1. 7th International Best Practice Competition – Call for entries

    February 6, 2021 by BPIR.com Limited

    BPC01

    The 7th International Best Practice Competition (incorporating the 2nd New Zealand Best Practice Competition & 3rd Organisation-Wide Innovation Award) will be held at the NZBEF’s Business Excellence Conference, Wellington, New Zealand.

     

    This is an opportunity to participate in a global virtual event
    to share and learn best practices.

     

    The International 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.

    To submit your Best Practice visit http://www.bestpracticecompetition.com/entry-forms where you can download an entry form. The First Call for entries closes on 1st of March 2021. Qualifier round presentations will be held in webinar format between 27 April to 5 May 2021. Best practices will be assessed against IBPC’s Best Practice Certification Levels:

    • Deficient (Major Deficiencies) (1 to 2 Stars, ★ to ★ ★)
    • Progressing (Minor Deficiencies) (3 Stars, ★ ★ ★)
    • Competence (Professional) (4 Stars, ★ ★ ★ ★)
    • Best Practice (Excellence) (5 Stars, ★ ★ ★ ★ ★)
    • Best Practice (Outstanding) (6 Stars, ★ ★ ★ ★ ★ ★)
    • Best Practice (Role Model, World-Class, Wow!) (7 Stars, ★ ★ ★ ★ ★ ★ ★)

    The winner of the 6th International Best Practice Competition was Jollibee Foods Corporation, Philippines with a best practice titled ‘We Listen and Learn from the VOICES of our CUSTOMERS to SPREAD Joy to the World’. The winner of the 2nd Organisation-wide Innovation Award was Dubai Customs, UAE. The winners of the 1st New Zealand Best Practice Competition were Watson Real Estate Ltd. (SME category) and Spectrum Car (Large category). For the full list of winners and their presentation videos click here.

     


    Add the event to your calendar


  2. Performance Excellence And Our Covid-19 Global Leadership Crisis

    February 3, 2021 by BPIR.com Limited

    Originally posted on ASQ by Dale F. Weeks

    Introduction

    During the mid-1980’s, I had the distinct privilege, honor, and humbling opportunity to meet several of our most enduring quality or performance excellence “gurus,” as they were called then. Those three (3) well known individuals were: W. Edwards Deming, Joseph M. Juran, and Philip B. Crosby. This was during the “hey days” of 1985 prior to the existence of our United States Baldrige Excellence Program and related global performance excellence award programs that are currently in place 35 years later.

    Now, today, in our tumultuous year of 2020, we continue to face enormous challenges such as global warming and the Covid-19 pandemic. Such challenges face every nation on our planet.

    With respect to the current Covid pandemic, consider these facts and data as of September 25, 2020:

    • There have been 32,029,704 confirmed cases of COVID-19, including? 979,212 deaths, reported to the World Health Organization. And, in the United Sates, the figures are equally startling: From January 3, 2020 to September 25, 2020, there have been 6,868,828 confirmed cases with 200,725 deaths.

    Accordingly, linking these two statements together, my immediate question for all of us to ponder is:

    • If these prominent “gurus” of our 20th Century quality and performance excellence landscape were with us here, in the same room, in the 21st Century or actively participating on-line with us in a Zoom sharing session, what exactly would they say, from a global leadership and management perspective?

    Or, said more explicitly and directly, what would they be directly advising us to do in our leadership roles to alleviate the global suffering? I suspect it would be to use what we know works and is shared in leadership excellence models that have been validated by global research since inception in the late 1980’s. This brief article is my attempt to share some recent research and shed additional light on the matter.

    Statement of our Global Performance Excellence Business Problem

    Based on the results of a recent Covid-19 best practice review that I completed, here are a few of the major findings from that analysis:

    • Citizens globally today deserve a quantum leap in performance excellence management in the coming years across all nations. Our global need to collaborate on a growing scale and leading to our ultimate survival as a human species drives this sense of urgency. Close to 1 Million deaths world-wide in less than one year is drastic, more than many of our wars over the last 50+ years demands greater action from all of us now.
    • Fifty-one (51) years after the United States landed a man on the moon in July 1969, we, as global citizens, are crying out for an equally riveting and compelling vision that addresses all of the challenges we face during and after our Covid-19 era.

