1. Spotlight on 2018 Baldrige Award Recipient Leaders: Tri County Tech’s Lindel Fields

    March 11, 2019 by ahmed

    Originally posted on Blogrige by Dawn Bailey

    Lindel Fields, superintendent and CEO of 2018 Baldrige Award recipient Tri County Tech (TCT), knew when he drafted his Vision 2020 that it was a fearless and bold initiative. His goal was to establish Tri County as a premier U.S. education institution. In April, when he takes the stage at the 31st annual Quest for Excellence© conference to celebrate TCT as a U.S. role-model organization in the education sector, he will know that this goal has been achieved.In the following interview, Fields describes his upcoming leadership presentation at the Quest conference and what was behind the technology center’s journey of continuous improvement on behalf of its students, a journey that has culminated, for the moment, with winning the Baldrige Award.

    How do you feel about this great achievement, and how did your employees react when they heard the news of winning the award?
    It’s very exciting, and it’s a very emotional experience for our employees who have worked on our Baldrige journey of improvement for 13 years. Those of us who are close to Baldrige know the magnitude of it.

    This is also a great moment of pride not just for our employees but for our students. We didn’t quite know the type of impact that Tri County Tech winning the Baldrige Award would have on the students, but there has been an emotional response, including tears, from them as well. I didn’t expect that.

    Please gives us a sense of what your leadership presentation will be about.
    The main theme is to share how using the Baldrige framework has led to a lot of learning for us, and I will share five mantras that we’ve discovered on our journey. Here are two samples: “When you try to be everything to everybody, you can’t be anything to anybody” and “Spend Tri County money like it’s your grandmother’s social security.” All five mantras give you a sense of our leadership philosophy. The presentation will also talk about the importance of patience and perseverance.

    How has the Baldrige Excellence Framework contributed to your organization’s success?
    Baldrige is systemic at our organization. We contribute everything we do to the framework and its Criteria. It’s about being committed to the entire process, not just to parts of it. As a result, we can point to a couple of things that we didn’t expect as a result of using the Criteria. We have had significant efficiencies in business operations including our ability to eliminate dependency on federal funding. Results have also led to more process and operational consistency and one of the highest completion and retention rates for students at a public education institution in the United States.

    Why do you think organizations in your sector could benefit from using the Baldrige framework?
    Education is about providing opportunities for students who entrust us with their hopes and dreams. And when you have that kind of responsibility, your ability to do that for the masses is dependent upon subscribing to something bigger than you can accomplish alone. It’s like a workout regimen. An Olympic athlete would not train alone. He or she would hire a coach and subscribe to a world-class regimen or methodology. When an organization subscribes the world-class methodology available in the Baldrige framework, it can achieve world-class results.


  2. Best Practice Report: Vehicle Fleet Maintenance and Management

    March 10, 2019 by ahmed

    A vehicle fleet is a group of vehicles used by an organisation for the purposes of work. These vehicles are usually owned or leased by a business (for example, a car rental or bus company) or government entity (for example, a municipal utilities department or the police or fire service). They can include cars, utility vehicles, motorcycles, heavy and industrial-use vehicles, trailers, as well as all forms of aircraft and boats. While vehicle fleet maintenance may appear technical, its primary focus is to ensure an organisation’s vehicles are safe for use and roadworthy.

    Fleet management encompasses fleet maintenance, and aims to develop strategies to maximise the life span of a fleet of vehicles. It also governs driver behaviour. Most fleet managers use fleet maintenance or management software to track driver activity, vehicle maintenance details, and to determine ways to optimise their use. This information exchange between a vehicle fleet and a central authority is known as a fleet telematics system.
     
     
     

    In This Report:

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


  3. Launch of the 3rd cycle of Dubai We Learn government projects

    March 6, 2019 by ahmed

    Dubai We Learn 3rd cycle government entities

    Due to the tremendous success of the 1st and 2nd cycles of Dubai We Learn, an initiative by the Dubai Government Excellence Programme (DGEP) in partnership with the Centre of Organisational Excellence Research (COER), New Zealand, a 3rd cycle was launched in February 2019. The 3rd cycle began on the 18th February with a 3-day training course provided to the first batch of Excellence Maker’s benchmarking projects, followed by training to the second batch beginning on the 25th February. The 3rd cycle consists of mentoring 10 benchmarking projects and the provision of a best practice resource, BPIR.com, for all 37 government entities.

