1. The sixteen golden traits

    March 15, 2018 by ahmed

    16 golden traits

    By H. James Harrington

    Recently, I was searching for a specific quote from a past IBM president. In trying to find the quote, I pulled out The Quality/Profit Connection, a book I had written 30 years ago. It included a series of interviews with the CEOs and presidents of 3M, AT&T, Avon, Corning Glass, Ford, General Dynamics, General Motors, HP, IBM, Motorola, and North American Tool and Die. After reviewing these leaders’ comments, I summarized the traits of a successful company, which I called “The Sixteen Golden Traits.” Looking back on this list three decades later, it’s interesting how little has changed in the business world with regards to quality and performance improvement. It is important to remember: These conclusions describe the important trends which developed in companies that had been recognized as successfully implementing performance improvement approaches around the world in the 1980s.

    The Sixteen Golden Traits

    1. Close customer relationships.
    Successful organizations maintain close personal contact with their customers to ensure a full understanding of the customers’ changing needs and expectations. When problems arise, they react quickly, pouring oil over troubled waters.

    2. Concern for the individual employee.
    These organizations respect the individual’s rights and dignity, realizing that the company succeeds only to the degree that the individual succeeds. They respect the individual’s thoughts and ideas, realizing that he or she has more to contribute to the company than just physical labor. They not only encourage the participation of the employee, they require it. They look at the individual as part of the solution to their problem, not as the problem.

    3. Top management leadership of the quality process.
    Members of the organization’s top management have accepted their role in leading the quality activities of the company. Support groups such as qualityassurance offer advice, research problems, and provide data. But the company president sets the direction and establishes the standards. These presidents realize that their company is an image of themselves, and they understand that they must set the personal quality example.

    4. High standards.
    These organizations set extremely high standards for their products, services, and people. They strive to set the standard for their industry and are dissatisfied if they are not No. 1.

    5. Understanding the importance of the team.
    Successful organizations use teams to unite the company, improve working relationships, and improve morale. They understand that only management can solve 85 percent of the problems and that the employee teams are needed to address the other 15 percent.

    6. Effort to meet and exceed customer expectations.
    They are not satisfied with state of the art, and are always trying to provide better products and services to their customers and at lower cost. They understand their customers’ needs and go beyond them, realizing that simply fulfilling the customers’ needs will not capture future sales. They want their output to be valued by their customers.

    7. Belief that quality is the first priority.
    When a compromise between quality, cost, or schedule must be made, quality is never compromised. Successful organizations realize that poor quality causes most of their cost and schedule problems, and if they focus their attention on the quality problems, their cost and schedule problems will take care of themselves. They also realize that the quality personality of the company is extremely fragile, particularly during the change period, and that even the smallest compromise in quality can set back progress many years.

    8. View of business for the long term.
    Top management realizes that the important objectives are directed at the long-term survival and prosperity of the company. They give priority to long-range plans that will build a product and customer base, paying secondary attention to quarterly and yearly reports. They measure their success by their company’s long-term growth, not by short-term fluctuations, over which they often have little or no control.

    9. Sharing of prosperity with the employees.
    Successful organizations view employees as partners and establish programs that directly relate the success of the company to the employees’ earnings and their contributions. Programs like gain sharing, suggestion, and pay for performance are key parts of the employee benefit package.

    10. Management and employee education.
    They realize that education is not expensive; it is ignorance that is costly. These organizations realize that everyone is responsible for quality and that everyone needs education related to the quality tools if they are to meet this responsibility. As a result, heavy focus on quality education has been directed at the management team and key professionals. At the employee level, education has been directed at problem-solving methods and job training.

    11. Management leadership rather than supervision.
    They know that management must be leaders of the employees, rather than dictators. It is much easier to pull a string in the desired direction than to push it. For management to assume the leadership role has not been easy, and many of the companies are still working on this change in their company personality. After all, for the past 40 years we have trained our managers to be attack dogs, and now we want them to be purring kittens.

