1. South African Quality Institutes Latest News

    June 27, 2014 by ahmed

    South African Quality Institute (SAQI) http://www.saqi.co.za is the national body that co-ordinates the Quality effort in South Africa. Their monthly newsletter is an excellent source of information to keep up with the latest quality issues in South Africa.

    SAQI_JUNE2014June Newsletter:

    • The Benefits of Organizational Excellence Frameworks, by Dawn Ringrose
    • Process Approach A Core Quality Management Principle, by Monde Mekute
    • When was the last time you experienced something new?, by Paul Naysmith
    • Good Governance, Good Business and Good Society – Where it Stands or Falls, by Dr. Gerhard van Rensburg
    • Quality in Schools – Is your child curious?, by Dr Richard Hayward

    Click here to download this newsletter.






  2. Thirteen Fundamental Truths

    June 20, 2014 by nick.halley

    Originally by H. James Harrington

    Back in 1986 I documented my list of 13 fundamental truths that applied to all organizations. I ran across these statements recently when I was looking for some comments made by a past IBM president that I wanted to use in a new book I am writing. As I thought back over the past 25 years, I realized that as quality professionals, we have spearheaded a lot of new approaches: total quality management (TQM), ISO 9001, ISO 14000, lean, Six Sigma, business process improvement, process re-engineering, knowledge management, organizational change management, theory of constraints, and many more. But to my surprise, there has still been no change in the fundamental truths I wrote about 25 years ago. Even the latest trend, innovation, was incorporated in the fifth truth.

    The more things change,

    the more they stay the same.


    The following are the 13 fundamental truths as  I defined then in 1986:
    1. All organizations, companies, divisions, sections, departments, units, teams, and projects should have a documented mission that links them into a chain that holds the organization together, keeping it directed at pulling in all the potential customers that they can handle.
    2. All processes should have a defined customer whose needs and expectations are understood and are being met.
    3. No process is so good that it can’t be improved, although some processes need more improvement than others.
    4. There is always a better way of doing everything.
    5. The greatest competitive advantage is knowledge that leads to innovation.
    6. People who understand why they do something, do it better and faster.
    7. When something gets measured, it gets attention.
    8. There is a direct correlation between internal customer satisfaction and external customer satisfaction.
    9. Every organization has an obligation to provide value to the people that invest their hard-earned money and time into the organization.
    10. Expending resources related to the organization’s employees is an investment, not a cost.
    11. The elimination of waste is everyone’s job.
    12. Management needs to set the example and walk the talk.
    13. Each individual needs to be sure that his or her suppliers understand what are needed and not ask for things that won’t be used.

    My questions to you are:
    • What progress have you made to make the 13 fundamental truths part of your lifestyle and behavioral patterns?
    • What have you done to embed these truths into the culture and dailybehavioral patterns of the organization you are in?
    • Can and should you have done more?
    • We have had 25 years and more to make it happen. Did we succeed?


    H. James Harrington CEO

    Harrington Institute

    Phone: 1-408-358-2476


  3. Benchmark Memo: June 2014

    June 16, 2014 by ahmed

    Greetings to our members,

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

    This month’s content includes:

    1. Best Practice Report: Lean Thinking
    2. Featured Publication: Management Services Journal & International Journal of Organizational Innovation
    3. Featured Case Study: Sustainable Business – sustainability as a business model
    4. BPIR Tip of the Month – Performance Measures
    5. 3rd International Best practice Competition – Entries are now open
    6. 3rd Global Benchmarking Award – Entries are now open

    Best Regards,


    Neil Crawford

  4. BPIR Best Practice Newsletter: June 2014

    by ahmed
    BPIR Best Practice Newsletter

    June- 2014


    25% Discounted membership fee for the next 10 days

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

    Best Practice Events

    International Exposition on Team Excellence, Singapore 25 – 27 Jun. Organiser: Singapore Productivity Association.

    Performance Measurement Association conference, Aarhus – Denmark 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., Singapore 29 – 30 Sept., 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.

    3rd International Best practice Competition, Abu Dhabi – UAE 25 Nov. Organiser: Center for Organisational Excellence Research (COER).

    3rd Global Benchmarking Award, Orlando – U.S. 3 – 4 Dec. Organiser: Global Benchmarking Network (GBN).

