1. BPIR.com Newsletter: August 2019

    August 31, 2019 by BPIR.com Limited

     














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    Best Practice Report: Leadership: Legal and Ethical Behaviour

    This is our second Best Practice Report of the Business Excellence Series consisting of more than 30 reports. Each report focuses on a criteria item of internationally recognised Business Excellence Models. Together all the reports will provide a blueprint of how to become a world-class organisation. The second report of six on leadership provides best practices on “Legal and Ethical Behaviour”.

    There are two types of compliance when it comes to behaviour within an organisation: legal and ethical. Legal compliance is about following the law, rules, and regulations, while ethics means doing what is right and behaving with integrity. It is important to note that you can be legally compliant and yet unethical.















































































    Featured Events





















































    Latest News

    • Why You Should Add “Learnability Quotient” to Talent Assessments….read more
    • AARP’s CEO Talks about Leadership (and the Value of Baldrige)….read more
    • South African Quality Institutes latest news….read more
    • 2019 Baldrige Case Study Features Nonprofit Organization….read more
    • Not Yet Using the Baldrige Excellence Framework? Five Ways Forward….read more
    • Book release: Be a Frontline H.E.R.O…..read more
    • Best Practices Identified Along the Way….read more
    • Spotlight on 2018 Baldrige Award Recipient Leaders:








































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    2nd Knowledge Sharing Summit of Dubai We Learn, a government-wide benchmarking initiative

    The Dubai Government Excellence Programme (DGEP), part of the General Secretariat of the Executive Council of Dubai, launched the 3rd cycle of the initiative in February 2019. This initiative is in cooperation with the Centre of Organisational Excellence Research (COER)?, New Zealand. The initiative aims to empower a culture of institutional learning and the transfer and exchange of knowledge within the government sector.

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    The 2nd Knowledge Sharing Summit of Dubai We Learn was held on 31 July 2019, 11 projects teams gave a 10 minute presentation to share their project progress. Discussions then followed between the teams on how they could assist each other.

    To learn more of the previous projects you can read our book on the 1st Cycle of Dubai We Learn here? and shortly you will be able to read our book on the 2nd Cycle of Dubai We Learn showcasing 11 more projects (to be published by Oct 2019)?.














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    Leadership System prepares a new generation of leaders

    The Leadership System at Alamo Colleges District (ACD), a network of five US community colleges and Baldrige Award winner, was seen as a cycle of establishing goals, building trust, working toward a cause, and preparing a new generation. As part of this philosophy of education, ACD embraced the mantra “we have a leader in every seat” in regard to students, while also providing a leader in every classroom and office through high-performing faculty and staff members. Putting students first, practising principle-centred leadership, and achieving performance excellence were ACD’s three overarching priorities, defined as The Alamo Way. ACD lived the leadership cycle through its mission, vision, values and culture and sought to empower each and every one of its distinct communities, in line with the mission of “empowering our diverse communities for success.”.



































































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    Competency-based education speeds up learning

    This paper addresses a critical aspect of the Fourth Industrial Revolution: understanding the skills of the future and how new models of learning must be embraced to address the challenges exposed with existing systems of learning. One method of flexible programme design discussed is competency-based education (CBE), an effective method to allow individuals with a base layer of knowledge to rapidly proceed through a programme where they have relevant skills and spend more time learning those skills they do not have. The Sinclair Community College in the US transitioned some of its Computer Information Systems programmes into a CBE model which allowed individuals who had IT skills to move quickly through the programme. In the first three years, Sinclair reported that CBE students completed degree programmes in an average of just four terms, 35% faster than non-CBE students. In addition, graduation rates for CBE students were double that of non-CBE students over the three-year period of Sinclair’s first CBE program offerings.”
















































    Do you know that there are more than 200 Award Winner Reports available in BPIR.com? And increasing…






















    BPIR Tip of the Month – Award Winner Reports 









































    Award Winners Reports

    Imagine a website that provides a detailed list of major award winners along with the organisation’s name, award names, a summary report of the award application details, and contact details for the organisations involved. The Award Winner Reports offers all of the above-mentioned features, PLUS 100’s of video clips and presentation slides are also available for many of the award entries.