    12. Investment in the future.
    Research and development means investing in the future of the company. It ensures a steady flow of products and ideas needed to meet the expectations of the future market. Along with the need for research, a parallel need is providing employees with equipment that pushes the state of the art and allows them to perform at their very best. Companies that realize this have prospered. Those that have not, have failed or will eventually fail.

    13. Focus on the business system.
    They realize that the only way to prevent errors from occurring is by correcting the business system that controls the company activities. Employees work in the business system, while managers must work on the system.

    14. Recognition systems.
    Successful organizations realize that recognition takes many forms: financial, personal, and public. They have established a recognition system with many options to ensure that it meets the total needs of employees and management. A pat on the back is good, but sometimes a pat on the wallet is more appropriate. On other occasions, a personal letter sent to the employee is the best action.

    15. Employee involvement.
    They go out of their way to make all the employees feel that they are part of the business and that their contributions are important. They take time to involve the employees in their long-term plans and report progress back to them periodically. They make them part of the company by providing such things as a stock-purchase plan or gain sharing. They provide the employees with opportunities to meet and understand customers, the ones who receive their output. Sometimes a customer is outside the company, but more often it is another company employee. It’s not easy to care about customers when you never see or hear from them, but if the customer is the person who sits behind you or in the next office, the concept of customer satisfaction becomes a much more personal issue.

    16. Decreased bureaucracy.
    Management continually works at making all decisions at the lowest level. Maximum authority is given to each level of management. Checks and balances are used, but only when absolutely necessary. Management realizes that bureaucracy tends to work its way into the business systems, and they are continuously vigilant to minimize its impact.

    In summary
    We talk a lot about how things have changed, but the basic things that make for a successful organization have not changed. Fundamental tenets, such as respect for the individual, doing our best all the time, understanding our customer, investing in our employees, being honest, and finding win-win solutions, are as important today as they were in the 1980s—and perhaps even more important today.

    Yes, things may move faster. We may have more competition, but we also have more opportunities. We can’t let the rush of today set aside these very important basic values or we all will fail.

    Extensive research indicates that improved perceived product quality and reliability are the most effective ways to increase profits and the most important factors in the long-term profitability of a company. We need to ask ourselves if approaches like total quality management, Six Sigma, lean, ISO 9000, benchmarking, and business process improvement are the ways to accomplish our objective when the basic problems have not changed in the last 30 years promoting them. I agree it is a long road to excellence but shouldn’t we have accomplished more in the last 30 years? It’s time for some new, innovative thinking to accomplish much more in the next 30 years than we have in the last 30 years.

    In the early 1980s, IBM was rated as the most admired company in the world by Fortune magazine. Fortune’s February 2, 2018 issue listed the world’s most admired companies today. Apple took the top spot, directly followed by Amazon. IBM was rated 35 out of the top 50 companies. IBM was ranked 24 th last year—a drop of nine positions in just 12 months.

    We need to ask ourselves: What are Apple and Amazon doing that IBM is not doing? Maybe we need to ask the question turned around: “What is IBM doing that Apple and Amazon are not doing?”

    Creative, innovative systems will provide your company with the competitive edge to put it ahead of the pack. We cannot hope to succeed by taking the same old technology, renaming it, and thinking we are doing something new and innovative. Don’t be left at the starting gate. The only way we can do it is by working together and never being satisfied with how good we are. The race is not over yet. Remember, you can’t win today’s race with last week’s press clippings.

  2. The Baldrige award-winning university or the runaway elephant?

    March 9, 2018 by ahmed
    Cord, the zoo escapee, arrives on the campus of UW-Stout in 2002

    Cord, the zoo escapee, arrives on the campus of UW-Stout in 2002

    Originally posted on Blogrige by Christine Schaefer

    Take your pick of two stories here: how the University of Wisconsin-Stout continues modeling key concepts of the Baldrige Excellence Framework since winning the nation’s most prestigious award for organizational excellence 17 years ago. Or how an elephant ended her escape from the zoo at the campus of the high-performing university-perhaps also inspired to take a journey to excellence.

