1. What America still needs, part 1

    January 6, 2017 by ahmed


    Originally posted on Blogrige by Robert Fangmeyer

    Last week, the Baldrige Performance Excellence Program released the 2017–2018 Baldrige Excellence Framework (Business/Nonprofit version). This booklet includes the 26th version of the Criteria for Performance Excellence published by the program since 1988. Although a lot has changed in the world (and in the Criteria) since that first version, one thing hasn’t: the Baldrige framework enhances the growth and sustainability of America’s businesses and other organizations by improving their efficiency, effectiveness, and outcomes.A couple of weeks ago I read with great interest the report No Recovery, produced by Gallup for the U.S. Council on Competitiveness. The report makes a strong case that U.S. economic recovery is being hampered by a serious decline in productivity, brought on in large part by systemic quality issues in health care and education. Obviously, the concerns with the quality of health care and education in the United States are not new. They have been a priority for every administration for at least the last 25 years. However, their clear connection to an overall decline in the nation’s productivity, investment, and economic growth is not as widely recognized—and certainly has not been effectively addressed on a large scale.

    Baldrige can help. In its first versions, the Criteria helped address the quality crisis of the 1980s by enabling and encouraging businesses to adopt a robust, leadership-driven, customer-focused quality management system. And it worked! Numerous studies and data analysis confirmed that organizations that adopted the Baldrige framework outperformed competitors and peers. In 1999, the Baldrige Award process (and other Baldrige resources) officially expanded to cover the health care and education sectors. The nonprofit sector (including government organizations) was added in 2007, enabling the Baldrige program to support all sectors of the economy.

    Today, however, merely having high-quality products and services alone is no longer sufficient to create and sustain a competitive advantage; in most industries, it is a prerequisite, and not having it is a barrier to entry. Therefore, in support of the program’s larger purpose of improving the U.S. economy by improving our national competitiveness, as the drivers of long-term success have evolved, so, too, have the Baldrige Excellence Framework and Criteria.

    Recent Studies and data analysis continue to demonstrate that organizations that use the Baldrige framework and Criteria outperform their competitors and peers. Baldrige works, and it works for organizations of all kinds, including health care organizations, education systems and institutions, large service businesses and manufacturers, small businesses, nonprofits, and government agencies.

    A 1995 report of the U.S. Council on Competitiveness, Building on Baldrige: American Quality for the 21st Century, stated, “More than any other program, the Baldrige National Quality Award is responsible for making quality a national priority and disseminating best practices.” The Baldrige Program continues to help address national priorities by developing and disseminating the globally recognized and emulated standard of organization-wide excellence, by identifying role-model organizations through the Baldrige Award process, and by sharing role-model best practices. The program is also involved in initiatives to help address our national cybersecurity (or cyber resilience, if you prefer) needs, and to help address the deeply complex issues facing communities across the nation.

    One critical factor in our ability to help build and sustain high performance in organizations of all kinds is our ongoing process to keep the Baldrige Criteria at the leading edge of validated leadership and performance practices. Today the 2017–2018 Baldrige Excellence Framework offers organizations of all kinds the world’s most valuable, nonprescriptive guide for leadership and management that facilitates a systems approach to achieving organization-wide excellence. This publication is available now. The latest versions for health care and education will be available in mid-January 2017.

    In the next blog, I’ll describe the changes in the new version of the framework.

  2. BPIR Newsletter: January 2017

    January 5, 2017 by ahmed

    Newsletter 2017.01


    BPIR Newsletter: January 2017


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

    Best Practice Events

    BPIR News

    • What America still needs, part 2….read more
    • What America still needs, part 1….read more
    • Learning from the Asian focus on excellence….read more
    • A successful first year for Dubai We Learn….read more
    • Winner of the 5th Global Benchmarking Award….read more
    • Study reveals business-changing journey for small businesses….read more

    Winners of the 5th International Best Practice Competition

    The 5th International Best Practice Competition was held at NMIMS University, Mumbai, India, 25/26th April 2017. 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. The Best Practice Competition has been designed by the Centre for Organisational Excellence Research (COER), the developers of the Business Performance Improvement Resource. Presentation videos will be on the BPIR soon.

    To submit your Best Practice please visit http://www.bestpracticecompetition.com/entry-form where you can download an entry form. The Call for entries closes on 23 January. Last year there were 38 entries with 28 qualifying to the Competition Event.

    The winners of the International Best Practice Competition in 2015 were Al Jazeera International Catering LLC, UAE with a best practice titled ‘Our Planet – Our Responsibility‘. and Dubai Corporation for Ambulance Services (DCAS), UAE, with a best practice titled ‘Cultural Sensitivity Gives Birth to a Maternity Care

    5th Global Benchmarking Award – Award Winner

    The Global Benchmarking Network (GBN). launched the Global Benchmarking Award in 2012 to recognise those organisations that had integrated benchmarking into their organisation’s strategy and processes in order to continuously learn and innovate.

    The winners have been Watson Real Estate (New Zealand) in 2012, Knowledge and Human Development Authority (United Arab Emirates) in 2013, OCBC Bank (Singapore) in 2014, and the Medical City (Philippines) in 2015. For videos on these award winning organisations click here.

    The 5th Global Benchmarking Award was held at the 10th International Benchmarking Conference, 8th December 2016, Nanjing, Jiangsu, China. Judges were Dawn Ringrose from Canada, Mark Modena from UK and Holger Kohl from Germany.

    The winner is:
    – Al Jazeera International Catering (JIC) , UAE (Presentation video)

    – Nanjing Metro Operation Company Limited, China
    – SVKM’S NMIMS (Deemed to be University), India

    Event presentations will be uploaded to BPIR.com soon.

    BPIR Tip of the Month – Keyword Search

    This page offers a simple and alternative method of searching any of the main BPIR databases via key word(s) without having to go to the specific database pages.

    Click here to see a video clip on how to do it.

    Building community excellence using the Baldrige Criteria for Performance Excellence (CPE)

    In 2010, when an Elementary School District with some 30,000 students sought help with a serious problem related to student health. the San Diego County Health and Human Services Agency (HHSA), a US Public health and social services agency, used the Baldrige framework to address the issue. Building on its own use of a Baldrige-based, collaborative approach, the HHSA had the School District measure individual students’ body mass index, and found that 40%of the district’s schoolchildren were obese. Over the next four years, HHSA worked with community-based organisations, a physician and medical group, businesses, schools, and the city and police department of Chula Vista to reduce student obesity. By 2014, the multi-sector collaboration had decreased the district’s student obesity rate by 17%. The Baldrige Framework facilitated collaboration and the sharing of vision and values and mission and strategies. The project led HHSA to develop a toolkit that was shared with all other school districts in San Diego.

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