    ** Also see BPIR Events Calendar **

    Best Practice Report: Lean Thinking
    When applied, lean thinking reduces costs and facilitates the delivery of consistently high-quality products and services. Lean tools have been developed that can be easily understood and readily embraced by all personnel within an organisation. The implementation of lean thinking by organisations is intended to produce a complete-and lasting-cultural change. It has been shown that employees from lean organisations tend to be characterised by higher levels of cognitive readiness for change and accountability, as well as resourcefulness and confidence. They also tend to be more satisfied with their organisations, management, and jobs.

    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 “Labor And Industrial Relations” category (one of 23 categories):

    See the full list of titles

    -EBRI Issue Brief

    -Management Services

    -Monthly Labor Review

    -Relations Industrielles

    -International Labour Review

    -Occupational Outlook Quarterly

    Featured Case Study: Sustainable Business – sustainability as a business model

    Best practice case studies are an important benefit that BPIR.com offers members. Our unique BPIR case studies are formatted assuccinct 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:

    Sustainable Business – sustainability as a business model

    To become a wood fiber innovator Domtar, a Canadian headquartered paper products company, adopted Sustainability as its business model. Domtar set up a corporate sustainability committee with the chair rotated among top managers, and adopted a measurement approach designed to avoid sub-optimising the system. An extensive system of measures was implemented to track sustainability performance and signed on to by each facility. One example, Dashboards tracked 35 key sustainability performance indicators (KPIs). Management teams in each facility developed their own unique sustainability agendas to meet company goals. Domtar’s sustainable fibre innovation was seen by the US government as an example of advanced manufacturing and gave the company a powerful edge in attracting younger science and technology-savvy professionals. 

    3rd International Best practice Competition – Entries are now open

    After two successful years of the International Best practice Competition, the details of the next competition has just been announced. The 3rd International Best Practice Competition will be held on the 25th of November 2014 at the Abu Dhabi Chamber of Commerce.Entries are expected from all around the world… the winner in 2013 was the Immigration and Checkpoints Authority (Singapore) and 2012, Curtin University (Australia).

    The Best Practice Competition encourages organizations to share their best operational and managerial practices, processes, systems, and initiatives and learn from the experience of others. It provides an opportunity to celebrate the achievements of individuals and teams that have been responsible for creating and/or managing the introduction and deployment of best practices.

    Have a think about what your organization does well, and submit your entry by 18 August. If successful you will be asked to share your best practice in an 8 minute presentation. Winners will receive widespread media coverage.

    From the feedback of previous years we are expecting much more participation this year, which makes this event a great learning experience.

    For more information about the competition visit the competition website BestPracticeCompetition.com

    3rd Global Benchmarking Award – Entries are now open

    Benchmarking is defined as: the search for industry best practices that lead to superior performance. Benchmarking is not just about finding a best practice by some means, the methodology of benchmarking (or approach, strategy, framework or whatever called) plays crucial role in defining the end results, i.e. the best practice which leads to superior performance.For an organisations that wants to achieve “industry best practice” it should consider using a Formal Benchmarking approach using a benchmarking methodology (such as the TRADE methodology) combined with the use of Informal Benchmarking which can involve more people in the change process but is less rigorous.

    The Global Benchmarking Network (GBN) launched the Global Benchmarking Award in 2012 with the winner being Watson Real Estate (New Zealand). In 2013 the winner was the Knowledge and Human Development Authority (United Arab Emirates). For videos on these award winning organisations go to GlobalBenchmarkingAward.com.

    The 3rd Global Benchmarking Award will be held at the 9th International Benchmarking Conference, 3/4 December 2014, Orlando, Florida.

    The closing date for entries is the 18th of August 2014, for more information about the award visit the official award website. 

    Learning informally to improve work practices survey

    A current PhD project in the Centre for Organizational Excellence Research at Massey University needs your help. The project is about learning to improve work practices by learning informally from others.The purpose of the survey is to understand how organizations around the world informally learn (apart from formal training or courses) better practices and implement or adapt them to increase the effectiveness of their own organization.

    If you have an interest in seeking an alternative cost-effective way of business improvement, this survey is for you. The results of the survey will be emailed to you and certainly be of benefit to you as well. In addition, you will receive one month of access to BPIR.com absolutely free upon completion of this survey!

    Your responses will be kept completely confidential and your name will not be reported in any of our results. You should be able to complete the survey within 30 minutes or less.

    The survey will be open for two weeks from 9th – 23rd Jun 2014.

