1. 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.
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    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

  2. 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.

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    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.

     


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

    July 28, 2017 by ahmed

    The_Ritz-Carlton_hotel_r

    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.


  4. TRADE best practice benchmarking workshops

    July 19, 2017 by admin

    Upcoming workshops in 2017

    • Sept 10 – 12: TRADE Best Practice Benchmarking (Dubai We Learn), Dubai. (For Dubai government entities only as part of the Dubai Government Excellence Programme). To register contact, Ms. Maha Ahmad email: maha.ahmad@tec.gov.ae
    All finalists of the GBN’s Global Benchmarking Award in 2014 were users of the TRADE Best Practice Benchmarking Methodology – the methodology developed by the Centre for Organisational Excellence Research (COER). The winner was the Consumer Credit Risk Management Department, OCBC Bank, Singapore. The award recognizes organisations that show how benchmarking (comparing and learning from others) is an integral part of their improvement and innovation drive. For further information on the award and OCBC’s approach click here.

    To organise a public TRADE workshop in your country or an In-house Workshop contact the trainer and founder of TRADE, Dr Robin Mann, r.s.mann@massey.ac.nz. Click here for more information on TRADE and its certification scheme.

    Past workshops in 2017

    • Mar 26 – 28: Benchmarking for Excellence, Dubai
    • Apr 11 – 13: Benchmarking for Excellence, Dubai
    • Apr 16 – 18: Benchmarking for Excellence, Dubai
    • Apr 25 – 26: Benchmarking for Excellence, India

    Past workshops in 2016

    • Jan 19 – 21: Benchmarking for Excellence, Dubai
    • Apr 14 – 15: Benchmarking for Excellence, Singapore (more info)
    • Apr 26 – 28: TRADE Best Practice Benchmarking (Dubai We Learn), Dubai. (For Dubai government entities only as part of the Dubai Government Excellence Programme). To register contact, Ms. Maha Ahmad email: maha.ahmad@tec.gov.ae
    • May 16 – 19: Benchmarking for Excellence in the Public Sector, Pasig City or Tagaytay City, Philippines. To register contact, Melanie Mercader, mercaderm@dap.edu.ph
    • Dec 12 – 14: Benchmarking for Excellence, Philippines

    Past workshops in 2015

    • Mar 26 – 27: Benchmarking for Excellence, Singapore (more info)
    • Apr 22 – 23: Benchmarking for Excellence, Dubai – UAE (more info)
    • Apr 29 – 30: Benchmarking for Excellence, Muscat – Oman (more info)
    • Jun 1 – 2: Benchmarking for Excellence, Dubai
    • Sept 7 – 9: TRADE Best Practice Benchmarking (Dubai We Learn), Dubai. (For Dubai government entities only as part of the Dubai Government Excellence Programme). To register contact, Ms. Maha Ahmad email: maha.ahmad@tec.gov.ae
    • Sept 14 – 16: Benchmarking for Excellence, Manila, Philippines. To register contact, Melanie Mercader, mercaderm@dap.edu.ph
    • Sept 21 – 23: Benchmarking for Excellence, Tagatay, Philippines. To register contact Melanie Mercader, mercaderm@dap.edu.ph
    • Sept 28 – 29: Benchmarking for Excellence, Singapore (more info)
    • Dec 1 – 3: Benchmarking for Excellence, Manila, Philippines. To register contact, Melanie Mercader, mercaderm@dap.edu.ph

    Past workshops in 2014

    • March 26 – 27: Benchmarking for Excellence, Dubai (more info)
    • April 24 – 25: Benchmarking for Excellence, Singapore (more info)
    • April 28 – 29: Benchmarking for Excellence, Subang – Malaysia (more info)
    • Aug 12 – 13: Benchmarking for Excellence, Wellington – New Zealand (more info)
    • Sept 24 – 25: Benchmarking for Excellence, Abu Dhabi – UAE (more info)
    • Oct 8 – 9: Benchmarking for Excellence, Tehran – Iran (more info)
    • Oct 20 – 21: Benchmarking for Excellence, Dubai – UAE (more info)
    • Oct 22 – 23: Benchmarking for Excellence, Kuala Lumpur, Malaysia (more info)
    • Nov 20 – 21: Benchmarking for Excellence, Singapore (more info)

    Past workshops in 2013

    • March 7 – 8: Benchmarking for Excellence, Singapore (more info)
    • March 19 – 20: Benchmarking for Excellence, Penang – Malaysia (more info)
    • May 30 – 31: Benchmarking for Excellence, Singapore (more info)
    • September 25 – 26: Benchmarking for Excellence, Dubai – UAE (more info)
    • September 29 – 1 October: Benchmarking for Excellence, Abu Dhabi – UAE (more info)
    • October 9 – 10: Benchmarking for Excellence, Dubai – UAE  (more info)
    • October 23 – 24: Benchmarking for Excellence, Kuala Lumpur – Malaysia  (more info)
    • November 18 – 19: Benchmarking for Excellence, Singapore (more info)
    • November 21 – 22: Benchmarking for Excellence, Wellington – New Zealand (more info) (Registration form)


    Past workshops in 2012

    • January 10 – 11: Benchmarking for Excellence, Qatar (Workshop in Arabic)
    • March 1 – 2: Benchmarking for Excellence, Singapore (more info)
    • March 14 – 15: TRADE Benchmarking Training, London – UK (more info)
    • March 20 – 21: TRADE Benchmarking Training, London – UK (more info)
    • March 27 – 28: Benchmarking for Excellence, Philippines (more info)
    • October 4 – 5: Benchmarking for Excellence, Singapore (more info)
    • December 3 – 4: Benchmarking for Excellence, Auckland – New Zealand (more info)

