1. Dubai We Learn – Government Excellence Makers Program 3rd Knowledge Sharing Summit

    November 23, 2019 by BPIR.com Limited


    By Dr Flevy Lasrado, Asst. Professor of Organizational Excellence, University of Wollongong in Dubai

    I was pleased and delighted to accept the Dubai Government Excellence Program (DGEP’s) invitation to learn more about the amazing projects associated with the Dubai We Learn initiative on Wednesday, 16 October, 2019 at the Jumeirah Emirates Towers Hotel in Dubai. Needless to say, the ‘Dubai We Learn – Excellence Makers Program 3rd Knowledge Sharing Summit’ is one of the most intellectually sophisticated events in the field of business excellence, best practices and benchmarking.

    The event was held in the Godolphin Ballroom and the atmosphere was exuberant and lively, with very many erudite professionals and astute officials representing the various authorities of the Government of Dubai. It was a wonderful knowledge sharing summit that included project presentations from 10 government entities. From my own perspective with a background in continuous improvement, I could not have spent 16 October, 2019 in any better way, especially because that evening I was to speak about process improvements to my Master’s class from the University of Wollongong and would be able to share real-life examples with them. The 10 cases of extremely well-presented cases were exemplary and gave the audience much to learn and think about. Each entity presented a themed project and provided evidence of the multitude of benefits that they have achieved, while also giving feedback to co-participants and pointing out future opportunities for improvements. The breakout sessions were also planned so well that even a coffee moment turned out to be brilliant knowledge sharing moment!

    The Centre for Organisational Excellence Research (COER), New Zealand, has been orchestrating the learning, knowledge gathering and execution of the Dubai We Learn initiatives (now in their 3rd cycle) in tandem with DGEP. COER assists the teams in using the TRADE Best Practice Benchmarking Methodology so they can identify and implement best practices, and empowers the teams to reach a 7-Star level of excellence that assures long-term sustainability and future relevance

    TRADE Stages

    Figure 1 – The TRADE Best Practice Benchmarking Methodology


    The program included an introductory welcome from Dr Zeyad El-Kahlout, Senior Quality and Excellence Advisor, of DGEP, followed by Dr Robin Mann, who presented the participating teams to the audience.

    Without further delay, let me summarise the 11 projects.


    To develop a new user friendly EV Charger which supports a seamless customer experience as an interim solution till standardization of single EV charging solution occurs

    Encourages adoption of electric vehicles in the city for a sustainable city.

    2Dubai Police

    Find and implement best practices enhancing the efficiency and operational capacity of Hold Bag-gage Screening System (HBS) as well as the productivity of employees engaged within the different processes and levels of the HBS at Dubai Airports by EXPO 2020

    Increased satisfaction of travellers by speeding up the process, and reduced costs as less delays in flight times due to security issues.

    3Community Development Authority

    Identify and implement best practices in: Loyalty, Motivation, Communication, Empowerment, Innovation and Productivity.

    Increased employed happiness and productivity, reduced absenteeism and greater employee retention.

    4Roads & Transport Authority

    To develop a simple and reliable approach for measuring and communicating Return on Innovation (ROI) that is aligned to RTA’s  strategic needs to culminate in an Agile  Innovation  Journey

    Estimate and understand ROI for key investments such as the Enterprise Command & Control Centre and Dubai Metro.

    5Dubai Health Authority

    Improving the out-of-hospital post cardiac arrest (OHCA) survival rate

    Save 1000’s of additional lives.

    6Federal Authority for Identity & Citizenship

    To identity best practices that will lead to an effective integrated system between GDRFA’s strategy, Innovation, PMO, Operations and Excellence departments

    Efficiently through adopting international, regional, and local best practices and excellence models, that meets Dubai’s Government directions and GDRFA’s vision, therefore, acts as a best practice in its field.

    7Dubai Corporation for Ambulance Services

    Develop a vibrant Moonshot innovation ecosystem to accelerate the effectiveness and outcomes of all innovation ecosystem components in line with international best practices.

    Accelerate all innovation ecosystems to achieve multiple moon shots every year.

    8Dubai SME

    To improve the process of qualifying and supporting entrepreneurs to start viable businesses.

    Increase efficiency of guidance service and the level of entrepreneurs’ happiness with service information by Dec 2020 to ultimately have more successful businesses.



    To provide an instant, reliable and robust unit valuation service.

    Increase the speed of valuation process from 3 days to instant thus increasing customer happiness.

    10Dubai Municipality

    Accelerate the processes of service contracts, re-engineer the process through technical opportunities.

    Faster service contract cycle time from 210 days to 45 days or less, saving money and increasing supplier satisfaction.