    The projects taking part are shown below:

    Projects were selected based on their potential benefits to Dubai as a whole (and the government entity) and the commitment of each government entity to complete the project within one year. Meetings were held with each government entity to discuss their proposed projects and set expectations. The photos below show the teams attending the TRADE Benchmarking training delivered by Dr Robin Mann.
    Batch 1: Community Development Authority, Dubai Electricity and Water Authority, Dubai Land, Dubai Municipality, General Directorate of Residency and Foreigners Affairs, and Roads and Transport Authority.

    Batch 1: Community Development Authority, Dubai Electricity and Water Authority, Dubai Land, Dubai Municipality, General Directorate of Residency and Foreigners Affairs, and Roads and Transport Authority.

     

    Batch 2: Dubai Corporation for Ambulance Services, Dubai Health Authority, Dubai Police, and The Executive Council

    Batch 2: Dubai Corporation for Ambulance Services, Dubai Health Authority, Dubai Police, and The Executive Council

    During the 3-days of intensive training on the TRADE Benchmarking methodology, the projects were refined and the teams learnt how to use benchmarking to find and implement best practices.
    Dubai Municipality team discussion on planning a benchmarking site visit

    Dubai Municipality team discussion on planning a benchmarking site visit

     

    Dubai Corporation for Ambulance Services conducting a SWOT analysis for their project

    Dubai Corporation for Ambulance Services conducting a SWOT analysis for their project

    The photograph below shows Dr Ahmad Al Nuseirat, Coordinator General of Dubai Government Excellence Program, delivering the welcoming speech at the training.
    Dr. Ahmad Al Nuseirat’s welcoming speech

    Dr. Ahmad Al Nuseirat’s welcoming speech

    Following on from the training three knowledge sharing summits will be held throughout the year and a final closing sharing in December 2019 to evaluate the success of each project. The 1st knowledge sharing summit will be held on 30 April 2018 with each team giving a 10-minute presentation describing the progress of their projects. These knowledge sharing summits provide an excellent platform for the teams to learn from each other. As all project teams are using the TRADE benchmarking methodology it is easy to compare progress and share experiences.

    To receive up to date information about this initiative subscribe to our free newsletter from here, you can also search #Dubai_We_Learn on social media websites to see content uploaded by the teams.

    To learn more of the previous projects you can read our book on the 1st Cycle of Dubai We Learn here and shortly you will be able to read our book on the 2nd Cycle of Dubai We Learn showcasing 11 more projects (to be published by May 2019).


  4. BPIR.com Newsletter: February 2019

    February 27, 2019 by ahmed

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    Best Practice Report: Performance Management Systems for Emergency Service?

    Emergency and rescue services are organisations tasked with responding to various emergencies and ensuring public safety and health. Three primary emergency services can be summoned directly by the public: police, fire, and emergency medical services (EMS), which are also called ambulance services or paramedic services. This report will focus on how corporate performance management (CPM) principles can be applied to these emergency services to promote world-class delivery of care and optimal outcomes for the public.?

     

    Featured Events

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    NZBEF Conference, Auckland, New Zealand, 19-20 Mar 2019

    Come and join us at this two-day conference where we will celebrate all things to do with performance excellence, business excellence, continuous improvement, and measurement.


    Learn how to take your organisation to the next level by increasing your organisational performance with a strong focus on your leadership, strategy, customers, measurement, analysis & knowledge management, workforce, operations, and results.

    We have a great line-up of local and international speakers. The conference will be held at the Waipuna Hotel & Conference Centre, Mt Wellington, Auckland. You can register for the conference here and more NZBEF Conference information can be found at the conference website here. Please share details of the conference with others as we want a good turnout.

     

    Launch of the 3rd Cycle of Dubai We Learn

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    Over the next 2 weeks, 11 project teams representing 10 government entities will have started the 3rd Cycle of Dubai We Learn Excellence Maker’s Projects. These projects will help the government entities make dramatic and breakthrough improvements in their processes and systems through learning from best practices.

    The government entities represented in this round are DEWA, Dubai Land, Dubai Health Authority, GDRFA, Community Development Authority, RTA, Dubai Police, DCAS, Dubai Municipality and The Executive Council.

