1. What will be the future of benchmarking? – share your view.

    September 22, 2010 by
    The Global Benchmarking Network is embarking on a project to look at the future of Benchmarking up to the year 2030.
    This project will answer the following questions – What will Benchmarking look like in 2030 – and in between? What are the tools, methodologies and technologies that Benchmarkers can use now to help organisations and economies to improve their outcomes?

    Please accept this invitation to participate in the survey, the survey will take less than 10 minutes to complete.

    Once you complete the survey, you will immediately gain access to the Global Benchmarking Network “Benchmarking 2030 Interim Report” showing our initial research findings. Further findings will be presented at the 5th International Benchmarking Conference, 5-6 December 2010, Kuwait, kuwaitbenchmarking.com . The final report will be published in 2011.

    Click here to participate in the survey and get the free report.

  2. BPIR Newsletter – No. 4 2010

    September 12, 2010 by

    Check out or BPIR latest BPIR newsletter:

    Click here to view web version!

    Click here to sign up for our newsletters!

  3. Workplace wellness “How to avoid overwork”

    September 10, 2010 by admin

    Thea O'Connor [1] of Intheblack magazine offers the following tips for helping employees avoid overwork:

    •    Highlight and discuss any workplace “cultural norms” that would encourage employees to work excessive hours
    •    Make overwork an Occupational Health and Safety issue
    •    Regularly review staff workloads, deadlines required, and available resources to determine if the organisation has the balance right
    •    Train employees in delegation and time management skills
    •    Encourage personnel to focus on the rate and quality of their work rather than number of hours worked
    •    Provide uninterrupted focus-time for employees
    •    Limit “out of hours” accessibility to employees
    •    Celebrate milestones and successes regularly
    •    Invest in work-life balance initiatives that promote healthy self-care
    •    Model desired behaviour so that staff will understand that they are permitted to stop for lunch and to leave on time
    •    Become familiar with following signs of work addiction:

    o    Spending more time at work than anything else
    o    Promising to reduce work hours and failing to follow through
    o    Denying working too hard
    o    Having difficulty releasing and delegating work
    o    Deteriorating health due to an excessive work schedule
    o    Impatience, irritability, weight changes, high blood pressure, stress, or depression
    o    Work eroding your intimate friendships, hobbies and social life
    o    Not being able to relax when not working
    o    Having unrealistic expectations for yourself and others

     [1] R10954 O'Connor, T., (2006), When work becomes your fix, Intheblack, Vol 76, Iss 4, pp 74-76, CPA Australia, Melbourne

    Neil Crawford

    Members may read the full article here

  4. Occupational Safety – Take a Break!


    Jessica Jeppsson [1] from the Department of Industrial and Systems Engineering at North Carolina State University writes that the New York Committee for Occupational Safety and Health reported that 50% of all employees in office settings are often so engaged in computer work that they forget to take breaks.

    This can lead to headaches, wrist pain, back discomfort and eye strain. To eliminate this, and to prevent repetitive stress injuries, ergonomic software can be installed on workplace computers to prompt users to take regular breaks. The frequency of the breaks can be based on mouse clicks, keyboard strokes, the duration of breaks taken, and the frequency of the prompts given.

    When a break is triggered a software window pops up on the screen, the user can then choose to activate the break or to ignore it. When activated, animations display hand, neck and shoulder stretches which are designed to interrupt the repetitive nature of computer work, increase circulation, relieve tension and give the user an energy boost.

    [1] R10853 Jeppsson, J., (2009), Workspace comfort, Industrial Engineer, Vol 41, Iss 3, pp 58-59, Institute of Industrial Engineers-Publisher, Norcross

    Neil Crawford

    Members may read the full article here

  5. Eighty six countries with National Quality / Business Excellence Awards

    August 20, 2010 by
    Research conducted by the Centre for Organisational Excellence Research has revealed that 86 countries have a National Quality / Business Excellence Award.
    • 8 countries follow an exact copy of the Baldrige Criteria for Performance Excellence
    • 31 follow an exact copy of the EFQM Excellence Model
    • 9 follow a tailored version of the Baldrige Criteria for Performance Excellence
    • 9 follow a tailored version of the EFQM Excellence Model
    • 18 have unique models
    • 12 have a model based on a combination of other models
    • 10 are unknown
    • 9 countries have more than one model that is promoted.
    This research was conducted on behalf of National Institute of Standards and Technology (NIST) who administer the Baldrige National Quality Program.

    Judging from this research, business excellence is alive and well! In the BPIR.com member’s area we show which organizations have won business excellence awards – over 10,000 worldwide.

    Incidentally, COER recently completed research on the impact and value of business excellence in Asia. This research focused on India, Japan, Singapore, Taiwan and Thailand.

    The key findings from the research were:

    • Companies reported that business excellence had a major impact on their competitiveness and performance.
    • Companies indicated that the frameworks were relevant for long-term competitiveness and sustainability, and only minor changes to the design of the frameworks (if any) were needed.
    • Time and effort should be put into making the frameworks simpler to understand; the value of the frameworks needs to be more clearly communicated.
    • Innovation—and how it relates to business excellence—needs to be more clearly explained to companies.
    • Companies want increased assistance with benchmarking and learning from best practices.
    • While awards are important, they are for recognition and not the prime motivator for the majority of companies. The prime motivator is to “become world-class”.

    I will report, in more detail, on the findings from this study in the near future.

    All the best
    Dr Robin Mann,  Commercial Director and Part-Owner, BPIR.com Limited, r.s.mann@massey.ac.nz