    Figure 2: Summary of All projects presented at the 3rd Summit

    A number of the projects were aimed at improving project agility and cycle times, and implementing new approaches and measures for innovation. Other projects involved incorporating the latest technology applicable to the problem area, including machine learning and AI. A common thread across all projects was to raise happiness for the citizens of Dubai, so that Dubai becomes the happiest and smartest city in the world.

    Watch highlights of the day video

    Overall, it was a fascinating experience to witness the massive improvement of each of the entities and their dedicated commitment to their innovative projects. Dubai We Learn has proven to be a very promising journey for all participating organisations and is paving the way for ‘dreams to come true’! I wish all the teams’ further achievements and success when the projects conclude on 22 December with the final Knowledge Sharing Summit.

    For more information on 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


  2. Baldrige Award Winners 2019

    November 17, 2019 by BPIR.com Limited

    Originally posted on Blogrige

    The U.S. Department of Commerce announced that six organizations will be presented with the Malcolm Baldrige National Quality Award. Baldrige is the nation’s only presidential award for performance excellence, recognizing U.S. organizations and businesses that have shown an unceasing drive for innovative solutions to complex challenges, visionary leadership and operational excellence.

    “With an emphasis on efficiency and best practices, the Baldrige public-private partnership generates $1 billion per year in economic impact for the U.S. economy,” said Secretary of Commerce Wilbur Ross. “The Baldrige Award embodies the competitive spirit and commitment to excellence that fuels our economic resurgence and drives our country forward.”

    The 2019 honorees are as follows:

    • Adventist Health White Memorial, Los Angeles, California (health care)
    • Center for Organ Recovery & Education (CORE), Pittsburgh, Pennsylvania (nonprofit)
    • City of Germantown, Germantown, Tennessee (nonprofit)
    • Howard Community College, Columbia, Maryland (education)
    • Illinois Municipal Retirement Fund, Oak Brook, Illinois (nonprofit)
    • Mary Greeley Medical Center, Ames, Iowa (health care)

    The 2019 Baldrige Awards will be presented at a ceremony on March 24, 2020, during the Baldrige Program’s 32nd annual Quest for Excellence® conference, which will be held in National Harbor, Maryland.

  3. Best Practice Report: Leadership: Engagement and Communication with Stakeholders

    November 11, 2019 by BPIR.com Limited

    A stakeholder is an individual or a group that holds a stake or, in other words, an interest in an organisation’s activities. Stakeholders can come from almost every area in which an organisation exists and operates: they can, for example, be employees, suppliers or customers; consumers, unions or legislators; banks, competitors or shareholders. Engaging and communicating with stakeholders is a fundamental ‘must’ for every organisation. Engagement goes beyond a simple exchange of information. Engagement involves listening, learning and collaborating with those who have a legitimate interest in an organisation’s activities, products and services. It is the process through which leaders (from CEOs to managers to team leaders) involve those people who may be affected by the decisions an organisation makes or might influence the implementation of the decisions. Stakeholder communication refers to all forms of communication-formal and informal-that leaders convey to the organisation’s stakeholders. Organisational communication can be considered a subset of the deeper role of stakeholder engagement, in which leaders play a critical role.
    In This Report:

    1. What does ‘engagement and communication with stakeholders’ mean?
    2. Which organisations have received recognition for engagement and communication with their stakeholders?
    3. How have organisations reached high levels of success through engagement and communication with their stakeholders?
    4. What research has been undertaken into engagement and communication with stakeholders?
    5. What tools and methods are used to achieve high levels of success in engaging and communicating with stakeholders?
    6. How can engagement and communication with stakeholders be measured?
    7. What do business leaders say about engagement and communication with stakeholders?
    8. Conclusion

    Access the report from here. At the bottom of the page is a PDF version of the report for easy reading. If you are a non-member, you will find some of the links in this report do not work. To join BPIR.com and support our research simply click here or to find out more about membership, email membership@bpir.com. BPIR.com publishes a new best practice every month with over 80 available to members.

  4. Board of Director Responsibilities

    November 8, 2019 by BPIR.com Limited

    Article originally posted on Blogrige by Harry Hertz

    The Baldrige Excellence Framework is underpinned by a set of 11 core values and concepts. These core values have guided both the development and understanding of the Baldrige Criteria for many years. They have served as the basis for defining role model leadership attributes. These leadership attributes, with a focus on the roles that Boards of Directors play, are also applicable to their performance. The core values are listed below with examples of their meaning for Boards.

    The values and examples are equally appropriate to public and privately held businesses, nonprofits, and public sector organizations. Depending on a board’s current focus and challenges, different attributes may have greater relative importance at a given time.

