1. BPIR.com Newsletter: November 2018

    November 25, 2018 by ahmed

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    Best Practice Report: Benchmarking

    This report outlines the best practices research undertaken by BPIR.com in Best Practice Benchmarking. The best practices have been compiled under seven main headings. This 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.

    Featured Events


    Must-attend event: The Global Organisational Excellence Congress, 10-12 December 2018, Abu Dhabi, UAE

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    This is going to be an event that gets you excited with a big WOW!

    The Abu Dhabi International Centre for Organisational Excellence of the Abu Dhabi Chamber of Commerce & Industry has brought together a number of prestigious international conferences/events into one major event. The Global Organisational Excellence Congress brings together:


    24th Asia Pacific Quality Organisation International Conference

    • ACE Team Awards Competition 2018
    • 18th Global Performance Excellence Award

    12th International Benchmarking Conference

    • 6th Global Benchmarking Awards

    6th International Best Practice Competition

    • 2nd Organisation-wide Innovation Award

    Sheikh Khalifa Excellence Award’s Best Practice Sharing Conference

    For more details about registration, visit registration page here

    Latest News

    • Baldrige Award Winners 2018 ….read more
      Keep on learning….read more
    • The Baldrige criteria are insufficient….read more
    • Learning from Role Models: Category 6: Operations….read more
    • EFQM Excellence Award Winners 2018….read more

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    Employee engagement initiative pays dividends
    Redundancies and leadership changes at Alcoa Power and Propulsion, a UK manufacturer, led to changed perceptions from employees and externally and Engagement survey returns dropped significantly. A decision was made to rebuild Alcoa’s ’employer of choice’ status from the ground up, with the managers and supervisors leading the change. Managers undertook personal development to stretch and challenge their leadership; A suggestion scheme was introduced; Community initiatives targeted postcodes where employees lived were reintroduced with wellbeing initiatives like a SunSafe campaign, smoking cessation programme and cycling proficiency training for employee’s children. The results were impressive: Staff turnover reduced from 22% in 2010, to less than 1% in 2013, on-time delivery increased from 46.7% in 2009 to 96%, and labour productivity increased by 10% year on year. Alcoa won the CIPD People Management “best employee engagement initiative” award in 2013 and the Large Employer of the Year in the South West region Award at the National Apprentice Awards 2014.

    Do you know that in BPIR.com you can navigate the databases through a choice of 5 business excellence models?

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    Knowledge sharing improvement project uses TRADE Best Practice Benchmarking
    In 2016 a Dubai Public Prosecution project was selected for inclusion in the Dubai Government Excellence Programme. The project title was “Implementing Judicial Knowledge Management” and the aim was to identify and implement best practices in the transfer of Judicial Knowledge. Benchmarking team members were trained on the TRADE and awarded the TRADE Benchmarking Proficiency Certificate by the Centre for Organisational Excellence Research in October 2016. To identify best practices, the Benchmarking Team visited four Dubai organisations and contacted the Singapore State Court and exchanged best practice Knowledge Management practices. The team also analysed a conference paper presented by the Public Prosecution Service of Canada and reviewed desktop research undertaken by COER. This approach identified 30 best practice ideas, 5 were selected for implementation and key implementation actions and dates were determined. Among achievements recorded in the first year were greater sharing of knowledge, productivity gains and more accurate decisions.

    BPIR Tip of the Month – Business Excellence Models

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    This area of the web-site allows users to navigate the databases through a choice of business excellence models (Malcolm Baldrige Model, EFQM Excellence Model, Singapore Quality Award Model, Canadian Framework for Business Excellence, and an overview generic model). Navigation via the models can be used to look at specific categories that correspond to areas within their organisation that have been identified as in need of improvement, or to specific areas of personal interest. Using the model categories to navigate will quickly and effectively lead the user to the information we have researched so far in relation to the areas in question.


  2. Baldrige Award Winners 2018

    November 16, 2018 by ahmed

    Originally posted on NIST

    Washington, D.C.—The U.S. Department of Commerce announced today that the 2018 Malcolm Baldrige National Quality Award will be given to two educational institutions, an organ donor group, a hospital and a project management firm. A presidential-level honor, the award recognizes exemplary U.S. organizations and businesses that demonstrate an unceasing drive for radical innovation, thoughtful leadership, and administrative improvement.

    “These awardees are inspiring in so many ways,” said Under Secretary of Commerce for Standards and Technology and National Institute of Standards and Technology (NIST) Director Walter G. Copan. “Each honoree strengthens our economy through its organizational excellence and positive impacts for its customers, students, patients and employees. They exemplify the American spirit in action and are role models for success in business and commerce.”

