1. Jollibee Foods Corporation (Philippines) Win the 6th International Best Practice Competition

    December 15, 2018 by ahmed

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    IBPC 2018 winner logos

    The 6th International Best Practice Competition was held in Abu Dhabi, UAE, 10-12 December 2018 as part of the Global Organisational Excellence Congress. The Congress, attended by 1,300 delegates, was hosted by the Abu Dhabi Chamber of Commerce and Industry and supported by key partners, the Centre for Organisational Excellence Research, Asia Pacific Quality Organisation and the Global Benchmarking Network.

    From 72 entries from 17 countries, 36 best practices from 31 organisations were presented to the audience and a judging panel through 8-minute presentations followed by 4 minutes of questions and answers. From these the top 10 were selected, and then the top 5 qualified to the final and gave presentations to another set of judges.

    The winner and runners-up with the Judging panel and Abu Dhabi Chamber’s Director General Mohamed Helal Al Mheiri & Congress Chairman, Professor Hadi Eltigani

    The winner and runners-up with the Judging panel and Abu Dhabi Chamber’s Director General Mohamed Helal Al Mheiri & Congress Chairman, Professor Hadi Eltigani

     

    Winner:

    • Jollibee Foods Corporation, Philippines, We Listen and Learn from the VOICES of our CUSTOMERS to SPREAD Joy to the World

     

    Runners-up of equal standing:

    • Dubai Police, UAE, Productivity and Vehicle Availability within Vehicle Fleet Maintenance
    • Arya Sasol Polymer Company, Iran, Sustainable Continuous Development of Safety Improvement Plan
    • Dubai Electricity Water Authority, UAE, AFKARI Ideation Management System
    • Abu Dhabi City Municipality, UAE, Building Data Management System for streamlining Building Data Delivery process and extracting Indoor details

     

    Top 6 to 10 of equal standing:

    • Municipal Government of Carmona, Philippines, From Seclusion to Inclusion: Carmona, Cavite’s Journey Towards Empowering the Persons with Disability in the Community through the Community-Based Inclusive Development Matrix
    • Maritime and Port Authority of Singapore, Singapore, Accelerating Innovation in the Maritime Industry through the MPA Living Lab
    • City of Fort Collins, USA, City of Fort Collins Climate Action Plan
    • Department of Science and Technology Regional Office No. IX, Philippines, Laboratory On-line Referral System: An Innovation in Government Service Delivery
    • Ambulatory Healthcare Services, UAE, Integrated Student e-health in the Public Schools of Abu Dhabi

    Judges of qualifying rounds:

    • Dr Martin Andrew, Director, Australian Organisation for Quality, Australia
    • Shouqi Al Yousuf, Senior Business Excellence Consultant, Abu Dhabi Chamber of Commerce and Industry, UAE
    • Dr. Zeyad El Kahlout, Senior Quality and Excellence Advisor, Dubai Government Excellence Program (DGEP), UAE
    • Dale Weeks, President and Chief Executive Officer, Global Leadership and Benchmarking Associates, USA

    The final was judged by:

    • Dr Charles Aubrey, Chairman APQO International Advisory Panel, United States
    • Russell Longmuir, CEO, EFQM, Belgium
    • Patrick Lim, Director, Business & Service Excellence, Singapore Enterprise, Singapore
    • Richard Cross Specialist in Talent Management, Leadership Development and Organisational Change, United Kingdom

    The Best Practice Competition encourages organizations to share their best operational and managerial practices, processes, systems, and initiatives and learn from the experience of others. It provides an opportunity to celebrate the achievements of individuals and teams that have been responsible for creating and/or managing the introduction and deployment of best practices. The Best Practice Competition was founded by the Centre for Organisational Excellence Research, the developers of the Business Performance Improvement Resource. Videos of all 36 best practice presentations will be on the BPIR.com soon, sign up to the BPIR newsletter to receive updates.