    Moreover, to reinforce the validity of these findings, please consider two (2) recent major reviews of the current state of performance excellence. Both studies have shown that organizations across all sectors are not realizing their full potential even though such excellence frameworks have been available for several decades, since 1987 – 33 years ago!

    1. Source: Global Assessment on the Current State of Organizational Excellence: Most organizations have not deployed the best management practices that are characteristic of a good management system or found in excellence models.
    2. Source: Why Do We Undervalue Competent Management, Harvard Business Review, September – October 2017. Only 10% of organizations demonstrated exceptional leadership or management of their enterprises.

    Recommendations – A Global Call for Action

    Build a Global Performance Excellence Sustainability Institute immediately focused on the achievement of global citizen based performance excellence outcomes over the next 25 to 50 years.

    The truly exceptional Covid-19 performance cases in individual countries have been (are) driven by exceptional leadership, in Germany or New Zealand, which is an obvious expectation. However, our solutions cannot, and should not, be simply focused on finding more Chancellor Angela Merkel’s across our world. On a global scale, we need an approach that is more lasting, more permanent, that will sustain that leadership on a true embedded institutional level, well beyond specific vagaries of elected or appointed nation leadership.

    Or, in other words, we need a “United Nations-like” global performance excellence leadership institute to guide our sustainability for 25-50 years or more, focused on all nations, that capitalizes on the strengths from our high performing organizations (EFQM, Baldrige, GEM Council, etc.) and expands to include all organizations globally in a broad and collaborative manner.

    In addition, this global performance excellence institution would be closely linked, via in-depth collaborative partnerships, funding, and focus with such current global organizations such as the World Health Organization, World Economic Forum, The United Nations, The World Bank, The International Monetary Fund, Social Progress Imperative, and other similar global regional economic development entities. Our world deserves nothing less.

    The Vital Imperative for Managing Covid-19 in the Context of a Proven Performance Excellence Framework.

    Our recent Covid-19 Global Benchmarking Initiative (supported by the Global Benchmarking Network) has demonstrated that Covid-19 best practice implementation is most effectively done globally using proven leadership frameworks. Such leadership frameworks are fully understood and practiced at the most senior levels of national governments (elected Presidents, Prime Ministers, etc.) and span all levels of government, business, and non-profit organizations. Anything less is sub-optimal and not sustainable.

    Our world needs to extend and expand that level of performance excellence on a much broader scale. Not just 50 or 70 nations practicing some form of performance excellence but 150 or 200 nations applying best practices, sharing what works and does not work, and continually improving in the broad arena of performance excellence. Such a world-wide transformational performance excellence undertaking will foster a growth mindset strategically devoted to continual improvement as we move forward.

    Let us pause to consider the wise words expressed by Mr. John Gardner in his book Excellence back in 1961:

    • We must foster a conception of excellence which may be applied to every degree of ability and every socially acceptable activity
    • We need excellent physicists and excellent mechanics. We need excellent cabinet members and excellent teachers
    • We need a pervasive and universal sense of exceptional performance applicable to everyone in every walk of life

    These words remain relevant today. But the question remains, are all nations capable of striving for this level of excellence? I say yes, most certainly! In fact, I would submit we have no other choice if we are to work collaboratively toward a common vision and save our planet.


    ABOUT THE AUTHOR
    Dale F. Weeks is President and Chief Executive Officer of Global Leadership and Benchmarking Associates located in Minneapolis, Minnesota, United States. His business is focused on delivering performance excellence and global benchmarking management services to the public and private sectors.

    Prior to establishing this business, Dale has served in a variety of leadership and management roles with several high performing organizations: Florida Department of Revenue; Control Data Corporation; General Mills, Xerox Corporation.

    He has spoken at national and international events on the topics of performance management and measurement, performance-based budgeting, global benchmarking, human asset performance and leadership development. Dales holds a Bachelor of Science degree in Mathematics and a Master of Business Administration in Finance and today he serves as a Board member with the Global Benchmarking Network.


  3. Russia joins the list of 57 countries having an active business excellence awards program

    January 4, 2021 by BPIR.com Limited

    By Saad Ghafoor and Dr. Robin Mann, Centre for Organisational Excellence Research, January 2021.

    The Centre for Organisational Excellence Research (COER) recently updated its research on the number of active Business Excellence (BE) awards in the world with inclusion of two BE awards in Russia.

