1. Knowledge hour: Benchmarking for Best Practices & Innovation

    July 17, 2018 by ahmed

    NZBEF/NZOQ Northern Branch presents: Knowledge Hour – Benchmarking for Best Practices & Innovation

    Benchmarking, learning from the experience of others, is a powerful method for breakthrough thinking, innovation, improvement and for delivering exceptional bottom-line results. It is one of the most popular and effective tools used for organisational success.

    World-renowned expert in performance excellence and benchmarking, Robin Mann, will talk about his work across the globe and discuss how benchmarking can help you connect with and learn from other organisations and their quest for performance excellence.

    Please join us at Level 3, 81 Grafton Road, Auckland on Tuesday, 14 August 2018 for a 5:30 pm start. We look forward to seeing our Auckland NZBEF and NZOQ members (and others!) there. Beverages and nibbles will be served at this event. We have plenty of free parking at the rear of our building and behind the buildings on either side.

    Presented by Robin Mann
    Dr Robin Mann is Director of Centre for Organisational Excellence Research at Massey University. He is also Commercial Director and Founder of BPIR.com—a leading Internet resource for sharing best practice and benchmarking information. It has more than 6,000 members worldwide. He is Chairman of the Global Benchmarking Network—a membership-based organisation for those organisations that promote and support benchmarking within their country. Currently more than 20 countries are represented. Robin is also a keynote speaker at conferences around the world.


  2. 6th Global Benchmarking Award – Call for entries

    May 20, 2018 by ahmed

    GBN

    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.

    To submit your entry application please visit http://www.globalbenchmarkingaward.com/entry-form where you can download an entry form. The First Call for entries closes on 1st of August 2018.

    The 6th Global Benchmarking Award will be held in will be held in Abu Dhabi, UAE, 10-12 December 2018 as part of the Global Organisational Excellence Congress courtesy of the Abu Dhabi Chamber of Commerce & Industry.

    The Congress will also include:

    24th Asia Pacific Quality Organisation International Conference

    • ACE Team Awards Competition 2018
    • 18th Global Performance Excellence Award

    12th International Benchmarking Conference

    • 6th Global Benchmarking Awards

    6th International Best Practice Competition

    • 2nd Organisation-wide Innovation Award

    Sheikh Khalifa Excellence Award’s Best Practice Sharing Conference

    The other awards/competitions that will be held as part of the Congress are explained here https://www.globalorganisationalexcellencecongress.com/enter-a-competition/

    The winner of the Global Benchmarking Award in 2016 was Al Jazeera Catering International (UAE). In 2015 the winner was The Medical City, (Philippines) and in 2014 the winner was OCBC Bank (Singapore). For videos on these award winning organisations click here.


    Add the Congress to your calendar


  3. Best practice benchmarking project: A framework to reduce the prevalence of diabetes

    May 3, 2018 by ahmed
    DHA01

    DHA team receiving the trophy from DGEP’s Secretary General

    Diabetes describes a group of metabolic diseases which cause high blood sugar levels. In recent years, diabetes has become one of the leading causes of deaths worldwide. According to the World Health Organization, around 1.6 million people worldwide died due to diabetes in 2015. In 2017, an estimated 8.8 percent of the adult population worldwide had diabetes.

    Diabetes in the UAE is rising at one of the fastest rates in the world. Rapid economic growth, lifestyles and unhealthy diets have contributed to increasing the risk factors, also, an increasing population and a greater understanding of the condition have also contributed to the increase in patients diagnosed with diabetes. According to a 2017 survey, 15.2% of Dubai’s population are diabetic and 15.8% pre-diabetic (people at risk of becoming diabetic due to their high blood sugar levels) with the UAE as a whole having the 10th highest rates in the world.