    The 2018 honorees are as follows:

    • Alamo Colleges District, San Antonio, Texas (education)
    • Donor Alliance, Denver, Colorado (nonprofit)
    • Integrated Project Management Company, Inc., Burr Ridge, Illinois (small business)
    • Memorial Hospital and Health Care Center, Jasper, Indiana (health care)
    • Tri County Tech, Bartlesville, Oklahoma (education)

    NIST manages the Baldrige Award in cooperation with the private sector. An independent panel of judges reviewed the evaluations performed by the board of examiners and recommended this year’s Baldrige Award recipients from a field of 27 finalist applicants, each of whom had prequalified by winning a Baldrige-based performance excellence award at the state or regional level.

    “We are very pleased to honor these five outstanding organizations with this presidential award,” said Copan. “Using the proven Baldrige framework, each organization charts its own course to achieve verified performance excellence, and as a result we all benefit through economic growth and U.S. leadership.”

    The 2018 Baldrige Awards will be presented at a ceremony on April 7, 2019, during the Baldrige Program’s 31st annual Quest for Excellence® conference, which will be held in National Harbor, Maryland.

    The expert Baldrige judges evaluate organizations 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).

    Since 1987, the Baldrige Award has been the highest recognition for performance excellence in the nation. There are now more than 30 independent Baldrige-based state, regional, and sector award programs covering nearly all 50 states. Internationally, there are nearly 80 programs based in whole, or in part, on the Baldrige Program. In addition, many organizations use the Baldrige framework as a leadership and management guide to drive improvement and innovation strategies. The Baldrige framework is reviewed and updated regularly to reflect best practices in organizational leadership and performance across key organizational categories that drive the U.S. economy and enhance our quality of life.

    Over the years, millions of copies of the Baldrige Criteria for Performance Excellence, the core of the Baldrige framework, have been distributed or downloaded. This widespread acceptance and use both nationally and globally have dramatically impacted all types of organizations.

    Below is a sample of the achievements of the 2018 Baldrige Award winners.

    The Alamo Colleges District (ACD)
    ACD is the largest institution of higher learning in South Texas, serving over 100,000 students enrolled in for-credit, continuing education and workforce courses every year. Students can earn associate degrees and can also transfer to four-year universities. ACD holds a rare AAA bond rating, based on the strength of its financial policies for managing debt and evolving sources of revenue. Simultaneously, ACD students’ four-year graduation rate has increased 150 percent since 2009, and students have given the institution’s advisor program a 94 percent effectiveness rating.

    Donor Alliance (DA)
    DA’s mission is to save lives through organ and tissue donation and transplantation. Covering the third largest physical area of any organ donation and transplant support network in the nation, DA has increased its organ donations steadily over the past five years. DA’s results, including some of the nation’s highest donor designation rates, directly translate to more lives saved and healed through transplantation. Donor families, as well as transplant center and tissue processor customers, gave DA a 100 percent satisfaction rating. At the same time, DA has increased its revenues and realized organ donor cost savings between 63 and 73 percent.

    Integrated Project Management Company, Inc. (IPM)
    IPM is a privately held business consulting company, providing leadership to transform strategies and solutions into sustainable results. While growing its revenue more than 60 percent since 2013, IPM achieved a 99 percent customer satisfaction rating from 2015 to 2017, and 94 percent of its employees rated it a “great place to work.”

    Memorial Hospital and Health Care Center (MHHCC)
    MHHCC provides inpatient and outpatient care through an acute care community hospital and 32 outpatient primary and specialty care clinics and medical practices, providing medical care for 6,600 inpatients and 254,000 outpatients through 29,000 emergency department visits annually. MHHCC has received an “A” in hospital safety since 2016. MHHCC has also received a Centers for Medicare and Medicaid Services (CMS) five-star rating for overall quality of inpatient care since the ratings were released.

    Tri County Tech (TCT)
    One of 29 public technology centers in the Oklahoma Career and Technical Education System, TCT serves the residents of three counties and has a vision of inspiring success through life-changing learning experiences. With a goal that no student should be denied an education due to inability to pay, TCT provides scholarships and funding for student expenses such as medication, gasoline, clothing and food. TCT has sustained top 25 percent national rankings for student completion/retention and placement for eight fiscal years. The institution also increased graduate wages to well above the national average while growing its own revenues 16 percent since 2009—without federal funding and despite a sizable reduction in state funding.

