1. Business Excellence models and awards for the public sector: A guidebook for national productivity organisations

    October 31, 2016 by ahmed

    In the Asia-Pacific region the Asian Productivity Organisation (APO) is working hard to help countries introduce and sustain business excellence. Business excellence is recognised as a prime contributor to productivity growth through its holistic approach that links Inputs (such as Leadership, Strategy, Customer Focus, Workforce Focus, Measurement, Analysis and Knowledge Management, Operations) to Outputs (Results). It is perhaps the ultimate productivity framework as it encompasses everything an organisation and country should consider to achieve advances in social, political, economic and environmental performance.

    Dr Robin Mann, Head of COER, was the Chief Expert for an APO project to develop a guidebook to help national productivity organisations (NPOs) aiming to introduce or enhance their business excellence initiatives for the public sector. This guidebook was developed through workshops organised by the Asian Productivity Organization’s (APO) Centre for Excellence for business excellence.


    This guidebook aims to assist NPOs that are:

    • Considering whether to introduce a business excellence model or award for the first time in the public sector
    • Seeking to enhance an established business excellence model and/or award for the public sector

    The guidebook begins with an exploration of the importance of business excellence awards and models through a series of questions and answers. This is followed by a summary of the views of NPOs on business excellence. Thereafter, information is presented on how to promote business excellence, assist organizations in using a business excellence approach, and recognize organizations through an awards process.
    The last section provides examples of how NPO member economies are implementing business excellence in the public sector.

    The full guidebook can be downloaded from COER’s website here.

    APO Guidebook pic

  2. When kindness and compassion are part of a disruption

    by ahmed


    Originally posted on blogrige by Dawn Marie Bailey

    If you are dissatisfied with your health care, can you get some money back? And if a health care organization was giving a money-back guarantee, how would you feel about its willingness to stand behind its services?

    The article “It Pays to be Kind at Geisinger” describes an interesting new model at Geisinger Health System in Danville, Pa., for which Baldrige Award recipient AtlantiCare is now part. Since August 2016, Geisinger has paid more than $400,000 in refunds to patients “whose experiences and expectations were not met with kindness and compassion.” Under the ProvenExperience initiative, patients can request refunds, from as little as $1 to more than $2,000, if they are dissatisfied with their hospital experience.

    “The effort is to do it right for every patient every time,” said System President and CEO Dr. David Feinberg in the article. “Just like any legitimate or ethically sound business, you back your product. Except I think the stakes are higher. You want to reduce human suffering and promote good health. That’s a pretty important product.”

    According to the article, he added, “The way I see it, if you go into Starbucks and you’re not happy with your order, they don’t sip your latte and argue that they made it correctly. They just take care of you on the spot. . . . What matters to me is that every patient is satisfied with their treatment and so I started thinking, ‘What is our guarantee? What is our refund?’”

    This initiative is a disruptive event for the organization. As Feinberg says in the article, “We need to be disruptive to move the practice of providing a great patient experience forward and so the decision was made to give unsatisfied patients their money back.”

    The Baldrige core value Organizational Learning and Agility supports disruptive events that can be triggered by innovative technologies or service introductions, economic upheaval or stress, major weather events, or social or societal demands.

    Such an initiative may not be right for your organization, but have you thought about what disruption might change things in a beneficial direction for you?

    For this health care organization, I see the ProvenExperience approach being supported in item 3.1 Voice of the Customer within the Baldrige Excellence Framework (Health Care), which includes the Baldrige Health Care Criteria for Performance Excellence. This item is all about determining patient and other customer satisfaction and engagement, including (1) how listening methods differ among types of patients and other groups and (2) how measurements capture actionable information that can be used for securing patients’ engagement in the long-term. From the article, we don’t have information on what feedback the organization received from its patients and other customers to lead to the approach, deployment, learning, or integration of the ProvenExperience process, but we can deduce that it might certainly be part of a step toward securing patients’ engagement in the long-term.

    An organization embarking on an approach to secure patient and customer loyalty and engagement might also check out Criteria item 1.1 Senior Leadership that considers the importance of creating a workforce culture that delivers a consistently positive experience for patients and other customers and that fosters customer engagement. Such a culture would be absolutely necessary to ensure that every patient or customer experience is met with kindness and compassion.