    The Award Winners Report is a great tool that can help you to find potential benchmarking partners, and to learn from the example of top performing organisations.









































































































  2. BPIR.com Newsletter: June 2019

    June 17, 2019 by BPIR.com Limited

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    Best Practice Report: Leadership: Vision, Mission, and Values


    This our first Best Practice Report of the Business Excellence Series consisting of more than 30 reports. Each report focuses on a criteria item of internationally recognised Business Excellence Models. Together all the reports will provide a blueprint of how to become a world-class organisation. The first report of six on leadership provides best practices on "Vision, Mission, and Values".

    Vision is where an organisation wants to go: it describes the targeted successful state for an organisation. An organisational vision should be challenging and inspirational to its employees and stakeholders. A vision statement usually presents an ideal in the longer rather than in the shorter term. Mission is what an organisation is here to deliver. It is the reason for its existence and supports the attainment of the vision. Values are the guiding principles of the organisation. It gives employees a moral compass, a set of ideals, and a standard of behaviour expected in the organisation. Together, the vision, mission, and values communicate an organisation’s philosophy. They set the direction and the purpose, and show what the organisation cares about in its journey towards fulfilling its vision.

     

    Featured Events

     

    Latest News

    • Best Practices Identified Along the Way…. read more
    • Spotlight on 2018 Baldrige Award Recipient Leaders: IPM’s C. Richard Panico…. read more
    • Spotlight on 2018 Baldrige Award Recipient Leaders: Donor Alliance’s Sue Dunn…. read more
    • Spotlight on 2018 Baldrige Award Recipient Leaders: Alamo Colleges District’s Mike Flores…. read more

     

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    Leadership practices at a municipally owned electric utility


    To build an effective workforce environment and engage employees, Bristol Tennessee Essential Services (BTES) a US electric utility, empowered employees to make decisions to improve its products and services, in part by testing ideas and improving work processes. The company established a `storytelling” technique and stories were told to train employees, promote ethical behaviour and build understanding of BTES practices. BTES involved employees in developing its mission statement and vision statement, and the Continuous Improvement Team, revamped processes to recruit and hire employees who could work for the company for the long term. BTES achieved a retention rate of 100%, far exceeding the national industry average of 82% and industry benchmark of 91%. 75% of employees had perfect attendance, compared to a national industry average of about 20%. BTES was a 2017 Baldrige National Quality Award recipient.

     

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    Leadership system at an award winning faith-based healthcare provider


    The mission, vision and values of Adventist Health Castle (AHC), a US healthcare provider, drove its leadership system. The system incorporated concepts from the Baldrige Excellence Framework and depended on an integrated strategy and leadership structure of five key teams – the Patient Experience Team, the Playbook Team, the People Team, the Operations Council, and the Improvement Council – all of which reported to the President`s Council. AHC`s Strategic Planning Playbook was aligned with that of its parent organization Adventist Health and was cascaded to all AHC leaders through measurable goals to which they are held accountable through use of an evaluation management tool. The strategy was also cascaded to staff members, through practices such as regular leadership rounding and `Top 5 Boards` that are displayed in staff-only areas to highlight the latest goals as daily reminders. AHC was a 2017 Baldrige Award recipient.

    Do you know that there are around 2700 Competitor Analysis available in BPIR.com? And increasing…

    BPIR Tip of the Month – Competitor analysis

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    Find out how your competitors or world industry leaders have been performing. Identify particular organisation by name, industry, country, or employee base and read from the publications we have available about what has worked for them and how they have performed.

     


  3. BPIR.com Newsletter: May 2019

    May 23, 2019 by BPIR.com Limited

     

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    Best Practice Report: Self-Managed Teams and Holacracy

     

    Self-managed teams are groups of employees who work with minimum supervision. Whereas in a hierarchical organisation employees have to report to managers, self-managed teams are responsible for handling various assignments, solving problems, and making decisions. Holacracy is one of the more recent systems of structuring self-managed teams within an organisation. When fully adopted, there is no conventional management hierarchy; instead, power is fully distributed, giving individuals and teams the freedom to self-manage while staying aligned to the organisation’s core purpose. Holacracy favours small teams, called circles, with team members holding a number of different roles depending on the assignment. These circles self-organise, make rapid consensus-based decisions, and have the flexibility to adjust roles and solutions effectively to meet organisational goals.