    DHA02

    Diabetes prevalence 2017

    The Dubai Health Authority (DHA) is one of the government entities that participated in the 2nd cycle of Dubai We Learn initiative, a one year programme consisting of a range of knowledge sharing and organisational learning activities designed to fast-track organisational improvement and stimulate innovation. A key part of this initiative has been the mentoring of benchmarking projects by DGEP’s partner the Centre for Organisational Excellence Research, New Zealand. Project teams used the TRADE Best Practice Benchmarking Methodology – a rigorous 5-stage approach that involves searching for and implementing leading-edge practices.

    DHA03

    Stages of TRADE Benchmarking Methodology

    Terms of Reference Stage:
    The Terms of Reference (TOR) is the first stage of the TRADE Benchmarking methodology. This is where the team developed a clear aim of what they wanted to achieve, specified the resources required, and what was expected in terms of financial and non-financial benefits.
    The Dubai Health Authority’s (DHA) project aim:

    To develop & start implementing a Dubai Diabetes prevention framework based on worldwide best practices within one-year (2017); to reduce the Pre-Diabetic population, (356,460.48) adults by at least 10% by 2021.

    The target of reducing the pre-diabetic population by at least 10% by 2021 was ambitious considering the adverse trends in some of the risk factors such as obesity, unhealthy diet, smoking and lack of exercise.

    Review Stage:
    The main task of the Review stage is to study and understand the current status of the area of focus. The DHA team used several methods and techniques, such as literature review, community needs analysis questionnaire, brainstorming sessions, fishbone diagrams, and SWOT analysis. DHA recognised that it would not be able to have a significant impact on diabetes on its own and therefore needed to work closely with other stakeholders that could influence or play a role in reducing diabetes. For example, during the brainstorming sessions, DHA invited Dubai Municipality (to explore issues such as how public parks are used and the monitoring of the food offered by food outlets)) and the Dubai Sports Council (to understand how government sports clubs and initiatives can help to prevent diabetes).

    A brainstorming session with the stakeholders

    A brainstorming session with the stakeholders

    Some key findings from the Review stage:

    1. The most important factors to prevent diabetes are weight loss through healthy eating, and at least 150 minutes per week of regular physical activity. This can reduce the risk of type 2 diabetes by 58% in individuals at high risk.
    2. An important gap to be bridged is the lack of coordination between the different parties responsible for activities that lead to the prevention and control of non-communicable diseases.
    3. A screening and early detection programme for people who are most susceptible to diabetes and determine pre-diabetic cases, will allow reducing complications of diabetes as well as the burden of the disease.

    Acquire Stage:
    After setting the plan for the whole project and studying the current state, it was time to start looking for solutions or best practices to bridge the gap between the current and the desired state. The team set criteria for selecting benchmarking partners which were: organisations who have developed similar strategic initiatives that serves Dubai vision 2021, who have used public health innovations in the area of prevention, who have implemented prevention programs, who have lifestyle modification initiatives, who have achieved high success rates in terms of implementation, and who have the best health outcomes related to non-communicable diseases. DHA identified 17 potential partners which were reduced to 9 partners for site visits and internet conferencing.

    The benchmarking partners were from different fields, which enabled DHA to learn a wide variety of practices. This was besides an extensive desktop research conducted on: Health Promotion & Campaigns, Screening & Early Detection, Innovative Initiatives, Policy, Research, and Applications. In total, DHA were able to record more than 50 improvement ideas for potential implementation. For example, the best practice of Bharat Petroleum Corporation Ltd (BPCL), the winner of the 5th International Best Practice Competition Award was considered for implementation. In BPCL, all employees undergo an annual health check and receive a Wellness Index Score (WIS). The WIS of all employees are then averaged to obtain a company WIS. Initiatives such as Yoga, meditation, counselling by dieticians and health talks are provided to address the most common health challenges faced by employees. As a result, the company’s WIS has improved each year and the number of staff at risk of diabetes has dramatically reduced.

