1. An Example of Customizing the Criteria by Industry

    June 26, 2020 by BPIR.com Limited

    Originally posted on Blogrige by Dawn Bailey

    When the concept of performance excellence was first introduced, it was widely perceived as prescriptive by the American Contractors Insurance Group (ACIG), a group-captive insurance company that is owned by the policyholders it insures. “The executive team at ACIG were skeptical that performance excellence—and the Baldrige Criteria for Performance Excellence in which it was defined—could be meaningfully translated into construction-industry terminology,” said Larry Owen, Quality Division manager at ACIG.

    Then, a small group of employees began breaking down concepts from the Baldrige Criteria and turning them into questions related to construction, and a new, beneficial understanding emerged.

    “Once we established the [Baldrige Criteria’s] applicability to our industry, the benefits became apparent,” said Owen. “We began to see buy-in on the concepts of business improvement, sustainability, and succession planning of current and future leaders.”

    Performance Excellence Journeys Begin
    Owen said that because ACIG’s mission includes reducing the overall cost of risk for its Members, the company created a Quality Management Department focusing on the narrow discipline of quality in construction. Now, however, those quality-specific initiatives sit within the overall context of performance excellence. According to Owen, the refreshed focus of the Quality Department includes each aspect of the performance excellence business model while continuing to provide management guidance on basic quality controls, quality assurance, quality risk management, and proactive construction-defect mitigation. This strategy more clearly aligns the business results of ACIG and its Members, said Owen.

    “The more our Members improve their risk mitigation/prevention, the better our underwriting results,” said Owen. “Members have an incentive to continuously improve as it relates to risk reduction.” He added that ACIG individually supports each Member in its performance excellence journey.

    The Performance Excellence Peer Group (PEPG)

    ACIG’s Performance Excellence Peer Group listens to BMWC’s CEO Brian Acton as he describes the company’s Strategic Planning & Development Process prior to the group’s round-table breakout and report-out sessions on the subject.
    Owen said that some Members had initial challenges with their performance excellence strategies due to the lack of dedicated internal resources to capture best practices. In response to this challenge, ACIG established the Performance Excellence Peer Group (PEPG).

    “Initially, we convinced a few Members to take the [Baldrige Criteria] self-assessment written by Ph.D. Denis Leonard, which helped as a catalyst,” said Owen.

    The PEPG shares specific best-in-class practices guided by the Baldrige Criteria for Performance Excellence categories: 1. Leadership; 2. Strategic Planning; 3. Customers; 4. Measurement, Analysis, and Knowledge Management; 5. Workforce; 6. Operations; and 7. Results. ACIG Members also discuss best practices related to change-culture management and exchange ideas on how to manage continuous improvement initiatives.

    “We believe that our Members who continuously improve in these principles will improve the value to their customers and ultimately reduce the overall cost of risk with their operations,” Owen said.

    Currently, ACIG conducts a half-day, semi-annual PEPG meeting in conjunction with its semi-annual shareholders’ meeting. PEPG, which started in 2017 with the involvement of two company presidents, now has achieved a 73% participation rate among its Members. Typical attendees include principals, chief executive officers, chief operation officers, chief financial officers, executive vice presidents, senior vice presidents, and vice presidents of construction companies.

    Prior to each meeting, the 54 participating executives answer 15–20 adapted, Criteria questions developed by the ACIG staff. Each participant is required to complete the assignment before the meeting. The ACIG staff, which consists of one national Baldrige examiner and two state examiners, analyzes the responses and identifies gaps. New questions are then generated and discussed during break-out sessions and report-outs during the half-day meeting.

    “The ensuing discussions, interactions, and exchange of ideas are energizing, and everyone leaves with a sense of accomplishment and yearning to do more,” said Owen. “Our ultimate goal is to promote business improvement, continuity, sustainability, and a robust self-sustaining culture of continued learning and improvement. Achieving these goals helps to reduce the overall cost of risk for each Member. As they become more aware of the advantages, members may also consider engaging their state Alliance for Performance Excellence program.”