    Last Month’s Best Practice Reports: 

    Customs, Vehicle Fleet Maintenance and Management, and Think Tanks

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    Customs: The movement of goods is controlled by a government department, agency, service or authority called customs. In general, a customs department decides what can or cannot enter or leave a country, how much should be paid in terms of duty (tax) for that to happen, and prevents the illegal import and export of banned or dangerous goods…. Read the report

    Vehicle Fleet Maintenance and Management: Fleet management encompasses fleet maintenance, and aims to develop strategies to maximise the life span of a fleet of vehicles. It also governs driver behaviour. Most fleet managers use fleet maintenance or management software to track driver activity, vehicle maintenance details, and to determine ways to optimise their use…. Read the report

    Think Tanks: Think tanks are defined as organisations that engage in the business of public policy. They research, analyse, and produce opinions on every imaginable topic in order to advise and inform public policy makers and those who think about public policy…. Read the report

    Featured Events

    Latest News

    • Benchmarking air pollution levels – Health and socio-economic impact, and solutions….read more
    • Leadership Practices of Memorial Hospital and Health Care Center….read more
    • The Kaleidoscope of employee morale and workplace wellness….read more
    • The State of Healthcare – Challenges and Opportunities….read more
    • The Quality Management Forum….read more
    • Alpha to Omega of Customer Service Management….read more
    • Performance Excellence Conference by New Zealand Business Excellence Foundation….read more
    • Spotlight on 2018 Baldrige Award Recipient Leaders: Tri County Tech’s Lindel Fields….read more

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    A Strategic Health Management System wins International Best Practice Award

     

    The Bharat Petroleum Corporation Ltd., (BPCL), implemented an Employee Health Management System (EHMS) in 2009. Employee Registration, Treatment, Investigations, Health Check-up and Analysis were all via the EHMS. Employees were sent reminder emails regarding Health check-ups one month in advance; repeated mails were sent if employees did not attend the follow-up. In event of non-compliance, an email is escalated to the next highest level of management. Employees could access their heath check-up records (Wellness Index Score) online. Employee satisfaction and motivation to improve individual Wellness Index Scores both increased. The link takes you to BCPL’s video presentation of the EHMS at the 5th International Best Practice Competition. BCPL was the winner of the 5th International Best Practice Competition in 2017.

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    Diabetes prevention health campaign recognised internationally

     

    In 2012, Max Bupa, an Indian Health Insurance Carrier, rolled out a first of its kind health initiative – The Max Bupa Walk for Health with ‘Walk India Walk’ as the core theme. The initiative reinforced the message on prioritising health before health insurance to a wider audience. In its first season the concept was awarded the Innovation in Marketing Award by the All India Management Association, 2013. In the second season it was recognised as The Best Healthcare Campaign of the Year, by India Healthcare Leadership Awards, 2014. The third edition was recognised as the Best CSR Initiative of the Year, at the Loyalty Awards, 2015. The fourth edition was awarded the Pitch Top 50 Brands title. In 2017 Max Bupa Walk for Health was a qualifier at the International Best Practice Competition. The link takes you to Max Bupa’s 5th International Best Practice Competition video presentation.

    Do you know that in BPIR.com there are more than 90 self-assessments? and increasing…

    BPIR Tip of the Month – Self-assessment tools and surveys

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    You may like to assess the performance of a functional area, business practice or approach (such as your marketing or your performance measurement Self-assessment tools and surveys in BPIR.com), or the performance of your whole organisation. Undertake the assessment and then use the other BPIR.com resource to provide ideas and best practices to address your opportunities for improvement.