    The research revealed that 57 countries and 4 regions have active BE awards as of January 2021. In addition to these, 17 countries do not have an award but are running initiatives to encourage organisations on a BE journey. Therefore, in total 74 countries are promoting BE.

    Eligibility of an award to be considered as an active BE award

    BE awards were considered as “active” if:

    • they were based on a holistic BE framework and use similar assessment methods to internationally recognised frameworks such as the EFQM Excellence Model and the Baldrige Excellence Framework;
    • the award was run/held in 2018 or 2019 or planned for 2020 or 2021.

    Figure 1: The current EFQM Excellence Model

    Figure 2: The current Baldrige Excellence Framework

    To review the countries that have BE awards or initiatives. click here Please inform us if our information on your country’s award is incorrect or missing.

    The graph below shows the most common BE models for BE awards. Whilst there are 57 countries with active awards there are 69 BE awards in total, some countries have more than one national award and there are also four international awards covering more than one country, these are Africa (Africa Excellence Award), Asia Pacific Quality Organisation (APQO), EFQM Excellence Award, and Iberoamerican Excellence Award (FUNDIBEC).

    The graph shows that the EFQM Excellence Model is the most popular with 26 BE awards using it. Another 5 BE awards use unique BE models that resemble the EFQM Excellence Model. The Baldrige Excellence Framework is used by 10 BE awards with another 11 using BE frameworks that resemble the Baldrige Excellence Framework. The Government Excellence Model (GEM) was developed in the UAE and used at the Federal level for BE awards for Ministries and in Abu Dhabi and Dubai for awards to government entities, it is also used in Egypt. Thirteen BE awards use a unique BE model/ framework.

    The latest update in the list of active BE awards is the inclusion of two BE awards from Russia. The Russian Government Quality Award is an annual award with up to 12 prizes. Up to three prizes are awarded to organisations with 250 or fewer employees, up to three prizes for organisations with 250 to 1000 employees, and up to six prizes for organisations with more than 1000 employees. The award recipients are recognised through non-monetary prizes and diplomas from the Government of the Russian Federation as the examples of the best business process management practices in the country. The second BE award in Russia is the EFQM Excellence Award which is governed by the All-Russian Quality Organisation, who is the national partner of the EFQM in Russia.

    The research on BE awards is part of a research study titled Excellence Without Borders (EWB) which was launched by COER in July 2018 and is supported by the Global Excellence Model Council. This research is investigating the current state of and best practices in designing BE frameworks/ models and promoting, facilitating, awarding, supporting, and measuring BE on a national/ regional and sectoral level.

    A total of 26 countries (and 29 BE custodian organisations) have participated in the project. BE custodians are organisations responsible for designing BEFs, and for promoting facilitating BE and BE awards in their countries. Some countries had more than one BE custodian organisation participating in the project such as the Dubai Government Excellence Program (DGEP), Sheikh Khalifa Excellence Award (SKEA), and the Dubai Economy Department (DED) in the United Arab Emirates.

    Initial EWB research findings are available here. Further findings are being made available through a series of academic research papers. It is envisaged that the research findings will lead to an improved understanding of BE and help BE Custodians to raise the profile and use of BE worldwide.


  4. Latest news on benchmarking, business excellence & best practices & an opportunity to participate in an exciting project on business excellence

    December 7, 2020 by BPIR.com Limited
    The Centre for Organisational Excellence Research (COER), BPIR.com’s sister organisation, recently published its latest newsletter for December 2020.

    Download a copy of COER’s December 2020 Newsletter here.

    COER_Dec2020
    The contents of the newsletter are described below:

    • Events this year
    • Events next year
    • Review our research findings
    • Recent Academic Papers published
    • Interested in undertaking a PhD in Business Excellence?
    • Current work

     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     


  5. Baldrige Impact in Health Care

    December 5, 2020 by BPIR.com Limited

    Originally posted on Baldrige Foundation

    In 1998, Congress expanded the scope of the Malcolm Baldrige National Quality Award by authorizing the health care and education sectors. The Baldrige Performance Excellence Program then adapted the Criteria for Performance Excellence (now called the Baldrige Excellence Framework), developing a health care-specific version of the Framework. Through 2017, a total of 24 health care organizations have received the National Quality Award. Hundreds more have been recognized for their role model performance in their respective state-based programs and nationwide through a number of Baldrige-based health care quality award programs.