  2. Dubai Customs Wins the 2nd Organisation-Wide Innovation Award

    by ahmed

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    The 2nd Organisation-Wide Innovation Award was held in Abu Dhabi, UAE, 10-12 December 2018 as part of the Global Organisational Excellence Congress. The Congress, attended by 1,300 delegates, was hosted by the Abu Dhabi Chamber of Commerce and Industry and supported by key partners, the Centre for Organisational Excellence Research (COER), Asia Pacific Quality Organisation and the Global Benchmarking Network.

    Six organisations qualified for the final of the Organisation-Wide Innovation award.

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    The winner, Dubai Customs, and runners-up with the Judging panel and Abu Dhabi Chamber’s Director General Mohamed Helal Al Mheiri & Congress Chairman, Professor Hadi Eltigani

    Winner:

    • Dubai Customs, UAE, Dubai Customs Organisation-wide innovation approach

     

    Runners-up of equal standing:

    • Abu Dhabi Health Services Company (SEHA), UAE, SEHA Organisation-wide innovation approach
    • Securities and Commodities Authority (SCA), UAE, Securities and Commodities Authority Organisation-wide innovation approach
    • Sport Star Academy, Australia, Sport Star Academy Organisation-wide innovation approach
    • United Overseas Bank, Singapore, UOB Organisation-wide innovation approach,
    • Dubai Municipality, UAE, Dubai Municipality Organisation-wide innovation approach

     

    The final was judged by:

     

    • Dr H. James Harrington, Business Performance & Quality Author & Consultant, United States
    • Professor Tony Bendall, Chairman Anti-Fragility Academy, UK
    • Brett Trusko, President and CEO International Association of Innovation Professionals, United States
    • Gianluca Mulé, Chief Operating Officer, EFQM, Belgium

    The 2nd Organisation-Wide Innovation Award recognises organisations that excel in inculcating an innovation culture throughout all facets of their operation from the leadership to employees and covering all stakeholders leading to innovative processes, products and services. The Organisation-wide Innovation Award was founded by the Centre for Organisational Excellence Research, the developers of the Business Performance Improvement Resource. Videos of the six finalist presentations will be on the BPIR.com soon, sign up to the BPIR newsletter to receive updates.


  3. Road and Transport Authority (Dubai, UAE) Wins the 6th Global Benchmarking Award

    by ahmed

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    The Global Benchmarking Network’s 6th Global Benchmarking Award was held in Abu Dhabi, UAE, 10-12 December 2018 as part of the Global Organisational Excellence Congress. The Congress, attended by 1,300 delegates, was hosted by the Abu Dhabi Chamber of Commerce and Industry and supported by key partners, the Centre for Organisational Excellence Research, Asia Pacific Quality Organisation and the GBN.

    Six organisations qualified for the final of the Global Benchmarking Award.

    The winner, Road and Transport Authority, and runners-up with the Judging panel and Abu Dhabi Chamber’s Director General Mohamed Helal Al Mheiri & Congress Chairman, Professor Hadi Eltigani

    The winner, Road and Transport Authority, and runners-up with the Judging panel and Abu Dhabi Chamber’s Director General Mohamed Helal Al Mheiri & Congress Chairman, Professor Hadi Eltigani

    Winner:

    • Road and Transport Authority, UAE, Road and Transport Authority – Our Benchmarking Approach

     

    Runners-up of equal standing:

    • Dubai Courts, UAE, Dubai Courts – Our Benchmarking Approach
    • Yanbu Refinery Department, Saudi Aramco, Saudi Arabia, Saudi Aramco – Our Benchmarking Approach
    • Dubai Police, UAE, Dubai Police – Our Benchmarking Approach
    • Bahrain Polytechnic, Bahrain, Bahrain Polytechnic – Our Benchmarking Approach, Bahrain Polytechnic, Bahrain
    • Dubai Electricity and Water Authority, UAE, Dubai Electricity Water Authority – Our Benchmarking Approach, Dubai Electricity and Water Authority (DEWA), UAE