    If you’re eager to find out about the elephant, read on. First let’s focus on the role-model public university. In recent years, we have posted two interviews of UW–Stout leaders to share updates on the organization’s use of the Baldrige framework to improve and excel. Those previous blogs highlighted the organization’s innovative strategic planning process and its annual campus engagement process (“You Said, We Did”) that celebrates faculty and staff members’ improvement ideas.

    At the Baldrige Program’s upcoming Quest for Excellence® Conference in Baltimore, MD, presenters from the UW–Stout will again present their best practices based on the Baldrige Excellence Framework/Education Criteria for Performance Excellence. Responding to a few questions about that presentation, Amanda Brown, Meridith Wentz (formerly Drzakowski), and Andrei Ghenciu jointly conveyed the information below.

    Brown is a professor in UW–Stout’s Department of Communication Studies, Global Languages, and Performing Arts and a member of the university’s Strategic Planning Group; she applies the Baldrige Education Criteria for Performance Excellence to ensure continuous improvement of instruction. Andrei Ghenciu, PhD, is an associate professor of mathematics in the university’s Department of Mathematics, Statistics and Computer Science; and Wentz is an assistance chancellor in the university’s Department of Planning, Assessment, Research, and Quality. Wentz has served since 2011 on the national board of examiners for the Malcolm Baldrige National Quality Award and has been a senior examiner since 2014; she has presented UW-Stout’s approach to data-based decision making at numerous institutional research, assessment, and Baldrige conferences.

    Would you please briefly describe what attendees will learn at your organization’s session at the Baldrige Program’s upcoming Quest for Excellence Conference?

    Brown, Wentz, and Ghenciu:
    Higher education institutions often lack systematic processes to use their data to build new knowledge to use in strategy development, a challenge frequently faced by any type of large organization. The upcoming presentation by Dr. Jeff Sweat, Dr. Amanda Brown, and Dr. Andrei Ghenciu from the University of Wisconsin–Stout (UW–Stout) will share how our 2001 Baldrige Award-winning university has used the Baldrige framework to create a systematic framework for aligning data, strategic planning, and decision making. Specifically, Drs. Sweat, Brown, and Ghenciu will provide examples of how our university applies the Baldrige framework to both academic and administrative processes, as well as how we use a balanced scorecard to compile and communicate institutional data to aid in our strategic planning process.

    What are some examples of how your university benefits from this concept?

    Brown and Wentz:
    The University of Wisconsin–Stout applies the Baldrige Criteria in a variety of areas that benefit the organization. Specifically, the Baldrige framework has helped the university streamline and focus metrics, provide a mechanism to integrate suggestions and feedback from all sectors within the organization, and facilitate communication and professional development.

    One such example is the university’s continual assessment of courses and academic programs as well as the non-academic units that support the university, such as financial aid and university housing. Recently, those involved in submitting reports assessing those areas provided input about that process. Specifically, feedback indicated that reports could be streamlined and done more frequently as well as better integrated into existing processes. University administrators reflected on this information and integrated the feedback about the deployment of those assessment reports into the university’s processes, which helps internal stakeholders feel heard and valued.

    Please share your top tips for introducing or sustaining use of the Baldrige Excellence Framework (which includes the Criteria for Performance Excellence) to promote an organization’s success?

    Wentz and Ghenciu:

    1. Start small. You can introduce the Baldrige framework into one process within one unit of the organization. You don’t need to start with the intent that you are planning to apply for the award.
    2. Connect with someone who has experience with the Baldrige framework. In UW–Stout’s case, we were introduced to the framework by a person who was on our alumni board and was also serving as a judge for the Baldrige Program. He helped explain how using the framework would add value to our institution, and he also helped us understand that our values were already in alignment with the Baldrige framework.
    3. Emphasize the non-prescriptive nature of the framework. Communicate to everyone in the organization that adopting the Baldrige framework is about focusing on performance excellence and enhancing processes that align with areas of importance to the institution. It is not about introducing new reporting requirements, producing lengthy reports, or telling people how they should be doing their jobs.