    To date, five companies (including ACIG) have begun Baldrige Criteria performance excellence assessments by writing Organizational Profiles, and the company encourages all group Members to write profiles within the first year of joining the peer group. Four companies have sent employees to Baldrige-based training at an Alliance state program.

    Industry Benefits

    “I think any industry would find value in the Baldrige Criteria for Performance Excellence,” said Owen. “If you lead with industry-specific knowledge, you are able to develop your own vocabulary.”

    He added that the Criteria can help industries and organizations focus on four things:

    1. Listening to the voice of the customer,
    2. Replying with the customer’s voice,
    3. Developing and sharing comparative data, and
    4. Improving your competitive advantage.

    ACIG provides insurance and related services to Members of the construction industry. Its major insurance offerings include workers’ compensation, general liability, automobile liability, subcontractor default insurance, and contractor-controlled insurance programs. Its services include underwriting, claims management, policy issuance and compliance, safety, quality assurance and quality control, performance excellence, and risk management services. The company is charged with providing a long-term stable insurance market to its Members who desire very broad coverage and specialized services for the construction industry.


  2. Managing and Recovering from the COVID-19 Pandemic – Dubai We Learn Research Report

    June 22, 2020 by BPIR.com Limited
    Source: Dubai Government Excellence Program – https://www.instagram.com/dubaiexcellence/

    In this time of crisis, benchmarking and learning from global best practices have never been more important. It was for this reason the Dubai Government Excellence Program (DGEP) launched an accelerated benchmarking initiative called “Dubai We learn – Conquering COVID-19” to provide best practices and ideas to Dubai Executive Council’s Supreme Committee of Crisis and Disaster Management with the aim “for Dubai to become a Global Best Practice in Managing and Recovering from the COVID-19 Pandemic”.

    It is our pleasure to share with you a joint publication by the Dubai Government Excellence Program (DGEP) and its partner the Centre for Organisational Excellence Research (COER). This report shares some of the findings from the international research that was undertaken for the project. A later publication will share information on the project itself and the best practices that have been implemented in Dubai.

    This special report seeks to capture global best practices, specifically from countries that have achieved some success in their approach to managing the crisis. The report is organised into five key aspects of civil society, and focuses primarily on how various governments and the WHO have tackled – and, indeed, are still tackling – both the pandemic and its effects.
    The five aspects are:

    • Pillar 1: Crisis Management
    • Pillar 2: Health
    • Pillar 3: Food Security & Supply Chain
    • Pillar 4: Economy
    • Pillar 5: Societal Behaviour

    Click here to download the report

    For information on Dubai We Learn please contact:

    Maha Al Suwaidi,
    Project Manager, Dubai Government Excellence Program,
    The General Secretariat of the Executive Council of Dubai, United Arab Emirates.
    Email: maha.alsuwaidi@tec.gov.ae

     

    Or contact Dr Robin Mann to learn more about the TRADE Best Practice Benchmarking Methodology, r.s.mann@massey.ac.nz


  3. Best Practice Report: Information & Knowledge Management: Big Data

    June 20, 2020 by BPIR.com Limited

    The term “big data” refers to data that is too large or complex—or is changing too rapidly—to process using traditional methods. Instead, organisations use more advanced computational methods to reveal patterns, trends, and associations – particularly in terms of how people interact with each other and with their surroundings. These insights enable organisations to improve strategies and make better decisions. Big data is characterised by the “5 Vs”: volume, velocity, variety, veracity, and value.

    • Volume refers to the massive amounts of data.
    • Velocity refers to the high speed at which data is accumulated.
    • Variety refers to the nature of data which may be structured, semi-structured or unstructured.
    • Veracity refers to the inconsistencies and uncertainty in the data, as well as to disparate data types and sources.
    • Value refers to the importance of being able to convert all of this data into something useful.