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    Latest News

    • Launch of the 3rd Cycle of Dubai We Learn…. read more
    • South African Quality Institutes latest news…. read more
    • Is Good, Good Enough for You? Taking the Next Step After ISO 9001:2015…. read more
    • James Harrington’s Latest Book Series on Innovation Now Available at Taylor & Francis…. read more
    • Reflecting on the success of the Global Organisational Excellence Congress…. read more

     

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    Employee recognition via spontaneous celebrations


    To celebrate employee success, Typeform, a Spanish online software service company, drew on a kind of internal play book with a list of values and guiding attributes. One of the things on the list was to `celebrate with spontaneous applause. Whenever someone did something noteworthy, however big or small, anyone could start a round of applause. The whole office joined in. Whilst most people would have no idea why they were applauding, the person receiving the applause did. The tradition provided a well-appreciated momentary break for celebration.

     

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    Yearly events drive goal deployment at technology manufacturer


    Two annual events at Bosch Rodez, France, a technology manufacturer, drove strategy and policy deployment. 1) The Town Hall meeting brought all associates together to discuss: the automotive environment; the Bosch Group situation; previous year’s results; and coming challenges. Following the 2017 meeting, 89% of associates understood the strategic challenges, 86% knew how they could contribute to achievement of strategic goals and 87% were ready to tackle the 2017 challenges. 2) DDO flyers, handed out individually to each associate, had a standardised format that outlined the plant`s strategy and gave the department`s objectives and priorities for the year to come. The deployment was then followed by the annual global performance dialogue (GPD). The Bosch Rodez strategy and policy deployment process was an EFQM 2017 Prize winner, and was recognised as best practice by the 2015 EEA best practice Award , and by the French Senate, with the “Aveyron des Champions” Trophy.

    Do you know that in BPIR.com there are more than 95 best practice report? and increasing…

    BPIR Tip of the Month – How to access best practice reports

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    Did you know that a free best practice report is published on the BPIR every two months? To see how to access these reports watch this clip.


    Over 95 Best Practice Reports, provide case studies and innovative ideas that will help you stay up-to-date concerning the latest international business trends and practices.

     


  5. Reporting on New & Old Dubai We Learn Benchmarking Projects

    February 24, 2019 by ahmed

    Over the next 2 weeks, 10 project teams representing 10 government entities will have started the 3rd Cycle of Dubai We Learn Excellence Maker’s Projects. These projects will help the government entities make dramatic and breakthrough improvements in their processes and systems through learning from best practices.

    The government entities represented in this round are DEWA, Dubai Land, Dubai Health Authority, GDRFA, Community Development Authority, RTA, Dubai Police, DCAS, Dubai Municipality and The Executive Council.

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    1st batch of project teams being trained on TRADE Best Practice Benchmarking

     

    All teams will be aspiring to follow in the footsteps of previous Dubai We Learn projects. Of the 24 previous projects all have made significant contributions to their organizations and stakeholders and many of these have become role model projects winning international awards for the best practices implemented.

    To learn more of the previous projects you can read our book on the 1st Cycle of Dubai We Learn here and shortly you will be able to read our book on the 2nd Cycle of Dubai We Learn showcasing 11 more projects (to be published by May 2019). For a taster we have provided a summary of one of the projects below. This was a 7-star project by Dubai Government Human Resources Department.

    In our next blog we will outline details of this year’s projects and what they hope to achieve.

    Dubai Government Human Resources Department’s 7 Star Project from the 2nd Cycle of Dubai We Learn

    DGHR, similar to all Dubai We Learn teams, used the TRADE Best Practice Benchmarking Methodology to search for and implement leading-edge practices.

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    Terms of Reference – plan the project

    The aim of the project was to launch a Dubai Government Human Resources Think Tank for future shaping, research driven decision making and pioneering HR’s role for Dubai Government. It was decided within the one-year time frame of Dubai We Learn to prepare a comprehensive Blueprint for setting up a DGHR Think Tank specifying potential services, roles and responsibilities, organization structure, and required resources.

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    DGHR Team Awarded 7 Stars for TRADE Benchmarking Proficiency

     

    Review current state

    The DGHR benchmarking team began by conducted a brainstorming session and undertaking a fishbone analysis, SWOT analysis and a more complex TOWS analysis. These were conducted in tandem with other activities to gain the viewpoint of other stakeholders, these included:

    • Focus group interviews with DGHR’s staff to gather their feedback about the areas that DGHR needs to work on and how a Think Tank can improve the current situation through research and studies.
    • A brainstorming workshop for Directors and Heads of Sections of Dubai Government entities. Their input as primary customers of DGHR was critical.
    • A survey of HR staff within Dubai Government to obtain their views.
    • Exhaustive desktop research to understand leading practices, core services, operating models, challenges and opportunities of Think Tanks.
    • Analogous simulation was used to explore potential services for DGHR.

