considered one of the most critical investments, said Valori Borland, Corporate Director, Culture Transformation, at the Ritz-Carlton, speaking at a recent Baldrige Quest for Excellence conference.

    “We know without a shadow of a doubt [that] you cannot have excellent customer engagement without having passionate advocates who work with you,” said Borland. “We support. We invest. We grow. We develop. We want to inspire [employees] each and every day.”

    She added that the two most important things you can say to an employee are “Thank you” and “That means a lot.”

    And in the hospitality industry, where the average rate of employee turnover is 80%, retaining employees, especially in ultra-competitive markets such as Miami and New York City, is a challenge. But Borland said the Ritz-Carlton averages an employee turnover rate of just 20%; “a lot of that comes back to culture.”

    Growth of the Culture

    In the early 1980s, Borland said, the Ritz-Carlton started as three U.S. hotels and now has 140 properties in more than 30 countries. The growth is both in number and type: the Ritz-Carlton now offers properties that include destination clubs and year-round residences. The hotel company has had to evolve its culture and processes through different elements of the hospitality industry, different regions of the United States, and even different countries, she said.

    What the hotel company attributes to its success to be able to grow and consistently deliver service excellence are four pillars: (1) the Gold Standards (made up of components: the Credo, motto, three steps of service, employee promise, 6th diamond, and 12 service values), (2) alignment across properties, (3) its human resources key processes, and (4) the delivery of unique experiences (e.g., global flavor and celebrity chefs), said Borland.

    “As we have grown and as customers adapt and evolve, and their needs have changed, we had to stay relevant,” she said. “We have a commitment to quality. This actually came out of us going through the first Malcolm Baldrige assessment. We had to quickly be able to figure out how do we align and create consistent messaging.”

    Borland said the Ritz-Carlton’s original vision, written by former president Horst Schultz, was to create a world-class, luxury hotel company on the premise that we are ladies and gentlemen serving ladies and gentleman. That motto has not changed over the years.

    She said, in the late 1990s, the employee survey revealed that the ladies and gentlemen wanted an internal statement of their beliefs, so employees and leaders, across global properties, held roundtables to seek feedback, and the employee promise was developed. As an employee, Borland said, “I was so blown away that they wanted me, along with my colleagues, to be a part of the writing and co-creating and collaborating [on the employee promise]. . . . When you involve your employees in the planning of the work that affects them directly, wow.”

    Borland said the 12 service values all start with the word “I” followed by an action word; for example, “I am proud to be Ritz-Carlton” and “I am creating.” She said putting the “I” before the values indicates ownership and pride. She added that the service values support the mystique of the brand, as well as the emotional engagement of the Ritz-Carlton’s ladies and gentlemen.

    Recruiting, Hiring, Training

    As a luxury brand, the Ritz-Carlton looks to serve the top 1% of the travelling market, a pretty specific niche, said Borland. So, the hotel company needs to recruit the same caliber of employees to be able to deliver to this market. She said the Gold Standards that encompass the Ritz-Carlton’s values and philosophy are the foundation of the culture, but the employees make the magic happen.

    “You can’t just add on when renovating a building; you have to go back to the foundation, make sure it’s solid, reinforce it before building out,” she said. “To consistently deliver service excellence around the world is all about human resources—our systems behind the smiles. . . . How do we inspire and engage on a regular basis daily, at all times?”

    Prospective employees go through four to five interviews, with team members often involved in decisions, before they are selected to join the Ritz-Carlton, said Borland. The hotel company is not solely looking at skills and knowledge. “We are looking for individuals who possess the behavior and have the DNA of who we are already as a company,” she said. “Can [the employee] consistently bring [the Credo] to life and energize it for every guest, every day? I cannot teach you to smile and to care and to be genuine and authentic.”

    Before they can start their jobs, employees must complete two-and-a-half days of orientation training, which includes content from senior leaders, human resources, sales, marketing, finance, etc., about the Ritz-Carlton culture, said Borland. On their first day, the ladies and gentlemen receive their very own Credo cards. The Gold standards, of which the Credo are part, “are known, owned, and energized with every guest during every interaction at all times,” she said.

    After orientation, each employee receives a learning coach to guide them, and on his/her 30th day, each receives an operational certification. On the 31st day, another day of orientation, called day 21, allows coaches to check in with employees. Day 365 is celebrated, but it is also used as an “emotional rehire”; the employee is asked, “Are you still committed to being a part of this organization?”

    Ladies and gentlemen at the Ritz-Carlton are empowered to handle service recovery for immediate employee resolution. Borland said employees have the tools and the training to make decisions. She suggests, “Allow them to run your business as if it’s their own. You would be surprised as what that does accomplish. Some say if you give too much power to employees, they might give away or comp too much, but If you teach them, set the examples, and provide the guidelines, you may be surprised that they probably make better decisions” than others who are not on the front-line.

    To ensure consistent messaging, across the globe in every Ritz-Carlton property, at the beginning of each shift, every day, 40,000 employees go through the daily lineup, which reinforces messaging about what’s new, a featured topic, a value, a component of the brand, etc. On Mondays and Fridays, ladies and gentlemen share “wow stories”: examples where they have gone above and beyond to deliver exceptional service to guests.

    “We are always asking how can we be better. What are we doing that really creates the brand loyalty?”

    And for the Ritz-Carlton, that brand loyalty starts with the ladies and gentlemen of its workforce.