1. What is the bottom line?

    October 29, 2012 by admin

    ISO Founders 1946 (Source ISO.org)
    At the beginning of the industrial revolution a lack of international standards was a barrier to trade due to incompatibility and poor quality, especially in manufacturing.For example, during World War II, there were quality problems in many British industries, two parts from different manufacturers won’t fit together because each manufacturer was using different specifications and procedures. The solution adopted to fix these quality problems was to document the manufacturing procedures and to prove by records that the procedures were being followed in each step every time all the time. The development of defence standards from the United States eventually led to a British Standard called  BS 5750 in 1979. It  was known as a management standard because it specified “how to” to manufacture rather than “what to” to manufacture. In 1987 the British Government persuaded the International Organization for Standardization (ISO) to adopt BS 5750 as an international standard, the international standard was named ISO 9000.

    This approach was very common in the 1980s and 1990s and many major organisations would only buy products and services from suppliers that were BS5750/ISO9000 accredited.

    Since the establishment of the International Organization for Standardization (ISO) in 1946, the organisation published more than 19,200 standards. Today the ISO standards cover different industries/services and aspects of life such as a method for preparation of tea standard (ISO 3103) and a human rights standard (ISO 2600).

    Recently ISO published a report about the financial advantages of using ISO standards, the report contains many interesting facts and figures, for example:

    • Standardization directly contributes to the growth in the French economy, for up to 0.81 %, or almost 25 % of GDP growth.
    • In Canada, growth in the number of standards accounted for 17 % of the labour productivity growth rate and about 9 % of the growth rate in economic output.

    Using an international standard can improve product quality, reliability and reduce cost and also return a direct financial benefit.



  2. Does New Zealand have a ‘short man’ syndrome?

    October 25, 2012 by admin
    Best practice benchmarking is defined as “the comparison of performance data that has been obtained from studying similar processes or activities and identifying, adapting, and implementing the practices that produced the best performance results.”One of the requirements of best practice benchmarking projects is to compare the performance with the best performer regardless of the sector, industry or geographical location.Dr. Robin Mann Co-founder of BPIR.com and the Organising Committee Chairman of the upcoming World Business Capability Congress was interviewed by Idealog the New Zealand’s business magazine of the year 2012.

    In the interview Dr Robin said that the congress will be an excellent opportunity for New Zealanders to share experience with other successful nations such as Singapore instead of solely comparing with neighbouring countries such as Australia.

    In addition to the 150+ presentations the congress includes two important events, the 1st International Best Practice Competition and 2012 New Zealand Business Excellence Awards.


    The default is to look over our shoulder to Australia and David Shearer keeps admiring Finland from afar, but Dr Robin Mann says we should have our sights firmly set on Singapore.

    Mann says the Asian city-state has developed a culture of constant betterment that has improved its business performance immensely.

    “Although a different environment it’s really about the leadership in Singapore.

    “They have put in place a culture which is about trying to become better continually, year on year,” he says.

    “It’s embedded from the school system to business.”

    The Massey University academic is part of a team organising the inaugural World Business Capability Congress this December and says we should look to other nations for best practices.
    ”I think there is less openness to learn from other nations – Kiwis think we can solve everything ourselves,” he says.

    “Our congress is an opportunity to get businesses to talk more, share experiences and, with our international guests, we can facilitate a sharing of ideas.”

    The congress aims to encourage international analysis, benchmarking and networking, which Mann says will be key to future Kiwi exporting success.
    “Our export focus doesn’t always analyse internal processes of our international competitors.

    “New Zealand firms often compare products, but never the processes that create them, which are the building blocks of excellence,” says Mann.

    Speakers at the Auckland congress include international heavyweights from the private, public and academic sectors covering everything from innovation to HRM to performance benchmarking.

  3. BPIR Best Practice Newsletter No. 5 – 2012

    October 23, 2012 by admin

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