    The judging panel consisted of:

    • Suresh Lulla, Director Membership Retention GBN & Director BestPrax Club, India
    • Jan-Patrick Cap, GBN Secretary, Global Benchmarking Network, Germany
    • Dawn Ringrose, Director Business Development GBN, Global Benchmarking Network, Canada
    • Jan Gallagher, Competitiveness Benchmarking Facilitator, Enterprise Ireland, Ireland.
    • Tonnis van Dam, Director, Compare 2 Compete, Netherlands
    • Terry Pilcher, CEO, BCS Management Services Limited, UK

    The Global Benchmarking Network (GBN) launched the Global Benchmarking Award in 2012 to recognise those organisations that had integrated benchmarking into their organisation’s strategy and processes in order to continuously learn and innovate. The award encourages organisations to share how benchmarking (comparing and learning from others) is an integral part of their improvement and innovation drive.

    The GBN’s Global Benchmarking Award was designed by Benchmarking Partnerships (Australia), BestPrax Club (India) and COER (New Zealand) on behalf of the GBN. It was first trialled in India in 2010 and first awarded in New Zealand in December, 2012. COER organises the Global Benchmarking Award each year on behalf of the GBN.

    Videos of the six finalist presentations will be on the BPIR.com soon, sign up to the BPIR newsletter to receive updates.


  4. Baldrige Award Winners 2018

    November 16, 2018 by ahmed

    Originally posted on NIST

    Washington, D.C.—The U.S. Department of Commerce announced today that the 2018 Malcolm Baldrige National Quality Award will be given to two educational institutions, an organ donor group, a hospital and a project management firm. A presidential-level honor, the award recognizes exemplary U.S. organizations and businesses that demonstrate an unceasing drive for radical innovation, thoughtful leadership, and administrative improvement.

    “These awardees are inspiring in so many ways,” said Under Secretary of Commerce for Standards and Technology and National Institute of Standards and Technology (NIST) Director Walter G. Copan. “Each honoree strengthens our economy through its organizational excellence and positive impacts for its customers, students, patients and employees. They exemplify the American spirit in action and are role models for success in business and commerce.”

    The 2018 honorees are as follows:

    • Alamo Colleges District, San Antonio, Texas (education)
    • Donor Alliance, Denver, Colorado (nonprofit)
    • Integrated Project Management Company, Inc., Burr Ridge, Illinois (small business)
    • Memorial Hospital and Health Care Center, Jasper, Indiana (health care)
    • Tri County Tech, Bartlesville, Oklahoma (education)

    NIST manages the Baldrige Award in cooperation with the private sector. An independent panel of judges reviewed the evaluations performed by the board of examiners and recommended this year’s Baldrige Award recipients from a field of 27 finalist applicants, each of whom had prequalified by winning a Baldrige-based performance excellence award at the state or regional level.

    “We are very pleased to honor these five outstanding organizations with this presidential award,” said Copan. “Using the proven Baldrige framework, each organization charts its own course to achieve verified performance excellence, and as a result we all benefit through economic growth and U.S. leadership.”

    The 2018 Baldrige Awards will be presented at a ceremony on April 7, 2019, during the Baldrige Program’s 31st annual Quest for Excellence® conference, which will be held in National Harbor, Maryland.

    The expert Baldrige judges evaluate organizations in seven areas defined by the Baldrige Excellence Framework: leadership; strategy; customers; measurement, analysis and knowledge management; workforce; operations; and results. An organization may compete for the award in one of six categories: manufacturing, service, small business, health care, education and nonprofit (including government agencies).

    Since 1987, the Baldrige Award has been the highest recognition for performance excellence in the nation. There are now more than 30 independent Baldrige-based state, regional, and sector award programs covering nearly all 50 states. Internationally, there are nearly 80 programs based in whole, or in part, on the Baldrige Program. In addition, many organizations use the Baldrige framework as a leadership and management guide to drive improvement and innovation strategies. The Baldrige framework is reviewed and updated regularly to reflect best practices in organizational leadership and performance across key organizational categories that drive the U.S. economy and enhance our quality of life.

