1. Best practice report: Lean Thinking

    May 26, 2014 by ahmed


    Lean thinking focuses on enhancing the value of products or services for customers while, at the same time, optimising the use of resources for organisations.


    Lean thinking—or lean principles—benefit all types of organisations (not just manufacturers) by eliminating non-value-adding activities and processes from the workplace. Lean thinking leads to greater efficiencies, a better use of resources, the reduction of waste, lower costs, and improved productivity.

    You are reading a Best Practice Report in html-format. Become a member of the BPIR to receive a new report in PDF-format every month (see examples: Benchmarking & Business Excellence). PDF-format can be saved on your hard drive, emailed to work colleagues, and are much easier to read and print out!.. For BPIR updates and best practices sign up to our FREE newsletter.

  2. Benchmark Memo: May 2014

    May 22, 2014 by ahmed

    Greetings to our members,

    Read our Standard Benchmark Memo (for all members) or our SPRING Singapore Benchmarking Memo (for members from Singapore)

    This month’s content includes:

    1. Featured Publication: Journal of Southeast Asian Economies
    2. Featured Case Study – Lean thinking handbook facilitates success
    3. BPIR Tip of the Month – Self-assessment tools and surveys
    4. The leadership re-imagination initiative global survey

    Best Regards,


    Neil Crawford

  3. BPIR Best Practice Newsletter: May 2014

    by ahmed
    BPIR Best Practice Newsletter
    May- 2014
    25% Discounted membership fee for the next 10 days

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    Hi, Welcome to May’s edition of the BPIR Newsletter. sharing with you best practices, improvement tools, and events.

    Best Practice Events

    EOQ Congress, Gothenburg – Sweden 10 Jun. Organiser: European Organisation for Quality, Business Excellence Sweden.International Exposition on Team Excellence, Singapore 25 – 27 Jun. Organiser: Singapore Productivity Association.Performance Measurement Association conference, Aarhus – Denmark Zealand 25 Jun. Organiser: Aarhus University.Asia Network Quality Conference 2014, Singapore 5 Aug. Organiser: Asian Network for Quality, Singapore Quality Institute.

    Benchmarking for Excellence, Wellington – New Zealand 12 – 13 Aug. Organiser: Center for Organisational Excellence Research (COER).

    17th Quality Management and Organizational Development, Prague – Czech 3 – 5 Sept. Organiser: Lund University, Linkoping University, and University of Economics.

    Qualcon 2014: Discovering Quality, Adelaide – Australia 19 Oct. Organiser: Australian Organisation for Quality.

    ** Also see BPIR Events Calendar **

    Latest News
    • How to do a Baldrige assessment – Ever wondered how to do a Baldrige assessment is done? Here is a simple explanation.  ….read more
    • Measuring the effectiveness of corporate governance – The best practices of an effective corporate governance.  ….read more
    • Leading change – How to effectively lead a change in your organisation.  ….read more
    • Mindful meetings – How to turn long and boring meetings to productive and effective meetings.  ….read more
    • EFQM mediocrity model – 8 characteristics that distinguish an excellent performance organisation from an “average” organisation.  ….read more

    Featured Publications

    BPIR provides full access to over 790 excellent business publications providing, in total, over 1,000,000 articles and reports? The cost of subscribing to any of these would cover your  BPIR membership while allowing you to read, search, and print from 790 top publications!Here are a few of the titles from the “Commerce” category (one of 23 categories):See the full list of titles

    -Business Today
    -Business People
    -The International Economy
    -Chain Store Age
    -International Trade Forum
    -Grand Rapids Business Journal

    Featured Case Study: Lean thinking handbook facilitates success

    Best practice case studies are an important benefit that BPIR.com offers members. Our unique BPIR case studies are formatted as succinct 150 word outlines that have been crafted from more detailed reports. Members can access the original articles as desired because they are all linked to the case studies.  Read the following sample case study:

    Lean thinking handbook facilitates success

    The motto of the University of St Andrews’ is “ever to be the best”, and this links perfectly with the goal of Lean thinking. The lean team challenged the University to become the best that it could be. They were dedicated to eliminating non value adding activity so that the University could focus its energies on Teaching and Research. The lean team acting as the University’s change management consultancy led staff to create a culture of continuous improvement and respect for people. A number of improvements were made which led to significant savings in costs, labour, and materials. By the end of the fourth year of the lean implementation the University had released the annual equivalent of 24.63 full time equivalent staff. To facilitate this lean implementation a pocket guide to becoming lean was published by the University.

    Spotlight on Events – 26th Qimpro Convention Deadline 31-May for project registration

    Does your company have project teams in middle management that are breaking new ground in Improvement, Innovation, and Sustainability?Register your team projects for the 26th Qimpro Conventionand vie for supremacy against our loyal participants: Titan, Aditya Birla Group, Godrej & Boyce, Vedanta Group, Reliance Industries, HDFC Bank, ICICI Bank, Kotak Mahindra Bank, YES Bank, Max Life, ICICI Prudential, and several more.For the first time the Qimpro Covention is open to organisations from not just India but all around the world! Please consider entering!! BPIR.com is supporting Qimpro in this endeavor!Based on our historic record of 25 years, this year we expect 150 project entries in the three QualTech Prize categories, equally divided between manufacturing and services along with international participants for the first time.