    In addition, the Baldrige core value Patient-Focused Excellence and Organizational Learning and Agility supports such an approach and provides guidance on what an organization may need to consider to be successful:

    Your patients and other customers are the ultimate judges of your performance and the quality of your health care services. Thus, your organization must consider all features and characteristics of patient care delivery . . . and all modes of customer access and support that contribute value to your patients and other customers. Such behavior leads to patient and other customer acquisition, satisfaction, preference, and loyalty; positive referrals; and, ultimately, the ongoing success of your business. . . . An additional factor is your organization’s management of patient and other customer relationships, which helps build trust, confidence, and loyalty.

    So what disruption might spur your organization or your industry to consider a new way to secure customers’ long-term engagement and loyalty?

  3. 2016 Canada Awards for Excellence Recipients

    October 25, 2016 by ahmed


    Originally posted on Excellence Canada

    Excellence Canada is pleased to announce that, at the 32nd anniversary of the Canada Awards for Excellence, 22 Canadian organizations will be receiving the Canada Awards for Excellence for outstanding performance in award categories that include: Excellence, Innovation & Wellness; Quality; Healthy Workplace®; and Mental Health at Work®.

    The Patron of the Canada Awards for Excellence program is His Excellency, the Right Honourable David Johnston, C.C., C.M.M., C.O.M., C.D., Governor General of Canada.

    Excellence Canada’s mission is to help organizations in all sectors become the best-in-class by implementing standards of excellence. Excellence Canada is a not-for-profit organization that certifies and recognizes organizations that embody these attributes: they are customer focused, competitive, economically and environmentally sustainable, are good corporate citizens and actively pursue strategies to improve the mental and physical health and safety of their employees to create a healthy workplace culture that attracts and retains the best people.

    The Canada Awards for Excellence is an annual awards program that recognizes outstanding achievements by organizations in the private, public, and not-for-profit sectors, from coast-to-coast across Canada.

    Shirlee Sharkey, Chair of Excellence Canada, stated: “We are so very proud to bestow Canada Awards for Excellence upon this year’s remarkable recipients. Our award recipients are role models of excellence in the areas of leadership, governance, strategy, planning, customer experience, employee engagement, innovation, and wellness. We applaud their outstanding achievements.”

    Allan Ebedes, President and CEO of Excellence Canada, commented: “Over the past 32 years we have recognized over 600 outstanding organizations for meeting the highest standards of quality, excellence, innovation, and healthy workplaces. This year we are delighted to be recognising another 22 outstanding organizations with a Canada Awards for Excellence. We are also honoured to be presenting Special Recognition of Achievement Awards to three distinguished Canadians: Margaret Trudeau for her advocacy work in mental health; Richard McLaren OC, for his pivotal work on anti-doping and ethics in sport; Christine Day for her business and entrepreneurial successes.”

    Order of Excellence: Quality

    • Information Technology Services (ITS), Toronto Transit Commission (TTC) – Toronto, Ontario

    Order of Excellence: Excellence Innovation and Wellness

    • Ceridian Canada – Markham, Ontario

    Excellence for the Excellence, Innovation and Wellness

    Gold Award Recipients

    • British Columbia Pension Corporation – Victoria, British Columbia
    • Calian – Ottawa, Ontario
    • Canadian Forces Housing Agency, Department of National Defence – Ottawa, Ontario
    • Property Valuation Services Corporation – Dartmouth, Nova Scotia
    • Real Estate Board of Greater Vancouver – Vancouver, British Columbia
    • The Canadian Real Estate Association – Ottawa, Ontario

    Silver Award Recipients

    • The Office of the President, University of Waterloo – Waterloo, Ontario

    Mental Health at Work
    Silver Award Recipient

    • Manulife – Kitchener-Waterloo, Ontario

    Healthy Workplace Award
    Gold Award Recipient

    • Lassonde Industries Inc. and A. Lassonde Inc. – Rougemont, Quebec
    • Soprema – Drummondville, Quebec

    Silver Award Recipients

    • Groupe AFFI Logistique – Boucherville, Quebec
    • Manulife – Kitchener-Waterloo, Ontario
    • Valacta – Sainte-Anne-de Bellevue, Quebec
    • Workplace Safety North – North Bay, Ontario