    Deploy Stage:
    In the Deploy stage, the team translated the ideas and best practices found in the Acquire stage into actions. The team developed and refined the actions through holding a number of meetings and brainstorming sessions with its stakeholders.
    By April 2018 the team was able to implement 30 improvement ideas, the three most important were:
    1- Developing a Dubai diabetes prevention framework and gaining acceptance of this within DHA and the wider stakeholder group. Previously, there was no diabetes prevention program for Dubai; there were scattered efforts, which were not systematic or collaborative

    Dubai diabetes prevention framework

    Dubai diabetes prevention framework

    For each sub-element of the Dubai diabetes prevention framework, an action plan outlines what needs to be done in co-operation with each stakeholder, it also assigns the responsibilities for each task and timeframe for implementation until 2021.

    Dubai diabetes prevention action plan

    Dubai diabetes prevention action plan

    2- Implementation of Diabetes Screening: The screening program was developed in primary health care for early detection of diabetes and the risk factors through adapting the National Periodic Assessment and Diabetes Risk Assessment tool (Finnish Diabetic Risk Assessment Score).

    3- Developing and implementing a pilot Happiness Prescription Programme. This programme was adapted from the Social Prescribing Programme from NHS (UK). The pilot phase of the Happiness Prescribing Program involved a total of 43 participants. It consisted of a comprehensive health survey, nutrition and health education and support, and various fitness classes.

    Evaluate Stage:
    The main task of the Evaluate stage is to evaluate if the project aim has been achieved and to measure the financial and non-financial benefits. Although, the main aim of the DHA project was targeted for completion in 2021, there were other objectives to be achieved within the one-year time frame of Dubai We Learn. For example, developing the Dubai diabetes prevention framework and getting all the stakeholders to approve it and be part of it within one year was a huge achievement.

    Other achievements included increasing awareness of diabetes. From 2017 till 2018, DHA held more than 460 awareness campaigns which covered more than 47,000 participants with a satisfaction rate of 98.1%. The campaigns were held in different locations such as public parks, government departments, and private sector companies. Also, to target a wider audience base, the DHA worked with the public media to conduct awareness campaigns using the social media, radio, TV, and newspapers. In total, DHA estimated they reached 560,000 people.

    Another important achievement was the successful pilot phase of the “Happiness Prescribing programme”. The 43 participants achieved good rates of weight loss ranging from 7 to 11 kg in six months. In addition to 13% risk reduction from severe to intermediate risk and 7% risk reduction from intermediate to low risk in the women’s group. For the men’s group, there was 7% risk reduction from high to moderate risk.

    DHA’s project achieves 7 stars ★ ★ ★ ★ ★ ★ ★
    Each project team of Dubai We Learn initiative gave a 15-minute presentation and submitted a benchmarking report which was assessed by an expert panel. The projects were evaluated based on the TRADE Benchmarking Certification Scheme. Three of the teams achieved 7 Stars, four teams 5-6 Stars, and four teams 3-4 Stars. These were exceptional results as even to achieve 3-4 Stars and reach TRADE Benchmarking Proficiency is challenging within a one-year timeframe. Dubai Health Authority project was evaluated as 7 Stars project, which means the project is considered as a role model in the approach and deployment of the TRADE Benchmarking methodology.

    For more detailed reports about Dubai We Learn projects, join BPIR.com and get access to best practice case studies, report, clips, and much more.

    Do you want to achieve outstanding results in your improvement projects, attend a TRADE Benchmarking workshop or email us at trade@coer.org.nz for more information about arranging an in-house workshop for your organisation. To receive the latest news sign-up to COER’s newsletter here.


  4. TRADE Best Practice Benchmarking Methodology update

    May 2, 2018 by ahmed

    TRADE_logo

    The TRADE Best Practice Benchmarking Methodology is a rigorous step by step approach that involves searching for and implementing leading-edge practices. The TRADE benchmarking methodology focuses on the exchange (or ‘trade’) of information and best practices to improve the performance of processes, goods and services.

    In the most recent version of TRADE the Research stage has been renamed the Review stage. This change has been introduced to reduce any confusion with the requirements of this stage. In some cases, the “Research” stage was being interpreted as conducting desktop research for best practices when it was meant to refer to “Research the current state” and research related to understanding the organisation’s own processes and performance.