    Best-Practice Awards
    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 winners. This year, the judges have chosen two organizations for this honor (listed with the categories for which they are acknowledged):

    Howard Community College in Columbia, Maryland, is recognized for its role-model practices in leadership.

    Mary Greeley Medical Center in Ames, Iowa, is recognized for its role-model practices related to its patients and other customers.

    The Baldrige Program raises awareness about the importance of performance excellence in driving the U.S. and global economies; 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 in part through user fees and support from the Baldrige Foundation.

    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, 123 awards have been presented to 115 organizations (including eight repeat winners).


  3. Keep on learning

    November 14, 2018 by ahmed

    Originally posted by Harry Hertz on Blogrige

    I recently read a blog post by Mary Jo Asmus entitled “8 Unexpected Ways to Continue to Develop Yourself as a Leader.” Some ways were more obvious (to me) than others and I will quickly summarize all of them below. However, my main takeaway was to reflect on how I continue to learn. And I would assert that my approach is not limited to leaders, but can help all of us continue to learn.

    Let me start with a summary from the referenced blog; the items are in the order presented:

    1. Build relationships with your peers; they can help you be more successful
    2. Develop your direct reports; they also can help you be more successful
    3. Demonstrate you are ready to take on the next level of leadership
    4. Leverage your strengths and address your gaps
    5. Get above the weeds and become more visionary
    6. Use a new hobby to stimulate your brain
    7. Focus on your health so you function at your best
    8. Show concern for your colleagues

    The Baldrige Criteria for Performance Excellence consider workforce learning and development to be key aspects of Workforce Engagement (Item 5.2). The organization has a responsibility to consider the learning and development desires of workforce members [5.2b(1)] and to manage career development and progression of workforce members [5.2b(3)]. As individuals, we also are responsible for our learning and development; we need to recognize the benefits we gain from life-long learning. With that personal responsibility in mind, here are my eight approaches to ongoing learning. They are listed roughly in order, from the obvious to the less obvious:

    1. Take stock. Do a self-assessment of your current strengths and opportunities for improvement (to use Baldrige terminology). Seek 360° feedback as input to your self-assessment.
    2. Seek appropriate training opportunities and read relevant journals, social media posts, and books. This requires that you consider where you want to further develop your skills and capabilities, an important prerequisite for all of us.
    3. Be an active listener. You can learn a lot by listening to other points of view and learning from others knowledge. Sometimes a single word I hear will trigger a whole range of different thoughts for me, thoughts about good alternatives to my approach or thoughts about something I would like to explore further for my own education.
    4. Use humor. It makes you more human and helps everyone relax. When people are relaxed, I have found that ideas flow.
    5. Complement you strengths. Don’t surround yourself with people just like you. Choose people who complement your strengths. It will yield better organizational output and you can learn from those colleagues on an on-going basis.
    6. Learn from role models and anti-role models. I have had great bosses who really knew how to lead and also a few bosses who didn’t lead well (in my opinion). I have made a practice of studying the key characteristics of both type of bosses and have used the characteristics to build my capabilities.
    7. Create think time. I deliberately set aside time to reflect and think with no other distractions. Sometimes I have a problem or goal for that think time; other times, I just wander around my brain till a topic interests me. For years my think time was the time I spent on my garden tractor mowing my lawn. More recently, I have the luxury of allowing myself more set-aside time.
    8. Pick up the trash. I have always felt that nobody is too good or too important to pick up the trash. As Director of the Baldrige Program, I made a practice of being part of the trash collection crew at the end of each day of Baldrige examiner training. It leads to great informal conversation with colleagues. And as a leader, it shows that you are just another valued staff member.

    How do you continue to learn? Please let me know!


  4. The Baldrige criteria are insufficient

    November 9, 2018 by ahmed

    Originally posted by Harry Herts on Blogrige

    For people who have known me for years, you probably never thought you would hear me say, “The Baldrige Criteria for Performance Excellence are an insufficient guide for achieving improvement and, hopefully, excellence.” But the statement is true and it is not a new epiphany for me. The Criteria ask how your organization accomplishes everything it needs to do and define what that “everything” is. How has a simple meaning in most contexts: a description of your approach or method. But that is not the full meaning of how, when you are characterizing an organizational process. The full meaning is revealed when the Criteria are combined with the Baldrige Scoring Guidelines which add dimensionality to how. Then the picture is both sufficient and all-encompassing.