    This year the event will serve as the finals for three parallel competitions:

    • QualTech Prize for Process Improvement
    • QualTech Prize for Process Innovation
    • QualTech Prize for Sustainability

    For more information about the convention and how to participate click here

    The leadership re-imagination initiative global survey

    The LEREPA is a survey instrument designed to measure qualities of a re-imaginative leader.The findings of this global survey will enable the Caribbean Leadership Re-Imagination Initiative, and its research partners (BPIR.com, Organizational Excellence Technical Committee, Global Benchmarking Network) to provide a global measure of re-imaginative leadership and contribute to the shaping of a discussion on what leadership in the future might or should look like.To participate in this inaugural research, that will establish a baseline on the current state of leadership around the globe, please visit following link

    The survey should take between 10 and 15 minutes to complete and the deadline for completion is June 30, 2014. Once the survey results have been analyzed, the findings will be shared on www.bpir.com. Respondents that have questions about the survey are invited to contact the author directly. Dr. Canute Thompson can be emailed at canutethompson1@gmail.com

    Remember to

    Regularly check out the bpir.com for benchmarks, best practices and business excellence. We know you will find valuable knowledge and we always welcome your feedback, so if you have time, please email any comments about our services to feedback@bpir.com.
    If you are currently not a member of the BPIR, or wish to upgrade your membership then please review our membership offerings at JOIN NOW. you won’t be disappointed.

    Neil Crawford

    General Manager
    BPIR.com Ltd
    Business Performance Improvement Resource (BPIR)
    Centre for Organisational Excellence Research (COER)


    “To know the road ahead, ask those coming back” – Chinese Proverb

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  4. The leadership re-imagination initiative global survey

    May 13, 2014 by ahmed

    The LEREPA is a survey instrument designed to measure qualities of a re-imaginative leader. The instrument can be applied at the micro level of the organization and at the macro level of an entire country or region and is designed to measure the leadership re-imagination quotient of leaders across the world.
    This survey now being conducted is a global one. The findings of this survey will enable the Caribbean Leadership Re-Imagination Initiative, and its research partners (Business Process Improvement Resource, Organizational Excellence Technical Committee, Global Benchmarking Network) to provide a global measure of re-imaginative leadership and contribute to the shaping of a discussion on what leadership in the future might or should look like.
    Leadership re-imagination explores a number of key leadership competences and commitments, including:

    • Alternatives-thinking
    • Constructive subversion
    • Mutual Accountability
    • Authenticity
    • Integrity

    The notion of Leadership Re-imagination is a proposition that there is an approach to leadership that departs from popular practice and conceptions. Leadership Re-Imagination is, in the first place, a discipline in alternatives-thinking. Alternatives-thinking is basically the belief there are smarter, more efficient, more inclusive, more effective, more people-oriented, and more customer-service driven ways of conducting business. Alternatives-thinking assumes there are good ways of getting things done but is characterized by an inclination to wonder aloud whether there might be a better way.
    To participate in this inaugural research, that will establish a baseline on the current state of leadership around the globe, please click on the following link http://www.surveymonkey.com/s/5FBSSDV . The survey should take between 10 and 15 minutes to complete and the deadline for completion is June 30 10 July, 2014. Once the survey results have been analyzed, the findings will be shared on www.bpir.com . Respondents that have questions about the survey are invited to contact the author directly. Dr. Canute Thompson can be emailed at canutethompson1@gmail.com

  5. How to do a Baldrige assessment

    May 8, 2014 by nick.halley



    I am frequently asked about the elements of a Baldrige assessment, whether conducted as a self-assessment or externally conducted. The topic came up again during a discussion I was part of last week. In particular, what is the relationship among the various components of a Baldrige assessment. Here is my simple explanation for the three major components:

    1. The Organizational Profile (Category P in the Baldrige Criteria): This section is about what’s important to you. You describe your organization and its operating environment, key relationships, competitive environment, and strategic context.
    2. The Baldrige Criteria (Categories 1-7) responses: This section is about how you are accomplishing what’s important to you. In a systematic fashion starting with leadership and ending with results, you describe how your organization does what’s important to you for successful enterprise management and sustainability.
    3. The Scoring Guidelines: This section allows you to assess how well you are accomplishing what’s important to you. The scoring guidelines allow you to assess the maturity of your processes and their deployment, and the breadth and significance of the results you are achieving.

    We always speak of a systems approach to organizational performance management. The full system is a combination of all three pieces. Without all three it would be neither holistic nor a system.

    The most common incomplete use of the system is ignoring the Scoring Guidelines. They are the dimension that complements the seven categories of the Criteria. The Scoring Guidelines allow you to evaluate how mature your approaches are, how well you deploy them, how systematically you evaluate and improve them, and how successfully you align them with what’s important to you. For results, the Scoring Guidelines help you evaluate your current performance, your performance changes over time, how well your results compare with other organizations, and how successfully they address what’s important to you.

    Sustainability requires knowing what you are doing (the criteria), how well you are doing it (the scoring guidelines), and how relevant it is to your needs (the organizational profile).

    Organizations frequently and appropriately start with just the organizational profile, because you need to know who you are before you can add more detail. In a recent Blogrige interview with Lisa Muller from Jenks Public Schools, she describes the value of the organizational profile.

    But once you know who you are, assessment requires the how (criteria responses) and the how well (scoring)!

    This blog was originally posted on Blogrige; the official Baldrige blog, by Harry Hertz, the Baldrige Cheermudgeon.