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    DGHR team conducting a brainstorming session to discuss the proposed project

    Acquire best practices

    The team selected almost 102 Think Tanks from which to shortlist potential benchmarking partners. Using the criteria for shortlisting, the team assigned a numerical value for each criterion and evaluated all the Think Tanks. A cut-off score to select potential partners was determined and 25 local and international Think Tanks met the cut-off score. The team considered international site visits in three geographical locations – Europe, US and Asia. The DGHR benchmarking team received good responses from US-based Think Tanks and they selected six international Think Tanks for site visits.

    Before the site visits, the team identified a detailed list of questions to be asked in the chosen areas of focus. The collection of data started with visits to local Think Tanks (July-October 2017) and followed by visits to international Think Tanks (December 2017). A total of 9 Think Tanks (3 local and 6 international) were visited and 63 ideas/practices were collected. The Think Tanks visited were The RBL Group (US), RAND Corporation (US), Society for Human Resource Management (US), Brookings (US), United States Office of Personnel Management (US), Inter-American Development Bank (US), Delma (UAE). In addition, a virtual visit via video conferencing was carried out with Bersin (US).

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    DGHR team visiting Society for Human Resource Management (US)

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    DGHR team visiting RAND Corporation (US)

     

    Deploy – communicate and implement best practices

    The benchmarking team prepared a detailed report for the Director General including a list of all ideas to be implemented. Following a meeting where support from senior management was reiterated, it was agreed that improvement ideas will be implemented in a 5-phase approach.

    The team decided to implement Phase 1 (Arrival) in 2018 to focus primarily on current projects. Upon approval, findings of the benchmarking exercise were shared with DGHR staff and Dubai Government entities at the HR Multaqa gathering. The gathering served as a follow-up to initial workshops held in August 2017.

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    DGHR organised a HR gathering (HR Multaqa)

     

    The DGHR team subsequently signed MoUs with the following strategic partners – RAND Corporation (partnering for policy making expertise), SHRM (partnering for HR specific expertise), US Office of Personnel (partnering for Government specific expertise specially as a governing body of HR), Emirates University (for academic access) and B’huth (for Dubai based data and local reach). The DGHR team’s final version of the Blueprint, a 73-page document, was presented to the Director General who thereafter gave formal approval. The approved Blueprint specified the mission, vision, strategy and business case for the planned Think Tank. Finally, there was a press release announcing the launch of the DGHR Think Tank.

    Evaluate the benchmarking process and outcomes

    The most important measure of success was the widespread stakeholder agreement to a Blueprint for a Dubai Government Think Tank to shape the future of HR within Dubai. The vision of the Think Tank has been initially set as “Pioneering HR for the world” with three prime services; research, smart library and consulting services. Expected future benefits include setting standards of superior HR services through bridging gaps between academic knowledge and practical implementation, translating the vision of a pioneering Government as per Dubai Plan 2021 and improving Dubai’s 45th position in the Human Capital Index. The Think Tank is expected to save about AED 6 million per year on outsourcing of research to support DGHR’s policies and programs as well as approximately AED 5 million per year for Dubai Government entities on outsourcing/consulting where the entities lack HR expertise to implement different initiatives. The Think Tank is expected to save up to AED 4,206,007 per year through improving the productivity of Dubai Government employees using various efficiency and effectiveness tools (current productivity index = 2.1 hours, targeted productivity index = 3 hours) with the potential to achieve a total return on investment of 100’s of millions AED through providing leading edge research and initiatives that drive employee engagement and innovation.

    To find out more about Dubai We Learn contact:

    Dr. Zeyad Mohammad El Kahlout, Senior Quality and Excellence Advisor, Dubai Government Excellence Program (DGEP). Email: Zeyad.ElKahlout@tec.gov.ae or Dr Robin Mann, Director, Centre for Organisational Excellence Research (COER). Email r.s.mann@massey.ac.nz.

    Detailed reports and videos on Dubai We Learn projects can be accessed from the member’s area of the BPIR.com.