    Quality and Project Award
    Gold Award Recipients

    • Acadian Seaplants Limited, Dartmouth, Nova Scotia
    • Distech Controls Inc., Brossard, Quebec

    Silver Award Recipients

    • Société de transport de Laval, Laval, Quebec

    Bronze Award Recipients

    • Conceptromec Inc., Magog, Quebec
    • Lafontaine, Lévis, Quebec
    • Résidence Wales Home, Cleveland, Québec

  4. International inspiration from Baldrige

    October 23, 2016 by ahmed


    Originally posted on Blogrige by Dawn Marie Bailey

    Stories around the world support the assertion that the Baldrige Excellence Framework and its Criteria are the world standard for performance excellence*. The framework, as well as the Malcolm Baldrige National Quality Award that uses the Criteria as its application, is described time and again in the international press as the inspiration for continuous excellence. These international organizations, which are not eligible to apply for the Baldrige Award unless they have U.S. subunits, simply use the Baldrige framework or apply to a quality award that bases itself on Baldrige to obtain or aspire to operational excellence.Here are examples of some of this recent press from all different types of industries:

    • In Austria, scientists at the University of Natural Resources and Life Sciences write in “Rural Tourism Opportunities: Strategies and Requirements for Destination Leadership in Peripheral Areas” that rural tourism could be “a remedy that should enhance the local economy, create new jobs, strengthen the regional identity and finance the infrastructure.” The Baldrige framework is noted as a source to help leaders in this field recognize the importance of having and communicating a vision, as well as an awareness of quality values.
    • In India, two professors answer the question “What Will It Take to Create a World-class [Business] School in India?” by writing that business schools should consider adopting the Baldrige Criteria for Education. “We are aware of many businesses that have achieved significant success by using models like the Baldrige criteria; it is time that B-schools also tie their leadership, strategy, customer focus, information and knowledge focus, workforce focus and process focus with business results across multiple dimensions to evaluate effectiveness of their initiatives,” write Sunil Mithas and Henry Lucas.
    • In Bosnia, Herzegovina, and Albania, a recent paper “Strategic Planning and Benchmarking Organizational Routines of Universities in the Western Balkans” suggests that universities in the region need more strategic planning and benchmarking after years of civil war and instability. “To be able to build a potential baseline for further research, including the possibility for more comparative research both within and beyond the region, the selection of routines was taken from the U.S. Malcolm Baldrige National Quality Award for Performance Excellence in Education,” which is “highly respected,” writes author Antigoni Papadimitriou of the University of Oslo, Norway.
    • In Sri Lanka, AB Securitas, a loss prevention and secure transport service provider in the country, achieved the National Quality Award for business excellence. “The National Quality Award recognizes quality excellence based on the world-renowned Malcolm Baldrige model,” according to the Sri Lankan press.
    • Also in Sri Lanka, Maliban Biscuit Manufactories Limited received the Sri Lanka National Quality Award (NQA) in the large scale manufacturing category. “Award winners are selected on the criteria used in the Malcolm Baldrige National Quality Awards of the USA,” according to The Daily News. “The recognition will also help the company to respond more effectively to customer requirements and in the strategic planning process. The national award has reinforced the company’s continued commitment to quality, and as the recipient of the NQA, Maliban will be eligible to use this recognition in its advertising campaigns and publicity programmes, which in turn would enhance its standing in the public domain.” In addition, the manufacturing arm of Exide Lead Acid batteries, Associated Battery Manufacturers (Ceylon) Ltd. (ABM), was awarded the Merit Certification for the NQA; “the selection and quality excellence is determined according to the world renowned Malcolm Baldrige model,” according to The Daily Financial Times.
    • In China, the joint venture Dongfeng Peugeot Citroën Automobile (DPCA) was recently presented with “China’s highest quality accolade,” the prestigious National Quality Award, called “China’s equivalent of the Malcolm Baldrige National Quality Award in the United States.” The Chinese prize recognizes DPCA for its track record of progress and performance management, said Jean Mouro, DPCA director general. “Our development objectives in China and South east Asia are set with a continuous focus on excellence.”