    Over the years, millions of copies of the Baldrige Criteria for Performance Excellence, the core of the Baldrige framework, have been distributed or downloaded. This widespread acceptance and use both nationally and globally have dramatically impacted all types of organizations.

    Below is a sample of the achievements of the 2018 Baldrige Award winners.

    The Alamo Colleges District (ACD)
    ACD is the largest institution of higher learning in South Texas, serving over 100,000 students enrolled in for-credit, continuing education and workforce courses every year. Students can earn associate degrees and can also transfer to four-year universities. ACD holds a rare AAA bond rating, based on the strength of its financial policies for managing debt and evolving sources of revenue. Simultaneously, ACD students’ four-year graduation rate has increased 150 percent since 2009, and students have given the institution’s advisor program a 94 percent effectiveness rating.

    Donor Alliance (DA)
    DA’s mission is to save lives through organ and tissue donation and transplantation. Covering the third largest physical area of any organ donation and transplant support network in the nation, DA has increased its organ donations steadily over the past five years. DA’s results, including some of the nation’s highest donor designation rates, directly translate to more lives saved and healed through transplantation. Donor families, as well as transplant center and tissue processor customers, gave DA a 100 percent satisfaction rating. At the same time, DA has increased its revenues and realized organ donor cost savings between 63 and 73 percent.

    Integrated Project Management Company, Inc. (IPM)
    IPM is a privately held business consulting company, providing leadership to transform strategies and solutions into sustainable results. While growing its revenue more than 60 percent since 2013, IPM achieved a 99 percent customer satisfaction rating from 2015 to 2017, and 94 percent of its employees rated it a “great place to work.”

    Memorial Hospital and Health Care Center (MHHCC)
    MHHCC provides inpatient and outpatient care through an acute care community hospital and 32 outpatient primary and specialty care clinics and medical practices, providing medical care for 6,600 inpatients and 254,000 outpatients through 29,000 emergency department visits annually. MHHCC has received an “A” in hospital safety since 2016. MHHCC has also received a Centers for Medicare and Medicaid Services (CMS) five-star rating for overall quality of inpatient care since the ratings were released.

    Tri County Tech (TCT)
    One of 29 public technology centers in the Oklahoma Career and Technical Education System, TCT serves the residents of three counties and has a vision of inspiring success through life-changing learning experiences. With a goal that no student should be denied an education due to inability to pay, TCT provides scholarships and funding for student expenses such as medication, gasoline, clothing and food. TCT has sustained top 25 percent national rankings for student completion/retention and placement for eight fiscal years. The institution also increased graduate wages to well above the national average while growing its own revenues 16 percent since 2009—without federal funding and despite a sizable reduction in state funding.

    Best-Practice Awards
    The Baldrige judges also may recognize best practices in one or more of the Baldrige Criteria categories by organizations that are candidates for the award but are not selected as winners. This year, the judges have chosen two organizations for this honor (listed with the categories for which they are acknowledged):

    Howard Community College in Columbia, Maryland, is recognized for its role-model practices in leadership.

    Mary Greeley Medical Center in Ames, Iowa, is recognized for its role-model practices related to its patients and other customers.

    The Baldrige Program raises awareness about the importance of performance excellence in driving the U.S. and global economies; provides organizational assessments, training, tools and criteria; educates leaders in businesses, schools, health care organizations and government and nonprofit organizations; shares the best practices of national role models; and recognizes those role models with the Baldrige Award. The Baldrige Program is a public-private partnership managed by NIST and funded in part through user fees and support from the Baldrige Foundation.

    The Baldrige Award was established by Congress in 1987 and is not given for specific products or services. Since the first group was recognized in 1988, 123 awards have been presented to 115 organizations (including eight repeat winners).