     
     
     
    In This Report

    1. What is “big data”?
    2. Which organisations have been recognised for excellence in big data?
    3. How have organisations reached high levels of excellence in big data?
    4. What research has been undertaken into big data?
    5. What tools and methods are used to achieve high levels of success using big data?
    6. How can the use of big data be measured?
    7. What do business leaders say about big data?
    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. Learning from Role Models: Category 4: Measurement, Analysis, and Knowledge Management

    June 9, 2020 by BPIR.com Limited
    Originally posted on Blogrige by Dawn Bailey

    Baldrige Criteria Blog Series
    In this blog series, we are highlighting some of the learning (successful strategies and programs) shared by Baldrige Award recipients to highlight the categories of the Baldrige Criteria and how your organization might consider using them as inspiration.

    What is Category 4?
    Category 4 of the Baldrige Criteria covers all key information on effectively measuring, analyzing, and improving performance, as well as managing organizational knowledge to drive improvement, innovation, and organizational competitiveness.

    Category 4: Measurement, Analysis, and Knowledge Management
    This category asks how your organization uses data and information to improve organizational efficiency and effectiveness and to stimulate innovation. It asks how you select and use data and information to guide your process management. This category also asks how you build and manage your organization’s knowledge assets and ensure the quality and availability of data and information.

    Baldrige Award Recipient Best Practices
    Following are some practices shared by Baldrige Award recipients (the Center for Organ Recovery & Education, Charter School of San Diego, and Memorial Hospital and Health Care Center) in the realms of selecting and using data for organizational planning and performance improvement, and performance measurement, analysis, and review, as well as to identify best practices. What could your organization learn/adapt?

    Center for Organ Recovery & Education (CORE)
    2019 Baldrige Award Recipient, Nonprofit

    Because industry comparative data were limited, CORE took a lead role in collaborating with two other organ procurement organizations (OPOs)—who were also high-performing Baldrige Award recipients—in creating the Leadership and Innovation National Collaborative (LINC).

    LINC meets periodically to define, share, and compare data and best practices. CEOs and COOs from each member organization discuss joint strategies in an effort to enhance OPO industry performance and public perception. In 2018, the LINC executives created two committees–metrics and knowledge management–to share defined, normalized, and comparable data and to develop best practices.

    To advance OPOs’ best practices, CORE’s information technology team also worked closely with an industry-wide association to build a tool to examine infrastructure, data, and integration. CORE uses methods such as a leadership-initiated “catch-ball” process that spreads best practices through workforce communication and consensus and a program fostering employee-submitted “Great Ideas.” To identify best practices, CORE participates in local and national associations and collaborates with hospitals and transplant centers.

    CORE also gathers industry comparative data through regulatory organizations, accreditors, and customers. In cases where no industry data are available, CORE uses relative and appropriate benchmark data outside of the industry; for example, safety, turnover, information technology responses, and salary surveys have outside industry comparisons.

    The organization continuously monitors its performance on key measures through corporate and department-level dashboards, with measures cascading from dashboards and scorecards to action plans. Measures are tracked daily, weekly, monthly, quarterly, and annually using resources such as the “data mall,” which was built in-house by CORE’s information technology staff.

    Reports and dashboards in the CORE data mall require validation and sign-off. All data extracts are centralized to ensure that values are consistently used across reports and that data are current. This approach allows CORE to have great agility. For example, in 2017, the Centers for Medicare and Medicaid Services changed the way it measured transplanted lungs and partial liver transplants. CORE was able to rapidly change its own measurements and reporting.

    To project its future performance, CORE uses predictive analytics of historical data and external benchmarks and trend data. For example, the clinical department uses linear regression models to forecast the number of organs recovered, a key strategic measure. The human resources department uses a forecasting model to maintain optimal workforce skills and capacity; this model has been continuously improved to address the challenge of daily fluctuations in staffing needs for CORE’s uniquely reactive industry.

    Charter School of San Diego (CSSD)
    2015 Baldrige Award Recipient, Education

    To engage students and reduce dropout rates, CSSD brings together students, parents, teachers, counselors, and support staff to deliver learning through Pathways Personalized Education Plans (PPEPs). PPEPs are used to determine what educational programs and support to provide students by drawing on data and information, including from local school districts, surveys, community demographics, students’ short- and long-term goals, learning styles, current interests, academic achievement, and skills development. Through meetings and data reviews, teachers monitor changes in students’ needs and work with learning leads to connect students and families to local resources.