    What do you view as key reasons or ways that organizations in your sector can benefit from using the Baldrige framework?

    Wentz and Brown:
    Public funding for higher education is increasingly performance-based, as demonstrated by the fact that performance-based funding initiatives exist in 32 states and are being developed in an additional six states. However, there are limited models for managing performance-based funding effectively and limited models that align metrics with areas of importance to the institutional mission, vision, and values. Additionally, institutions use data and information to demonstrate accountability to the students and the public; however, the number of accountability initiatives and metrics continues to grow, making it difficult to know which data are important. The Baldrige framework offers a roadmap for identifying key organizational characteristics, aligning them with processes and results, and focusing on success.

    Further, not only does the University of Wisconsin–Stout apply the Baldrige framework to specific academic and administrative processes, but it also utilize the framework to make students and university employees feel valued and included. For example, the university revamped its processes for obtaining input and feedback from students and employees. Formerly “listening sessions,” the new “Engagement Sessions” are open to everyone and very well-attended. Ideas, suggestions, and even complaints are recorded and then integrated into the strategic planning process.

    Traditionally, strategic planning and assessment are considered administrative functions. However, the University of Wisconsin–Stout includes a variety of voices in the strategic planning process in addition to administrators, such as students, university staff, faculty, and external stakeholders. The university does not just include faculty in strategic planning meetings and assessment process though; it also seeks to involve them in professional development opportunities, such as the Baldrige Quest for Excellence Conference, to include their voices and perspectives. This approach to include more voices and perspectives in the strategic planning process not only increases the quality of the planning process but also builds morale and starts to build bridges among the various silos that are often a hallmark of organizations like universities.

    What would you say to a group of college students (particularly those pursuing graduate studies for a career in higher education) about the Baldrige framework?

    I would tell the students about the core values of the Baldrige framework, and I would emphasize and ethics and transparency. I think that, very early in the career of someone in higher education, respect for ethics and transparency is essential and any wrong step in this direction (e.g., plagiarism, incorrect results submitted for publication, not giving the correct references, etc.) could take years to be fixed. Ultimately, failing to act with ethics and transparency would lead to a lack of respect from one’s peers, and it would make it almost impossible for the individual to promote and publish his or her work.

    Visionary leadership is inspiring. Inspiration takes place in poetry, music, mathematical research, and any area in higher education. Following visionary leadership or being a visionary leader could be great ingredients for success.

    Last, but not least, I can’t speak enough about valuing people. It is a core value that we should integrate in every single other core value of the Baldrige framework. Valuing your colleagues, your leader, and most important, your students is a vital recipe for success.

    When did you first hear about the Baldrige framework? What were your initial thoughts or “aha” moments as you began learning about it?

    When I was hired as a faculty member at the University of Wisconsin–Stout in 2005, I often heard about the Baldrige Award. But I did not learn about the award criteria until much later, as I began to learn about academic assessment and strategic planning as a tenured professor. Although I knew that this award was presented for quality, learning that the focus of the award was for the organization’s processes in addition to outcomes demonstrated to me a commitment to continual reflection, learning, and improvement. I find the University of Wisconsin–Stout’s commitment to integrating as many voices as possible into that process of continual development inspiring. Everyone—including students, the faculty, the support staff, administrators—are invited to provide feedback, and that feedback is actually used.

    I first heard about the Baldrige framework when I applied to become an assistant professor of mathematics in the Department of Mathematics, Statistics and Computer Science at the University of Wisconsin–Stout in the fall of 2013. Knowing that UW–Stout, as a 2001 Baldrige Award recipient, was the first higher education institution to receive this highest honor, naturally I did more research to find out more about the institution I was hoping to join.