    RR

    Change from Research to Review
    The steps within the Review stage have stayed the same:

    • Understand area of focus to be benchmarked
    • Define performance measures
    • Identify current performance
    • Prioritise and finalise the practices to be benchmarked
    • Review project progress and Terms of Reference
    • Obtain approval to start the next stage of TRADE

    The five stages of the TRADE Benchmarking methodology are now:

    1. Terms of Reference (plan the project)
    2. Review (review current state)
    3. Acquire (acquire best practices)
    4. Deploy (communicate & implement best practices)
    5. Evaluate (evaluate the benchmarking process & outcomes)

    The TRADE Best Practice Benchmarking Methodology was developed by Dr Robin Mann for the New Zealand Benchmarking Club which existed between 2000 and 2004. Initially the methodology was called the New Zealand Benchmarking Club’s benchmarking methodology but was later changed to TRADE when Bronwen Bartley, one of Dr Mann’s doctoral students, suggested that “TRADE” would be a more memorable name and it could be used to symbolise the “trading of information and knowledge” between organisations.

    In 2007 the methodology was significantly enhanced when the Centre for Organizational Excellence Research (COER) was commissioned to provide the benchmarking methodology for Singapore’s public sector. In 2009 further developments to the methodology were made with the introduction of a certification scheme to increase the professionalism of benchmarking. Individuals now trained in TRADE can advance from benchmarking “Trained” to “Proficiency” to “Mastery” level as shown in the figure below. The status of Trained is given based on an individual attending a two or three-day training course on TRADE by an approved training instructor. The status of Proficiency is granted based on the submission of a completed benchmarking project which needs to meet a base-line standard. The status of Mastery is granted based on the submission of two completed benchmarking projects which both need to be graded at a “Commendable” level. Individuals that reach Mastery have the skills and experience necessary to facilitate or lead benchmarking projects in such a way that they are likely to lead to significant operational and financial gains.

    TRADE_levels

    TRADE certification levels
    From 2015 to 2018 further enhancements to the TRADE methodology were made as a result of its use in the “Dubai We Learn” initiative as part of the Dubai Government Excellence Programme (DGEP). In particular, the project management system which utilises Excel Spreadsheets has been refined and strengthened with more benchmarking resource worksheets added. In addition, the certification process includes an assessment of the projects using a 7 Star system with projects reaching 3 to 4 Stars receiving TRADE Benchmarking Proficiency certification and those reaching 6 to 7 Stars receiving TRADE Benchmarking Proficiency with a Commendation.

    The latest TRADE methodology information including TRADE project management worksheet and training notes can be obtained from the BPIR.com. The material is available in English and Arabic, if you are BPIR member, you can access the TRADE section from here. If you are not a member, join BPIR and get access to the TRADE Benchmarking methodology and much more.

    For the upcoming TRADE Benchmarking workshops visit this post or email us at trade@coer.org.nz for more information about arranging an in-house workshop for your organisation. To receive the latest news sign-up to COER’s newsletter here.


  5. 2nd successful year of Dubai We Learn initiative

    April 14, 2018 by ahmed

    DWL2018Teams

    It is one year since the Dubai Government Excellence Programme (DGEP) launched the 2nd wave of “Dubai We Learn” for government entities in Dubai. This ambitious programme consists of a range of knowledge sharing and organisational learning activities designed to fast-track organisational improvement and stimulate innovation. A key part of this initiative has been the mentoring of benchmarking projects by DGEP’s partner the Centre for Organisational Excellence Research, New Zealand.

    The second wave of benchmarking projects came to an end on the 4 April 2018 when 11 project teams gave a presentation and submitted a benchmarking report to share their results. To learn more about the 1st wave and its result, refer to the recently published Dubai We Learn book.