    Selects and Guides Visionary Leadership
    Exemplified by:

    1. Holding the CEO (the designated senior leader) accountable for adherence to the organization’s values and mission
    2. Reviewing organizational vision, strategies, CEO performance, and systems for achieving ongoing organizational success
    3. Inspiring and motivating the organization to achieve high performance, with high employee engagement
    4. Encouraging authenticity, allowing leaders to admit to missteps and encouraging them to report bad news

    Ensures a Systems Perspective
    Exemplified by:

    1. Holding the CEO accountable for setting a systems perspective across the organization, guiding and assessing the organization holistically
    2. Requiring a focus on strategic direction and customers to improve overall performance
    3. Ensuring utilization of the larger ecosystem (partners, suppliers, customers, communities) in which the organization operates to achieve efficiency and innovation

    Holds Leaders Accountable for Customer-Focused Excellence
    Exemplified by:

    1. Holding leaders accountable for a customer-focused culture in the organization, integrating customer engagement and loyalty as a strategic concept
    2. Requiring leadership attention to changing and emerging customer and market requirements
    3. Holding leaders accountable for the organization’s development of innovative offerings and customer relationships that serve as a differentiator from competitors

    Values People
    Exemplified by:

    1. Reviewing organizational culture to ensure a focus on meaningful work, engagement, empowerment, accountability, development, and well-being of workforce members
    2. Holding leaders accountable for an organizational environment of safety
    3. Ensuring a culture of inclusivity that capitalizes on the diversity of the workforce and the Board

    Holds Leaders Accountable for Organizational Learning and Agility
    Exemplified by:

    1. Reviewing organizational capacity for rapid change and for flexibility in operations
    2. Monitoring the organization’s ability to manage risk and make transformational changes despite ever-shorter cycle times
    3. Holding leaders accountable for embedding learning and improvement in the way the organization operates

    Focuses on Organizational Success (Sustainability)
    Exemplified by:

    1. Working with leaders to create a focus on short- and longer-term factors that affect the organization, its reputation, its stakeholders, and its future marketplace success, including needed core competencies and skills
    2. Accomplishing strategic succession planning for topmost leaders, selecting the CEO, and setting appropriate compensation
    3. Focusing on the “big picture,” ensuring that organizational planning anticipates future marketplace, economic, and technological influences and disruptions

    Guides the Organization for Innovation
    Exemplified by:

    1. Holding leaders accountable for an environment where strategic opportunities are identified, and the workforce is supported in taking intelligent risks

    Governs by Fact
    Exemplified by:

    1. Compelling the organization to measure performance both inside the organization and in its competitive environment
    2. Ensuring that data and analysis are used in operational and strategic decision making
    3. Challenging leaders and the organization to extract larger meaning from data and information
    4. Conducting audits and overseeing financial controls

    Encourages Societal Contributions
    Exemplified by:

    1. Acting as a governance role model for public and community responsibility
    2. Holding leaders accountable for organizational actions leading to societal well-being and benefit, thereby contributing to organizational success
    3. Motivating the organization to excel beyond minimal compliance with laws and regulations

    Ensures Ethics and Transparency
    Exemplified by:

    1. Demonstrating and requiring highly ethical behavior in all board and organizational activities and interactions
    2. Governing with transparency through open communication of clear and accurate information
    3. Holding leaders accountable for open communication of clear and accurate organizational information

    Ensures a Focus on Delivering Value and Results
    Exemplified by:

    1. Driving the organization to achieve excellent performance results
    2. Driving the organization’s leaders to exceed stakeholder requirements and achieve value for all stakeholders
    3. How do members of your Board Of Directors or your Advisory Body perform relative to these attributes and behaviors? Are they fulfilling all their responsibilities? Are they going beyond their roles and stepping into “leadership” roles? Would a discussion or self-assessment using these attributes enhance Board performance? This could start their journey into building a high performing organization in collaboration with the organization’s senior leaders.

  5. South African Quality Institutes latest news

    October 30, 2019 by BPIR.com Limited

    South African Quality Institute (SAQI) http://www.saqi.co.za is the national body that co-ordinates the Quality effort in South Africa. Their monthly newsletter is an excellent source of information to keep up with the latest quality issues in South Africa.

    • Welcome to the October edition of our e Quality Edge
    • 25 years of Living Quality, By Paul Harding
    • SAQI Quality Training 2019 Psychology of an Audit, By Paul Simpson
    • Benchmarking for Best Practices, By Jorge J. Roman Ph.D
    • 2019 SAQI Plant Tour at Bevcan, Springs Hosted by Bevcan
    • SAQI Knowledge Forum at Assupol 9 October 2019
    • Yes, exams are stressful but…, By Dr Richard Hayward

    Click here to download this newsletter.