    After I got and started the job at UW–Stout that fall, my interest in the Baldrige framework and its core values grew even higher. One core value of the Baldrige framework that created an “aha” moment for me is that of valuing people. It wasn’t until I received the Research Fellow Award in the fall of 2015, my third year at UW–Stout, that I fully understood how vital this value is. The award that I received had a great impact on my research and on my career; it meant that I had more time to pursue my research projects, and I was able to start at least three as well as finding new collaborators. In addition, as recipient of the university’s Emerging Outstanding Researcher Award in the spring of 2016, I can say that it is a great feeling to work for an institution that values its people—and to really feel like you are valued.

    Do you have any funny story or anecdotes that you’re willing to share about your experience as a Baldrige Award recipient?

    Brown and Wentz:
    Yes. In 2002, the University of Wisconsin–Stout faced a crisis. Two elephants, Tory and Cord, mother and daughter, escaped from a local circus. Mom Tori was quickly captured, but six-year-old Cord trekked through the city of Menomonie, eluding emergency vehicles. Cord’s chase ended at the UW–Stout campus, where her trainer used a second elephant to calm her.

    Perhaps Cord wanted to visit campus because she knew that UW–Stout had recently overcome its own crises, such as streamlining over 250 performance metrics used in the strategic planning process to a manageable 25 and transitioning from a centralized planning process to one in which everyone has the opportunity to be included. These process changes, in addition to many others, are what led to UW–Stout becoming the first (and still the only) four-year, comprehensive higher education institution to receive the Baldridge Award.

    As if Cord’s high-speed chase (by Asian elephant standards) through the city was not headline-grabbing enough, another 2002 story may have overshadowed UW–Stout’s Baldrige Award win in the media, as well: Luke Helder, the Midwest Pipe Bomber and UW–Stout student, made headlines across the nation when he planted mailbox bombs across the country with the intent to create a smiley face. Thankfully, there were no fatalities in the bombings, and Helder was apprehended before his diabolical plan could be completed. While explosions and high-speed chases will always top the headlines, our hope at UW–Stout is that the legacy of the Baldrige Award and the framework will endure.

  3. Baldrige program again ranked among best for leadership training

    March 8, 2018 by ahmed


    Originally posted on NIST

    The Baldrige Performance Excellence Program will be honored once again in 2018 for providing top-ranked leadership development programs. The Baldrige Program’s training offerings—annual Baldrige examiner training and the Baldrige Executive Fellows Program—were recently selected for 2018 Leadership Excellence and Development (LEAD) Awards for being among the best in the world.“While we are honored and thrilled to once again be recognized as among the top leadership development programs in the United States and across the globe, such recognition would not be possible without the support and engaged commitment of the Baldrige Award recipients and our amazing cadre of volunteers. We believe that the innovation and collaboration of our unique public-private partnership is at the root of such achievements,” said Baldrige Director Robert Fangmeyer.

    Within the LEAD Awards’ education category—with subcategories for “custom content programming with emphasis on human resources” and “custom content programming with emphasis on leadership/organizational development”—the Baldrige Program ranks first and fourth, respectively, for 2018.

    Presented by HR.com, the LEAD Awards recognize outstanding achievements in leadership development and programs in the areas of education, corporate, and individuals on a local to global scale. They have been given out for 35 years and cover more than 30 education-based categories, including master’s and PhD programs, custom content continuing education programs, and mentoring and manager programs. The LEAD judges used websites and customer rankings to make their determinations.

    This year’s award winners are highlighted in the February edition of Leadership Excellence Essentials. The Baldrige Program is the only state or federal government program to be recognized within its LEAD Award categories.

    A press release by HR.com states, “Prestigious leadership awards salute the world’s top leadership practitioners and programs and highlight their roles in developing their most important asset – their people.”