    Broken into three phases, PPEPs help students advance academically:

    1. Personalized Pathways Intake. Students’ PPEP creation begins during enrollment. A support staff member personalizes students’ individualized academic plans by collecting and analyzing information. Assigned teachers consider inputs to assign and develop personalized courses that are delivered through a blended, online independent study educational program. Teachers also work closely with families to set personal and academic goals, as well as to align resources.
    2. Student Pathways Implementation and Progress. Students and parents work with their teachers in one-on-one and small group settings. Each student’s PPEP is enhanced with field trips, volunteer opportunities, cultural events, guest speakers, career days, elective course options, and work experience customized to student interest and pathway choice. The online student and parent portal allows students and parents to access course assignments and grades at any given time.
    3. Successful Pathways Transition. Based on their preferences, students are either redirected to traditional high schools or graduate based on accomplishment of their PPEP goals. All students complete an exit survey to identify best practices and opportunities for improvement.

    The PPEP Storybook provides a single source for reviewing all pertinent student outcome results. Examples of PPEP Storybook reports include student demographic reports, new student data reports, student participation reports, student confidence survey results, graduate data, student achievement results, dropout data, retention and redirection reports, and key customer survey results. Data are segmented by school, region, resource center, and individual teacher. Several results from the PPEP Storybook are also reflected in the instructional staff scorecard.

    PPEP Storybook data are reviewed and analyzed to ensure that instructional strategies are successful for each student. Teachers can immediately reconcile and adjust students’ instruction, methods of delivery, and resources. Teachers and staff conduct home visits, perform and track appropriate interventions, and refer students and families to specific community resources and partnerships.

    Through monitoring of PPEP Storybook results and teacher scorecards, the organization learns about and identifies best practices and high performance. These best practices and high performers are held up as role models.

    Memorial Hospital and Health Care Center (MHHCC)
    2018 Baldrige Award Recipient, Health Care

    At MHHCC, data and information used for tracking daily operations and overall organizational performance are selected, collected, aligned, and integrated through the Performance Measurement Process (PMP), which is aligned with the plan, do, check, act, and evaluate process. Performance measurement supports data-driven decision making and the effective performance of key work systems, leadership and governance, access to care, delivery of care, transition to care, and support.

    In PMP step 1, leaders set organizational direction and establish Covenant Goals (strategic objectives); all subsequent measures are aligned to these goals. Measures are tracked on the organizational scorecard and through quarterly business reviews. In step 2, strategic objectives flow to 90-day action plan measures, and to processes and departments to ensure alignment. Measures and appropriate comparisons are defined for each 90-day action plan.

    In PMP step 3, 90-day action plans and daily operations are executed, and performance is measured. In step 4, results are analyzed, including analysis of organizational scorecard metrics, progress on 90-day action plans, and departmental or process performance. In Step 5, performance on measures is systematically aggregated and reviewed through the Operational Rhythm.

    The Operational Rhythm is a structured, multi-tiered framework for reviewing organizational performance and capabilities. Performance is assessed using a balanced set of measures; performance results are analyzed to provide information for decision making; and improvement plans are developed and implemented when objectives are not met. As part of the Operational Rhythm, performance gaps are identified and compared to goals, competitors, or benchmarks.

    In a 2018 improvement, alignment boards were deployed in each department. They display the organization’s mission, vision, and core values; strategic plan on a page; nursing strategic plan; organizational scorecard; department strategic challenge; stop light reports from senior leaders visiting each department and the front-line (i.e., rounding); and action plans.

    MHHCC expands service offerings by acting on market intelligence gathered via techniques such as patient and family advisory councils, analysis of third-party data, and the website and diverse social media tools. Leveraging this intelligence, MHHCC introduced a new stroke telemedicine product; gained insight into an opportunity for secondary market entry that included the need to provide services to the Amish community; and targeted the expansion of the oncology service line.

    High-performing units submit best practices electronically to the Hospital Update Board (HUB). After an idea is submitted, best practice team members review and determine if the idea is a “best” practice or a “recommended leadership” practice. Identified best practices/recommended leadership practices are presented at leadership meetings along with action plans for their deployment. Additionally, best practices are captured through 90-day action plan weekly report outs, leadership rounding, the Nursing Clinical Practice Council, and other updates.


