1. Dubai Air Navigation Services honoured at the 7th International Best Practice Competition

    May 31, 2021 by BPIR.com Limited
    By Dr. Almas Tazein

    At the recently concluded 7th International Best Practice Competition, 11 May 2021, Dubai Air Navigation Services (dans) were announced as one of the five winners for their best practice ‘Dubai RECAT-Enhanced Wake Turbulence Separation Minima within the Dubai CTA (Control Area)’. What impressed the judges was dans’ contribution to excellence in the planning and setting of standards for air navigation services at a regional and global level. [Note: Wake turbulence is a disturbance in the atmosphere formed behind an aircraft as it passes through air; it can affect encountering aircraft due to the strength, duration, and direction of the vortices].

    Figure 1: (L) Talal AlHammadi, Vice President – Air Traffic Development, DANS and his team during the Live Q&A Session with the Judges

    Dubai International Airport is the busiest airport in the world in terms of volume of international passengers, and is home to the largest fleet of ‘Super Heavy’ aircrafts. The innovation project was driven by a forecast of 120 million passengers in 2022 (pre-Covid forecast). To cater to the surge in future demand, Dubai RECAT was initiated to create more hourly runway capacity for the departing and landing aircrafts through recategorization of aircrafts based on the wake turbulence to help reduce the minimum safe separation distance between two aircrafts of different or the same size, increase the efficiency of the landing and departing procedures, and reduce delays

    Currently, the majority of the airports across the globe adopt the standard ICAO (International Civil Aviation Organization) wake turbulence separation based on four aircraft categories (Super, Heavy, Medium and Light). Dubai has adopted an innovative and efficient practice based on seven categories.

    It took seven years for dans to design and implement a practice based on research, data collection and analysis of wake turbulence generated by aircrafts, and captured by 5 radars (LIDARS) deployed since early 2013. DANS conducted this study in cooperation with EUROCONTROL and Coherent Research Group USA. The practice was an enhanced version of a previously implemented project in 2016 with the minimal separation wake turbulence of 3 NM (Nautical Miles). Dans ensured active stakeholder engagement with Emirates Airlines, Fly Dubai, Air Arabia, Dubai Airports and other stakeholders.

    Dans research confirmed the applicability of RECAT under the unique meteorological conditions of Dubai airport, specifically at very low levels and with an explicit focus on the biggest aircraft in the world i.e., Airbus A380. A new wake behavior emerged that was never analyzed or calculated before. Several live trials were conducted to assess the initial results. Positive outcomes were achieved in the validation (2017-18) and implementation phases (2019-20) with the practice approved by the UAE General Civil Aviation Authority and fully compliant with the ICAO RECAT (eWTS) minima criteria. Dubai RECAT was fully implemented during the COVID pandemic on 21 Feb 2021 across all Dubai Airspace (CTA) and is now applied daily by 130 dans air traffic controllers affecting 30/40 airlines across an average of 700 daily flights.

    Results achieved so far were shared by dans on 23 February 2021 at the Annual ICAO International Conference. 30-day and 60-day reviews showed promising results against ICAO Legacy Standards (Figure 2) indicating an increase in capacity of 1.7 plane movements per hour. Other benefits include, reduction of fuel burn, reduction in CO2 emission and an increase in productivity. With an expected increase in air traffic in the future, the effect of this practice will enable Dubai to maintain its position as a world-class airport.

    Figure 2: Average Throughput Increase of 1.7 Movements; Average Delay Decrease of 1m:35s

    For further information on this best practice including a presentation by the DANS team, and to learn from 1000’s of other best practices, join the BPIR.com.


  2. Calling all Business Excellence Award Winners and Applicants – An Opportunity to Participate in Leading-Edge Research on Achieving & Sustaining Performance Excellence – SURVEY NOW LIVE

    May 24, 2021 by BPIR.com Limited

    Our research project is now live. We appreciate the assistance of all Business Excellence Award Winners and Applicants to complete the survey by 31st July 2021.

    Survey Link – Business Excellence (BE) Survey Investigation on how BE is supported within your organisation (qualtrics.com)

    Key benefits of your participation:

    1. Answering the survey questions will help you to reflect on your existing BE approach and assess the effectiveness of your BE structure.
    2. As a participating organisation, you will receive a report of the findings enabling you to learn from best practices on how to introduce and accelerate your BE journey.

    It is important that the person who completes this survey can accurately reflect the views of your organisation. The survey will take approximately 30 minutes to complete and all data collected from this survey will remain confidential and anonymous. Published work will only show aggregated data across all organisations surveyed and not identify the names of the people or organisations completing the survey.

    For further information refer to our previous article on the project Calling all Business Excellence Award Winners and Applicants – An Opportunity to Participate in Leading-Edge Research on Achieving & Sustaining Performance Excellence (bpir.com).