    Past workshops in 2011

    • Jan 10 – 11: Benchmarking for Excellence, Tehran – Iran
    • Jan 13 – 14, 2011: Benchmarking for Excellence, Singapore (more info)
    • Jan 17: Introduction to Benchmarking Using ‘T.R.A.D.E’ Methodology, Singapore (more info)
    • Feb 13 – 14: Benchmarking for Excellence, Abu Dhabi, UAE (more info)
    • Feb 20 – 22: Benchmarking for Excellence, Kuwait (more info)
    • Feb 28 – 1 Mar, 2011: Benchmarking for Excellence, Singapore (more info)
    • Mar 30 – 31: Benchmarking for Excellence, Wellington – New Zealand (more info)
    • May 8 – 10, 2011: Certified Benchmarking Training, Abu Dhabi, UAE (More Info)
    • May 11 – 12, 2011: Certified Benchmarking Training, Dubai, UAE (More Info)
    • June 27 – 29: Benchmarking for Excellence, Bahrain (more info)
    • July 7 – 8: Benchmarking for Excellence, Mumbai (more info)
    • July 19 – 21: Benchmarking for Excellence, Kuala Lumpur (more info)
    • July 28 – 29: Benchmarking for Excellence, Singapore (more info)
    • August 30 – 31: Benchmarking for Excellence, Wellington (more info)
    • September 28 – 30: Benchmarking for Excellence, Kuala Lumpur
    • October 13 – 14: Benchmarking for Excellence, Singapore
    • November 27 – 29: Benchmarking for Excellence, Abu Dhabi – UAE (more info)
    • December 6 – 8: Benchmarking for Excellence, Kuwait (more info)

    Past workshops in 2010

    • Apr 15 -16: Professional Benchmarking, Glasgow – UK (more info)
    • Apr 21 -22: Professional Benchmarking, London – UK (more info)
    • May 2 – 3: Professional Benchmarking – Bahrain (more info)
    • May 13 – 14: Benchmarking for Excellence, Singapore (more info)
    • May 18 – 20: Benchmarking for Excellence, Kuwait (more info)
    • Jun 7 – 8: Benchmarking for Excellence, Abu Dhabi, UAE (more info)
    • Aug 17 – 18: Benchmarking for Excellence, Auckland, New Zealand
    • Sep 16 – 17: Benchmarking for Excellence, Singapore (more info)
    • Nov 30 -1 Dec: Professional Benchmarking, London – UK (more info)
    • September 17 – 18: Benchmarking for Excellence, Kuala Lumpur – Malaysia  (more info)

  5. What is the link between positive energy, diabetes prevention, ambulance service KPIs and an innovation hub?

    June 23, 2017 by ahmed

    The answer to the question is that all of these are the topics for benchmarking projects that are being conducted by Dubai government entities as part of the initiative Dubai We Learn. This initiative is led by the Dubai Government Excellence Programme (DGEP) “Dubai We Learn” in partnership with the Centre for Organisational Excellence Research (COER). In April 2017, 11 project teams from 11 government entities began their benchmarking projects which were expected to take one year. Two months later on the 11 June 2017 the project teams came together to give a 10-minute presentation on the progress of their benchmarking projects.

    The 11 “Dubai We Learn” project teams

    To maximise the engagement and learning of the participants the audience were invited to vote on which two teams they believed had made the most progress with their projects. A panel of judges selected another two teams and then one winner was selected.

    Dr Zeyad El Kahlout, Quality and Excellence Advisor, DGEP, coordinating the voting activity

     

    The Panel of judges, from left Ahmed Abbas, Dr. Robin Mann, Prof. Dotun Adebanjo

    The team judged to have made most progress was from the General Directorate of Residency and Foreigners Affairs Dubai (GDRFA) with its project to “To identify and implement best practices in enriching a positive energy culture”. The other three government entities recognised for their progress were:

    • Dubai Health Authority for their project which aims to identify and implement best practices in the prevention of diabetes.
    • Dubai Corporation for Ambulance Services for their project which aims to develop and implement a world-class performance management system for ambulance services.
    • Dubai Municipality for their project which aims to Identify and implement best practices in managing, sharing, and utilising knowledge across the organization.

    The four teams that were recognised with HE Dr. Ahmed Nuseirat, General Coordinator of DGEP and Dr Robin Mann, COER

    The General Directorate of Residency and Foreigners Affairs Dubai (GDRFA) aims to understand what is meant by a positive energy culture and how such a culture can support innovation and employee happiness. Currently, GDRFA is working on analysing the current status of positive energy at GDRFA, which includes analysis of key contributors toward a positive energy culture within the organisation. The next step for GDRFA will be studying the concept of positive energy on a personal and organisational level, this is to understand the environment needed for a positive energy culture to thrive.

    In the next few months, the teams will be looking for benchmarking partners to learn from. Are you implementing a best practice in any area related to the 11 projects below? If so, we would like to hear from you. Please email ahmed@bpir.com for more details.

    Government entity Project title
    Dubai Civil Aviation Authority Happy Skies
    Dubai Corporation for Ambulance Services Treat the patient not the Clock
    Dubai Customs Dubai Accredited Clients
    Dubai Electricity and Water Authority AFKARI Ideas Management System
    Dubai Health Authority Prevention better than Cure
    Dubai Human Resources Department Launching a Dubai Government HR Think Tank
    Dubai Municipality Innovation Hub
    Dubai Police Call Of Duty: Police Edition
    Dubai Public Prosecution A Smarter Public Prosecution Services
    General Directorate of Residency and Foreigners Affairs Dubai Positive Energy
    Knowledge and Human Development Authority Holacracy Safari

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