    If you no longer wish to receive mail from us, you can Unsubscribe

    BPIR Newsletter, BPIR.com Limited, Bio Commerce Centre, Dairy Farm Road, Fitzherbert Science Centre, Palmerston North, Manawatu, 4441, New Zealand


  4. BPIR.com Newsletter: February 2019

    February 27, 2019 by BPIR.com Limited

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    Best Practice Report: Performance Management Systems for Emergency Service?

    Emergency and rescue services are organisations tasked with responding to various emergencies and ensuring public safety and health. Three primary emergency services can be summoned directly by the public: police, fire, and emergency medical services (EMS), which are also called ambulance services or paramedic services. This report will focus on how corporate performance management (CPM) principles can be applied to these emergency services to promote world-class delivery of care and optimal outcomes for the public.?

     

    Featured Events

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    NZBEF Conference, Auckland, New Zealand, 19-20 Mar 2019

    Come and join us at this two-day conference where we will celebrate all things to do with performance excellence, business excellence, continuous improvement, and measurement.


    Learn how to take your organisation to the next level by increasing your organisational performance with a strong focus on your leadership, strategy, customers, measurement, analysis & knowledge management, workforce, operations, and results.

    We have a great line-up of local and international speakers. The conference will be held at the Waipuna Hotel & Conference Centre, Mt Wellington, Auckland. You can register for the conference here and more NZBEF Conference information can be found at the conference website here. Please share details of the conference with others as we want a good turnout.

     

    Launch of the 3rd Cycle of Dubai We Learn

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    Over the next 2 weeks, 11 project teams representing 10 government entities will have started the 3rd Cycle of Dubai We Learn Excellence Maker’s Projects. These projects will help the government entities make dramatic and breakthrough improvements in their processes and systems through learning from best practices.

    The government entities represented in this round are DEWA, Dubai Land, Dubai Health Authority, GDRFA, Community Development Authority, RTA, Dubai Police, DCAS, Dubai Municipality and The Executive Council.

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    Latest News

    • Launch of the 3rd Cycle of Dubai We Learn…. read more
    • South African Quality Institutes latest news…. read more
    • Is Good, Good Enough for You? Taking the Next Step After ISO 9001:2015…. read more
    • James Harrington’s Latest Book Series on Innovation Now Available at Taylor & Francis…. read more
    • Reflecting on the success of the Global Organisational Excellence Congress…. read more

     

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    Employee recognition via spontaneous celebrations


    To celebrate employee success, Typeform, a Spanish online software service company, drew on a kind of internal play book with a list of values and guiding attributes. One of the things on the list was to `celebrate with spontaneous applause. Whenever someone did something noteworthy, however big or small, anyone could start a round of applause. The whole office joined in. Whilst most people would have no idea why they were applauding, the person receiving the applause did. The tradition provided a well-appreciated momentary break for celebration.

     

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    Yearly events drive goal deployment at technology manufacturer


    Two annual events at Bosch Rodez, France, a technology manufacturer, drove strategy and policy deployment. 1) The Town Hall meeting brought all associates together to discuss: the automotive environment; the Bosch Group situation; previous year’s results; and coming challenges. Following the 2017 meeting, 89% of associates understood the strategic challenges, 86% knew how they could contribute to achievement of strategic goals and 87% were ready to tackle the 2017 challenges. 2) DDO flyers, handed out individually to each associate, had a standardised format that outlined the plant`s strategy and gave the department`s objectives and priorities for the year to come. The deployment was then followed by the annual global performance dialogue (GPD). The Bosch Rodez strategy and policy deployment process was an EFQM 2017 Prize winner, and was recognised as best practice by the 2015 EEA best practice Award , and by the French Senate, with the “Aveyron des Champions” Trophy.

    Do you know that in BPIR.com there are more than 95 best practice report? and increasing…

    BPIR Tip of the Month – How to access best practice reports

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    Did you know that a free best practice report is published on the BPIR every two months? To see how to access these reports watch this clip.


    Over 95 Best Practice Reports, provide case studies and innovative ideas that will help you stay up-to-date concerning the latest international business trends and practices.