    Link to survey: https://www.surveymonkey.com/s/InformalLearnPractice2014

    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 July 10, 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.comIf 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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  5. COER’s Productivity and Business Excellence Research

    June 15, 2014 by ahmed

    The importance of raising productivity, achieving greater outputs as a proportion of inputs, for wealth creation is well understood. The challenge is how to achieve this whether it is on a personal, organizational, or country level.  The Centre for Organisational Excellence Research (COER), founders of the BPIR.com, are grappling with this challenge and providing solutions through its research programmes and activities.

    Dr Robin Mann, Head of COER, is the Chief Expert for a major project with the Asian Productivity Organisation (APO) to review productivity initiatives in 20 Asian economies so that more effective Asian-wide and National strategies and services for productivity improvement can be provided. The coordination meeting for this project was held in Tokyo, 27/28 May, where time was spent developing the research tools. The next step is for National Experts representing each country to collect data from their various stakeholders; funders, partners, staff and clients. Early results from the research are expected at the end of August, with the final report published in March 2015.  From an academic perspective this project is important as access is being given to data that is not normally available for research purposes and as such a number of journal papers have been targeted for publication.


    Dr Mann (centre) with the Secretary General of the APO and the National Experts from member countries

    This year, Dr Mann is involved in a number of APO projects including:

    • Advising the Philippines on their National Business Excellence Strategy for the public sector (therefore recommending services to help the public sector to become more accountable and efficient) and providing benchmarking training to its key institutions.
    • A conference on business excellence in Pakistan (2-5 September)
    • A business excellence week for the public sector for all APO members in Singapore (27-31 October) to coincide with SPRING Singapore’s Global Business Excellence Conference.

    COER are also the organisers of the International Best Practice Competition, www.bestpracticecompetition.com, and Global Benchmarking Award, www.globalbenchmarkingaward.com, which are both supported by many APO members. The 3rd International Best Practice Competition will be held in conjunction with the Abu Dhabi Chamber of Commerce on the 25 November. The event is like a talent contestant but in this case organisations need to share a specific best practice within an 8 minute presentation. In 2013, 36 entries were received from 10 countries, and the winner was the Immigration & Checkpoints Authority from Singapore.  The Global Benchmarking Award follows a similar process but recognizes those organisations that have developed an effective approach for benchmarking. The 3rd Global Benchmarking Award will be held in Florida, Orlanda, 3 to 4th December. The winner in 2013 was the Knowledge and Human Development Authority (KHDA) in Dubai which is using benchmarking as a key method to improve the educational performance of private schools.


    Photo 3 – Immigration & Checkpoints Authority receiving their award from Dr Robin Mann and Marc Amblard, CEO, EFQM
    Photo 4 – KHDA receiving the Global Benchmarking Award from the Global Benchmarking Network.

    COER’s international work also involves assisting with organizing a number of conferences including a Benchmarking Conference in Iran (11-12 October),  Business Excellence Conferences in Abu Dhabi (17-18 September) and Dubai (26/27 November), Benchmarking Conference in Abu Dhabi (21-25 September), and providing benchmarking training workshops in Bahrain, India, Malaysia,  New Zealand, Singapore and UAE.

    To disseminate the learning from COER’s activities it has developed the Business Performance Improvement Resource, www.BPIR.com. Recently over 100 videos of best practices were added. Some APO members provide access to the BPIR.com to organisations in their country to encourage productivity improvements. For example, SPRING Singapore provides access to the BPIR to over 500 of its business excellence certified companies.

    COER’s PhD students are contributing to the knowledge on productivity and business excellence. Alan Samuel is researching “Informal Benchmarking” – the way organisations learn from each other using an unstructured approach rather than through “Formal Benchmarking”. Informal Benchmarking is the most popular type of benchmarking and includes conversing with fellow workers to learn from their experience, networking with associates from other organizations, or simply researching a website to learn from better practices. Whilst this method is popular there has been little research on it as most research has focused on the more rigorous formal benchmarking. To participate in Alan’s research click here.


    Alan Samuel presenting at the Global Business Excellence Conference in Singapore, 2013

    Another student Rubab Malik is studying high performing or fast improving schools and school systems around the world to identify how they learn and apply best practice. This research is of particular importance to New Zealand with its decline in educational performance of 15 year olds from 7th to 13th in reading, 7th to 18th in science and from 13th to 23rd in maths (according to the respected PISA assessment).

    For more information on COER, contact Dr Robin Mann, r.s.mann@massey.ac.nz or sign up to COER’s newsletter at http://www.coer.org.nz/share/free-newsletter.