    Since 2011, the Baldrige Program has been recognized numerous times for the quality of its leadership development programs. For example, in 2016 and 2017, Baldrige examiner training was ranked first in its award category, above numerous universities, and the Baldrige Program itself earned recognition for its combined leadership development offerings (including its executive fellows program) by ranking in the top two or top three in all the award categories in which it was eligible. In 2015, before the categories changed to be wholly education-based, the Baldrige Program was ranked first in the government and military category.

    The Baldrige Program is a public-private partnership that raises awareness about the importance of performance excellence and cybersecurity in driving the U.S. and global economy; provides organizational assessment tools and criteria; educates leaders in businesses, schools, health care organizations, and government and nonprofit organizations about the practices of national role models; and recognizes those role models with the Baldrige Award.

  4. Striving for excellence in Nigeria

    March 6, 2018 by ahmed


    Posted by Michael Voss, Senior Consultant for COER and Director of Pyxis.co.nz and MICHAELVOSSNZ.COM

    “I’ve been asked to speak in Nigeria.”‘Where?’, asked my wife.


    ‘That’s nice to be asked, what do they want you to do?’

    ‘They want me to be a keynote speaker at a conference and awards ceremony. Its part of a project that aims to build trust in countries that trade with Nigeria. I feel we should get involved….seems a worthy cause where we can add value.’

    ‘That’s great! Do you want to do it?’

    ‘I know it’s listed as an extreme risk to personal security in the north east ….New Zealanders are advised not to travel there. The conference is down south in Lagos where it’s much safer.’

    ‘If you want to go and don’t because of personal safety I think you might always look back and regret that you didn’t. I think you should go.’ And I did go.

    My first impression of Lagos was that it was green just like New Zealand. With a population of 21 million in Lagos alone, this is where the similarities ended.

    I was to speak at the 1st Nigeria National Quality Award distribution ceremony. The Federal Government of Nigeria has as part of its Vision 20:2020 the aim of developing policies and measures to improve compet¬itiveness and diversification in the non-oil-related sectors of its economy.

    Expected outcomes of the National Quality Infrastructure Project include

    • A National Quality Policy (NQP) is promulgated and ensuing legislation for the National Quality Infrastructure (NQI) is improved;
    • A National Accreditation Body (NAB) is established in coherence with the West African accreditation system and is internationally recognised;
    • A National Metrology Institute (NMI) is developed to ensure calibration of instruments and traceability of measurement to international standards;
    • Improved capacity of the Organised Private Sector (OPS) to create and/or support Conformity Assessment Bodies (CABs);
    • Improved capacity of Consumer Protection Council (CPC) and the Organized Private Sector (OPS) to raise awareness and promote quality for better consumer protection.

    The National Quality Infrastructure Project is intended to build trust through trade with 6 components;

    1. National Quality Policy
    2. Nigerian National Acrediation Service (NiNAS)
    3. National Metrology Institute
    4. Organised Private Sector and Conformity Assessment Bodies
    5. Nigeria National Quality Award (NiNQA)
    6. Cross cutting: Gender, Good Governance

    This project is funded by the European Union and being implemented by the United Nations Industrial Development Organisation (UNIDO) in coordination with the Federal Government of Nigeria.

    2017 is the first year that Nigeria has run its national quality award. Businesses were eligible to apply in one of three categories;

    • Category A: large organisation (over 100 employees)
    • Category B: medium organisation (more than 20 to 100 employees)
    • Category C: small organisation (1 to 20 employees)

    All applicants needed to meet criteria specific to one of 4 entry levels, based on ISO 9001:2015 quality management system and ISO 9004 performance improvement standards. The levels are;

    • Level 1 Bronze “Commitment to Quality”: For organisations which have reached the required level of management commitment in the implementation of the quality approach. Level 1 includes 9 criteria.
    • Level 2 Silver ‘’Quality Control’’: For organizations which, in addition to the commitment of management, have implemented a plan to improve their products or services. Level 2 includes 18 criteria, including those from level 1.
    • Level 3 Gold “Encouragement for Excellence”: For organisations which have implemented a quality approach and conducted an internal audit (First Party Audit). Level 3 includes 27 criteria, including those of level 2.
    • Level 4 Diamond “Excellence”: For organisations which have implemented a quality approach and have conducted an internal audit (First Party Audit) as well as an external audit (Third Party Audit). Level 4 is comprised of 40 criteria, including those of level 3.

