BPIR Newsletter: July 2017

July 4, 2017 by ahmed

Newsletter 2017.07


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BPIR Newsletter: July 2017


Welcome to July’s edition of the BPIR Newsletter. sharing with you best practices, improvement tools, and events.

Best Practice Events


  • What is the link between positive energy, diabetes prevention, ambulance service KPIs and an innovation hub?….read more
  • How many KPIs do I need? (fewer than you think)….read more
  • Lots of Activity, No Progress….read more
  • Support the United Nations Industrial Development Organization (UNIDO) using Benchmarking….read more
  • South African Quality Institutes latest news….read more
  • How to make practical innovation sustainable….read more
  • To invent your organization’s future, experiment, question, sometimes fail….read more
  • Being remarkable from the boardroom to the bedside….read more
  • An exploration of innovation: An organization’s only insurance against irrelevance….read more

6th Global Benchmarking Award  – Call for Entries

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 winners have been Watson Real Estate (New Zealand) in 2012, Knowledge and Human Development Authority (UAE) in 2013, OCBC Bank (Singapore) in 2014, The Medical City, (Philippines) in 2015 and Al Jazeera International Catering (UAE) in 2016. For videos on these award winning organisations click here.

The 6th Global Benchmarking Award will be held at the 11th International Benchmarking Conference, 22-25th October 2017, Okada Manila, Metro Manila, Philippines.

The closing date for entries is the 7th August 2017, for more information about the award visit the official award website.

Spotlight on Self-Assessments

Have you tried to find a self-assessment tools lately? We have over 85 to assess all aspects of your organisation from how your organisation develops its strategy to how it serves its customers. Here are three typical examples:

Employee Assessment of Your Management and Leadership Skills: This self-assessment tool should be completed by people who report to you in order to give you feedback on your management and leadership skills. From their feedback you will have a greater understanding of your capabilities in: motivation, job definition, positive reinforcement, coaching, time management, corrective action, interviewing and hiring, and leadership.

Customer Complaint Resolution Process: Two simple self-assessment tools are provided to help you to assess your organisation’s attitude towards customer complaints and the effectiveness of your customer complaints resolution processes.

Performance Measurement System Design: This self-assessment will assess the design and effectiveness of your organisation’s performance measurement system. It compares the key features of your present performance measurement system to the features you would find in an ideal performance measurement system.

Join now to get access to a library of self assessments and many more features.

BPIR Tip of the Month – Competitor Analysis

Use BPIR.com to help you to select measures to assess your organisation’s performance. There are around 1200 to choose from, with description and formulae for each measure. Commentaries are also provided for the most commonly used measures. These explain why the measure is important and how to use it.

Click here to see a video clip on how to do it.

Goal Deployment Process drives improvement at an award winning medical centre

The Goal Cascade Process at the Charleston Area Medical Centre, a Baldrige award winning US health provider, was used to align annual goals throughout the entire system to every department. For example, a key measure under CAMC’s quality pillar was Hospital-Acquired Infections. The goal was cascaded to nursing departments as CAUTI (Catheter-Associated Urinary Tract Infections). The departments had CAUTI as a Top-5 Board improvement project, 4×6-foot boards in each department with five columns that addressed the Define, Measure, Analyze, and Improve components of DMAIC, the system’s problem-solving methodology. Each column showed a team who were addressing an issue cascaded from the corporate goals. The boards visibility ensured that the performance improvement work was transparent to the workforce, patients, and visitors. As a result of this focus, CAMC’s CAUTI rate for 2016 was 0.30, better than the Centres for Medicare and Medicaid (CMS) top-quartile performance of 0.90. In addition to improved outcomes, the process helped CAMC engage everyone in performance improvement.

Remember to
Regularly check out the bpir.com for benchmarks, best practices and business excellence. We know you will find valuable knowledge and we always welcome your feedback, so if you have time, please email any comments about our services to feedback@bpir.com.
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