    “The Charleston Area Medical Center Health System is a better organization today because we made the choice to use the Baldrige Criteria as a guiding framework for quality improvement. Baldrige helps us to achieve our mission of ‘striving to provide the best health care to every patient every day.” – Dr. Glenn Crotty, Jr., Executive Vice President and COO, Charleston Area Medical Center

    Baldrige is adaptable and applicable in many different settings, including across the health care spectrum. Each hospital and hospital system has its own unique set of needs and goals, determined in part by location, demographics, and a variety of other factors. Whether an organization is involved in ambulatory service, health maintenance, long-term care, or another health care service, the Baldrige Excellence Framework is a valuable tool for measuring performance and leading organizations of all sizes and levels of complexity in an uncertain environment.

    The Baldrige Framework is such a powerful tool for leading health care organizations that the President’s Council of Advisors on Science and Technology recommended that the Department of Commerce and the Department of Health and Human Services build on the Baldrige Award to help bring down the cost and improve the quality of health care across the United States.

    “I retired at the end of 2009, after 25 years as CEO of Heartland Health, with the knowledge and belief that any organization that adopts and implements fully the Baldrige Framework as its management model will ultimately rise to levels of performance excellence exceeding all their expectations.” – Lowell Kruse, Former CEO, Heartland Health

    We now have more than 15 years of experience with Baldrige in the health care sector, and there is overwhelming evidence that Baldrige makes a significant, positive impact on the provision of quality health care.

    The improvements reported by the individual award-winning organizations are impressive, spanning patient morbidity and mortality outcomes to cost and process efficiencies to medical and support staff and patient and family satisfaction. Some of the life-saving improvements in clinical outcomes include:

    • Advocate Good Samaritan Hospital’s risk-adjusted mortality decreased from 0.73 in 2004 to 0.25 in 2010.
    • Memorial Hermann Sugar Land ranks among the top 10 percent of hospitals nationally for its performance on measures of emergency center arrival-to-discharge time, compliance with regulations to reduce medication errors, bed turnaround times, radiology and laboratory result turnaround times, and the use of computerized physician order entry. The hospital’s readmission rates for patients treated for acute myocardial infarction, congestive heart failure, and pneumonia were lower than those of hospitals nationwide, according to data from the Centers for Medicare and Medicaid Services.
    • According to the Institute for Healthcare Improvement, Henry Ford Health System’s evidence-based global harm campaign is a national best practice. From 2008 through 2011, the campaign led to a 31 percent reduction in harm events.
    • Schneck Medical Center has maintained rates of hospital-acquired infections at or below 1 percent since 2008, and no patient has acquired ventilator-associated pneumonia since 2009.
    • Atlanticare Regional Medical Center achieved Centers for Medicare and Medicaid Services top 10 percent performance in 2008 for patient care measures related to congestive heart failure, acute myocardial infarction, and pneumonia.

    More than the year-over-year performance improvement of health care organizations as they pursue their Baldrige journey, broader studies comparing Baldrige-based health care organizations with peer organizations that have not adopted the Baldrige Framework, show that Baldrige organizations significantly outperform their non-Baldrige peers.

    “The health care industry has increasingly relied on the Baldrige Criteria as a key means to improve patient care and organizational performance. As we navigate health care’s changing landscape, the Baldrige Framework will continue to be a vital resource.” – Deborah J. Bowen, President and CEO, American College of Healthcare Executives

    According to Thomson Reuters, hospitals using the Baldrige criteria were 6 times more likely to be in the top 100 hospitals and outperformed non-Baldrige hospitals in:

    • Risk-adjusted mortality index
    • Risk-adjusted complications index
    • Patient safety index
    • CMS core measures score
    • Severity-adjusted average length of stay
    • Adjusted operating profit margin

    A study by Ronald Schulingkamp and John Latham compared Baldrige Award winning hospitals with non-Baldrige hospitals across 39 Process of Care, Patient Satisfaction, and Outcomes of Care metrics, and concluded that, “Although not all measures were statistically significant, Baldrige Award recipient hospitals had higher mean values representing higher performance than non-Baldrige Award recipient hospitals in 37 of the 39 (95 percent) study measures.

    Substantial data from case studies and comparative analyses shows that health care organizations improve their performance by adopting the Baldrige Excellence Framework for Health Care, and that they become significantly better performers than peer organizations that have not adopted Baldrige. The data proves that #BaldrigeSavesLives.