    Project teams used the TRADE Best Practice Benchmarking Methodology – a rigorous step by step approach that involves searching for and implementing leading-edge practices. Each project team gave a 15-minute presentation and submitted a benchmarking report which was assessed by an expert panel. The projects were evaluated based on the TRADE Benchmarking Certification Scheme. Three of the teams achieved 7 Stars, four teams 5-6 Stars, and four teams 3-4 Stars. These were exceptional results as even to achieve 3-4 Stars and reach TRADE Benchmarking Proficiency is challenging within a one-year timeframe. The projects and grades were as follows:

    DWL2018_projects_rating

    Judging panel

    The project deliverables and presentations were assessed by an expert panel consisting of

    • Dr Robin Mann, Founder of TRADE, Centre for Organisational Excellence Research, New Zealand
    • Garvin Chow, First Vice President/ Director Corporate Learning & Development, United Overseas Bank Limited
    • Professor Dotun Adebanjo, University of Greenwich, London

    The achievements of all teams has been impressive. A description of the 7-Star projects is provided below.

    Dubai Police’s project has saved at least $3.8 million (Aug-2017 to Mar-2018) and is projected to save $5.4 million by August 2018 through increasing productivity in the mechanical workshop from 40% to 72% and increasing vehicle availability from 88% to 95%. The team conducted an intensive study of its current workshop practices and visited 8 organisations to learn from best practices. The improvements have largely been as a result of improved data accuracy and analysis of workshop operations which has enabled more informed management decisions such as closure of an inefficient workshop, changes to the shift pattern leading to a shorter turnaround of vehicles, and improved management of spare parts. These improvements have been achieved without investing in new equipment or machinery.

    The Dubai Government Human Resource (DGHR) Department’s project was to produce a blueprint for establishing an HR Think Tank. It was identified there was a need for a Think Tank to shape the future of HR within Dubai’s government and transform DGHR into a more ‘agile’ government entity – well prepared to respond to future challenges due to changes in technology, geopolitical situations and financial realities. To produce the blueprint the project team researched the needs of the Dubai Government and evaluated 102 Think Tanks with 6 international and 3 local benchmarking visits undertaken. The final blueprint was a 73 page document describing in detail the proposed purpose, structure, services and operating model of the Think Tank. The Vision of the Think Tank has been initially set as “Pioneering HR for the world!” and implementation of the blueprint will proceed through four phases and enable the Think Tank to provide three main services; research, smart library and consulting services. The major achievement of this project was having the blueprint signed off by the DGHR’s Director General with a planned launch of the Think Tank for later this year.

    The Dubai Health Authority’s (DHA) project aimed to reduce the number of people that are pre-diabetic (people at risk of becoming diabetic due to their high blood sugar levels). According to a 2017 survey, 15.2% of Dubai’s population is diabetic and 15.8% are pre-diabetic with the UAE as a whole having the 10th highest rates in the world. The DHA’s benchmarking project involved extensive desktop research reviewing the approaches of other countries in tackling diabetes and benchmarking visits to 9 organisations. Of key importance was that DHA recognised that it would not be able to have a significant impact on Diabetes on its own and therefore needed to work closely with other stakeholders that could influence or play a role in reducing diabetes. The major contribution of this project was the development of a Dubai Diabetes Prevention Framework consisting of five elements:

    • promoting healthy life style,
    • creative and innovative sustainable interventions,
    • early screening on diabetes mellitus and risk factors,
    • enforcement of non-communicable diseases policy, and
    • supportive health system and partnerships.

    For each element there is a strategy and a range of programs and initiatives of which a number have already been implemented and others are to follow. The project is on track to reduce the pre-diabetic population by at least 10% by 2021, an ambitious target considering the adverse trends in some of the risk factors such as obesity, unhealthy diet, smoking and lack of exercise.

    To promote learning and sharing of experience the recording of the presentations from all teams will be uploaded to BPIR.com. As part of this initiative, Centre of Organisational Excellence Research (COER) will publish a series of articles about the initiative. To receive the latest news sign-up to COER’s newsletter here.