  3. Tremendous Sharing and Learning at the 7th International Best Practice Competition & New Zealand’s Business Excellence Conference

    May 20, 2021 by BPIR.com Limited

    The New Zealand Business Excellence Foundation’s Business Excellence Conference brought together stimulating keynote presentations and a plethora of best practices from New Zealand and around the world. In this cycle of the International Best Practice Competition there were 68 best practices from 9 countries that were presented and assessed in 9 qualifying webinar sessions with 12 presented at the final on the 11 May 2021 as part of the conference. One of these best practices was the winner of the 2nd New Zealand Best Practice Competition that was held on the 10th May 2021. In addition, the 3rd Organisation-Wide Innovation Award was held on the evening of the 11th May. Overall, there were 26 judges involved in assessing the best practices with at least four judges involved in assessing each best practice.

    Beryl Oldham, Chair of New Zealand Business Excellence Foundation, welcoming everyone to the conference and Sir Ian Taylor with an awe-inspiring presentation describing how Animation Research has become a global pioneer in providing real time graphics for televised major sporting events around the world

    Hon Judith Collins MP – Leader of the Opposition presenting on “Creating the conditions for a vibrant and productive NZ” and Dr Robin Mann, the founder of the International Best Practice Competition, presenting on “Business Excellence – Driving Productivity & Societal Success in NZ”.

    Winners and runner ups of the various competitions are shown below. Whilst these were the winners there were inspiring best practices shared from all participants. All presentations will be available on the BPIR.com soon.
     
     

     
     

    Winners of the 7th International Best Practice Competition

    • Dubai Municipality, UAE -The Way Beyond Traditional Procurement.
    • SEHA-Ambulatory Healthcare Services, UAE – AHS COVID-19 National Drive Thru Screening Centers.
    • Dubai Air Navigation Services, UAE – Dubai RECAT-Enhanced Wake Turbulence Separation (eWTS) Minima within the Dubai CT.
    • Titan Company Limited, India – Perfect Bond – An Innovative Locking Method for Rubber Moulds used in Lost Wax Casting of Gold Jewellery.
    • Dubai Police, UAE – Safe Bags – Accuracy and Efficiency of Airport Hold Baggage Screening (HBS) System.

     
     

     
     
    Winner of the 3rd Organisation-Wide Innovation Award

    • Dubai Municipality, UAE

    Runners up

    • Dubai Aviation Engineering Projects, UAE
    • Dubai Public Prosecution, UAE

     
     

     
     

    Winner of the 2nd New Zealand Best Practice Competition

    • New Zealand Blood Service – Introduction of a Mobile Practice – Portable Plasma Collection

     

    The New Zealand Blood Service

    Runners up

    • Babcock New Zealand Limited and New Defence Force Logistics Command (Maritime) – Collaborative partnership.

     

    Babcock New Zealand Limited and New Defence Force Logistics Command (Maritime)

    • Economic Development New Zealand – Capability building across the economic development profession.

     

    Economic Development New Zealand


     

    For information on the New Zealand Business Excellence Foundation and becoming a member visit https://nzbef.org.nz/ and for information on the International Best Practice Competition visit https://www.bestpracticecompetition.com.


  4. For Three-Timer, Exponential Growth Starts with People, Safety

    May 12, 2021 by BPIR.com Limited

    Originally posted on Blogrige by Dawn Bailey

    In 2020, MESA, a small business in Oklahoma, became the first and only (to date) three-time Baldrige Award recipient.

    From a one-person consulting firm founded in 1979, MESA has grown to support a workforce of over 250 people. The largest privately owned company in its market, it is a manufacturing and field services firm headquartered in Tulsa, with 10 U.S. locations. According to Terry May, MESA president and founder, MESA’s national footprint positions it as the third largest company in the underground petroleum pipeline industry. MESA’s specialty is cathodic protection, an electro-chemical process that prevents corrosion on underground or submerged pipelines and storage tanks.

    A Culture that Values People
    Speaking at the first virtual Baldrige Quest for Excellence® conference, May said, “We’ve accomplished some extraordinary things and created an incredible team of people that we call ONE MESA. . . . If you ask us what makes us unique, I have an easy answer. It’s our people.”

    CEO Kelsey May echoed the sentiment of a culture that values people in her Quest conference one-key-takeaway presentation:

    By putting people first, we know we will empower our workforce to take care of our customers, execute our projects well, and ensure financial success. Employees are at the core of everything we do, and we won’t see success in any of our VFOs [vital few objectives] unless we prioritize our team.

    During its 2019 strategic planning cycle, Kelsey May said feedback loops—including a strengths-weaknesses-opportunities-threats (SWOT) analysis, employee engagement survey, and Baldrige feedback reports—helped MESA identify a need to work on communication with field teams, along with engagement for all groups. In addition, the small business had two planned operational challenges: the integration (and significant reorganization) of field construction teams and a strategic acquisition. Kelsey May said both initiatives had to be carefully coordinated with the strategic plan to improve employee engagement.

    As a result of a 2020 engagement initiative that included care packages sent to each member on every construction crew; each employee on every services crew receiving a hand-written, thank-you note from the director; employee focus groups; surveys; and other communication methods, as well as a focus on accountability, MESA’s employee engagement score rose by 16%.