  5. A “Best Place to Work” with a culture of caring

    October 19, 2016 by ahmed


    Originally posted on Blogrige by Christine Schaefer

    It may not surprise anyone that Baldrige Award-winning Sutter Davis Hospital is on the 2016 list of “Best Places to Work in Health Care” recognized by Modern Healthcare. The 2013 Baldrige Award recipient has made its “Culture of Caring” the foundation for excellent results in all key areas. In fact, the high-achieving hospital considers its Culture of Caring to be its core competency.

    Following are highlights from the profile of Sutter Davis Hospital on the Baldrige Performance Excellence Program’s website:

    • The Culture of Caring is reinforced through senior leaders’ dedication to safe patient care, an engaged workforce and the community. Annual goals and action plans create accountability for the delivery of a consistently positive patient experience. This accounts for the hospital’s solid clinical quality ratings and outcomes and its strong position as a preferred place to work and practice medicine.
    • Sutter Davis Hospital demonstrates high standards for work and process efficiency. For example, the average door-to-doctor time in emergency has decreased from 45 minutes in 2008 to 22 minutes in 2012, well below the California benchmark of 58 minutes.
    • An organizational focus on people is reflected in Sutter Davis Hospital’s employee satisfaction and engagement scores, which exceed the top 10 percent of marks in a national survey database. Physician satisfaction shows sustained improvement over the past three years, increasing from 80 percent to 90 percent, and attaining Press Ganey top 10 percent performance in 2011 and 2012.
    • Measures of workforce climate at Sutter Davis Hospital exceed targeted goals of Sutter Health (the parent organization). Employees have rated workforce health, safety and security at 100 percent from 2008 to 2012. Employee perceptions of safety exceed national top 10 percent benchmarks as measured in the hospital’s annual Culture of Safety survey.

    How Sutter Davis Hospital builds an effective and supportive workforce environment and engages its workforce to achieve a high-performance work environment (the basic requirements of category 5 of the Baldrige Health Care Criteria for Performance Excellence) are described in a summary of the organization’s 2013 application for the Baldrige Award, which is publicly available on the Baldrige Program website.

    As that document indicates, benefits for Sutter Davis Hospital employees have included discounted daycare, tuition reimbursement, employee discounts at health clubs and amusement parks—and health insurance that expanded to include pet insurance and identity theft coverage based on employee feedback

    In the following excerpt, Sutter Davis Hospital (SDH) describes five approaches supporting its winning culture:
    Organizational Culture. SDH fosters an organizational culture characterized by open communication, high performance, an engaged workforce and ensures our culture benefits from the diversity of our workforce via the following mechanisms:

    1. CULTURE OF CARING classes: Quarterly, all new workforce members at SDH attend the CULTURE OF CARING class. This four-hour class orients new employees to the Sutter Davis Difference, including the Mission, Vision, and Values (MVV), STANDARDS OF BEHAVIOR, professionalism, patient satisfaction, and key resources for the workforce.
    2. Just Culture: The Just Culture process was instituted after receiving the results from our Culture of Safety survey. The Just Culture Algorithm systematically allows us to identify needed process improvements, hold employees accountable for their choices while at the same time encouraging an open learning culture. It shifts the focus from errors and outcomes to system design and behavioral choices.
    3. Round the Clocks: In order to further deploy the Sutter Davis Difference and MVV to all workforce members and to ensure SDH is communicating at all levels; the ATeam schedules quarterly Round-the-Clocks to meet with the workforce. All shifts are visited in Round the Clock meetings, during which the A Team focuses on rewarding and recognizing success, engagement and communicating key messages. In addition, volunteers receive information at least semiannually through the Volunteer Update Meeting.
    4. Interdisciplinary Practice Councils (IPCs): The IPCs allow the workforce to contribute their diverse ideas, skills and abilities to improve the workforce and patient’s experience. Open communication in the IPCs creates a work environment that promotes respect, sharing common goals, and having a voice in patient care and work environment decisions.
    5. All Staff Assembly: As a cycle of improvement, SDH began inviting all workforce members, to an annual All Staff Assembly. In a three-hour session designed to be informative, engaging, inspiring and entertaining, A Team members deploy messages related to the Sutter Davis Difference, the MVV, the Strategic Planning Process, the DASHBOARD and PILLAR performance.