    Before continuing the explanation, let me provide context by explaining why I am writing this blog…

    My Email Exchange
    I recently had a very thoughtful email exchange with Bob Scanlon, a long-time Baldrige examiner, senior examiner, and alumni examiner. The basic topic was new and improved process adoption in an organization, process standardization throughout the organization, and adoption of benchmarked processes in large, geographically dispersed organizations (and smaller ones, as well). The basic problem is that well-defined processes are not uniformly and effectively deployed throughout the organization, and improvements are frequently localized or reinvented at multiple places in an organization. Knowledge transfer is poor and a lot of rework or inefficiencies occur. Bob’s thought-provoking question was, are new how questions needed in the criteria to address these issues?

    The Meaning of How
    After giving Bob’s question some thought, my answer was “no.” We do not need new Criteria questions to address these issues. The answer lies in responding to the existing process questions and understanding the meaning of how, which the Baldrige Glossary of Key Terms defines as:

    How
    The systems and processes that your organization uses to achieve its mission requirements. You should include information on approach (methods and measures), deployment, learning, and integration.

    Approach (A), Deployment(D), Learning (L), and Integration (I) or ADLI are the four dimensions of the Baldrige process item scoring guidelines. The proper answer to a how question requires information on the approach, including

    • measures of effectiveness and efficiency
    • deployment of the approach to relevant work units throughout the organization
    • learning through cycles of evaluation and improvement, innovation, and sharing with all relevant work units
    • integration by aligning the approach with organizational needs and harmonizing plans, processes, information, resource decisions, actions, and analyses to support organization-wide goals

    The ADLI dimensions are described in detail in the Baldrige Scoring Guidelines. Organizational maturity, by way of a score, is measured by progress in achieving these four ADLI dimensions. However, the ADLI dimensions are not merely a scoring companion to the Baldrige Criteria; they provide the defining characteristics of the word how. The Baldrige Criteria for Performance Excellence are insufficient if one does not understand the meaning of how and its role in defining process excellence. This meaning and role in performance excellence is described in the Scoring Guidelines. Therefore, they should be used as an integral part of Criteria implementation, even if your organization is not trying to score your level of performance.

    The questions posed in Bob Scanlon’s email are addressed by the deployment and learning dimensions of responding to how.

    The next logical question might be, “Are the Scoring Guidelines also important in answering the results questions in the Criteria?”

    What about Results?
    The same concept of Criteria and Scoring Guidelines complementarity applies to the meaning of what, when asking what are your results. What are your results has a simple meaning in most contexts: tell me your level of performance. To understand the full meaning of what when describing results, organizations should look at the scoring dimensions for results: Levels (Le), Trends (T), Comparisons (C), and Integration (I), or LeTCI (Let’s see our progress). The proper answer to a results question requires information about the

    • level of current performance
    • trend in your performance over time (Are you getting better, worse, or staying the same?)
    • comparison of your organization’s performance to that of competitors, or other similar organizations, or, possibly, best-in-class performance
    • integration, the extent to which your results measures address important performance requirements relating to products, customers, markets, processes, action plans, and organization-wide goals

    Systems Perspective
    When your organization defines and standardizes a process, do you truly define how it will be accomplished? When your organization assesses its results, do you truly measure what has been accomplished? ADLI and LeTCI complement the Baldrige Criteria and permit the systems perspective.


  5. Best Practice Report: Benchmarking

    November 6, 2018 by ahmed
    Benchmarking is a process to identify and implement best, better or new practices, with the objective of providing greater stakeholder value and obtaining a competitive advantage. It is a way of discovering the best performance and practices of other organisations, and then learning, adapting, creating, and implementing high-performing practices to produce superior performance results.

    benchmarking is the most effective and widely used way for companies of all sizes to improve performance and gain a critical advantage. Every organisation can learn and improve its business performance, no matter how strong its business model or end-of-year results. Even confirmed global leaders such as Xerox, Starbucks, and PepsiCo confirm the importance of benchmarking to staying one step ahead of their competition.

     
     
     
     
     

    In This Report:

    1. What is benchmarking?
    2. Which organisations have received recognition for excellence in benchmarking?
    3. How have organisations reached high levels of success in benchmarking?
    4. What research has been undertaken into benchmarking?
    5. What tools and methods are used to achieve high levels of success in benchmarking?
    6. How can benchmarking be measured?
    7. What do business leaders say about benchmarking?
    8. Conclusion

    Access the report from here. At the bottom of the page is a PDF version of the report for easy reading. If you are a non-member, you will find some of the links in this report do not work. To join BPIR.com and support our research simply click here or to find out more about membership, email membership@bpir.com. BPIR.com publishes a new best practice every month with over 80 available to members.