    MESA’s Strategic Challenges & Opportunities slide from its Quest for Excellence senior leadership plenary presentation.

    SAFETY
    As the first and most important VFO for MESA, SAFETY is intentionally capitalized, always.

    MESA’s business involves excavating and working on high-pressure pipelines carrying hydrocarbon liquids and gas, and employees driving millions of miles every year to work sites. Construction crews work in remote locations, sometimes 10 hours per day, 6 days a week. Weather, driving, and the local environment, including wildlife, add additional safety challenges.

    Terry May said, “The consequences of a single mistake can cause catastrophic damage to people, property, and the planet. We start every meeting at MESA with a safety moment to make sure it’s foremost on our minds.”

    He added, “It’s important for both commerce and insurance reasons to keep our safety metrics low, but what’s most important for us is that our people go home every day without getting hurt. That’s a goal that all of us at MESA share.”

    To emphasize this goal, SAFETY is the first component of the strategic plan, said Kelsey May. She added,

    SAFETY shows up first, it gets talked about first, and it gets measured first. . . . Without a strong SAFETY culture, we couldn’t do what we do.

    An Essential Business During a Pandemic
    As an essential business during the COVID-19 pandemic, MESA’s operations were not shut down, but that meant that sustainability could not jeopardize SAFETY, said Terry May. A safety team developed a pandemic preparedness plan and worked to source appropriate personal protective equipment. The marketing team coordinated weekly video messages from senior leaders, and the accounting team developed a family-first leave process. In addition, a taskforce created additional SAFETY plans for remote workers, including temperature screening and mask requirements.

    “We all know how difficult last year was,” said Kelsey May. “The situation was ever-changing, which meant we needed to be talking to our people on an almost-constant basis.” Communication included weekly messages from leadership, Wednesday weekly chats, a texting process for field teams, meeting software that allowed anonymous questions, and immediate collection and action on feedback. Learning from these communication methods even led to a 2021 internal communications calendar, said Kelsey May.

    “While we didn’t hit our financial targets,” added Terry May, “we kept our people safe and engaged.”

    MESA’s Most Impactful Results slide from its Quest for Excellence senior leadership plenary presentation.

    Business Growth
    Terry May said he submitted MESA’s first Baldrige application in 2002, but the small business began its formal quality journey in 1993. “Our small business was growing almost despite our recurrent mistakes and failures. We went through a 10-year period of sporadic improvement initiatives, including TQM, ISO 9000, and Lean,” he said. “They weren’t all successful, and we weren’t particularly good at sustaining improvements. But that experience prepared us for . . . when I became aware of the Baldrige Criteria.”

    He added, “Our business has grown exponentially over the last 20 years and that growth coincides almost perfectly with our Baldrige journey. . . .

    We’ve maintained an average growth rate of almost 10%. So, for anyone, who is wondering whether the Baldrige process is worth the time or money, I’d offer this. . . . We were on a path of growth before we started practicing Baldrige, but that growth line shifted exponentially after we started.


  5. Why are we so good at Sport and so bad at Business?

    April 15, 2021 by BPIR.com Limited
    Come to the NZBEF Conference 10/11 May 2021, in Wellington to find out why and what you can do about it.
    In Sport we are winners. We can win the oldest sporting trophy in the World or become champions at any sport we take seriously. But when it comes to business productivity the story is very different.

    A working paper published by the NZ Productivity Commission in 2021/01 “Benchmarking New Zealand’s frontier firms” reports:

    “New Zealand’s frontier firms, which are the most productive firms (the top 10%) are falling further behind their counterparts in other Small Advanced Economies (SAE’s). Their relative labour productivity ratio has dropped from 52% in 2003 to 44% in 2016. This indicates that New Zealand’s frontier firms generate less than half of the value (per labour input) their counterparts generate in other SAEs.” https://www.productivity.govt.nz/research/benchmarking-new-zealands-frontier-firms/

    The NZBEF conference theme “Improve” seeks your participation to do something about this. It is kicked off by “Sir Ian Taylor” who will tell the story of “continuous Improvement” in the America’s Cup and refer to his own world leading company Animated Research ltd that seeks excellence with the same passion.

    The Naval theme is maintained by holding the event at the Navy HQ and our Defence Force talk about their commitment to continuous improvement. A commitment that NZBEF are hoping will inspire Business to follow. Leaders will also share their ideas, demonstrate support and look for ways forward.

    We then celebrate Excellence by sharing the best practices of 10 New Zealand organisations competing for the New Zealand Best Practice Competition Award. The conference then lifts its head to look at Global Best Practice. 12 Finalists from the International Best Practice Competition will share best practices in diverse areas such as Covid recovery, leadership, digital, customer focus and productivity.

    This is a one-off opportunity to learn from the very best in NZ and worldwide and ramp up NZ’s productivity!

    So book now at https://nzbef.org.nz/event/nzbef-2021-conference/ and make a difference for future generations.

    To view over 70 best practices to be shared in lead-up webinars from 26 April to 6 May and at the NZBEF Conference, 10-11 May, view https://www.bestpracticecompetition.com/programme/