     


  5. BPIR.com Newsletter: January 2019

    January 31, 2019 by BPIR.com Limited

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    Best Practice Report: Business Excellence

    Business excellence means the development and strengthening of all facets of a company or organisation to improve performance and create value for its stakeholders. It can be seen best when an organisation has and demonstrates world-class strategies, processes, and stakeholder-related performance results. Business excellence can be validated through assessments using proven business excellence models (BEMs), which are based on a set of fundamental concepts or values. These BEMs continue to evolve thanks to extensive studies of the practices and values of the world’s highest-performing organisations.

     

    Featured Events

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    NZBEF Conference, Auckland, New Zealand, 19-20 Mar 2019

    Come and join us at this two-day conference where we will celebrate all things to do with performance excellence, business excellence, continuous improvement, and measurement.


    Learn how to take your organisation to the next level by increasing your organisational performance with a strong focus on your leadership, strategy, customers, measurement, analysis & knowledge management, workforce, operations, and results.

    We have a great line-up of local and international speakers. The conference will be held at the Waipuna Hotel & Conference Centre, Mt Wellington, Auckland. You can register for the conference here and more NZBEF Conference information can be found at the conference website here. Please share details of the conference with others as we want a good turnout.

     

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

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    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.

     

    Dubai Customs Wins the 2nd Organisation-Wide Innovation Award

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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.

     

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

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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.

     

    Latest News

    • Baldrige Award Winners 2018…. read more
    • Keep on learning…. read more
    • The Baldrige criteria are insufficient…. read more
    • Best Practice Report: Benchmarking…. read more
    • Learning from Role Models: Category 6: Operations…. read more
    • EFQM Excellence Award Winners 2018…. read more

     

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    Impact of the Baldrige Criteria for Performance Excellence at a US university


    Since winning the 2001 Baldrige Award the University of Wisconsin-Stout continued to use the Baldrige Excellence Framework. In recent years the university: 1) started an informal Baldrige team with membership open to the entire campus. The team met several times a year to discuss ways in which they were following the Baldrige Criteria and addressed improvement opportunities. 2) Teams were sent to Baldrige professional development offerings, to Baldrige regional conferences and occasionally to the Quest for Excellence® Conference.  3) a Baldrige-based approach was used to meet regional accreditation requirements through the Higher Learning Commission (HLC). 4) the Baldrige framework helped the university to focus on the small number of metrics that were most important to success and that aligned with the strategic plan. The university had a comprehensive review in March 2016 and the review team leader said it was the best portfolio he had ever seen.

     

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    Employee engagement initiative pays divcidends


    Redundancies and leadership changes at Alcoa Power and Propulsion, a UK manufacturer, led to changed perceptions from employees and externally and Engagement survey returns dropped significantly. A decision was made to rebuild Alcoa’s ’employer of choice’ status from the ground up, with the managers and supervisors leading the change. Managers undertook personal development to stretch and challenge their leadership; A suggestion scheme was introduced; Community initiatives targeted postcodes where employees lived were reintroduced with wellbeing initiatives like a SunSafe campaign, smoking cessation programme and cycling proficiency training for employee’s children. The results were impressive: Staff turnover reduced from 22% in 2010, to less than 1% in 2013, on-time delivery increased from 46.7% in 2009 to 96%, and labour productivity increased by 10% year on year. Alcoa won the CIPD People Management “best employee engagement initiative” award in 2013 and the Large Employer of the Year in the South West region Award at the National Apprentice Awards 2014.

    Do you know that in BPIR.com users can navigate the databases through four business excellence models?

    BPIR Tip of the Month – Business Excellence Models

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    This area of the web-site allows users to navigate the databases through a choice of business excellence models (Malcolm Baldrige Model, EFQM Excellence Model, Singapore Quality Award Model, Canadian Framework for Business Excellence, and an overview generic model). Navigation via the models can be used to look at specific categories that correspond to areas within their organisation that have been identified as in need of improvement, or to specific areas of personal interest. Using the model categories to navigate will quickly and effectively lead the user to the information we have researched so far in relation to the areas in question.