1. 6th Global Benchmarking Award – 2nd call for entries

    August 15, 2018 by BPIR.com Limited

    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 2nd call for entries closes on 21st of September 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


  2. Dubai Police: Best Practices in Vehicle Fleet Maintenance

    July 27, 2018 by BPIR.com Limited

    Dubai Police Benchmarking Team Awarded 7 Stars for TRADE Benchmarking Proficiency

    The Mechanical Department is one of the key operational departments of Dubai Police. It is a technical department that focuses on the maintenance and repair of vehicles to ensure optimum and best use of Dubai Police vehicles. The department has 7 main specialized sections with more than 150 employees.

    Dubai Police were 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 Dubai Government Excellence Program (DGEP) 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.

    TRADE Stages

    TRADE Stages

    A short summary of Dubai Police’s benchmarking project is presented below:

    Terms of Reference

    The Terms of Reference (TOR) is the first stage of the TRADE Benchmarking methodology. This is where the team developed a clear purpose of what they wanted to achieve, specify the resources required, and what was expected in terms of financial and non-financial benefits.

    Project Aim:
    To find and implement best practices in vehicle fleet maintenance to improve vehicle availability and labour productivity of the Dubai Police Mechanical Department to world-class levels.

    The specific targets set were to increase productivity for the Mechanical Department from 40% to 70% and increase vehicle availability from 88% to 95%.

    Review
    The team conducted an extensive review of factors that were impeding labour productivity and vehicle availability. This involved SWOT analysis, fishbone analysis, surveying the opinions of mechanics, analysing job sheet data, and deciding on the most important performance measures to use. The main areas of concern were identified as spare parts management and storage, equipment, material and tools availability, manpower and labour capabilities, and the Fleet Focus Management System (as the maintenance data was found to be inaccurate and not supportive of management decision making). Through this analysis the scope of the project changed from focusing on a total fleet of 3,600 vehicles to the 800 police patrol vehicles as these were most critical to police operations.

    Fishbone analysis

    Fishbone analysis

    Acquire
    At the beginning of the ‘Acquire’ stage, Dubai Police defined 12 criteria for the selection of potential benchmarking partners. These criteria were selected to reflect the priorities of the project. Thereafter, the team brainstormed potential benchmarking partners as well as the ways in which ‘acquisition’ would be carried out (e.g. site visit, internet research).

    Potential Benchmarking partners were then approached and ultimately, nine organisations were visited for the purposes of benchmarking exchange. The nine organisations were 3M, Kia – Al Majid Motors Company, BMW – Arabian Gulf Mechanical Centre, Mazda – Galadari Automobiles Co, Al-Futtaim. Ducab, Avis Repair Centre, STREIT Group and Higher Colleges of Technology (HCT).

    Dubai Police team visiting Ducab

    Dubai Police team visiting Ducab

    At the end of this stage, the team had identified a total of 35 improvement ideas.

    Deploy
    All 35 improvement ideas were assessed for potential based on a set criteria. Meetings were then held with all stakeholders to communicate the findings from the benchmarking project and get their commitment to deploy the improvement actions.

    Key activities implemented at this stage included data cleansing, closing of the Bur-Dubai mini workshop to improve efficiency, creation of a shift pattern for workers and the setting up of a spare parts demand management system. In addition, workshop audio visual screens were set up to improve visual management and cost and productivity calculations were made. With particular regard to the mechanics, an incentive scheme and working hours management system were set up.

    Installed monitors in the workshop to show real-time performance

    Installed monitors in the workshop to show real-time performance

    Installed monitors in the workshop to show real-time performance

    Evaluate Stage
    The results showed an increase in labour productivity from 40% to 72.2% (exceeding the target of 70%) as well as an increase in vehicle availability from 88% to 95%. This has resulted in a saving of 14 million AED with future savings estimated to be in excess of 20 million AED. The increase in labour productivity contributed to a saving of 5,120,367 AED and the increase in vehicle availability led to extra savings of 8,680,000 AED (the elimination of ‘replacement’ costs of about 40 vehicles).

    Weekly labour productivity trend June-2017 to March-2018

    Weekly labour productivity trend June-2017 to March-2018

    To find out more about Dubai We Learn contact:
    Dr. Zeyad Mohammad El Kahlout, Senior Quality and Excellence Advisor, Dubai Government Excellence Program (DGEP). Email: Zeyad.ElKahlout@tec.gov.ae or Dr Robin Mann, Director, Centre for Organisational Excellence Research (COER). Email r.s.mann@massey.ac.nz.

    Detailed reports and videos on Dubai We Learn projects and 1,000’s of other best practicescan can be accessed from the member’s area of the BPIR.com (free to DGEP Dubai We Learn participants). Our book of case studies from the 1st cycle of Dubai We Learn can be found here.


  3. Knowledge hour: Benchmarking for Best Practices & Innovation

    July 17, 2018 by BPIR.com Limited

    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.


  4. 6th Global Benchmarking Award – Call for entries

    May 20, 2018 by BPIR.com Limited

    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


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

    May 3, 2018 by BPIR.com Limited
    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.