  5. Is Johnny Carson to Blame for the 1973 Toilet Paper Shortage? How Could Baldrige Help Manufacturers Prepare for the Next Panic-purchases?

    June 3, 2020 by BPIR.com Limited

    Originally posted on blogrige by Harry Hertz

    My fascination with toilet paper
    I will answer the questions posed in the title to this posting, but first a little history. I guess my fascination with toilet paper began in the early 1970’s while living in Europe. I had an occasion to use the toilet while riding British rails and was fascinated by two aspects of the toilet paper. First the paper itself was waxed on one side and coarse on the other. But even more fascinating was that each sheet was imprinted “On Her Majesty’s Service.” Far be it from me to question Her Majesty! The second experience was visiting a little town in Italy and going to a restroom where the toilet paper really was squares of an old newspaper hung up by a piece of string through a hole in the sheets.

    Fast forward to the gasoline shortage in the U.S. in the 1970’s. There was a simultaneous shortage of toilet paper. Why? According to CBS News, a Congressman from Wisconsin released a statement saying, “The next thing we’re gonna have to worry about is a potential toilet paper shortage.” Tonight Show writers picked this up and wrote it into Johnny Carson’s monologue for Dec. 19, 1973, omitting the word “potential.” That sent his audience of nearly 20 million people to the supermarkets and the rest is history. About a month later Carson issued a correction, “For all my life in entertainment, I don’t want to be remembered as the man who created a false toilet paper scare. Apparently there is no shortage!”

    So, what is the cause of today’s shortage?
    As best I can tell from reading numerous reports there are two contributing causes. According to Time and psychologist Baruch Fischhoff, a professor at Carnegie Mellon University, when people experience a shortage of certain foods they can always substitute. But that leads to thinking about things that don’t have substitutes. When it is a primal need, like toilet paper, we run to the stores and guarantee our personal supply. The same reaction occurs in advance of a snowstorm. However, since that is a regional event supplies can be quickly replenished.

    The second contributing cause is families staying at home and not going to work or school. According to Georgia-Pacific, a leading U.S. toilet paper manufacturer, 40% of toilet paper use normally occurs outside the home. The problem is that the paper manufacturing industry works on tight margins and commercial toilet paper is different in make-up and packaging than home-use toilet paper. Making a shift in existing assembly lines is difficult.

    So, how could Baldrige help?
    Today, it’s toilet paper. But could your product face a shortage one day due to circumstances beyond your control? The Baldrige Criteria for Performance Excellence ask a number of relevant questions that can help manufacturers prepare for unexpected runs on their products:

    • Item 3.1 is about listening to customers and determining their product and service needs.
      Specific questions ask how you determine customer and market needs for product offerings. Also, how you adapt product offerings to meet the requirements and exceed customer group and market segment expectations. Before a shortage strikes your product, could you prepare some flexible manufacturing lines or alternative packaging and delivery options?
    • Item 4.2 is about managing information and organizational learning.
      Specific questions address assembling and transferring relevant knowledge for use in innovation and strategic planning. Also, how you embed learning in the way your organization operates. Are you incorporating information and knowledge from other instances of shortages in your planning processes?
    • Item 6.1 is about designing, managing, and improving key products and work processes.
      Specific questions address designing products and work processes to incorporate organizational knowledge, consideration of risk, and the potential need for agility into products and processes.
    • Item 6.2 is about effective management of operations.
      Specific questions address how your organization prepares for disasters or emergencies. It asks how your disaster emergency preparedness system considers prevention, continuity of operations, and recovery. It also asks about how your system takes your reliance on workforce, partners, and your supply network into account.

    These are not easy questions to address in low-margin industries. While I may be biased, I believe the Baldrige Criteria questions could help your organization and industry be better prepared for disasters and emergencies in the future and avoid shortages?

    Oh, and one final smile for those who haven’t heard it, my neighbors’ yard got TP’d yesterday and their real estate value immediately went up $10,000.

    Stay well!