  5. The Baldrige criteria are insufficient

    November 9, 2018 by ahmed

    Originally posted by Harry Herts on Blogrige

    For people who have known me for years, you probably never thought you would hear me say, “The Baldrige Criteria for Performance Excellence are an insufficient guide for achieving improvement and, hopefully, excellence.” But the statement is true and it is not a new epiphany for me. The Criteria ask how your organization accomplishes everything it needs to do and define what that “everything” is. How has a simple meaning in most contexts: a description of your approach or method. But that is not the full meaning of how, when you are characterizing an organizational process. The full meaning is revealed when the Criteria are combined with the Baldrige Scoring Guidelines which add dimensionality to how. Then the picture is both sufficient and all-encompassing.

    Before continuing the explanation, let me provide context by explaining why I am writing this blog…

    My Email Exchange
    I recently had a very thoughtful email exchange with Bob Scanlon, a long-time Baldrige examiner, senior examiner, and alumni examiner. The basic topic was new and improved process adoption in an organization, process standardization throughout the organization, and adoption of benchmarked processes in large, geographically dispersed organizations (and smaller ones, as well). The basic problem is that well-defined processes are not uniformly and effectively deployed throughout the organization, and improvements are frequently localized or reinvented at multiple places in an organization. Knowledge transfer is poor and a lot of rework or inefficiencies occur. Bob’s thought-provoking question was, are new how questions needed in the criteria to address these issues?

    The Meaning of How
    After giving Bob’s question some thought, my answer was “no.” We do not need new Criteria questions to address these issues. The answer lies in responding to the existing process questions and understanding the meaning of how, which the Baldrige Glossary of Key Terms defines as:

    How
    The systems and processes that your organization uses to achieve its mission requirements. You should include information on approach (methods and measures), deployment, learning, and integration.

    Approach (A), Deployment(D), Learning (L), and Integration (I) or ADLI are the four dimensions of the Baldrige process item scoring guidelines. The proper answer to a how question requires information on the approach, including

    • measures of effectiveness and efficiency
    • deployment of the approach to relevant work units throughout the organization
    • learning through cycles of evaluation and improvement, innovation, and sharing with all relevant work units
    • integration by aligning the approach with organizational needs and harmonizing plans, processes, information, resource decisions, actions, and analyses to support organization-wide goals

    The ADLI dimensions are described in detail in the Baldrige Scoring Guidelines. Organizational maturity, by way of a score, is measured by progress in achieving these four ADLI dimensions. However, the ADLI dimensions are not merely a scoring companion to the Baldrige Criteria; they provide the defining characteristics of the word how. The Baldrige Criteria for Performance Excellence are insufficient if one does not understand the meaning of how and its role in defining process excellence. This meaning and role in performance excellence is described in the Scoring Guidelines. Therefore, they should be used as an integral part of Criteria implementation, even if your organization is not trying to score your level of performance.

    The questions posed in Bob Scanlon’s email are addressed by the deployment and learning dimensions of responding to how.

    The next logical question might be, “Are the Scoring Guidelines also important in answering the results questions in the Criteria?”

    What about Results?
    The same concept of Criteria and Scoring Guidelines complementarity applies to the meaning of what, when asking what are your results. What are your results has a simple meaning in most contexts: tell me your level of performance. To understand the full meaning of what when describing results, organizations should look at the scoring dimensions for results: Levels (Le), Trends (T), Comparisons (C), and Integration (I), or LeTCI (Let’s see our progress). The proper answer to a results question requires information about the

    • level of current performance
    • trend in your performance over time (Are you getting better, worse, or staying the same?)
    • comparison of your organization’s performance to that of competitors, or other similar organizations, or, possibly, best-in-class performance
    • integration, the extent to which your results measures address important performance requirements relating to products, customers, markets, processes, action plans, and organization-wide goals

    Systems Perspective
    When your organization defines and standardizes a process, do you truly define how it will be accomplished? When your organization assesses its results, do you truly measure what has been accomplished? ADLI and LeTCI complement the Baldrige Criteria and permit the systems perspective.