    The essence of the NiNQA is to support Nigeria government’s efforts to upgrade the industries & enterprises to enable them attain outstanding level of business excellence and global competitiveness” Jean B. Bakole, Regional Director, UNIDO

    The 1st Nigeria Quality Award Distribution Ceremony held on Wednesday 22nd November 2017 recognised 15 organisations across the three categories and four levels of the critieria.

    L to R: Sunil Thawani, Stephen Cross, Shaukat Hussain, Michael Voss

    L to R: Sunil Thawani, Stephen Cross, Shaukat Hussain, Michael Voss

    The three Level 4 winners from the NiNQA become eligible to enter the ECOWAS (Economic Community of West African States) Quality Awards.

    Michael Voss

    Michael Voss

    At the ceremony I spoke about the benefits of an award programme based on business excellence over one based on ISO standards, and how to build a sustainable awards programme for the long term. The Quality Award National Committee plans to move from ISO 9001 and ISO 9004 standards to a business excellence framework for assessing organisations that enter the NiNQA in 2018. Nigeria has taken an important first step towards becoming a globally competitive nation.

    Many thanks to the Government of Nigeria and UNIDO for inviting me to be a part of the celebrations at the 1st National Quality Award distribution ceremony. Thanks also go to all those who made my time in Lagos a happy and enjoyable one.

  5. Reserve these dates – The Global Organisational Excellence Congress, 10-12 December 2018, Abu Dhabi, UAE

    March 1, 2018 by ahmed

    Abu Dhabi 2018

    Posted by Dr Robin Mann, CEO, COER Limited and BPIR.com

    Start planning now to attend the Global Organisational Excellence Congress

    This is going to be an event that gets you excited with a big WOW!

    The Abu Dhabi International Centre for Organisational Excellence of the Abu Dhabi Chamber of Commerce & Industry has brought together a number of prestigious international conferences/events into one major event.

    The Congress brings together:

    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

    With a theme of “The road towards excellence in organisational performance & nation building” the Congress will explore what is excellence in today’s fast paced and ever changing business world and how organisations and nations can move towards, achieve and sustain excellence.

    This won’t be an ordinary conference – it will be extraordinary – encouraging considerable networking and sharing of best practices. Competitions such as the ACE Team Awards Competition, Global Benchmarking Awards, International Best Practice Competition and Organisation-wide Innovation Award provide opportunities for organisations to showcase their best practices and learn from each other.

    The Asian Pacific Quality Organisation and Global Benchmarking Network represent more than 40 countries worldwide and bring with them a wealth of experience and knowledge on how quality is a building block for excellence and how benchmarking through the search and adoption of best practices leads to excellence.

    It is appropriate that the Congress is held in Abu Dhabi, United Arab Emirates. The UAE has invested heavily in learning about and applying excellence both in the private and public sector. Excellence models such as EFQM Excellence Model and the 4th Generation of Excellence Model are used extensively for assessing excellence and guiding improvement initiatives. This has led to dramatic improvements in the business environment and society as a whole with the UAE becoming one of the most favoured destinations for business and tourism in the world. The Congress will support the UAE on its journey to excellence whilst showcasing its significant achievements and leadership in many areas to the rest of the world.

    Within the next month a website on the Congress will be up and running. In the meantime if you have any questions on the conference please email me, Dr Robin Mann at congress@coer.org.nz.

    COER are a co-organiser of the Congress, along with ADICOE from the Abu Dhabi Chamber of Commerce.

    Also, you can view here a short video that I made for an UAE audience where I announced the Congress. The video will give you an insight into the magnitude of the event.